TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel A1 - Shauchenka, Natallia T1 - Testing the impact of gamification on the interest in urban planning T2 - 12th Annual Worldwide Forum on Education and Culture, Rome N2 - Keine Angabe No details KW - Urban Planning KW - Gamification Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - JOUR A1 - Hamed, Sara A1 - El-Bassiouny, Noha A1 - Ternès, Anabel T1 - Evidence-Based Design and Transformative Service Research Application for Achieving Sustainable Healthcare Services: A Developing Country Perspective JF - International Journal of Pharmaceutical and Healthcare Marketing N2 - Patients look carefully for detailed information pertaining to their expectations before selecting a healthcare service provider. In order to meet these expectations and achieve patient wellbeing, healthcare service providers should understand more the importance of sustainable hospital servicescape designs for their patients jointly with the common focus on functionality in the medical procedures. The importance of the servicescape in creating a healing environment for patients has been shown through Evidence-Based Design research. The rising importance of consumer wellbeing and sustainability is shown in Transformative Service Research. The aim of this study is to bridge the gap between the two research fields to develop guidelines for future hospital servicescapes in developing countries. The application of this study is on Egypt because of the deterioration of its healthcare service provision. Results indicate that patients find plants and greenery, safety, and single rooms as the most important aspects to improve their wellbeing state. These results indicate that patients want to receive their basic treatment in a healing environment without mistakes. The achieved results act as guidelines for improving servicescapes of hospitals in Egypt and other developing countries. This contributes to hospital managers by offering a more sustainable competitive advantage. Contributions for future research are related to testing the effect of the servicescape on patient wellbeing by combining all servicescape aspects in one model. KW - Healthcare KW - Transformative service research KW - Evidence-based design Y1 - 2016 SN - 1750-6123 N1 - Online: https://www.researchgate.net/publication/303869203_Evidence-based_design_and_transformative_service_research_for_the_healthcare_in_hospitals_Setting_the_research_agenda VL - 10 IS - 2 SP - 214 EP - 229 PB - Emerald CY - Bradford ER - TY - GEN A1 - Schermuly, Carsten C. T1 - Psychology as the science of self-reports and finger movements? N2 - Keine Angabe No details KW - Self-Report KW - Psychology Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - GEN A1 - Stantchev, Vladimir T1 - Minitrack Chair Service Directories for SaaS N2 - Keine Angabe No details KW - SaaS KW - Minitrack Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Ternès, Anabel T1 - Management of crisis situations: employee communication in Internet T2 - The knowledge-based organization in the era of globalization and internationalization, Poprad N2 - Keine Angabe - No details KW - Crisis situations KW - Employee communication Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Ternès, Anabel A1 - Mittelstädt, Alexandra T1 - Using Facebook for Political Action?: social Networking Sites and Political Participation of Young Adults T2 - (Mis)Understanding Political Participation: ECREA Symposium, München N2 - Keine Angabe - No details KW - Facebook KW - Social media KW - Social networking KW - Political participation Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Ternès, Anabel T1 - Sustainable Customer Service as Success Factor in the Airline Sector T2 - 1st International Civil Aviation Symposium (ICAS), Cairo N2 - A high number of airlines has been switching its business concept from fixed prices for economy or business class to a system of bundles, where customers can choose among a different set of services and book flights to different prices, depending on their individual preferences. This paper aims at finding out which services are those consumers regard as most important and what therefore makes an airline a sustainable choice in terms of service. For that purpose a survey has been conducted for approx. one week, where participants have answered a set of questions online and offline. In the second chapter, the authors will explain certain ground assumptions of online consumers, stressing the importance of user-friendly websites as well as the cost of the most popular extra services offered by regular airlines and also low-cost carriers. Keeping this in mind, the survey’s results will be presented in chapter four. 105 participants gave their opinion on what makes an airline’s service sustainable to them, the result being a mixture of good cabin crew soft skills, a minimum degree of comfort and efficiency throughout the whole time of purchasing a flight, being on board and leaving the aircraft. A user-friendly booking procedure as well as being able of leaving the airplane fast and receiving its luggage without further waiting has - according to the survey - won over seats in the front row, high-quality menus and entertainment programs. Even the sustainability aspect having been regarded as a factor of high-quality services, is not a major criterion for travelers. What in most cases makes an airline sustainable for passengers is friendly personnel. The bundle systems are preferred, since the cabin crew aspect has not vanished completely in the airline sector, even among low budget airlines. To receive transparency and flexibility when booking a flight, saving money but knowing that a certain quality will almost always be delivered through soft skills on board could be the reason why passengers feel more comfortable with the new business concepts. KW - Customer service KW - Success KW - Airline sector Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Full