The rapid evolution of the internet has made search engines an integral part of online navigation. Google, the dominant player in this arena, holds substantial influence over user preferences (Rabe 2023). Securing a high ranking on Google's search results is a coveted advantage for companies, especially regarding the high competition (Erlhofer 2023). This paper delves into the realm of Search Engine Optimization (SEO), specifically tailored to the unique needs of event locations in Berlin. Despite the critical role of SEO in online marketing, there is a noticeable gap in research focusing on its application for the business of event locations (Setiawan et al. 2022, Wiedmann 2018, Zanger and Drengner 2016). The COVID-19 pandemic has emphasized the paramount importance of a robust online presence for event locations. The shift to online and hybrid formats during the crisis underscored the significance of having a well-optimized website (Madray 2020, Zanger 2022). Even post-pandemic, the prevalence of online and hybrid events persists, necessitating effective online marketing strategies. Traditional offline advertising methods are limited in their reach, making online marketing, particularly SEO, a vital component for event locations to attract both local and international audiences (Werner et al. 2022, Zanger 2023). Understanding Google's ranking algorithm is fundamental to effective SEO. The algorithm considers over 200 components which are not specifically communicated directly by the company (Alpar et al. 2015). These can be broadly categorized into on-page and off-page factors. On-page factors involve content relevance, user-friendliness, and adherence to Google's "Core Web Vitals." Off-page factors, such as backlinks from reputable sources, contribute to a website's credibility. Personalization, incorporating user data and behavior, further refines search results (Erlhofer 2023). Basically Google uses the self-developed E-E-A-T principle (Experience, Expertise, Authoritativeness, Trustworthiness) when assessing the quality of a website (Google 2023). The study employs a three-step approach: website selection, SEO scorecard preparation, and result evaluation with SEO experts. The websites of event locations in Berlin used were filtered via the online directory “Eventinc”, whereby the selected filter criteria guarantee comparability of the websites. The self-developed SEO scorecard, incorporating key on-page and off-page factors, is used for evaluation. Experts from the field of SEO and event locations provide insights through interviews, shedding light on the causes of inadequate SEO implementation and the perceived relevance of SEO compared to other marketing elements. The analysis of 33 event location websites in Berlin reveals a suboptimal implementation of SEO practices. The majority have a very poor to mediocre result, indicating room for improvement. The Google Business Profile emerges as the best-optimized area, while the internal link
{"title":"The Implementation of SEO for Local Businesses – an Analyses of Event Locations in Berlin","authors":"Debby Gaida, Peter Konhaeusner","doi":"10.3897/aca.7.e129388","DOIUrl":"https://doi.org/10.3897/aca.7.e129388","url":null,"abstract":"The rapid evolution of the internet has made search engines an integral part of online navigation. Google, the dominant player in this arena, holds substantial influence over user preferences (Rabe 2023). Securing a high ranking on Google's search results is a coveted advantage for companies, especially regarding the high competition (Erlhofer 2023). This paper delves into the realm of Search Engine Optimization (SEO), specifically tailored to the unique needs of event locations in Berlin. Despite the critical role of SEO in online marketing, there is a noticeable gap in research focusing on its application for the business of event locations (Setiawan et al. 2022, Wiedmann 2018, Zanger and Drengner 2016). The COVID-19 pandemic has emphasized the paramount importance of a robust online presence for event locations. The shift to online and hybrid formats during the crisis underscored the significance of having a well-optimized website (Madray 2020, Zanger 2022). Even post-pandemic, the prevalence of online and hybrid events persists, necessitating effective online marketing strategies. Traditional offline advertising methods are limited in their reach, making online marketing, particularly SEO, a vital component for event locations to attract both local and international audiences (Werner et al. 2022, Zanger 2023).\u0000 Understanding Google's ranking algorithm is fundamental to effective SEO. The algorithm considers over 200 components which are not specifically communicated directly by the company (Alpar et al. 2015). These can be broadly categorized into on-page and off-page factors. On-page factors involve content relevance, user-friendliness, and adherence to Google's \"Core Web Vitals.\" Off-page factors, such as backlinks from reputable sources, contribute to a website's credibility. Personalization, incorporating user data and behavior, further refines search results (Erlhofer 2023). Basically Google uses the self-developed E-E-A-T principle (Experience, Expertise, Authoritativeness, Trustworthiness) when assessing the quality of a website (Google 2023).