understanding how microsoft’s dna coheres with new world ... · this can be seen in the brandz...

Dayenne Calter of 98

Preface

The author declares that the text and work presented in the Master thesis is original and

that no sources other than those mentioned in the text and the references have been used

in creating this Master thesis.

The copyright of the Master thesis rests with the author. The author is responsible for its

contents. RSM, Erasmus University is only responsible for the educational coaching and

beyond that cannot be held responsible for the content.

Dayenne Calter

Department of Marketing Management

RSM Erasmus University, Rotterdam


Acknowledgement

Writing this thesis has been like a journey for me. Packed with theoretical knowledge of the

previous years, it was time for some practical experience. I started at the Erasmus University

where I joined the New World of Work (NWoW) research project 2008. I met various

companies, professors with different specialism, and the students of NWoW research

project 2006/2007 who had all already started this journey towards new ways of working,

and the new group of students, who were, just like me, in the beginning unknown with the

vision of the NWoW. I was recruited by Microsoft to perform a research study in the NWoW

area. My journey began…

The destination of my journey was still undecided. After various discussions, sessions and

meetings with different parties, the key elements became clear. Especially, the experience of

Microsoft’s new building made Microsoft’s vision more understandable. I learned that the

NWoW is more than just flexible workplaces and telework. It is also a matter of people,

knowledge and management. Microsoft is facing an image problem and Microsoft shares its

‘story’ of the NWoW with other companies. As marketeer, I know how important a

reputation is for a company. I combined those relevant elements and my study destination

suddenly became clear: ‘The experience of Microsoft’s business and DNA through the eyes

of important Dutch business clients’. This gives Microsoft insights about what business

clients think of Microsoft, of the NWoW and of Microsoft promoting the NWoW.

The road to my study ‘destination’ was not always easy. Ms. Leloux (Director Customer &

Partner Experience at Microsoft) told at the beginning: ‘You don’t write your thesis alone’.

She was right. Therefore, I want to thank certain persons for their help on the way.

I thank both my coach and co-reader for their authentic and sincere way of guiding.

Prof. dr. F.M. Go thanks for your inspiring way of thinking, your ability to link relevant

matters, and aid to compose the report in an articulated and engaging manner.

Dr. J. van Rekom thanks for your expertise in the present research subject, your help to find

structure, and your valuable knowledge about analysing methods.

http://www.interglot.nl/toclipboard.php?b=1&d=2&t=mevrouw&s=mevrouw&w=Mrs.


I thank the Microsoft workers who helped. Mr. Bijl, my coach at Microsoft, thanks for your

trust in me, experience and help. Ms. Been, thanks for sharing your inspiring stories. Mrs.

Leloux and Mr. van der Meer, thanks for your fast and proper help when I was facing a

difficult road. Mr. Vermeulen, thanks for your warm welcome at Microsoft, experience and

tips.

Prof.Dr.Ir. Eric van Heck, Dr. Peter van Baalen, and Drs. Marcel van Oosterhout thanks for the

feedback and idea sharing. Mr. Bajema, Ms. Duits, Mr. Jansen, and Ms. Koutsopoulou, thanks

for the help, tips and idea sharing. I enjoyed working and collaboration with you.

Mr. Kieboom thanks for your experience, ideas, and tips.

Last but not least, I thank my family, boyfriend and friends for their everlasting support and

trust.

Altogether, it was an informative, inspiring, and exciting journey.

I hope you enjoy reading this thesis.

Dayenne Calter

February, 2009


Executive summary

The present case study focuses on Microsoft Nederland which started a journey exploring

new styles of working as response on changes in the business world, e.g. a changing

workforce, a globalizing world, the exponential growth of new technologies. Microsoft has

developed and implemented a new vision of work arrangement, the New World of Work

(NWoW). Additionally, Microsoft advocates this vision to stimulate the social adoption. It is

important that Microsoft’s ‘story’ about the NWoW fits with business clients expectations,

otherwise there is a risk that Microsoft jeopardises its authenticity or credibility. Therefore,

the present study delves into the mind of Microsoft’s business clients to comprehend how

the emerging ways of work, including mobile and multi-location, projects a ‘realistic’ fit with

(image of) the essence of the Microsoft brand.

The present study investigates to what extent important Dutch business clients of Microsoft

perceive Microsoft’s DNA to cohere with the main features of the NWoW and the impact in

terms of business clients’ intention to implement the NWoW and their loyalty towards

Microsoft.

Drawing on a variety of research studies, the present study findings show that Microsoft’s

DNA coheres with the main features of the NWoW, especially with the NWoW features

‘Optimal Utilization of Technology’ and ‘More Flexibility’. The extent to which important

business clients of Microsoft perceive Microsoft’s DNA to cohere with the main features of

the NWoW has an indirect impact on business clients’ intention to implement the NWoW

and their loyalty towards Microsoft.

In particular, findings show that the more Microsoft’s DNA is perceived to cause the NWoW,

the more Microsoft is perceived as authentic, the more positive the attitudes towards

Microsoft’s brand, and the higher business clients’ intentions to remain client of Microsoft.