text due to copyright not available. ER - TY - GEN A1 - Towers, Ian A1 - Ternès, Anabel A1 - Shauchenka, Natallia T1 - Testing the impact of gamification on the interest in urban planning N2 - Keine Angabe No details KW - Urban Planning KW - Gamification Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Become a responsible manager by watching TV T2 - 27th Annual Conference Managing to Make a Difference, Liverpool N2 - Keine Angabe No details KW - Management Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Change journeys, language and reflexivity T2 - 8th International Conference in Critical Management Studies, Manchester N2 - When planned organisational change happens, the members of the organisation experience it in different ways at different times. Their “change journeys” begin with the original response to the change initiative and they pass through a sequence of steps from the initial realisation that there is a discrepancy or inconsistency with pre-existing schemas (i.e. when the individual learns of a change, or perceives that there has been a change) to an actual change in their own schemas (George and Jones, 2001), which is the point where the change journey has (temporarily) ended and the destination been reached. Such a journey becomes possible when individuals start to question their own position(s) in regard to the change, when they start taking into account their own reactions to it together with developments and responses to the change initiative at the meso and macro-level over time. As individuals reach different understandings about themselves during the change process, their change journey itself changes: they may set out for a new destination, or continue to the original destination but follow a different route. Much of the literature on reactions to change ignores the tendency of individuals to pay attention to their own reasons for how they react and tends to view responses to change–especially resistance– almost as an involuntary reflex rather than as part of a complex process of interpretation and action carried out by self-aware individuals. This paper reports on how reflexivity is a vital aspect of the change journey. We carried out a longitudinal, multi-level qualitative study of a planned change initiative at PCo, the Canadian subsidiary of a European pharmaceutical company, which involved the introduction of a new organisational structure– the creation of a matrix structure. Grounded theory was used to guide the research. More than sixty in-depth interviews were carried out over a period of eighteen months. The data from these interviews were supplemented by quantitative data. We describe how members of the organisation thought through what the change was “really” about and what it meant for them. They told stories and passed on anecdotes, which provided a way of demonstrating their own analysis of the change and their role in it, and of then building on this in order to achieve particular goals, like simply securing their own position or moving up the career ladder. We show that there was an element of playfulness in these processes. The employees analysed their own position and changed this according to developments in their groups and in the organisation. For some, it was like playing a game where they had to react to what was going on and change their tactics and strategy. This could then meant replanning their own change journeys. In analysing this process, we pay particular attention to the role of language. Language is not simply a mechanism of communication, but rather a fundamental aspect of organisation and organising (eg Westwood and Linstead, 2001). One view is that organisation exists only through language, leading to views of organisation as text, or as narrative, or as constituted in discourse (e.g. Mumby and Clair, 1997). So there is great value at investigating discourse during change processes because language, in the form of conversations, stories and rumours, is a significant factor in the way change is conceptualised (Balogun and Johnson, 2005). Conversation – “language-based interactions of individuals within organisations” (Woodilla, 1998: 33)– is one of the most common forms of communication in the workplace. Studies of managerial activities (e.g. Mintzberg, 1973) have shown that managers spend a large part of their time in carrying out oral communications. The act of conversation and the content of conversation produce action (Hardy et al., 2000), which indicates why conversations can play an important part in a change process. The way in which organisational members negotiate meaning in the change process is through discursive practices and textual objects (Anderson, 2005). Indeed, coherent language use can play a significant role in the outcome of change initiatives (Sillince, 1999) and there are fragmented and competing discourses within an organisation during a change process. Stories play a significant role in the creation and maintenance of meaning in organisations. Stories are passed from one person to another through conversation, and storytelling is “something done around the water cooler” (Boje at al., 2001: 166). The informal nature of storytelling does not mean that it is not important. Boje (1991) shows how the use of stories enabled change to take place, as when an executive's storytelling enabled him to convince colleagues to move in new direction. Indeed, Tsoukas (2005) argues that organisational change is the process of constructing and sharing new meanings and interpretations of organisational activities. Discourse, then, is a mechanism through which change happens and through which change journeys are planned and re-planned and made. The members of an organisation use discourse in all its various forms to reflect on and change (or not) their own position and to influence the change journeys of others. KW - Organisational Change KW - Language Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER -