This chapter proposes a triadic framework that offers a fresh lens on recent advances in luxury consumption at three distinct levels. First, we review broad systemic forces shaping the contours of the “luxury space” which governs the extent to which certain types of items and practices become more (or less) tightly associated with status over time. Second, we discuss strategies and tactics that firms use to enter the luxury space and make their offerings more appealing within that space. Third, we turn to individual-level dynamics that guide how consumers engage in, internalize, and respond to luxury consumption. We then suggest that integrating these three levels of forces – systemic, firm-level, and individual-level – can inform future research on luxury consumption. While the bulk of research to date has examined how these forces influence individual consumers and their luxury consumption, we propose that focusing on how forces at different levels interact to shape one another may offer promising opportunities for future work in the area.

Netnography is a specific set of related data collection, analysis, ethical and representational research practices related to ethnography. Unlike ethnography, in netnography a significant amount of the data is collected in a naturalistic manner from researcher engagement with a digital experience, such as interacting with a virtual world or with others via social media communication. This chapter explains netnography and illustrates how it might be useful as a stand-alone method, or part of a multi-method approach, to help psychological consumer researchers investigate a range of important real-world phenomena.

Research on goals and motivation started almost a century ago and continues to thrive today. In this chapter, we distill the rich literature on consumer goals and motivation by presenting recent works against the backdrop of foundational theories. We start with a discussion of how consumers initiate goal pursuit. Next, we examine the factors that help consumers stay motivated in the face of internal and external obstacles, and what happens once consumers attain their goals. We then explore research on how consumers’ goal pursuit interacts with the surrounding social world. Finally, we suggest some broad areas for future inquiries on consumer goals and motivation.

Narrative transportation is the experience of becoming immersed in a story. Since Green and Brock (2000) introduced the idea that becoming transported into a story could lead to persuasion toward the story’s contents, a process known as narrative persuasion, numerous studies have explored the powerful effects stories can have on consumers. This chapter provides an overview of recent research related to stories, transportation, and persuasion, as well as a discussion of the pressing questions that remain.

In this introduction to the Cambridge Handbook of Consumer Psychology, the editors provide an overview of the chapters included in the Handbook as well as their rationale for editing a follow-up volume to the first edition, in light of post-COVID shifts in behavior, variance in methodological practices, and increasing complexity of consumer behavior.

This chapter discusses and delineates how consumption can act as a rank-signaling system. Specifically, we offer three propositions regarding the mechanics of rank-signaling systems as they relate to consumption. Our first proposition is that people use consumption – the purchase and display of goods and services – as a means to encode (i.e., signal) their social rank. Our second proposition is that consumers use others’ consumption as a means of decoding their social rank. Our third proposition is that people can learn, adjust, and update the signals they use – that is, recoding how they signal their social rank. We both review evidence in support of these propositions and introduce results from two recent studies that examine people’s awareness and use of these rank-signaling mechanics. Finally, we close with a discussion of directions we see as fruitful for future research at the intersection of consumption and rank signaling.

People regularly advocate on behalf of their attitudes. They post online reviews of hotels and restaurants, they recommend new apps and movies to friends, and they share their opinions on political candidates and social issues. What drives advocacy behavior? In this chapter, we review a fast-growing literature on the antecedents of advocacy – including attitude strength, compensatory motives, perceived efficacy, emotions, attitude framing, and more – and we consolidate this literature into a set of core insights. In addition, we discuss two promising directions for ongoing work. First, when people advocate, what do they say or do? Second, what other actions do people undertake to advance their views (e.g., censorship)? We review the nascent literature on these topics and chart new directions for research in this area.

The world is standing on the very edge of the fastest industrial revolution ever. A revolution which will rapidly increase the efficiency of many production processes. Automation (both mechanical and the one happening with computer processes) will reduce the demand for human work and release a huge amount of time we can use for further development. Industry 4.0 has been a buzz word recently. It is about interconnecting devices and giving them the possibility of making autonomous decisions. It is certainly a way of increasing efficiency of production, but it will also have impact on the facilitation of other processes within the organization.

At the same time, it is said that we are on the verge of an ecological catastrophe and that we have merely a few years before irreversible climate changes may endanger the future of our species. Some say, that the development of AI will solve most of our problems. We believe that the need for the activity of human beings will be even bigger.

Abstract

The forthcoming era of Industry 4.0 will bring new challenges for management control (MC) research and practice. Extant studies demonstrate that organisations characterised by a high level of technological complexity and innovation capability need control forms based more on social than on cybernetic mechanisms. Although many frameworks concerning MC research have been developed over the last half century, they have not included important forms of social control, such as ideology, trust, and spirituality. Thus, the study is going to fill the gap and propose a renewed framework for management control research. This framework contributes to the MC literature by supplying a more thorough and unequivocal description of normative control modes, such as trust, ideology, and spirituality as well as of the relationships among them.

Keywords: management control, Industry 4.0, framework, MC research, spirituality, ideology

Introduction

Managerial control (MC) has been present in management literature for over a century, and with time, the phenomenon has covered more and more types of organisations and dimensions of organisational activities. In the beginning, there were two different, although interwoven streams of research, one concerning control in industrial organisations conducted by such researchers as F. W. Taylor, H. Emerson, H. Ford or H. Fayol, and the second in bureaucracy, initialised by M. Weber. In these approaches, direct supervision of employee behaviour or precise measurement of their output, as well as authority and hierarchy, were the main mechanisms of control in the industry and in administration. In organisations populated by professionals, like hospitals and universities, whose performance is hardly measurable, both individual professionals and whole organisations are coordinated and controlled differently, based on collegial and trust mechanisms.

With time, however, control practices from industrial and bureaucratic organisations were also applied to professional organisations, mainly to hospitals, as the biggest and most complex entities. The introduction of “corporatist managerialism” based on simple bureaucratic control modes into public-sector service organisations in the United Kingdom during the 1970s as a response to increasing organisational complexity, left trust-based professional autonomy largely intact but did not bring a substantial effect. Therefore, during the 1980s and 1990s, in the UK, Sweden, the US, Poland and other countries, a new wave of “entrepreneurial governance” or “new managerialism” was introduced in public-sector service organisations.

Abstract

Time is the most precious good. The human civilization has improved through the management of time. Even in prehistorical societies, the understanding of time was set up by leaders guessing its importance. It was especially the human who had an idea of stopping time, which can essentially be seen in mythology and tales. The importance of the representation of a time span through painting and writing has been and still remains the need of humans. The Stonehenge and other mega structures were erected by gatherers and hunters to measure time. People are interested in how black holes are organised not because all of them share an interest in astronomy but rather due to the fact that some believe that black holes actually stop time. Time is always with people, people are concerned about time. The marketing of time forms a new era, but the branding of time which is the topic of this article is an entirely new phenomenon. Is it possible to brand time span, or to brand time in general?

Our assumption was that if time could be sold and bought, it could be branded. The research hypothesis is that companies have not made strategic brand management of their time as well as managers undertaking branding of their time have fallen into chaos. The study was conducted in two stages. We used convenience sample in telephone interview CATI, calling Georgian companies. Stage one involved a pilot study of time branding cases. Stage two consisted in inviting respondents to a marketing research laboratory at Caucasus International University for a qualitative marketing research. We used historical analyses as the approach to secondary marketing research.

The research finding is that time not only can be branded but it is obvious that Strategic Brand Management of Time can bring big advantages and additional profits for those who own this scarce resource.

Keywords: branding of time, time marketing, strategic brand management of time

Introduction Time branding was the main idea of this marketing research study. There are few scientific papers about time branding, but evidence of this phenomenon can be seen in our culture and traditions.

Abstract

The new Industry 4.0 is designed to respond to major global challenges, such as global warming, ageing population, globalisation, deregulation, depletion of raw materials, growth of the young (born digital) generation with rising demands and expectations, political frictions, economic growth uncertainties, social unrest, mass migrations, etc. On the reverse side—the Industry 4.0, which is to meet new expectations also has its dark side if not managed wisely with a human-centred focus. It is the set of social costs of transition. In such settings corporate leaders attempt to rethink not only the winning logic of competitiveness but also with whom and how they have to cooperate “in the crafting of a new societal deal that helps individuals cope with disruptive technological change.”

Facing up to the Fourth Revolution is the major challenge for managers in their professional career in the industry. They have to find their way of managing transition from the past routines and present problems to brand new reality to be invented and constructed, based on the innovations offered by technology revolution with its overwhelming disruptive power and competition based on the Amazon Effect.

In this article focus will be put on the transition process to be navigated by three types of companies: old fashioned and lagging behind the new stream of inventions, adopting new technology in a human-friendly way, and new-born entrepreneurial digital platform companies. For all of them, the key success factor is accelerated and focused education.

Keywords: industry revolution, innovations, cyber security, retail, digitalisation

Industrial revolutions: Change of technologies, products and mindset

From a historical perspective, Revolution 4.0 is the natural step ahead on the road of achievements and shortages of previous revolutions to meet the evolving needs of the growing global population.

The already existing applications for the industrial sectors of the economy represent a broad range of new possibilities, such as “predictive maintenance, improved decision-making in real time, anticipating inventory based on production, improved coordination among jobs, etc. Day after day, all these improvements are gradually optimizing production tools and revealing endless possibilities for the future of Industry 4.0.”

Adaptability and agility become the distinctive features of Industry 4.0 in view of dramatically changing conditions.

Abstract

The article is devoted to the phenomena of digitalization. It describes what changes the digitalization brings and how to deal with those changes. The text uses the framework of Integrated Management and based on it the author describes how to approach process and systemic changes. It can be achieved through horizontal and vertical integration of organization internal activities.

Keywords: digitalization, Industry 4.0, St. Gallen management concept, systemic approach, change Management

Foreword

Nothing is more practical than a good theory. As important as management sciences are, they do not guarantee successful corporate development. Who has no future-oriented basic attitude and the yesterday and the today again and again questions, wrong expectations will raise. Management science developed from various traditional scientific teachings at universities and is regarded as a recognised field of research and education. It provides findings and design recommendations from a wide variety of scientific disciplines. The interplay between business administration and management theory is characterised by different schools of thought. Although there is a wealth of specialist literature on economic problems, there are no sustainable patent solutions. K. Bleicher notes a loss of consensus on goals, content and methods, among other things.

From today's point of view, there are still further development possibilities despite numerous concepts. These are often shaped by current development trends. In particular with regard to a conclusive linkage of practice and theory there is still further need for action for the enterprise management. At present, the topic of “digitisation” gives rise to a further development of management science in the economic field. Such and similar topics often reveal great uncertainty and often lead to undesirable developments. A well-positioned management is therefore an important basis for every company. For this to be the case, management science must provide the necessary tools.

This contribution is made in memoriam for Prof. Janusz Teczke, Ph.D. It is withhim that I associate some years of common work. From this time of close personal contact I have come to know his merits as a person and scientist. His personal merit lies in the further development of the “Krakow School.”

Abstract

The business model is a new research area, becoming more and more clear on the research map of strategic management sciences. Global competition, the requirements of sustainable development, the construction of an innovative economy and Industry 4.0 induce the need for creating new or changing current business models. The business models of companies applying various types of innovations constituted the main focus of the research. These companies used digitisation for creating value for clients as well as maintaining (capturing) it, and gaining competitive edge. The purpose of the paper is the presentation of modern business models using features and elements of Industry 4.0. The work underlines their attributes as well as directions of changes of current business models adapting to effective functioning under the conditions of the fourth industrial revolution. It identifies the antecedents of creating and changing business models in the aspect of implementing Industry 4.0. The paper presents the role of innovation and digital technologies as elements in creating value through business models. It also presents case studies, i.e. undertakings using the elements of Industry 4.0 to create their own business models based on renewable energy.