Also, the more Microsoft’s DNA is perceived to cause the NWoW, the more Microsoft is

perceived as authentic, the more positive the attitudes towards Microsoft’s brand, the more

positive the attitudes towards the NWoW, and the higher business clients’ intentions to

implement the NWoW in their company.


Keywords: New World of Work, Work Arrangement, Workspace, Knowledge workers,

Microsoft, Behaviour Intentions, Loyalty, Attitudes, Credibility, Authenticity, Fit, Causality,

Brand Associations, Association network, Perceived Company DNA, Brand essence, Image,

Marketing Campaign.


Table of Contents

Preface ........................................................................................................................................ 2 Acknowledgement ....................................................................................................................... 3 Executive summary ...................................................................................................................... 5 Chapter I: Research problem and questions .................................................................................. 9

1.1. Introduction ..................................................................................................................... 9

1.2. Problem definition......................................................................................................... 13

1.3. Research questions ....................................................................................................... 13

1.4. Research objective ........................................................................................................ 14

1.5. Research relevance ....................................................................................................... 14

1.6. Research design ............................................................................................................. 16 Chapter 2: Theoretical findings ................................................................................................... 17

2.1. The NWoW .................................................................................................................... 17

2.2. Microsoft ....................................................................................................................... 22

2.3. Conceptual model ......................................................................................................... 31

Chapter 3: Research methodology .............................................................................................. 33

3.1. Sample description ........................................................................................................ 33

3.2. Qualitative research ...................................................................................................... 34

3.3. Quantitative research .................................................................................................... 36 Chapter 4: Empirical findings ...................................................................................................... 41

4.1. Results qualitative research .......................................................................................... 41

4.2. Results quantitative research ........................................................................................ 46 Chapter 5: Conclusions and recommendations ............................................................................ 81

5.1. Conclusion ..................................................................................................................... 81

5.2. Managerial implications ................................................................................................ 87

5.3. Research limitations ...................................................................................................... 88

5.4. Further research ............................................................................................................ 89

5.5. General applicability of research findings ..................................................................... 90 References ................................................................................................................................. 92 List of Tables and Figures ............................................................................................................ 97 Appendixes ................................................................................................................................ 98


For everyone who wants to join the journey to new ways of working.


Chapter I: Research problem and questions

1.1. Introduction

“The voyage of true discovery lies not in seeking new landscapes, but in seeing with new

eyes.”

By Marcel Proust

The present study is part of a research project by the Rotterdam School of Management,

Erasmus University Rotterdam and started in collaboration with Microsoft Nederland B.V. in

2006. The research project focuses on the so-called “New World of Work” (NWoW), wherein

the concept of work is perceived differently. NWoW is the emerging kind of geographically-

distributed and multi-location work as a consequence of the adoption of new technologies,

including information and communication technologies (ICTs) innovations.

Technologies in general and information and communication technologies in particular, are

being consumed increasingly in the domestic context of our lives (Silverstone and Hirsch,

1992). The exponential growth of new technologies causes the mobilisation of information,

and present challenges in communications. The adaptation of email as an internal

organizational communication tool is a first sign of how network connections will interweave

with primary labour processes in the nearby future (Frissen, 1999). In case the external

communication will be arranged as such, work will becomes less time and place bounded

(Frissen, 1999). This can lead to a diminishing level of face-to-face contact between workers,

which, in turn, may result in a dispersion of organizational sites outside urban areas (Breukel

et al., 2007). The workplace is becoming a workspace which requires a new vision on the

design of space to work (Veldhoen, 2005).

Therefore, Go and Fenema (2003) and Veldhoen (2005) propagate an integrated approach to

join the virtual environment, physical environment as well as the life-worlds of the individual

and the group environment in order to improve organisational productivity, flexibility and

job satisfaction. However, new work cultures and practices are more easily theorized than

implemented. A reason for this may be that organisations lack a common set of “deep


meanings” - fundamental beliefs about the organisation that are deemed to be invariably

across time and situation. This can result in contradictions and failures in communication,

impeding the proper implementation of digital work styles.

The present case study focuses on Microsoft which started a journey exploring the

possibilities of new working styles four years ago. It all started with a note from Bill Gates

wherein a new vision about work was described. Bill Gates (2005) wrote the following note:

“It's time to build on the capabilities we have today and create software that helps

information workers adapt and thrive in an ever-changing work environment”. Old styles of

working were analysed and the potentials of new designs of working were investigated.

Microsoft Nederland, as first initiator, responded to the note and launched a campaign “To

be People Ready (2bPR)” for Microsoft workers to transform their vision of the NWoW into

action. Microsoft’s NWoW vision is designed around people and their knowledge. Part of the

campaign is Microsoft Nederland’s move to a new office building centrally located in

Schiphol Amsterdam in April 2008. Its construction is designed to create an environment

that suits Microsoft’s NWoW vision.

