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Featured researches published by Bradley J. Sleeper.


Journal of Consumer Marketing | 1998

A note on applying retail location models in franchise systems: a view from the trenches

Kenneth C. Schneider; James C. Johnson; Bradley J. Sleeper; William C. Rodgers

Asserts that the domestic fast food industry is undergoing a transition from growth to maturity. As a result, companies are fending off a flattening sales curve by looking abroad, searching out new target markets, crowding the market with more units. One form of assistance involves the development of mathematical models capable of determining “best” new locations. Using results from a recent survey of franchise owners in the fast food industry, reactions to methods by which franchisees are compensated for encroachment by the franchisor in the context of mathematical location modelling are discussed. In general, franchisees expressed displeasure with the manner by which location models are applied to franchise systems to date.


American Journal of Business | 2000

Avoiding Liability for Communicating Information on Managerial and Professional Employees

Bradley J. Sleeper; Robert J. Walter; Robert J. Calhoun

Companies regularly need to communicate information about their employeesO performance to a variety of people who need to know; internally to co-workers involved in audits or evaluations, and externally to customers and clients, the media, and prospective employers seeking references. Where the information is negative, companies fear the backlash of defamation lawsuits from employees. If the employees are themselves managers or professionals, the quantity and quality of information, the need for its disclosure, and the magnitude of the legal threat all rise. Highly publicized defamation cases have prompted a wave of no or limited comment policies. By reading brief case synopses illustrating the various communications settings, managers can gain a more accurate sense of the practical dynamics and law of employee disclosure. They can then better evaluate the view that the risk reduction offered by no-comment policies does not justify the adverse effect on their own companies, their productive employees, and other stakeholders in accurate information. Managers can create policies and procedures that make both business and legal sense.


Journal of Business Ethics | 2004

Self-Efficacy toward Service, Civic Participation and the Business Student: Scale Development and Validation

Paula S. Weber; James E. Weber; Bradley J. Sleeper; Ken C. Schneider


Journal of Business Ethics | 2006

Scale and Study of Student Attitudes Toward Business Education’s Role in Addressing Social Issues

Bradley J. Sleeper; Kenneth C. Schneider; Paula S. Weber; James E. Weber


Archive | 2007

Preparing Students for Citizenship: An Exploration of the Antecedents and Outcomes of Self-Efficacy Toward Service

James E. Weber; Paula S. Weber; Kenneth C. Schneider; Bradley J. Sleeper


Review of Business | 2002

Employee Recruitment and Retention: When Company Inducements Trigger Liability

Robert J. Walter; Bradley J. Sleeper


PsycTESTS Dataset | 2015

Self-Efficacy Towards Service Scale

Paula S. Weber; James E. Weber; Bradley J. Sleeper; Ken C. Schneider


Review of Business | 1997

Emotional Liability for Employee Emotional Distress Claims

Robert J. Walter; Bradley J. Sleeper


Journal of Restaurant & Foodservice Marketing | 1997

Perceived vs. Actual Benefits Operating as a Fast-Food Franchisee

James C. Johnson; William C. Rodgers; Kenneth C. Schneider; Bradley J. Sleeper


American Business Law Journal | 1993

PARITY-OF-INFORMATION RULE: A RESPONSE TO PROFESSOR MARTIN

Janell M. Kurtz; Bradley J. Sleeper

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James E. Weber

St. Cloud State University

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Paula S. Weber

St. Cloud State University

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Robert J. Walter

St. Cloud State University

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James C. Johnson

St. Cloud State University

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Janell M. Kurtz

St. Cloud State University

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Ken C. Schneider

St. Cloud State University

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Robert J. Calhoun

St. Cloud State University

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