Keywords: Industry 4.0, digital economy, business models, photovoltaics, passive building

Introduction

The dynamics of the surroundings, especially the increasing competition and the progressing globalisation, pose new challenges before organisations within their strategic and operational management. This leads to the search for the creation and application of even more complex systems, methods and management instruments. At the moment, business models deciding about competitiveness potential and effectiveness of a given organisation are one of the major management instruments, representing a generator of value for a client and growth of goodwill. Business models capture the concepts of creating value based on various sources; this may be resources, processes or competences, and now numerous innovations play a significant role in creating value and achieving competitive edge. The creation of new business models or a change of the existing ones is affected both by the internal conditions of a given organisation and external factors resulting from the surrounding dynamics. One of such substantial external factors affecting the concept of new business models or adaptive changes in the functioning business models, is the fourth industrial revolution, or the so-called Industry 4.0.

Abstract

The fourth industrial revolution, known as Industry 4.0, is changing the face of business through the integration of digital and physical systems. The emerging cyber-physical systems, together with artificial intelligence, offer completely new possibilities for exploiting the potential of this change. Progressive digitisation and technological progress require equally progressive electrification. The Industry 4.0 influences the use of renewable energy sources not only because of the increased demand, but also because of the many opportunities that renewable energy sources provide. Digital business needs stable and cheap electricity, which solar farms are able to provide. The industrial revolution is an opportunity for the development of industries and the economy, so it is crucial to adopt the right strategy and the right approach, favouring new business models and innovative technologies. They may contribute to reindustrialisation and improvement of the competitive position of the industry in individual countries, including those analysed. Therefore, the aim of the article is to evaluate the possibilities and level of development of solar energy, mainly industrial, in selected European countries: Poland, Germany, Romania, and Ukraine. In the first part of the study the main assumptions of Industry 4.0 are presented. Then the issues related to renewable energy sources, including solar energy, are embedded in them. In the following part of the article, the amount and structure of installed photovoltaic power in the countries surveyed are analysed. In the last part of the study, the level of development of solar energy in the analysed countries is assessed and on this basis the level of implementation of the assumptions included in the Industry 4.0 strategy in the field of energy security is determined.

Keywords: renewable energy sources, photovoltaic, Industry 4.0, industrial revolutions, Internet of Things, smart grid

Background

Observing new trends in technology development, the fourth industrial revolution, referred to as Industry 4.0, has a huge impact on changes in business. The accelerated pace of the digitisation process is changing the face of business and is contributing to an even more dynamic environment and market structure. The first Industrial Revolution in the use of steam and hydropower revolutionised mechanisation processes.

Abstract

Reflecting on employee loyalty in regards to persons from ICT appears to be valid at least for two reasons: firstly, as a professional group, they were (and in part of this group, will remain) the creators of Industry 4.0; secondly, the processes which are currently specific to employees of the ICT sector may, after several years, apply to larger professional groups. The text presents employee loyalty specific to employees of the ICT sector which can be described as a mercantile relationship focused on other professionals from the industry, and on one's own professional development. Conclusions on the nature of this loyalty are based on the author's own study. The text also presents the consequences of this specifically profiled loyalty of employees of the ICT sector at the organisational level, and with regard to the level of functioning of broader communities.

Keywords: employee loyalty, Industry 4.0, development, ICT sector, professional growth, organisation

Understanding loyalty

Loyalty as a concept is defined in a variety of ways. This is, on the one hand, due to the level of detail contained in the definition (from universal to detailed descriptions), while, on the other hand, loyalty is described within the bounds of different sciences, and therefore is referred to different and often overlapping areas (particularly in social sciences).