\u0000 The study employs a three-step approach: website selection, SEO scorecard preparation, and result evaluation with SEO experts. The websites of event locations in Berlin used were filtered via the online directory “Eventinc”, whereby the selected filter criteria guarantee comparability of the websites. The self-developed SEO scorecard, incorporating key on-page and off-page factors, is used for evaluation. Experts from the field of SEO and event locations provide insights through interviews, shedding light on the causes of inadequate SEO implementation and the perceived relevance of SEO compared to other marketing elements. The analysis of 33 event location websites in Berlin reveals a suboptimal implementation of SEO practices. The majority have a very poor to mediocre result, indicating room for improvement. The Google Business Profile emerges as the best-optimized area, while the internal link","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141677865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As an integral part of the marketing mix, pricing is related to the expected value of the products it supports (Feng et al. 2019, Zhang and Chiang 2020). The adequately set price will therefore result in a higher demand on the market and in maximizing the profit of the firm constrained by the quantity of products or services offered (Feng et al. 2019). Identifying, projecting, and influencing the price sensitivity of customers represents an important strategic marketing task (Graciola et al. 2018, Zhang and Tian 2021). Crowdfunding might be used as a preselling method as it supports the identification of target groups and future demand (Brown et al. 2017). This article explores the possibility to use crowdfunding as a method to set the price for a subsequent market entry (Popp and Woratschek 2017, Pater and Cristea 2018, Dowling et al. 2019). Recent research highlighted how the pricing mechanisms in crowdfunding campaigns work, leaving out the managerial implications for the time after the campaign (Roma et al. 2018, Peng et al. 2020, Tseng 2021, Konhäusner et al. 2021). Furthermore, the right pricing for shares in an equity-based crowdfunding campaign has been analyzed, but the view has not been expanded outside of the campaign timeline (Krämer and Kalka 2016, Feng et al. 2019). Therefore, this work discusses theoretically the use of crowdfunding campaigns as a pre-sale method to set the right price when launching the product on the market (Sayedi and Baghaie 2017). By means of case studies focusing on Kickstarter campaigns supported by data from Amazon using the online Tool Keepa, the article highlights the differences between the pricing strategy of the offered products in the crowdfunding campaigns and in the market after the successful ending of the campaign. It is discussed how crowdfunding campaigns can point customers towards new products and help marketers to set the right price based on the feedback from the crowd. With the help of the different analyzed use cases, it became evident that the feedback from the crowdfunding users can help the campaign runners to set the pricing of a product. Furthermore, most of the campaign runners used the feedback of the successful campaigns to set even a higher price on the market. Further research could evaluate unsuccessful crowdfunding campaigns which sell their products. Given more available data the analysis could be broadened to directly observe the difference in pricing between the last day of the campaign and the first day of the product on the market. Additionally, the adapted approach analyzing use cases in this study should be further applied and evaluated.
{"title":"Crowdfunding Campaign Influences on Market Pricing Decisions","authors":"Peter Konhaeusner, Sharon-Maria Semmerau","doi":"10.3897/aca.7.e129356","DOIUrl":"https://doi.org/10.3897/aca.7.e129356","url":null,"abstract":"As an integral part of the marketing mix, pricing is related to the expected value of the products it supports (Feng et al. 2019, Zhang and Chiang 2020). The adequately set price will therefore result in a higher demand on the market and in maximizing the profit of the firm constrained by the quantity of products or services offered (Feng et al. 2019). Identifying, projecting, and influencing the price sensitivity of customers represents an important strategic marketing task (Graciola et al. 2018, Zhang and Tian 2021). Crowdfunding might be used as a preselling method as it supports the identification of target groups and future demand (Brown et al. 2017).\u0000 This article explores the possibility to use crowdfunding as a method to set the price for a subsequent market entry (Popp and Woratschek 2017, Pater and Cristea 2018, Dowling et al. 2019). Recent research highlighted how the pricing mechanisms in crowdfunding campaigns work, leaving out the managerial implications for the time after the campaign (Roma et al. 2018, Peng et al. 2020, Tseng 2021, Konhäusner et al. 2021). Furthermore, the right pricing for shares in an equity-based crowdfunding campaign has been analyzed, but the view has not been expanded outside of the campaign timeline (Krämer and Kalka 2016, Feng et al. 2019).\u0000 Therefore, this work discusses theoretically the use of crowdfunding campaigns as a pre-sale method to set the right price when launching the product on the market (Sayedi and Baghaie 2017). By means of case studies focusing on Kickstarter campaigns supported by data from Amazon using the online Tool Keepa, the article highlights the differences between the pricing strategy of the offered products in the crowdfunding campaigns and in the market after the successful ending of the campaign. It is discussed how crowdfunding campaigns can point customers towards new products and help marketers to set the right price based on the feedback from the crowd.\u0000 With the help of the different analyzed use cases, it became evident that the feedback from the crowdfunding users can help the campaign runners to set the pricing of a product. Furthermore, most of the campaign runners used the feedback of the successful campaigns to set even a higher price on the market.