Markus Vanharanta

Consumption narratives of extended possessions and the extended self

Abstract This paper investigates the nature of the boundaries between the extended self and possessions (including potentially extended possessions) in the context of gift giving for Hong Kong Chinese consumers. Our findings showed that informants narrated stories not only about the gifts that they themselves had received as being their important possessions and thus constituting part of their extended self, but they also described objects that they had given as gifts to close others as part of their own possessions. These extended possessions potentially constituted part of their own extended selves. In addition, by the virtue of their material presence, these extended possessions acted as continuous reminders of these extended selves. The extended possessions hence provided the informants with an anchoring point to increase the relatively stability of their relationships with others, thereby countering the labile nature of ever-changing identity narratives. This paper contributes to current debates concerning the relationships between the self, possessions, and gift giving providing a richer explanation and extending previous work on possessions and the extended self.

The effects of managerial decision making behaviour and order book size on workload control system implementation in Make-To-Order companies

Insufficient attention has been paid to behavioural influences on the implementation of the ‘Workload Control’ (WLC) concept – a Production Planning and Control (PPC) approach for small and medium sized Make-To-Order companies – and there is an implicit assumption that managers are rationalistic in their decision-making. This paper analyses the effects of both managerial decision-making behaviour and the size of a company’s order book, affecting the number of decisions that have to be made, on two case study implementations of a WLC system. The Recognition-Primed Decision (RPD) model from the Naturalistic Decision-Making literature is used to unpack the first case where implementation failed. This highlighted a misalignment between how the company’s owner-manager initially made operational decisions and how a rationalistic WLC system functions. But the company is studied over six years, allowing us to show how the owner-manager was forced to transition from the RPD model to a more rationalistic approach to PPC as the size of the order book increased. A second case study is then briefly presented in which WLC system implementation was successful; the RPD model was not strongly evident and the size of the order book was greater to begin with. The paper helps to understand the decision-making behaviour of managers in small companies and how it may conflict or be misaligned with the rationalistic assumptions underpinning the WLC concept. This provides a possible explanation for why few successful implementations of the concept have been presented in literature.

The reflexive turn in key account management: : Beyond formal and post-bureaucratic prescriptions

Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these cha...