The strategy of Microsoft is to implement this NWoW vision first in their company. In this

way, technologies and applications could be tested in real-life situations. Microsoft’s

objective is to make Microsoft an attractive place to work. “We want to change the company

from inside out; to create an atmosphere everyone loves to work in” conveys Ms. Been

(Manager Communications Microsoft, 2008). If Microsoft attracts classified people (in terms

of future employees and business clients/partners) they can create a pull strategy instead of

a push strategy.

Additionally, Microsoft communicates this NWoW vision to other companies. The term 2bPR

is only used for the internal campaign, externally Microsoft communicates with terms like

the ‘NWoW’ or ‘digital work styles’, for example the online White paper ‘The New World of

Work: Always online, Always Connected’ of Rasmus (2006). At the moment, Microsoft invites

many companies to their new building for discussions, sessions and events about the NWoW

to inspire companies and tell its experiences and stories about the NWoW. The companies


also contact Microsoft on own initiative, because they are curious how Microsoft deals with

issues involving the new way of working.

Besides Microsoft’s NWoW vision, the company is dealing with a problem at the moment.

Microsoft is facing a communication and image problem. This can be seen in the Brandz

Index of Millward Brown Optimor (2007), included in Appendix I. The index was published in

cooperation with the Financial Times and was measured by dollar value; the firms finance

and ROI arm are included. The brand value of Microsoft has decreased in the top 100 brand

ranking 2007. In 2006, Microsoft held first position in the ranking with a brand value of

almost 61 billion dollars. Last year, the brand value of Microsoft decreased to less than 55

billion (-11%) leading the company to ‘tumble’ to a third place. Remarkably, the brand value

of Microsoft’s competitor Google increased from around 37 billion to a score of over 66

billion (+77%). Also several media expressions affirm that Microsoft has an image problem.

For example, Schekman (2008) calls Microsoft the new Titanic and associates Microsoft with

faded glory, dust and grey. These expressions may damage the corporate reputation of

Microsoft.

Image is an important asset for companies, because it is one of the key contributions to

corporate success. An image of a company exists of a coherent pattern of associations

(Keller, 1993). Negative associations can harm an image of a company and the company

itself. One of the challenges for companies is to determine the specific associations people

have of the brand (Martinez and De Chernatony, 2004). Therefore, the present study will

first determine the specific association people have of Microsoft. Almost every company will

occasionally discover that it may have to reposition the brand, because of changing

consumer preferences or because of competitors (Kotler, 2003). For companies there is a

constant challenge of adopting their own brands to changes in the market without diluting

its essence (Van Rekom et al., 2006). Sometimes, companies evolve far beyond their original

mission and must consider drastic change to bring their public image up-to-date (Chajet,

1989). The present study goes back to the essence of the Microsoft brand.

The essence of a brand is the core foundation of what the brand actually is. A brand essence

can be compared with the DNA of living beings, because it is the foundation of what you are.


The perspective is ‘through business clients’ eyes’, therefore the present study will measure

the perceived company DNA. The DNA of a company is important, because it determines, in

part, the consumers’ acceptance or rejection of changes made in particular brand image.

Especially in case of brand re-positioning, launching of new products or promoting a new

vision of work, it is essential that corporate decision makers consider carefully which

features determine the essence of their company and how those new directions cohere with

their essence.

The present case study investigates the relationship between the brand essence of Microsoft

and Microsoft’s communication of the NWoW vision. It investigates to what extent

important Dutch business clients of Microsoft perceive Microsoft’s DNA to cohere with the

main features of the NWoW and the impact in terms of business clients’ intention to

implement the NWoW and their loyalty towards Microsoft. A practical example to outline

the importance of alignment between brand essence and a communication strategy is

McDonald’s. It produces fast food. But to consumers it communicates that their menu is

made up of healthy ingredients. Responses to that are as follows: "The so-called healthy

choices are just token gestures to appease an unhappy public," said Arnaldo Buzack, an

interpreter in Brooklyn, N.Y. "It's like a wolf wearing a lamb's skin. They do as little as they

can so they can keep selling unhealthy food full of fat" (Alsop, 2004).

A brief summary of the most important subjects of present study is as follows.

For Microsoft to lead other companies in the journey of the NWoW it is important to:

Determine its essence (core properties or DNA).

Make a distinction between ‘fake’ and ‘real’ image projections and project images

that are ‘rooted’ in the very essence of Microsoft and affect business clients’

perceptions.

Lever the input of market perceptions so as to make informed decisions about its

marketing communications that business clients identify with and lead to trustworthy

long-term relations.


1.2. Problem definition

Microsoft is a strong promoter of the NWoW concept. Their ‘story’ about the NWoW needs

to fit with the expectation which customers have about Microsoft, otherwise there is a risk

that Microsoft jeopardises its authenticity or credibility.

1.3. Research questions

According to the problem definition the following research questions were defined:

Main research question:

To what extent do important Dutch business clients of Microsoft perceive Microsoft’s DNA

to cohere with the main features of the New World of Work and what is the impact in terms

of business clients’ intention to implement the New World of Work and their loyalty towards

Microsoft?

Sub research questions:

NWoW level:

Which factors influence work arrangement?