\u0000 Further research could evaluate unsuccessful crowdfunding campaigns which sell their products. Given more available data the analysis could be broadened to directly observe the difference in pricing between the last day of the campaign and the first day of the product on the market. Additionally, the adapted approach analyzing use cases in this study should be further applied and evaluated.","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141678581","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Performance management is “a continuous process of identifying, measuring and developing performance in organizations by linking each individual’s performance and objectives to the organization’s overall mission and goals” (Aguinis 2023). One of the most known strategic approaches within HR and PM practices, is the Management by Objectives (MBO), which can lead to better alignment with organizational goals and improved performance metrics (Schmidt et al. 2017, Farndale and Kelliher 2013). This communication, a hybrid of a literature overview and position paper, will examine the potential relevance of the MBO model - which was popularized by Peter Drucker back in 1954 - today in 2024; after 70 years after its introduction. The MBO model is in fact a strategic management approach mostly based on the collaboration between supervisors and employees in defining clear, measurable, and achievable organizational goals (Drucker 1954) . We will synthesizes various scholarly works to explore how MBO’s fundamental components – goal setting, participatory decision-making, action planning, periodic review, and performance appraisal – continue to positively impact employee behaviour and output in modern performance management practices (George et al. 2021, Starbuck 2017) . This would includes overviewing studies that examines other approaches designed to enhance organizational effectiveness and employee performance, including the Balanced Scorecard introduced by Kaplan and Norton (1998), the concept of 360-degree feedback widely used for their ability to provide comprehensive evaluations (Garavan et al. 1997, Gruman and Saks 2011), as well as Objectives and Key Results (OKRs) introduced at Intel and popularized by Google (Schleicher et al. 2018), along with and Agile Performance Management which combines principles of agility, flexibility, with frequent feedback, and goal-setting (Poister 2010). The aim is to provide a comprehensive understanding of MBO’s legacy and its potential adaptability to modern business challenges and technological advancements so as it aligns with contemporary organizational performance management practices.
{"title":"Is Management by Objectives (MBO) still relevant?","authors":"George Kassar","doi":"10.3897/aca.7.e129557","DOIUrl":"https://doi.org/10.3897/aca.7.e129557","url":null,"abstract":"Performance management is “a continuous process of identifying, measuring and developing performance in organizations by linking each individual’s performance and objectives to the organization’s overall mission and goals” (Aguinis 2023). One of the most known strategic approaches within HR and PM practices, is the Management by Objectives (MBO), which can lead to better alignment with organizational goals and improved performance metrics (Schmidt et al. 2017, Farndale and Kelliher 2013).\u0000 This communication, a hybrid of a literature overview and position paper, will examine the potential relevance of the MBO model - which was popularized by Peter Drucker back in 1954 - today in 2024; after 70 years after its introduction.\u0000 The MBO model is in fact a strategic management approach mostly based on the collaboration between supervisors and employees in defining clear, measurable, and achievable organizational goals (Drucker 1954) .\u0000 We will synthesizes various scholarly works to explore how MBO’s fundamental components – goal setting, participatory decision-making, action planning, periodic review, and performance appraisal – continue to positively impact employee behaviour and output in modern performance management practices (George et al. 2021, Starbuck 2017) .\u0000 This would includes overviewing studies that examines other approaches designed to enhance organizational effectiveness and employee performance, including the Balanced Scorecard introduced by Kaplan and Norton (1998), the concept of 360-degree feedback widely used for their ability to provide comprehensive evaluations (Garavan et al. 1997, Gruman and Saks 2011), as well as Objectives and Key Results (OKRs) introduced at Intel and popularized by Google (Schleicher et al. 2018), along with and Agile Performance Management which combines principles of agility, flexibility, with frequent feedback, and goal-setting (Poister 2010).\u0000 The aim is to provide a comprehensive understanding of MBO’s legacy and its potential adaptability to modern business challenges and technological advancements so as it aligns with contemporary organizational performance management practices.","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 69","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141680018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
For local governments in Australia, organisational development represents a significant investment in the improvement of performance. However, organisational development and change practice still experience significant gaps between theory and practice (Luthans 2011), as well as gaps between knowledge of a phenomenon and taking action to change or improve that phenomenon (Ahmadi and Vogel 2019, Luthans 2011, Pfeffer and Sutton 2000). The latter is described in the literature as the knowing-doing gap (Ahmadi and Vogel 2019, Greener 2018, Hulme 2014, Luthans 2011, Pfeffer and Sutton 2000). While the relationship between the knowing-doing gap and organisational performance is (to an extent) implied, less well-defined are the reasons for the presence of the knowing-doing gap. In that, organisational factors surrounding change and development are complex and diverse and require further investigation to better understand how performance improvement activities are affected (Ahmadi and Vogel 2019, Greener 2018, Luthans 2011) (See Fig. 1). Of particular interest is the possibility that more recently developed constructs such as system noise (Kahneman et al. 2021) and choice architecture (Thaler et al. 2014 may explain the presence of the gap and that forecasting skill (Schoemaker and Tetlock 2016, Tetlock and Gardner 2015) may mitigate the effects of noise on performance in local and state governments.
