The vast literature on accountability in the public sector (usually called ‘public accountability’originating from political science and public administration tends to emphasize the positive dimension of holding authorities to account. As formulated by one prominent scholar in the field, ‘[a]ccountability has become an icon for good governance’: it is perceived as ‘a Good Thing, and, so it seems, we can’t have enough of it’ (Bovens, 2005: 182, 183). Accountability has, thus, become one of the central values of democratic rule – varying on a well-known American slogan one could phrase this as ‘no public responsi bility without accountability’.
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full text via link. Zowel qua uitgangspunt als systematiek is Intervention Mapping ons inziens verwant aan de manier van denken en werken die wij bij Hogeschool Utrecht in het tweejarige ‘Return on Creativity’ onderzoek hebben ontwikkeld en in november 2013 hebben gepresenteerd als ‘Accountable werken volgens De Utrechtse School, DUS!’ Het doel van het programma was om marketing- en communicatiebureaus uit het MKB te voorzien van een aanpak waarmee zij communicatiecampagnes gestructureerd kunnen opzetten en uitrollen. Het resultaat is een accountability-aanpak voor de creatieve industrie: een proces- en resultaat-geörienteerd model, gebaseerd op state-of-the-art kennis, best practices en kritische succesfactoren. Het onderzoeksprogramma berust op twee theoretische pijlers: de eerste pijler is accountability en de tweede pijler betreft de inhoudelijke keuze voor gedragsdoelstellingen als basis voor meetbare resultaten.
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This chapter offers a working definition of social accountability as any citizen-led action beyond elections that aims to enhance the accountability of state actors. We view social accountability as a broad array of predominantly bottom-up initiatives, aimed at improving the quality of governance (especially oversight and responsiveness) through active citizen participation. We also trace the evolution of SA as a concept in the literature over the past decades and, then, discuss some influential theoretic approaches to SAIs, pointing out strengths and weaknesses of each model. Finally, we suggest organising Arab SAIs into one of three categories: (1) transparency; (2) advocacy; or (3) participatory governance and we review each of these existing action formats by discussing their main strengths and flaws.
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Twee jaar geleden schreven Cloosterman & van Loo in TvM dat accountability bovenaan de lijst prijkt van kansen voor marketeer. De aandacht voor accountability is sindsdien alleen maar toegenomen. Vanwege de economische recessie ondervinden reclame- en communicatiebureaus meer en meer druk om de effectiviteit van hun campagnes, en daarmee hun bestaansrecht, aan te tonen.
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Corporate Social Responsibility affects Corporate Governance as it stretches the accountability of companies beyond its traditional boundaries. This however may conflict with the corporate objective of maximizing stockholder wealth. The paper provides an overview of various academic theories and corporate attitudes on this issue and discusses the merits and disadvantages of the two main governance modes: the stockholder mode and the stakeholder mode.
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Accountability krijgt toenemende aandacht van marketing- en communicatieprofessionals én onderzoekers. De vraag naar accountability kun je op verschillende wijzen benaderen. Zo hebben onderzoeksbureau Ipsos en het ‘Return on Creativity’ programma elk een ander vertrekpunt, maar ook raakvlakken
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This paper explores the delicate interface between management accounting and marketing management. Based on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and integrating. Whereas the traditional management accounting domains, such as budgetary control, are characterized by an informing interface, some recently developed management accounting techniques, such as the Balanced Scorecard, target costing and customer profitability analysis, require an integrating interface. Therefore, although during the last three decades clear progress has been made in strengthening the interface between management accounting and marketing management, there is still much room for further improvement. By its inclusion nowadays of marketing and operational management issues, management accounting has broadened its focus beyond the traditional financial domain. However, the adoption of ideas and concepts from other disciplines may not be enough to internalize a truly multi-disciplinary approach to business problems. A challenging interface between management accounting and marketing management is, for example, measuring the value of brands in monetary terms.
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World globalisation drives companies to undertake international expansion with the aim of retaining or growing their businesses. When companies globalize, managers encounter new challenges in making international marketing strategy (IMS) decisions, which are influenced by perceived cultural and business distance between their home- and foreign country. Telkom Indonesia International (Telin) was formed by Telkom Indonesia (i.e. the state-owned company in the telecommunication industry in Indonesia) to engage in international business within a global market. The central question in this study is to what extent do managers’ perceived cultural and business distance between home- and foreign country influence their IMS decisions? A mixed research strategy will be employed by applying qualitative and quantitative methods concurrently. The data collection will involve interviews with CEOs and managers, alongside a web survey to 55 managers of Telkom's. Results suggest important consequences for IMS decisions and emphasizes the need for dialogue on perceptions of cultural and business characteristics of countries.
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De afdeling Inholland Communicatie beheert een aantal social media platformen waarmee op corporate niveau wordt gecommuniceerd. Verder zijn veel 'eigen' - vaak onderwijs gerelateerde - platformen ontstaan en actief. Samen met het lectoraat Digital World is een project gestart om te onderzoeken of het mogelijk is een collectief gedeeld communitygevoel uit te dragen en online op te bouwen. Welke keuzes maak je, hoe communiceer je, wat stel je voorop: marketing of onderwijs?
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Co-creation as a concept and process has been prominent in both marketing and design research over the past ten years. Referring respectively to the active collaboration of firms with their stakeholders in value creation, or to the participation of design users in the design research process, there has arguably been little common discourse between these academic disciplines. This article seeks to redress this deficiency by connecting marketing and design research together—and particularly the concepts of co-creation and co-design—to advance theory and broaden the scope of applied research into the topic. It does this by elaborating the notion of the pop-up store as temporary place of consumer/user engagement, to build common ground for theory and experimentation in terms of allowing marketers insight into what is meaningful to consumers and in terms of facilitating co-design. The article describes two case studies, which outline how this can occur and concludes by proposing principles and an agenda for future marketing/design pop-up research. This is the peer reviewed version of the following article: Overdiek A. & Warnaby G. (2020), "Co-creation and co-design in pop-up stores: the intersection of marketing and design research?", Creativity & Innovation Management, Vol. 29, Issue S1, pp. 63-74, which has been published in final form at https://doi.org/10.1111/caim.12373. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. LinkedIn: https://nl.linkedin.com/in/overdiek12345
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