First of all, loyalty is a term defined by philosophy. For example, J. Royce defines loyalty as a dedication to a given cause both in the sphere of volition and action. Dictionary definitions remain on a similar level of universalism in description, but they also include functional aspects of loyalty, as for example J. Kleinig who mentions the importance of loyalty to maintain the functioning of the organisation, and maintaining the principle of reciprocity in social life.

From the definition of a universal nature we move to more detailed descriptions within individual social sciences. Thus, in psychology we can come across loyalty defined in, among others, social psychology and family psychology to the psychology of consumer behaviour. The subject of loyalty, e.g. in the design of the educational system and directions of education is also undertaken by pedagogy.

Abstract

Industry 4.0, a term that describes the Fourth Industrial Revolution, will reshape our lives by the common use of robots. Machines will communicate with each other (Internet of Things). Those changes will alter the socio-economic environment we live in nowadays. Many jobs will disappear. The main issue that stands before universities is to predict which skills should be taught to fulfil the future job market requirements.

Keywords: Industry 4.0, education, skills in industry 4.0, educational industry, future labor market Requirements

Introduction

The term “Industry 4.0” (or the original German: “Industrie 4.0”) is currently a top priority for everybody, from business representatives, through researchers, to university leaders. There is no widely accepted definition of the term. That is why the scientific debate must be continued on a global scale, as the revolution changes peoples’ lives everywhere in ever so many dimensions.

Revolutions of the world industry

The term “Industry 4.0” was firstl publicly introduced in 2011 as “Industrie 4.0” (in German) by a group of representatives from different fields, such as business people, politicians and representatives of higher education institutions. The term was an initiative to enhance the competitiveness of the German industry. The idea appeared to be so important that it became the leading theme of the High-Tech Strategy 2020 introduced by the German federal government.

The earlier stages of the “revolutions” in industrial development dated back to the 18th century, or more precisely, to the years 1760–1840 when the introduction and wide use of machines in the industry occurred. For the first time in human history, powered by steam, machines were responsible for the shift from manual production.

The Second Industrial Revolution, between 1870 and 1914, was connected with the introduction of such systems as the telegraph and railroads.

Abstract

The article presents the theoretical basis of resource flexibility. Focuses on human, tangible and intangible resources. An analysis of the literature was carried out and the results of empirical research conducted in selected Polish small and medium enterprises were presented. The study was conducted using a questionnaire and analysis of collected data. In addition to data analysis, recommendations were presented for the surveyed enterprises aimed at making the examined resources more flexible. All companies currently operate in a turbulent environment, the most important factors include the emergence of a society of risk and society of fear, social inequalities, the chaotic nature of the global market, inability to create long-term analyses due to the acceleration of changes or the emergence of global terrorism and global pandemics. Research has shown that the flexibility of individual resources depends on the sector in which a given company operates, therefore tools increasing the flexibility of individual resources must be properly selected for an enterprise.

Keywords: resources flexibility, tangible resources, intangible resources, strategy effectiveness, human resources, flexible organizations

Introduction

The flexibility of management is a subject which has for some time been broadly analysed in the management literature, and also put into practice by managers regardless of the size of their organisation. The capacity to rapidly adapt to sudden changes occurring in the market environment may, today, determine a company's success or failure.

The issue of flexibility is linked to many concepts: flexible forms of employment, flexibility of management and flexible forms of operation of organisations. These and other forms of flexible activity improve the competitive capacity of companies. The term flexibility may be popularly regarded as the ability to adapt to changing environmental conditions. Companies which have acquired such an ability are far better adapted to operating in an unforeseeable, rapidly changing environment.

Literature on the subject contains information which confirm the observation that the capacity for quick, flexible changes depends on two main factors, i.e. the size and the profile of an organisation. The flexibility of operation of large-sized companies is much lower than that of small-sized ones. The reason for this is large “inertia” of such companies.