01860nas a2200169   4500008004100000245011500041210006900156260000900225300001000234490000700244520134300251653001401594100002101608700001601629700001801645856002701663       2015                        eng d00aMillennials and Boomers: Increasing Alumni Community Affinity and Intent to Give by Target Market Segmentation0 aMillennials and Boomers Increasing Alumni Community Affinity and  c2015  a82-950 v213 aThis 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.10aMarketing1 aMcAlexander, Jim1 aKoenig, Hal1 aDuFault, Beth  uDOI: 10.1002/nvsm.154403070nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520245800215653001402673653003202687100001702719700001602736700002002752856011602772       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor 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.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  uhttps://dev.business.oregonstate.edu/biblio/managing-conflict-software-development-teams-multi-level-analysis-003072nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520246000215653001402675653003202689100001702721700001602738700002002754856011602774       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor 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.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  uhttps://dev.business.oregonstate.edu/biblio/managing-conflict-software-development-teams-multi-level-analysis-100354nas a2200109   4500008004100000245003700041210003500078260002300113653001400136100001600150856007800166       1996                        eng d00aMarketing Research:  An Overview0 aMarketing Research An Overview  aCorvallis ORc199610aMarketing1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/marketing-research-overview-000337nas a2200109   4500008004100000245003400041210003000075260002000105653001400125100001600139856007200155       1995                        eng d00aMarketing ” Beyond the Spit0 aMarketing Beyond the Spit  aBoise, IDc199510aMarketing1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/marketing-beyond-spit-001705nas a2200169   4500008004100000245009300041210006900134260000900203300001200212490000700224520110500231653001401336100002101350700002201371700001601393856012601409       1995                        eng d00aMeasuring the sources of marketing channel power: A comparison of alternative approaches0 aMeasuring the sources of marketing channel power A comparison of  c1995  a333-3540 v123 aResearchers 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.10aMarketing1 aBrown, James, R.1 aJohnson, Jean, L.1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/measuring-sources-marketing-channel-power-comparison-alternative-approaches-001669nas a2200169   4500008004100000245009700041210006900138260000900207300001000216490000700226520106000233653001401293100002701307700001601334700002201350856012701372       1994                        eng d00aMail Response Rate Patterns in a Population of Elderly:  Does Response Deteriorate With Age?0 aMail Response Rate Patterns in a Population of Elderly Does Resp  c1994  a68-760 v583 aThe 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.10aMarketing1 aKaldenberg, Dennis, O.1 aKoenig, Hal1 aBecker, Boris, W.  uhttps://dev.business.oregonstate.edu/biblio/mail-response-rate-patterns-population-elderly-does-response-deteriorate-age-000521nas a2200133   4500008004100000245008900041210006900130260000900199300001000208653001400218100001600232700002100248856011800269       1994                        eng d00aThe Measurement of Service Quality in Healthcare: An Examination of Dental Practices0 aMeasurement of Service Quality in Healthcare An Examination of D  c1994  a34-4010aMarketing1 aKoenig, Hal1 aMcAlexander, Jim  uhttps://dev.business.oregonstate.edu/biblio/measurement-service-quality-healthcare-examination-dental-practices-000477nas a2200109   4500008004100000245008500041210006900126260002400195653001400219100001600233856011800249       1989                        eng d00aMeasuring Customer Perceptions of the Quality of Service in your Family Business0 aMeasuring Customer Perceptions of the Quality of Service in your  aCorvallis, ORc198910aMarketing1 aKoenig, Hal  uhttps://dev.business.oregonstate.edu/biblio/measuring-customer-perceptions-quality-service-your-family-business-000553nas a2200121   4500008004100000245010300041210006900144260002700213653001400240100001600254700002200270856013900292       1985                        eng d00aMeta-Analysis on the Relationship Between Satisfaction and Manifest Conflict in Marketing Channels0 aMetaAnalysis on the Relationship Between Satisfaction and Manife  aWashington, D.C.c198510aMarketing1 aKoenig, Hal1 aSmith, Laurie, P.  uhttps://dev.business.oregonstate.edu/biblio/meta-analysis-relationship-between-satisfaction-and-manifest-conflict-marketing-channels-0