What is the NWoW?

What is the difference between ‘old’ and ‘new’ work style?

What are the pros and cons of the NWoW?

How is the NWoW related to Microsoft?

How is the attitude towards the NWoW related to the intention to implement the

NWoW?

How is the attitude towards Microsoft related to the attitude towards the NWoW?

How is the overall importance of the NWoW related to the attitude towards the

NWoW?

Which features characterizes the NWoW?


Microsoft level:

How is the attitude towards Microsoft related to the Loyalty towards Microsoft?

How is the attitude towards the NWoW related to the attitude towards Microsoft?

How is perceived credibility of Microsoft related to the attitude towards Microsoft?

How is perceived authenticity of Microsoft related to the perceived credibility of

Microsoft?

How is perceived fit between Microsoft features and NWoW features related to the

perceived authenticity of Microsoft?

How is the perceived causality between Microsoft features and NWoW features

related to the perceived authenticity of Microsoft?

Which features characterize Microsoft’s DNA?

1.4. Research objective

The present study will give Microsoft’s management the opportunity to understand and

experience their business through the eyes of their Dutch clients. The study also discovers

which features of the NWoW make sense to business clients and how those features fit into

the brand essence of Microsoft.

The purpose of this research is to identify those NWoW features which business clients

perceive to contribute the most to an authentic and credible representation of Microsoft’s

corporate identity. The latter, perceived Microsoft’s DNA can be used as grounding to guide

its marketing communications to support the adoption of the digital work style.

1.5. Research relevance

1.6.1. Company view

A competitive edge for companies depends increasingly on an understanding of two key

issues. First, “What aspects of a product, brand or organisation matter to clients, and

secondly, Why is this so?”. Initially, the present study investigates the “deep meanings” –

i.e., ‘fundamental beliefs about what Microsoft represents in the minds of Microsoft

business clients.


1.6.2. Microsoft view

The present study is part of an overall research project. The research project focused on an

internal perspective about how work dimensions influence the parameters productivity,

satisfaction, flexibility and innovation according employees of Microsoft (Van Baalen et al.,

2008). There is no research done yet about perspectives of the external market towards the

NWoW vision and can in this way add value to the overall research project. Especially for

Microsoft which promotes the NWoW, this perspective of business clients will be valuable.

1.6.3. Marketing view

There is a change in the marketing area. Traditional marketing focuses on what the

customers want and how their needs can be fulfilled, which underrates the role of the

organisation. Nowadays’ marketing concept is broader. It recognizes the role of an

organisation, because the needs of customers are partly inspired by the performance and

accomplishment of the company itself (Martinez and Chernatony, 2004).

What a company actually is can be detected through perspectives of both its workers and

customers. The present study investigates the latter. Customers base their perspectives of a

company on their total experience of the company (Kennedy, 1977). Those experiences can

be for example direct or indirect usage of products, experiences of friends or neighbours.

The experiences are also largely depending on what the company communicates to the

consumers, through advertising and employees. A company portrays its DNA values to

consumers, and in this line of reasoning it can be turned around, the DNA values of a

company can be detected through perspective of consumers.

1.6.4. Literature view

The NWoW is still a not well understood concept. There is an upcoming literature focus on

NWoW aspects like virtual versus physical collaboration, mobility, and domestications of

technology. This is the first study that researches the associations of the overall concept of

the NWoW.


The present study includes the concept of authenticity. There is a growing awareness

noticeable of the importance of authenticity. However, the knowledge about the influences

and effects of authenticity is underrepresented in literature. The present study contributes

to the insight how authenticity relates to credibility and how the degree of fit between

company DNA and features of the NWoW and the causality of features relate to

authenticity.

1.6. Research design

Chapter 1 presented a motivation for this research. Chapter 2 provides a literature overview

and guides to the composed hypotheses and conceptual model. Subjects as brand loyalty,

attitude, credibility, authenticity, fit and causality are discussed. The research methodology

in Chapter 3 explains how different constructs will be measured and how the data is

collected. The study consists of two research parts; qualitative research and quantitative

research.

Qualitative research: The data collection is generated from business clients of Microsoft.

The first step is conducted in a digital survey format designed to detect the associations of

business clients about Microsoft and the NWoW are detected. Subsequently, those

associations are used in follow-up research of a quantitative nature.

Quantitative research: The follow-up research is also conducted in form of a digital survey

amongst clients of Microsoft. Relationships between loyalty, attitudes, credibility,

authenticity, fit and causality are tested.

Chapter 4 presents and discusses the empirical results of the case study Microsoft

Nederland. Chapter 5 outlines the contribution of the present study in terms of literature

and practice, provides recommendations, discusses the limitations of current research and

concludes with suggestions for future research.


Chapter 2: Theoretical findings

This chapter discusses the theories that are used in the present study. First, the focus is on

the NWoW. This part explains the factors that influence work arrangement, the NWoW, the

difference between ‘old’ and ‘new’ work styles and the pros and cons of the NWoW.

