The platform for open and practice-oriented research

product

The Role of Fake Review Detection in Managing Online Corporate Reputation

In a recent official statement, Google highlighted the negative effects of fake reviews on review websites and specifically requested companies not to buy and users not to accept payments to provide fake reviews (Google, 2019). Also, governmental authorities started acting against organisations that show to have a high number of fake reviews on their apps (DigitalTrends, 2018; Gov UK, 2020; ACM, 2017). However, while the phenomenon of fake reviews is well-known in industries as online journalism and business and travel portals, it remains a difficult challenge in software engineering (Martens & Maalej, 2019). Fake reviews threaten the reputation of an organisation and lead to a disvalued source to determine the public opinion about brands. Negative fake reviews can lead to confusion for customers and a loss of sales. Positive fake reviews might also lead to wrong insights about real users’ needs and requirements. Although fake reviews have been studied for a while now, there are only a limited number of spam detection models available for companies to protect their corporate reputation. Especially in times with the coronavirus, organisations need to put extra focus on online presence and limit the amount of negative input that affects their competitive position which can even lead to business loss. Given state-of-the-art derived features that can be engineered from review texts, a spam detector based on supervised machine learning is derived in an experiment that performs quite well on the well-known Amazon Mechanical Turk dataset.

MULTIFILE

The Role of Fake Review Detection in Managing Online Corporate Reputation

product

Abstract conference ERRN Risk management approach

There is an urgency and need to develop an innovative strategic approach for organizations to develop a sustainable organization for the future, in which they are able to respond resiliently to major environmental challenges and changes in the short term and adjust the management of the organization. On the same time, in this strategic approach learning and transforming accordingly in the long term is involved as well. This approach will give organizations the opportunity to operationalize their boards’ and stakeholders’ ambitions to build a responsible business, with focus on governance elements, as well as interaction with social and environmental factors, risk, and strategy from a holistic view. In education, students could work with this approach in future projects for real companies.

DOCUMENT

Abstract conference ERRN Risk management approach

product

What can Design Bring to Strategy? Designing Thinking as a Tool for Innovation and Change

This publication by Kathryn Best accompanied the Lector’s inauguration as head of the research group Cross-media, Brand, Reputation & Design Management (CBRD) in January 2011. The book outlines current debates around the Creative Industries, business and design education and the place of ’well being’ in society, the environment and the economy, before focusing in on the place for design thinking in creative and innovation processes, and how this is driving new applied research agendas and initiatives in education and industry.

DOCUMENT

What can Design Bring to Strategy? Designing Thinking as a Tool for Innovation and Change

product

Exploring the effect of rebranding on stakeholders

The purpose of this study is to provide a better insight into the impact of rebranding on stakeholders; the case for this study is the rebranding of the Hotel Management School (HMS). This research has explored how the stakeholders have experienced rebranding and how the rebranding has affected the brand identity, image and loyalty. A qualitative research method was used and data was gathered conducting semi-structured, face-to-face interviews with the students, staff and industry partners. The data illustrates that due to effective internal communication the employees were not affected by the rebranding. Nevertheless, the brand identity, image and loyalty did not have the same effect on the students and industry partners. Thus, it is recommended that HMS pay more attention to improving the communication, rebuilding and expansion of the brand identity.

MULTIFILE

Exploring the effect of rebranding on stakeholders

product

Challenges in corporate social responsibility reporting and the promotion of good corporate citizenship through external assurance

In dit artikel worden de posities van verschillende actoren, die actief zijn op het gebied van maatschappelijk verantwoord ondernemen en assurance, geïdentificeerd en geanalyseerd. De nadruk wordt momenteel gelegd op vrijwillige activiteiten op het gebied van maatschappelijk verantwoord ondernemen en het rapporteren over deze activiteiten, ondanks dat een nieuwe richtlijn op Europees niveau bepaalde Nederlandse ondernemingen verplicht te rapporteren over maatschappelijk verantwoord ondernemen. Door het vrijwillige karakter van rapportages over maatschappelijk verantwoord ondernemen en het ontbreken van formele regelgeving is er een verhoogd risico dat bedrijven misbruik maken van mvo-rapportages voor bijvoorbeeld zakelijk of persoonlijk gewin. De verwachting is echter dat het belang en de kwaliteit van mvo-rapportages zal toenemen in de nabije toekomst om transparantie te verhogen binnen verschillende branches en sectoren. Hierdoor kunnen mvo-rapportages en de controle hierop ingezet worden om onethisch gedrag te verminderen en meer openheid van zaken te geven hoe ondernemingen te werk gaan.

DOCUMENT

Challenges in corporate social responsibility reporting and the promotion of good corporate citizenship through external assurance

product

Sustainability in Project Management: Vision, Mission, Ambition

Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Studies show that considering sustainability should not be regarded a responsibility of just the project sponsor or executive, also the project manager has a strong influence on the sustainability aspects of a project. This paper explores the concept of sustainability and its impact on the competences of the project manager. The paper also reports an analysis of 56 case studies on the integration of the concepts of sustainability in the way organizations initiate, develop and manage projects. This study showed that the average level of sustainability consideration in the actual situation of 25.9%. For the desired situation, this score is almost 10 percent higher, showing an ambition to take sustainability more into consideration. The study also showed that the way sustainability currently is considered in projects, should be categorized as the traditional ‘less bad’ approach to sustainability integration and not a more modern social responsibility approach

DOCUMENT

Sustainability in Project Management: Vision, Mission, Ambition

product

A Cold Case and a Warm Conversation.