{"title":"Examining the relationship between system noise and organisational performance in local government in Australia","authors":"Barry Hemmings","doi":"10.3897/aca.7.e130158","DOIUrl":"https://doi.org/10.3897/aca.7.e130158","url":null,"abstract":"For local governments in Australia, organisational development represents a significant investment in the improvement of performance. However, organisational development and change practice still experience significant gaps between theory and practice (Luthans 2011), as well as gaps between knowledge of a phenomenon and taking action to change or improve that phenomenon (Ahmadi and Vogel 2019, Luthans 2011, Pfeffer and Sutton 2000). The latter is described in the literature as the knowing-doing gap (Ahmadi and Vogel 2019, Greener 2018, Hulme 2014, Luthans 2011, Pfeffer and Sutton 2000). While the relationship between the knowing-doing gap and organisational performance is (to an extent) implied, less well-defined are the reasons for the presence of the knowing-doing gap. In that, organisational factors surrounding change and development are complex and diverse and require further investigation to better understand how performance improvement activities are affected (Ahmadi and Vogel 2019, Greener 2018, Luthans 2011) (See Fig. 1). Of particular interest is the possibility that more recently developed constructs such as system noise (Kahneman et al. 2021) and choice architecture (Thaler et al. 2014 may explain the presence of the gap and that forecasting skill (Schoemaker and Tetlock 2016, Tetlock and Gardner 2015) may mitigate the effects of noise on performance in local and state governments.","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141678292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the words of Douglas Conant of the Campbell Soup Company, "To win in the marketplace, you must first win the workplace." Embedding performance management as a cultural cornerstone is imperative for any organization aspiring to succeed in the marketplace. Campbell's theory of performance (Campbell 1990) defines performance as behaviors or actions relevant to the organization's goals and measurable in terms of contribution to those goals. These behaviors are distinguished from effectiveness, which is the impact of behaviors on outcomes. Performance management ensures efficiency, effectiveness, and productivity by facilitating planning, monitoring, and evaluating individual and organizational performance to achieve strategic goals. Performance management involves goal setting, feedback, coaching, and evaluation to align employee efforts with strategic goals and foster accountability and continuous improvement. Historically criticized for its rigidity and lack of timeliness, performance management has evolved, propelled by technological advancements and data analytics (Swan 2015). This abstract summarizes the critical role of technology and data analytics in transforming performance management systems. It highlights the shift from traditional methods to modern, agile, and data-driven practices, emphasizing the potential of emerging technologies to revolutionize the field further. The study spotlights the importance of adopting these innovations to enhance managerial effectiveness, employee satisfaction, and organizational competitiveness in the digital age. Despite their limitations, the traditional performance management methods laid the foundation for modern performance management systems. The evolution of performance management from criticized models lacking flexibility to agile, data-driven systems has been facilitated by technology, enabling organizations to access real-time performance data and sophisticated analytics tools for proactive decision-making and personalized feedback (Pulakos et al. 2015). This shift marks a departure from static evaluations to adaptive practices empowered by technological advancements (Buckingham and Goodall 2015). Integrating technology and data analytics has revolutionized performance management, leveraging AI and machine learning to analyze vast datasets and uncover patterns in employee performance (Buckingham and Goodall 2015). These advancements have led to the emergence of performance management software, data analytics tools, real-time feedback platforms, and mobile applications, streamlining processes and fostering continuous improvement (Mone et al. 1998; Stone et al. 2009; Pulakos et al. 2015; Davenport and Harris 2007; Garris et al. 2002). These innovations enable organizations to adopt agile, data-driven, and employee-centric approaches to drive better performance outcomes and gain a competitive advantage in the digital age. Organizations worldwide increasingly turn to digital solutions to stream
{"title":"Leveraging Technology and data Analytics in Performance Management- An Exploratory Study on its Evolution: the when, now, and hereafter","authors":"Rosemary Obi","doi":"10.3897/aca.7.e129581","DOIUrl":"https://doi.org/10.3897/aca.7.e129581","url":null,"abstract":"In the words of Douglas Conant of the Campbell Soup Company, \"To win in the marketplace, you must first win the workplace.\" Embedding performance management as a cultural cornerstone is imperative for any organization aspiring to succeed in the marketplace. Campbell's theory of performance (Campbell 1990) defines performance as behaviors or actions relevant to the organization's goals and measurable in terms of contribution to those goals. These behaviors are distinguished from effectiveness, which is the impact of behaviors on outcomes. Performance management ensures efficiency, effectiveness, and productivity by facilitating planning, monitoring, and evaluating individual and organizational performance to achieve strategic goals. Performance management involves goal setting, feedback, coaching, and evaluation to align employee efforts with strategic goals and foster accountability and continuous improvement. Historically criticized for its rigidity and lack of timeliness, performance management has evolved, propelled by technological advancements and data analytics (Swan 2015). \u0000 This abstract summarizes the critical role of technology and data analytics in transforming performance management systems. It highlights the shift from traditional methods to modern, agile, and data-driven practices, emphasizing the potential of emerging technologies to revolutionize the field further. The study spotlights the importance of adopting these innovations to enhance managerial effectiveness, employee satisfaction, and organizational competitiveness in the digital age. Despite their limitations, the traditional performance management methods laid the foundation for modern performance management systems.