Additionally, it describes the connection between the NWoW and Microsoft, the intention of

business clients to implement the NWoW, the attitude towards and importance of the

NWoW. The last part focuses on Microsoft and covers Microsoft’s perceived loyalty,

attitude, credibility and authenticity, and the fit and causality between Microsoft and the

NWoW.

2.1. The NWoW

2.1.1 Which factors influence work arrangement?

Our surroundings are in constant movement, because of social, political, economic and

demographic changes. Those changes influence the business world and the way we work.

Changes in and challenges for the work arrangement are given.

Information becomes more and easier accessible because of the digitalization and the

expansion of the internet. Most people will have access to almost any information,

anywhere, anytime, on any device, with a high quality of service (Rasmus, 2006). Yesterday,

the accessibility of information was a problem. According to the sense making theory of

Weick et al. (2005) our new challenge of today is how to make sense of information

overload.

New technologies are introduced in a fast time frame. Wireless connectivity, collaborative

screen sharing (for reducing business trips), business information on mobile phones (e-mail)

and SharePoint (with extranet for partners and suppliers) are examples of those new tools.

Other challenges of today are how to integrate those technologies in our work styles and to

what extent will those new technologies lead to beneficial results for companies.


In addition, the workforce is changing. There is a new generation (‘The Millennials’) entering

the business market. The Millennials grew up in a digital world and have better technology

skills compared to older workers (Rasmus and Salkowitz, 2007). Also an increasing number of

women enter the business market and in contradiction, the aging baby-boom generation is

nearing retirement. The Millennials and women have different characteristics and needs of

work styles compared to the older workforce.

Next, in a globalizing world, companies are working together all over the world. It is

expected that in the next decade there will be a universal move towards ubiquitous,

seamless data connectivity in support of global transactions (Rasmus and Salkowitz, 2007).

The following question rises: ‘How can we increase and simplify such global collaboration?’

Additionally, the business world is facing a ‘traffic problem’. Employees stuck in traffic jams

are a loss of time and money and besides that, they harm our environment. The

government, but also the business world, is searching for ways to solve this problem.

With those changes and in a ‘borderless world’ one can doubt if the existing way of working

represents best practise and raise the question: Can alternative ways of working be

identified that make working and living more efficient and flexible, that extend beyond

economic sectors and academic disciplines?

2.1.2. What is the NWoW?

The NWoW can be defined as working on a geographical distributed scale, mobile scale (i.e.

whilst travelling) and at multiple locations. The keys of NWoW are summarized in

Microsoft’s White Papers which are published or available on internet, for example ‘people-

ready: Inside your company is a powerful force’ (Microsoft corporation, 2006) and ‘The New

World of Work’ (Microsoft corporation, 2007) (see Figure 1).


Keys to the NWoW Microsoft aims to enable organisations to respond to rapid change by empowering people with better ways to create, use, share and interpret information. In its analysis of emerging trends and implications – “the NWoW” – Microsoft sees four primary dimensions of challenge and opportunity: • One world of business. Staying competitive in a fast-moving global market by

empowering creative people to help organisations adapt quickly; and creating worldwide networks to build sustainable global businesses.

• Always on, always connected. Creating choices about when and where people work, but also allowing them to manage their communication and information in a world of ubiquitous, accessible data.

• Transparent organisations. Sharing information can not only improve operational performance and relationships within the supply chain and with society, but it also helps to reduce the need for costly and intrusive regulation.

• Workforce evolution. Learning to deal with a brand new blend of workers, including old and young; with new attitudes to society, work and technology; with new skills and desire for mobility – and allowing this blend to produce optimal results for the organisation.

A people-ready business… • is a destination workplace. The most talented and successful people and businesses seek opportunities to work at or with this company. • maximizes the satisfaction levels of all its constituents—customers, employees, and the critical partners and vendors on whom its success depends. It is a balanced organization that does not neglect one vital constituency for another. • tempers its management’s “force”. A people-ready business balances management oversight and control, teamwork, and the constant improvement and innovation that come from empowered employees who live their lives on the front lines of the company. • is characterized by vision: the ability to see and act on both opportunities and problems. • is marked by speed and flexibility. It is as concerned with removing barriers to success as it is to driving success. It is agile and adaptable in a business environment of constant change. • is optimized for performance at the individual level. Individuals have the freedom to focus on adding value to shareholders and customers, rather than being constantly distracted by unnecessary tasks, bureaucracy, and processes.

Figure 1 - Keys of the NWoW

Following from above, the NWoW includes aspects as technology, always connected,

converging businesses, transparency, flexibility, satisfaction, and performance. Work is no

longer limited to the boundaries of a workplace, which leads to an increasing ambiguous

area between work, social and private life. Employees can have access to the services and

facilities of a company equivalent to ‘on office’ level anytime and anywhere.