In this case study, we want to gain insights into how residents of three municipalities communicate about the new murder scenario of the cold case of Marianne Vaatstra and the possibility of a large-scale DNA familial searching. We investigate how stakeholders shape their arguments in conversation with each other and with the police. We investigate the repertoires that participants use to achieve certain effects in their interactions with others in three focus groups. The results show that the analyzed repertoires are strong normative orientated. We see two aspects emerge that affect the support for large-scale DNA familial searching. These are: 1. Cautious formulations: respondents showed restraint in making personal judgments and often formulated these on behalf of others. Participants would not fully express themselves, but adjusted to what seemed the socially desirable course. 2. Collective identity: respondents focused on the similarities between themselves and the needs, interests, and goals of other participants. Participants also tried in a discursive way to convince each other to participate in the large-scale familial searching. These two major discursive activities offered the communication discipline guidance for interventions into the subsequent communication strategy.

MULTIFILE

product

Design Management and Business in Europe: A Closer Look

It is often said that European companies must stop trying to compete on price and concentrate more on developing products and services that offer customers and users a high level of added value. Design is an indispensable tool for such development and innovation, and this is why the findings of this survey are cause for concern. It is not enough to encourage companies to use design; they must also develop skill in managing design. It seems risky to assume that they will eventually find their own way to design and its effective management; as an economic necessity, attention and commitment will be required from those who set business policy. The survey results suggest that improved awareness of design and the management of design will drive increased business performance within SMEs. "is would likely also trigger increased demand for effective support services to develop design management skills, and thus more jobs. One of the study’s findings is the positive correlation between increasing design management capability and positive growth. At the same time, however, cost factors are widely cited as the main obstacle standing in the way of companies implementing design management. What this indicates is that design should cease to be seen as a cost, and instead should be considered as an investment in the future. One way to improve the perception of the cost factor is to raise awareness of design’s benefits. To do this, however, it is critical to find ways to measure and therefore value design effectiveness and, once it has been implemented, to measure its success in a way that can be understood by managers. Knowledge factors also present a considerable obstacle, and as such education is a second critical success factor. "e curricula of European design courses tend to dedicate relatively little time to the development of management skills or the understanding of the business implications of design decisions. And although the attention paid to ideas such as design thinking does show some movement in the world of management, things seem to be happening rather slowly. In management courses, there is still relatively little structural focus on design, and for experienced designersóeven those with sufficient management skillsótraining in design management is rarely available. Indeed, the relative lack of training opportunities for design management begs the question: Are we making enough progress with design management as a professional field? "e gap between design management “winners” and “losers” seems rather large, and the group of companies that is left behind is comparatively too big. Progress has and is being made within the profession of design management; however, to sustain this progress, and even to turn the situation around, will require the collaborative efforts of a broader group of stakeholdersónamely, the design sector, the training and education sector, trade associations, promoters of design management honors such as the DME Award, and government bodies themselves.

DOCUMENT

product

Design Management and Business in Europe: A Closer Look

It’s clear that the e$ective management of design is a commercial necessity. It enables a company or organization to innovate, to stay in line with or ahead of the market, and to identify and cater to consumer needs. When design becomes an explicit part of the management process, it can have a greater impact on business performance and help secure a market position for the long term. However, there is growing concern that most European small and medium-size businesses (SMEs) lack su#cient grasp of the role of design and that their focus on its management is still underdeveloped. With the exception of a few small-scale case studies, there has been no substantial research into how European companies handle design. To what extent do they succeed in integrating design into their operational management? What design management skills do they actually have?

DOCUMENT

Search results

Products 60

The Role of Fake Review Detection in Managing Online Corporate Reputation

Abstract conference ERRN Risk management approach

What can Design Bring to Strategy? Designing Thinking as a Tool for Innovation and Change

Exploring the effect of rebranding on stakeholders

Challenges in corporate social responsibility reporting and the promotion of good corporate citizenship through external assurance

Sustainability in Project Management: Vision, Mission, Ambition

A Cold Case and a Warm Conversation.

Design Management and Business in Europe: A Closer Look

Design Management and Business in Europe: A Closer Look

Navigate to

Categories

Filters

Products 60

The Role of Fake Review Detection in Managing Online Corporate Reputation

Abstract conference ERRN Risk management approach

What can Design Bring to Strategy? Designing Thinking as a Tool for Innovation and Change

Exploring the effect of rebranding on stakeholders

Challenges in corporate social responsibility reporting and the promotion of good corporate citizenship through external assurance

Sustainability in Project Management: Vision, Mission, Ambition

A Cold Case and a Warm Conversation.

Design Management and Business in Europe: A Closer Look

Design Management and Business in Europe: A Closer Look