\u0000 The evolution of performance management from criticized models lacking flexibility to agile, data-driven systems has been facilitated by technology, enabling organizations to access real-time performance data and sophisticated analytics tools for proactive decision-making and personalized feedback (Pulakos et al. 2015). This shift marks a departure from static evaluations to adaptive practices empowered by technological advancements (Buckingham and Goodall 2015). Integrating technology and data analytics has revolutionized performance management, leveraging AI and machine learning to analyze vast datasets and uncover patterns in employee performance (Buckingham and Goodall 2015). These advancements have led to the emergence of performance management software, data analytics tools, real-time feedback platforms, and mobile applications, streamlining processes and fostering continuous improvement (Mone et al. 1998; Stone et al. 2009; Pulakos et al. 2015; Davenport and Harris 2007; Garris et al. 2002). These innovations enable organizations to adopt agile, data-driven, and employee-centric approaches to drive better performance outcomes and gain a competitive advantage in the digital age.\u0000 Organizations worldwide increasingly turn to digital solutions to stream","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 13","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141680473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rebecca Adams, Philip A. Cartwright, Maria Barbolla Zapater
This research reports initial results from a study focused on better understanding the formation of self-identity and possible selves amongst a sample of professional musicians, dancers, and actors of various ages. The study dives deeper into applying the he original concept of possible selves to ensemble musicians. Much literature concerns the development of self-identity and possible selves in adolescents, which is an important foundation for understanding the formation of identity. To dive deeper, this study also includes respondents of middle aged and elder respondents within performing arts. The goal brings insight to how identity evolves throughout the entire lifespan of a performing artist with respect to their own attachment and conviction to the self. A secondary objective is to understand the extent to which perceptions of possible selves changes (typical of adolescents) amongst older respondents. A survey consistent with meeting ethical standards is distributed electronically to a not-publicly available list of professional ensemble musicians, ballet dancers and actors. Twenty-five survey statements are presented in six categories: Association, Emotional Attachment, Conviction, External Factors, Goals and The Ensemble & Me. Five-point Likert scale responses are analyzed using conventional methods (i.e., correlation, cluster and factor analysis). Further, a Musical Identity Measure (MIM) consistent with other researchers is applied to investigate an individual's self-identities and possible selves and consistency relative to the six categories of questions. The authors expect the results will provide insights into respondent self-identity based motivations to engage with performing arts activities and to the extent these activities and associations regulate behavior. Furthermore, identifying areas that require additional support or guidance, and supporting future oriented decision making. The measure may also support educators and researchers to better understand and support processes of development and skill acquisition, while upholding modifications and new investigation into self-identity for performing artists. To access the references mentioned in the full length text please see the document attached titled "Selected References".
{"title":"Exploring Identity and Possible Selves Across Ensemble Musicians","authors":"Rebecca Adams, Philip A. Cartwright, Maria Barbolla Zapater","doi":"10.3897/aca.7.e129737","DOIUrl":"https://doi.org/10.3897/aca.7.e129737","url":null,"abstract":"This research reports initial results from a study focused on better understanding the formation of self-identity and possible selves amongst a sample of professional musicians, dancers, and actors of various ages. The study dives deeper into applying the he original concept of possible selves to ensemble musicians.\u0000 Much literature concerns the development of self-identity and possible selves in adolescents, which is an important foundation for understanding the formation of identity. To dive deeper, this study also includes respondents of middle aged and elder respondents within performing arts. \u0000 The goal brings insight to how identity evolves throughout the entire lifespan of a performing artist with respect to their own attachment and conviction to the self. A secondary objective is to understand the extent to which perceptions of possible selves changes (typical of adolescents) amongst older respondents. \u0000 A survey consistent with meeting ethical standards is distributed electronically to a not-publicly available list of professional ensemble musicians, ballet dancers and actors. Twenty-five survey statements are presented in six categories: Association, Emotional Attachment, Conviction, External Factors, Goals and The Ensemble & Me. Five-point Likert scale responses are analyzed using conventional methods (i.e., correlation, cluster and factor analysis). Further, a Musical Identity Measure (MIM) consistent with other researchers is applied to investigate an individual's self-identities and possible selves and consistency relative to the six categories of questions.\u0000 The authors expect the results will provide insights into respondent self-identity based motivations to engage with performing arts activities and to the extent these activities and associations regulate behavior. Furthermore, identifying areas that require additional support or guidance, and supporting future oriented decision making. The measure may also support educators and researchers to better understand and support processes of development and skill acquisition, while upholding modifications and new investigation into self-identity for performing artists.