2.1.3. Difference between ‘old’ and ‘new’ work styles

To understand new working styles it is crucial to explain differences between the present

(old) designs of work and the new ones. The old work styles is characterized by a pattern of

employees travelling to their workplace, do their job and return home again. Traditional

research mainly focused on understanding work activities and how to make those as

efficient as possible. Work is becoming more complex, therefore it becomes also harder to

define the work activities of employees. Consequently, in the new working styles the focus is

no longer on work activities. Sinha and Van de Ven (2005) define essence of new work styles

as follows; “In an increasingly global and knowledge-intensive economy, work design is no

longer contained within a job or even an organisation; it often transcends the boundaries of

organisations, professions, and countries.” Their observation suggests that the centre of

gravity in business processing is shifting. It is shifting from work activities to workers, the so

called knowledge workers. An organisation is best able to grow and succeed when it

recognizes that people are its most important assets and therefore empower them with the

right tools and technologies to drive the business forward (Microsoft).

2.1.4. The pros and cons of the NWoW

The benefits of the NWoW are, firstly, that employees can lever information without the

limitations of time and location, making them more mobile, i.e. to work whenever and

wherever they are; secondly, to intensify their work activities, communication and

collaboration, e.g. in the context of geographically distributed teams. A side effect is the

reduction of travel time as workers can work virtually from different and multiple locations.

There are also some consequences of the NWoW. The adoption of new technologies can be

difficult and time consuming for workers. For example, the research of Vermeulen (2007)

shows the intent and behaviour of personas or archetypes in relation to the adoption of a

digital work style within an organization. His study shows that personas have different needs

of support to continue their metaphorical “journey” to adopt a digital work style and

highlights a constant tension area between virtual/physical and deskbound/mobile. The

adoption of a digital work style requires a different mind-set by knowledge workers, whose

behaviour and work routines are typically dictated by temporal conditions (nine till five) and


work patterns embedded in the office environment. Therefore, the traditional work routines

represent the single largest barrier to interventions designed to alter the work styles of

knowledge workers. Another consequence is that the possibility to work outside a company

(e.g. at home, at train stations, at the airport) can at the same time generate identification

issues of employees with the company. A virtual work style may increase employees'

isolation and independence, threatening to fragment the organization (Wiesenfeld et al.,

2001). Also, traditional management practices are challenged, especially the exercise of

control, based on the visibility (i.e. the capability to observe the employee) and the social

presence (i.e. the capability of the employee to interact with co-workers) of employees are

not directly applicable to new working styles (Felstead et al., 2003).

2.1.5. The NWoW and Microsoft

The use of the NWoW can lead to more virtual communication process wherein technology

functions as an important enabler. Technical tools like collaboration through video, instant

messaging, share point, document sharing can be used for optimizing virtual collaboration

between people. Because developing and selling technology is the core business of

Microsoft, the company can benefit when more companies decide to implement the NWoW.

With this knowledge in mind the following subjects related to Microsoft’s objective ‘to

stimulate the social adoption of the NWoW’ are discussed.

2.1.6. Business clients’ intention to implement the NWoW

Many studies focus on the intention behaviour of consumers. The intention to purchase is

consumer’s willingness to buy the product. The intention to behave is said to be the prime

determinant of actual behaviour (Van der Heijden et al., 2003). Fishbein and Ajzen (1975) are

well-known researchers on this area and developed the Theory of Reasoned Action. This

theory states that the intention to behave depends on the attitude towards an object and on

the subjective norms. The present study investigates whether Microsoft’s business clients

intent to use the NWoW concept in their company.

2.1.7. The attitude towards the NWoW

As mentioned, the theory of Fishbein and Ajzen (1975) states that the attitude towards an

object influences the consumer’s intention to behave in a particular way. An attitude is a

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person’s enduring favourable or unfavourable evaluations, emotional feelings, and action

tendencies towards some object or idea (Krech et al., 1962).

Based on the theory, the following hypothesis is formulated.

Hypothesis 1: The more positive business clients’ attitudes towards the NWoW, the more

likely their intention to implement the NWoW in their company.

2.1.8. The importance of NWoW features

Several studies agree that the importance of object features have influence on the attitude

towards that object. ‘When evaluating a specific brand, the consumer identifies the

attributes desired and then evaluates how much of these attributes the brand contains’

(Lindgren and Konopa, 1986). There are multi-attribute attitude models designed to

measure a consumer's attitude towards objects in the marketplace and to determine the

specific attributes associated with those objects. The basic idea is that attitude is influenced

by specific features weighted by their relative importance (Anderson et al., 1993).


Hypothesis 2: The stronger business clients perceive NWoW features to be important

to their corporate performance, the more likely they are to have positive attitudes

towards the NWoW.

2.2. Microsoft

At the moment Microsoft is facing a communication and image challenge. Building strong

brands and managing strong brands is of interest for many companies. Strong brand equity

has positive influence on the financial performance of a company (Lasser et al., 1995). Brand

equity is defined as the positive differential effect that knowing the brand name has on

customer response to the product or service (Kotler, 2003). Especially, in a competitive

market brand equity can help to differentiate. Benefits of strong brand equity can be, for

example, greater customer loyalty, less vulnerability to competitive marketing actions or


marketing crises, larger margins and greater trade or intermediary cooperation and support

and brand extension opportunities (Keller, 2001).

