@article {1972521,
	title = {Millennials and Boomers: Increasing Alumni Community Affinity and Intent to Give by Target Market Segmentation},
	journal = {International Journal of Nonprofit and Voluntary Sector Marketing},
	volume = {21},
	year = {2015},
	month = {2015},
	pages = {82-95},
	abstract = {This paper reports on research that seeks to improve our understanding of issues that impact upon the philanthropic gifts of university alumni. Prior research has examined such alumni characteristics as wealth and affinity to the alma mater. Such findings have guided development professionals to conduct different kinds of research that can reveal aspects of affluence (e.g., real estate holdings, professional positions) and institutional engagement (e.g., membership in alumni associations, season tickets to sporting events). This information is housed in databases which can be accessed by the fundraisers. The current research seeks to extend our understanding by examining the potential differences between generations. This article examines survey responses from university alumni in two age cohorts from two large comprehensive universities in the United States. Respondents were asked questions that inquired about their affinity toward their alma mater, intentions to give as well as alumni interest in participating in or attending different events at the university. Significant differences between younger and older alumni were found within each topic. From these results, the importance of market research and applications of alumni segmentation specifically, are discussed for administrators and advancement professionals.},
	keywords = {Marketing},
	url = {DOI: 10.1002/nvsm.1544},
	author = {McAlexander,Jim and Koenig,Hal and DuFault,Beth}
}
@article {1971166,
	title = {Managing Conflict in Software Development Teams:  A Multi-Level Analysis},
	journal = {Journal of Product Innovation Management},
	volume = {15},
	year = {1998},
	month = {1998},
	pages = {423-435},
	abstract = {For a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management stylesconfronting and give and takehave beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styleswithdrawal, smoothing, and forcing. The results suggest that emphasis on confrontationthat is, true problem solvingis essential at the project level, even if a give-and-take style is better tolerated at the organization level.
},
	keywords = {Marketing, Strategy \& Entrepreneurship},
	author = {Gobeli,Dave and Koenig,Hal and Bechinger ,Iris}
}
@article {1984446,
	title = {Managing Conflict in Software Development Teams:  A Multi-Level Analysis},
	journal = {Journal of Product Innovation Management},
	volume = {15},
	year = {1998},
	month = {1998},
	pages = {423-435},
	abstract = {For a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management stylesconfronting and give and takehave beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styleswithdrawal, smoothing, and forcing. The results suggest that emphasis on confrontationthat is, true problem solvingis essential at the project level, even if a give-and-take style is better tolerated at the organization level.
},
	keywords = {Marketing, Strategy \& Entrepreneurship},
	author = {Gobeli,Dave and Koenig,Hal and Bechinger ,Iris}
}
@article {1980201,
	title = {Marketing Research:  An Overview},
	year = {1996},
	month = {1996},
	address = {Corvallis OR},
	keywords = {Marketing},
	author = {Koenig,Hal}
}
@article {1980206,
	title = {Marketing {\textquotedblright} Beyond the Spit},
	year = {1995},
	month = {1995},
	address = {Boise, ID},
	keywords = {Marketing},
	author = {Koenig,Hal}
}
@article {1972581,
	title = {Measuring the sources of marketing channel power: A comparison of alternative approaches},
	journal = {International Journal of Research in Marketing},
	volume = {12},
	year = {1995},
	month = {1995},
	pages = {333-354},
	abstract = {Researchers have employed two alternative approaches in measuring the sources of marketing channel power: (1) an indirect assessment through assistances and punishments and (2) a direct measurement of each specific power source. This study compares empirically the construct validity of both approaches. The results indicate that the reliability, the content validity, the within-method and across-method convergent validity, and the discriminant validity of both approaches are acceptable. While the a priori dimensionality of the direct approach was recovered, a dimension not hypothesized was found for the indirect approach to power source measurement. Because the direct power source measures were significantly related to the attributions of power while the indirect ones were not, the direct approach demonstrated better nomological validity. We were not, however, able to assess the impact of shared methods variance upon the validity of these measurement approaches. Overall, the direct approach to measuring the sources of marketing channel power appears to have greater construct validity.},
	keywords = {Marketing},
	author = {Brown,James  R. and Johnson,Jean  L. and Koenig,Hal}
}
@article {1972596,
	title = {Mail Response Rate Patterns in a Population of Elderly:  Does Response Deteriorate With Age?},
	journal = {Public Opinion Quarterly},
	volume = {58},
	year = {1994},
	month = {1994},
	pages = {68-76},
	abstract = {The article presents information on a study conducted by the researchers to examine whether the rate and quality of response to a mail survey, directed to the elderly, is in any way affected by the age of the potential respondent. Quality of the responses, in this context, is defined as the percent of missing responses to different question formats and the extent to which the questionnaires for given age groups are completed by a proxy. In this study a random sample of size 1,000 was drawn from a population of 23,000 retired public employees in the files of an insurance services provider based in a large western city. The results of this study indicated that age, within an elderly population, does have a significant impact on response rate to a mail questionnaire. On average, the response rate fell more than 0.5 percentage points for each unit of measure of age. The influence of age on response quality is less clear. For four of the five question formats, a significant positive relationship was found between age and amount of missing data.},
	keywords = {Marketing},
	author = {Kaldenberg,Dennis O. and Koenig,Hal and Becker ,Boris  W.}
}
@article {1972586,
	title = {The Measurement of Service Quality in Healthcare: An Examination of Dental Practices},
	journal = {Journal of Health Care Marketing},
	year = {1994},
	month = {1994},
	pages = {34-40},
	keywords = {Marketing},
	author = {Koenig,Hal and McAlexander,Jim}
}
@article {1980251,
	title = {Measuring Customer Perceptions of the Quality of Service in your Family Business},
	year = {1989},
	month = {1989},
	address = {Corvallis, OR},
	keywords = {Marketing},
	author = {Koenig,Hal}
}
@article {1980271,
	title = {Meta-Analysis on the Relationship Between Satisfaction and Manifest Conflict in Marketing Channels},
	year = {1985},
	month = {1985},
	address = {Washington, D.C.},
	keywords = {Marketing},
	author = {Koenig,Hal and Smith,Laurie  P.}
}