\u0000 To access the references mentioned in the full length text please see the document attached titled \"Selected References\".","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141678980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The interplay between cybersecurity and organisational performance is multifaceted in nature, as it is related to how cybersecurity impacts and is impacted by various organisational activities and performance metrics. In the age of the rapid digitalization of organisations, cybersecurity emerges as an integral part of the health and effectiveness of an organisation. It includes not only preserving the confidentiality, integrity, availability of organisational digital assets but also establishing the organisational cybersecurity culture and, consequently, human behaviour. Cybersecurity and business are interdependent influencing each other significantly. This interplay shapes modern business. The convergence of people, procedures, and technology to defend business, persons, or networks against digital attacks is known ascybersecurity. Cybersecurity is essential to protect organisational assets from risks such as but not limited to personal data breaches, unauthourised access leading to reputational and financial impact (Sandhu 2021). Organisations that decide to implement digital technologies as part of their digital transformation journey are faced with increasing cyber threats and need to implement a reliable form of defence to protect their operations. In addition to digital transformation, organisations around the world are adopting artificial intelligence in their business process to reduce operating costs, boost productivity and improve customer experience. This introduces newer threats around artificial intelligence such as adversial AI attacks which involves attack vectors such as model poisoning. Artificial intelligence enabled cyber-attacks are also increasing and are contributing to the ever evolving complex threat landscape. Digital transformation and cybersecurity are intertwined elements crucial to today’s business. The strategic management of cybersecurity involves comprehensive understanding and measures against cybercrime, attacks, and terrorism to ensure organisational and business sustainability during digital transformation (Özsungur 2021). Effective cybersecurity practices are the cornerstone of successful digital transformation, protecting enterprises from evolving cyber threats and fostering a secure digital environment. Effective cybersecurity management enhances business operations and reputation (Lopatova 2021). Businesses can turn cybersecurity into a commercial advantage by adopting proactive cybersecurity measures that not only protect assets but also assure business partners and customers of the firm's commitment to security. This can lead to smoother business transactions and partnerships, fostering trust across business networks . There is a shift in the perception about cybersecurity. It is now being viewed as a vital enabler for business growth fostering value creation and competitive advantage instead of being viewed as a cost burden. By mitigating cyber risks and fostering a secure information environment, bu
{"title":"Cybersecurity and Organisational Performance – the Interplay","authors":"V. Dorairajan","doi":"10.3897/aca.7.e129255","DOIUrl":"https://doi.org/10.3897/aca.7.e129255","url":null,"abstract":"The interplay between cybersecurity and organisational performance is multifaceted in nature, as it is related to how cybersecurity impacts and is impacted by various organisational activities and performance metrics. In the age of the rapid digitalization of organisations, cybersecurity emerges as an integral part of the health and effectiveness of an organisation. It includes not only preserving the confidentiality, integrity, availability of organisational digital assets but also establishing the organisational cybersecurity culture and, consequently, human behaviour. Cybersecurity and business are interdependent influencing each other significantly. This interplay shapes modern business.\u0000 The convergence of people, procedures, and technology to defend business, persons, or networks against digital attacks is known ascybersecurity. Cybersecurity is essential to protect organisational assets from risks such as but not limited to personal data breaches, unauthourised access leading to reputational and financial impact (Sandhu 2021).\u0000 Organisations that decide to implement digital technologies as part of their digital transformation journey are faced with increasing cyber threats and need to implement a reliable form of defence to protect their operations. In addition to digital transformation, organisations around the world are adopting artificial intelligence in their business process to reduce operating costs, boost productivity and improve customer experience. This introduces newer threats around artificial intelligence such as adversial AI attacks which involves attack vectors such as model poisoning. Artificial intelligence enabled cyber-attacks are also increasing and are contributing to the ever evolving complex threat landscape. Digital transformation and cybersecurity are intertwined elements crucial to today’s business. The strategic management of cybersecurity involves comprehensive understanding and measures against cybercrime, attacks, and terrorism to ensure organisational and business sustainability during digital transformation (Özsungur 2021). Effective cybersecurity practices are the cornerstone of successful digital transformation, protecting enterprises from evolving cyber threats and fostering a secure digital environment.\u0000 Effective cybersecurity management enhances business operations and reputation (Lopatova 2021). Businesses can turn cybersecurity into a commercial advantage by adopting proactive cybersecurity measures that not only protect assets but also assure business partners and customers of the firm's commitment to security. This can lead to smoother business transactions and partnerships, fostering trust across business networks . There is a shift in the perception about cybersecurity. It is now being viewed as a vital enabler for business growth fostering value creation and competitive advantage instead of being viewed as a cost burden. By mitigating cyber risks and fostering a secure information environment, bu","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 38","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141679967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With the closing of the Cold War the world faced several wars and conflicts that devasted countries and regions alike. Extioperiences and studies showed that post-conflict countries have a 25% chance of returning to either a partial or full-blown war situation (UNDP 2010). This led to the initian of new approaches to rebuilding war-affected countries – that were spearheaded by either the direct as well as the indirect intervention of international organizations and donor states – whom are considered as "public entrepreneurs’’. International entities’ involvement in post-conflict countries (PCC) have shifted from simple peacekeeping activities and humanitarian aid projects (in some cases) to direct public sector interventionism (Hillman 2013). Such project were justified by a consensus that perceives the failure and weakness of public institutions as the (or at least one of the) main source(s) of conflicts (Collier 2009; The World Bank 2012). This is based on a neoliberal approach that views that if the state is rebuilt, public administration were