2.2.1. Intention to remain customer of Microsoft

The intention to remain customer can be defined as the level of loyalty customers have

towards a certain company or brand. Many studies focus on the subject loyalty. This is not

surprising because creating and maintaining customer loyalty is said to be a strategic

mandate in today's service markets (Ganesh et al., 2000). The benefits are that over time,

loyal customers build businesses by buying more, paying premium prices, and providing new

referrals through positive word of mouth (Keaveney, 1995).

Microsoft has a dominant position in the software market. The dominance of Microsoft in

the market for operating systems is due largely to its success as a software platform (Klein,

2001). Today the IT market, in which Microsoft is active, is getting more competitive. For

example, Apple binds clients with their free web browser Safari, IBM succeeds with the free

office version Lotus Symphony and Google introduced the web browser Crome (Schekman,

2008). Within this context customer loyalty is becoming more important for Microsoft.

2.2.2. Attitude towards Microsoft

According to the theory of Fishbein and Ajzen (1975), the present study assumes that the

attitude towards an object has an impact on the business clients’ behavioural intention.


Hypothesis 3: The more positive business clients’ attitudes towards Microsoft’s brand, the

more likely they are to be loyal towards Microsoft.

Promoting the NWoW is part of the communication strategy of Microsoft. It is possible that

there is a relationship between the attitude towards Microsoft and the NWoW. The study of

Aaker and Keller (1990) shows that consumer’s attitude towards a brand extension is based

on their attitude towards the original brand. The NWoW is of course no brand extension and

is not something that Microsoft owns or can sell to others. However, it sounds logical that

business clients’ attitude towards the Microsoft can influence their perceptions of the


NWoW. The other way around, is also imaginable that business clients’ attitude towards the

NWoW can influence their perceptions of Microsoft.

Based on the theory, the following hypotheses are formulated.

Hypothesis 4a: The more positive business clients’ attitudes towards Microsoft’s brand, the

more likely they are to have positive attitudes towards the NWoW.

Hypothesis 4b: The more positive business clients’ attitudes towards the NWoW, the more

likely they are to have positive attitudes towards Microsoft’s brand.

2.2.3. Credibility of Microsoft

Corporate credibility represents the degree to which consumers, investors, and other

constituents believe in the company's trustworthiness (Fombrun, 1996). Trustworthiness

refers to the honesty and believability of the source. The study of Goldsmith, Lafferty and

Newell (2000) showed that corporate credibility shapes brand attitudes. Additionally, a

direct effect of corporate credibility was found on attitudes towards the brand (Lafferty,

2006; Goldsmith, Lafferty and Newell, 2000).


Hypothesis 5: The more credible business clients perceive Microsoft, the more likely they

are to have a positive attitude towards Microsoft’s brand.

It is most likely to believe that the overall evaluation of company’s credibility depends on the

credibility of the features. It is comparable with the theory that consumers overall attitude

towards a company is based on the evaluation of brand associations the consumer holds in

mind of that company (Aaker and Keller, 1990). Features are the values where people

associate the company with. If those features are not valued as credible, it is hard to believe

that the company is valued as credible. The Microsoft’s overall credibility is assumed to be

influenced by the credibility of their features. Both Microsoft’s features and NWoW features

http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V7S-4N55THV-1&_user=499884&_rdoc=1&_fmt=&_orig=search&_sort=d&view=c&_version=1&_urlVersion=0&_userid=499884&md5=4df8feefa3efed8478b15701fdeb9ce5#bib9





are used, because Microsoft promotes the NWoW and makes it in this way part of the

company.

In this line of reasoning, the following hypothesis is formulated.

Hypothesis 6: The more business clients perceive a feature of Microsoft or the NWoW as

credible, the more likely they are to perceive Microsoft as credible.

2.2.4. Authenticity of Microsoft

It is not easy to define the concept of authenticity. Probably it is easier to define what

authenticity is not: everything that is fake or not real in perceptions of consumers (Gilmore

and Pine, 2007). There are different forms of authenticity. Authenticity can be based on

objectivity which refers to the authenticity of originals, and is used for example in a museum

where objects of art are tested by experts on forging (Wang, 1999). However, authenticity

can also be based on subjectivity, which is about the perceptions of customers. Beverland et

al. (2008) found that consumers struggle to identify what is real and fake and that it is more

about the perception of being real. In the present study, authenticity is defined as the

degree to which an object is perceived by business clients to be ‘real’ or ‘fake’. An example

of inauthentic is the Venetian Hotel in Las Vegas where the Piazza San Marco and the Rialto

Bridge are imitated in detail compared to Cannaregio a district of Venice where not many

tourists go and where the daily Venice life can be experienced (see Figure 2).

Figure 2 - Contrast inauthentic - authentic

Authenticity can be related to credibility. The study of Van Rekom et al. (2008) found that

the more consumers perceive a brand feature to be authentic, the more they are likely to


see that feature as a feature that makes the brand what it is. An essential and authentic

feature is probably perceived as more believable or credible for that company. For example,

if Microsoft decides to introduce a new beverage on the food market, it is most likely that

consumers will not accept or believe this new product, because it is totally different from the

essence of the company. This can have a negative impact on the perceived authenticity of

the company. The degree of perceived authenticity may have an influence on the degree to

which an object or story is perceived as credible, because it is most likely that we do not

believe a fake or inauthentic voice. If Microsoft is seen by its business client to communicate

fake images about the NWoW it is likely that this will have a negative effect on the credibility

of Microsoft.


