Bradley J. Sleeper
St. Cloud State University
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Publication
Featured researches published by Bradley J. Sleeper.
Journal of Consumer Marketing | 1998
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
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
Paula S. Weber; James E. Weber; Bradley J. Sleeper; Ken C. Schneider
Journal of Business Ethics | 2006
Bradley J. Sleeper; Kenneth C. Schneider; Paula S. Weber; James E. Weber
Archive | 2007
James E. Weber; Paula S. Weber; Kenneth C. Schneider; Bradley J. Sleeper
Review of Business | 2002
Robert J. Walter; Bradley J. Sleeper
PsycTESTS Dataset | 2015
Paula S. Weber; James E. Weber; Bradley J. Sleeper; Ken C. Schneider
Review of Business | 1997
Robert J. Walter; Bradley J. Sleeper
Journal of Restaurant & Foodservice Marketing | 1997
James C. Johnson; William C. Rodgers; Kenneth C. Schneider; Bradley J. Sleeper
American Business Law Journal | 1993
Janell M. Kurtz; Bradley J. Sleeper