restored, services were provided equally among citizens, and the economy is developed, then there is no reason to return to a state of war. Hence, to ensure a sustainable peace-base and prevent future conflicts, the international community must rebuild public administrations, ensure the delivery of public services, and review their managerial public model to ensure the provision of services to the deprived communities (Brinkerhoff 2007; Chandy 2011; The World Bank 2011). We can highlight a process of artificial reconstruction of PCCs that is initiated, launched, and financed by international entities, thus, justifying their long-term presence (Ankersen 2008). This is done by intrinsically creating new incentive structures, and by installing public management models capable of collecting and managing public expenditures in a way that is perceived as both efficient and fair by the concerned citizens (Boyce 2007).Thus, such programs and projects gained both legitimacy and credibility both locally internally and by the international community (UN 2012). However, in recent years, experts have considered the neoliberal post-conflict public sector state-building model as being inefficient, ineffective, insufficient, and inappropriate (given its technical limitations) as each country / region has its own environmental specificities (e.g. socio-cultural, historical, anthropological, political, etc.) which can affect the deployment of the new system as is (Blunt and Turner 2005; Narayan and Petesch 2010). Also, several reconstructed public sectors have failed and many post-conflict countries have returned to a state of war. The purpose of this paper is to review the success of the post-conflict public sector reconstruction projects that are both initiated and implemented by international entities. In other words, the aim of the study is to review the post-conflict performance indicators (PCPI) applied to public
{"title":"Post-Conflict Public Sector Projects: Measuring the Performance of International Interventions to Ensure Effective Peacebuilding","authors":"Mohamad Fadl Harake","doi":"10.3897/aca.7.e129726","DOIUrl":"https://doi.org/10.3897/aca.7.e129726","url":null,"abstract":"With the closing of the Cold War the world faced several wars and conflicts that devasted countries and regions alike. Extioperiences and studies showed that post-conflict countries have a 25% chance of returning to either a partial or full-blown war situation (UNDP 2010). This led to the initian of new approaches to rebuilding war-affected countries – that were spearheaded by either the direct as well as the indirect intervention of international organizations and donor states – whom are considered as \"public entrepreneurs’’.\u0000 International entities’ involvement in post-conflict countries (PCC) have shifted from simple peacekeeping activities and humanitarian aid projects (in some cases) to direct public sector interventionism (Hillman 2013). Such project were justified by a consensus that perceives the failure and weakness of public institutions as the (or at least one of the) main source(s) of conflicts (Collier 2009; The World Bank 2012). This is based on a neoliberal approach that views that if the state is rebuilt, public administration were restored, services were provided equally among citizens, and the economy is developed, then there is no reason to return to a state of war. Hence, to ensure a sustainable peace-base and prevent future conflicts, the international community must rebuild public administrations, ensure the delivery of public services, and review their managerial public model to ensure the provision of services to the deprived communities (Brinkerhoff 2007; Chandy 2011; The World Bank 2011). We can highlight a process of artificial reconstruction of PCCs that is initiated, launched, and financed by international entities, thus, justifying their long-term presence (Ankersen 2008). This is done by intrinsically creating new incentive structures, and by installing public management models capable of collecting and managing public expenditures in a way that is perceived as both efficient and fair by the concerned citizens (Boyce 2007).Thus, such programs and projects gained both legitimacy and credibility both locally internally and by the international community (UN 2012).\u0000 However, in recent years, experts have considered the neoliberal post-conflict public sector state-building model as being inefficient, ineffective, insufficient, and inappropriate (given its technical limitations) as each country / region has its own environmental specificities (e.g. socio-cultural, historical, anthropological, political, etc.) which can affect the deployment of the new system as is (Blunt and Turner 2005; Narayan and Petesch 2010). Also, several reconstructed public sectors have failed and many post-conflict countries have returned to a state of war.\u0000 The purpose of this paper is to review the success of the post-conflict public sector reconstruction projects that are both initiated and implemented by international entities. In other words, the aim of the study is to review the post-conflict performance indicators (PCPI) applied to public","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 28","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141679221","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the context of performance management, this working paper explores the relations between cultural characteristics and leadership styles. Understanding how various cultural frameworks impact the implementation and effectiveness of performance management becomes increasingly crucial as organizations operate on a global scale (Carol and Florah 2019, Agrawal 2019). “How do cultural differences influence leadership approaches, and what impact does this have on the success of performance management practices in a multicultural environment?” Addressing this inquiry, this work aims to explore the influence of cultural differences on leadership approaches and their subsequent effects on the successful implementation of performance management systems. To answer this question, we will thoroughly examine different dimensions of culture that may affect the design, implementation, and outcomes of performance management initiatives through a comprehensive review of current literature, multicultural leadership models, and case studies (Hofstede 2001). The primary objective is to illuminate the challenges arising from diverse cultural perspectives and potential obstacles in achieving optimal performance management outcomes within a heterogeneous environment. Furthermore, the paper suggests employing effective strategies and innovative leadership approaches to successfully navigate these cultural challenges in a way that positively impacts performance (Detert et al. 2000, Rhodes and Brown 2005).
