China has shown its economic potential since the market is open to the world two decades ago. Firms have to consider how to stand out in the fierce competition when this world factory. This research adapts qualitative approach to understand how Taiwanese companies perform customer relationship management in different industries. Besides, relationship marketing concept is incorporated into the research to better understand ¡§Chinese deal¡¨ in reality. In the findings, the research shows that for Business to Business approach companies, negotiation and long-term communications have positive influences in building trust among organizations. As in Business to Customer approach, firms have to rely on channel management and different marketing mix to strengthen the relationship. Moreover, the research has found that relationship marketing lies in all stages in maintaining good relationship in Chinese market. Therefore effective networking becomes one of the focuses for firms to maintain long-term and profitable customer relationship.

<p>This quantitative study examined the relation between jealousy, self-esteem, gender and relationship status. Data was collected at Växjö University in the autumn of 2009, with two predesigned questionnaires. From the questionnaire Tennessee Self-Concept Scale created by Roid and Fitts (1988) that measures self-worth, the part <em>Physical self</em> was used to measure self-esteem. Jealousy was measured with the Questionnaire on the Affective Relationships designed by Marazziti et al., (2003). 188 male and female students participated of which 169 were used. A significant correlation was found between jealousy and self-esteem, where low self-esteem correlated with higher jealousy. The study rejected the existence of gender differences on jealousy. There was no evidence that individuals who date are more jealous than individuals in a relationship. The result did however showed a significant relation between jealousy and relationship status, where singles were more jealous than individuals in a relationship.</p>

Techn. Univ. , Diss.--München, 2006.

Thesis (Ph. D.)--Auburn University, 2008. / Abstract. Vita. Includes bibliographical references (p. 95-101).

Thesis (M.A.)--Kent State University, 2008. / Title from PDF t.p. (viewed Jan. 5, 2010). Advisor: Richard Serpe. Keywords: cell phone, cellular phone, relationship satisfaction, mode of communication, quality of communication, communication technology. Includes bibliographical references (p. 113-115).

Thesis (Ph. D.)--West Virginia University, 2001. / Title from document title page. Document formatted into pages; contains viii, 113 p. : ill. (some col.). Includes abstract. Includes bibliographical references.

Ph.D.

Ph.D.

Thesis (M.S.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains iii, 74 p. Includes abstract. Includes bibliographical references (p. 72-74).

CEO pay-performance relationship is a topic that has been largely discussed and researched. Questions still remain on precisely how CEO remuneration is related to company performance. Recently, attention has shifted from how much executives are paid to how they are paid. The purpose of this paper is to find how CEO compensation structure relates to company performance in the auto industry. In order to achieve this aim, the CEO compensation is broken down into four components, namely: base salary, bonus, stocks and stock options, and pension. The company performance is measured by change in market value, since market information is forward looking, meaning future performance might be anticipated in advance by the markets. As such, decisions made whose positive or negative effects may occur later in the future are, if known by investors, priced into the market value. Each compensation component relative the total was tested for correlation with respective market capitalization change. However, the insignificant statistical results conclude that the compensation structure follows a relatively random pattern. Hence, no statistically significant relationship between CEO compensation structure and firm performance in the auto industry was found. The findings that there are no significant performance improvements for firms having a relatively bigger proportion of performance-based pay means that underlying theories, such as agency theory, may not be applicable in the industry.