{"title":"Cultural Considerations in Leadership and Performance Management","authors":"Yasmina Kashouh, Patricia Nakhle","doi":"10.3897/aca.7.e127008","DOIUrl":"https://doi.org/10.3897/aca.7.e127008","url":null,"abstract":"In the context of performance management, this working paper explores the relations between cultural characteristics and leadership styles. Understanding how various cultural frameworks impact the implementation and effectiveness of performance management becomes increasingly crucial as organizations operate on a global scale (Carol and Florah 2019, Agrawal 2019).\u0000 \u0000 “How do cultural differences influence leadership approaches, and what impact does this have on the success of performance management practices in a multicultural environment?”\u0000 \u0000 Addressing this inquiry, this work aims to explore the influence of cultural differences on leadership approaches and their subsequent effects on the successful implementation of performance management systems.\u0000 To answer this question, we will thoroughly examine different dimensions of culture that may affect the design, implementation, and outcomes of performance management initiatives through a comprehensive review of current literature, multicultural leadership models, and case studies (Hofstede 2001).\u0000 The primary objective is to illuminate the challenges arising from diverse cultural perspectives and potential obstacles in achieving optimal performance management outcomes within a heterogeneous environment. Furthermore, the paper suggests employing effective strategies and innovative leadership approaches to successfully navigate these cultural challenges in a way that positively impacts performance (Detert et al. 2000, Rhodes and Brown 2005).","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 43","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141678640","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Vahab Esfandani, Reza Ahmadi, Mohammad Amin Borghei, Sara Ramzani
This review which presented at The Art and Science of Managing Performance Symposium on February 29, 2024 examines the evolving significance of value relevance of accounting information as a key component for managers and investors when making market decision. The examination of the significance of value relevance of accounting information provides robust analyses concerning the market's perception of accounting information and its role in decision making. Although considerable progress has been made to date in this well established area of research, the literature does not comprehensively elucidate or reach consensus on the fluctuations in value relevance over time. Furthermore, the effect of disclosure on value relevance of accounting information remains relatively an unexplored research topic. This review focuses on value relevance research from the two past decades, also incorporating seminal studies that trace their origins back to the late 1950s. We undertake a review of four streams within the value relevance literature: the significance of earnings and book values, the significance of other accounting information, effect of IFRS and IAS on Value Relevance of accounting information and the role of disclosure on value relevance of accounting information. Moreover, we show the different explanations put forth in the existing literature in an effort to clarify the variation in value relevance over time as well as perspectives for potential future inquiries into the relevance of value. In essence, this review provides readers with a comprehensive understanding of the literature on value relevance and also an introduction to this particular area of empirical accounting and business research.
{"title":"A Comprehensive review of the Value Relevance of Accounting Information and The Role of Disclosure","authors":"Vahab Esfandani, Reza Ahmadi, Mohammad Amin Borghei, Sara Ramzani","doi":"10.3897/aca.7.e126723","DOIUrl":"https://doi.org/10.3897/aca.7.e126723","url":null,"abstract":"This review which presented at The Art and Science of Managing Performance Symposium on February 29, 2024 examines the evolving significance of value relevance of accounting information as a key component for managers and investors when making market decision. The examination of the significance of value relevance of accounting information provides robust analyses concerning the market's perception of accounting information and its role in decision making. Although considerable progress has been made to date in this well established area of research, the literature does not comprehensively elucidate or reach consensus on the fluctuations in value relevance over time. Furthermore, the effect of disclosure on value relevance of accounting information remains relatively an unexplored research topic. This review focuses on value relevance research from the two past decades, also incorporating seminal studies that trace their origins back to the late 1950s. We undertake a review of four streams within the value relevance literature: the significance of earnings and book values, the significance of other accounting information, effect of IFRS and IAS on Value Relevance of accounting information and the role of disclosure on value relevance of accounting information. Moreover, we show the different explanations put forth in the existing literature in an effort to clarify the variation in value relevance over time as well as perspectives for potential future inquiries into the relevance of value. In essence, this review provides readers with a comprehensive understanding of the literature on value relevance and also an introduction to this particular area of empirical accounting and business research.","PeriodicalId":101714,"journal":{"name":"ARPHA Conference Abstracts","volume":" 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141680058","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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