Hypothesis 7: The more authentic business clients perceive Microsoft, the more likely they

are to perceive Microsoft as credible.

Comparable with the theory (Aaker and Keller, 1990) which states that consumers’ overall

attitude towards a company is based on the evaluation of brand associations the consumer

holds in mind of that company, the present study assumes that the overall evaluation of a

company’s authenticity depends on the authenticity of the features.


Hypothesis 8: The more authentic business clients perceive a feature for Microsoft, the

more likely they are to perceive Microsoft as authentic.

Based on the motivations for hypothesis 7, the present study assumes that the perceived

authenticity of a feature has influence on the perceived credibility of that feature.



Hypothesis 9: The more authentic business clients perceive a feature, the more likely they

are to perceive that feature as credible.

2.2.5. Perceived fit Microsoft and the NWoW

In order to project a sense of authenticity, there must be a fit between identity, image, and

actions of a company (Holt, 2002). People judge brands by actions of the organisation behind

them (Holt, 2002), and therefore it matters if actions of a company are in line with the

expectations of customers of that company. The example of McDonald’s used earlier in the

present study shows that a bad fit between a company and its communication strategy

(being fast food producer and communicating healthy food) will lead to undesirable

reactions (McDonald’s is seen as a wolf wearing lamb skin).

A lot of studies focus on the fit between a core brand and a brand extension. Microsoft is not

introducing a new product, but it has introduced a new vision and, more important, that

vision is part of its communication strategy. Business clients will come in contact with

Microsoft’s vision and therefore it matters how they perceive the fit between Microsoft and

the NWoW. If the NWoW associations do not match with the associations of Microsoft and

Microsoft continues to communicate those associations to business clients, it is likely that

business clients will perceive that as fake, and consequently project that fake image on

Microsoft. The associations of the NWoW should fit with the associations of Microsoft in

order to be perceived as authentic. Tauber (1988) describes fit as follows; there is a fit when

consumers perceive a new product as logical and would have expected it from the brand. To

be perceived as authentic, it is most likely that Microsoft has to communicate images of the

NWoW that fits with the expectations business clients have of Microsoft.


Hypothesis 10: The more business clients perceive a fit between Microsoft and the

NWoW, the more likely they are to perceive Microsoft as authentic.


2.2.6. Causality of Microsoft- and NWoW features

Consumer’s thoughts about a company or brand name are based on brand associations.

Those brand associations together form a set of meanings by which a company is known and

through which people describe, remember and relate to it (Aaker and Myers, 1982).

Consumer’s perspective of a company exists of a complex system of associated elements (or

features) of which the features can be described as junctions and the connections can be

described as operations (Franzen and Bouwman, 1999). Together the junctions and

operations form an association network. Figure 3 shows an example of an association

network.

Bill Gates

Microsoft

Microsoft

Vista

Technology

Figure 3 - Association Network

Consumers have all kinds of associations in mind. Some associations tell more about the

company than others. The associations that represent the most what the company actually

is are part of the essence of a company. The causality theory of Ahn (1998) and the study of

Van Rekom et al. (2008) found that the more causal an association is, the more essential that

association is perceived by consumers. So, the more a feature causes another feature, the

more it belongs to the essence of a company.

That leads to the term causality which describes relationships between features, a feature

(the cause) which causes another feature (the effect). It is about people’s perceptions of

causal relationships, not about true relationships. A simple example about a fish explains

causal relationships. Associations of a fish are fins and swimming. There is a relationship


between those two features; the fish can swim because of its fins. Thus, fins are the cause of

swimming.

The reason why people think in causal relationships partly derives from the generative

power of causal associations in inductive reasoning theory. The British philosopher John

Locke (1632-1704) introduced the fundamental ideas of this theory. Inductive reasoning is a

way to deduce general concepts from specific concepts (Van Oosterhout, 2004). An example

about a raven will explain inductive reasoning. On a first occasion a raven can be seen which

is black, on the second occasion a raven is also black etcetera. Without considering all

ravens, it can be concluded that all ravens are black until new information against this

conclusion is given. Causal associations form the essence; therefore causal associations are

more reliable for making predictions about the future. The following example will explain

this line of reasoning. A boy ‘destroyed a bus stop’ and ‘is aggressive’. Because a boy ‘is

aggressive’, he ‘destroyed a bus stop’. Aggressiveness is causal and more reliable to use as

base to predict the behaviour of the boy compared to the idea of ‘destroyed a bus stop’.

According the theories causality has an influence on essence. In turn, the essence of a

company has an impact on authenticity according the theory. Van Rekom et al. (2008) found

evidence that the more a feature of a company forms the essence of a brand, the more that

feature is perceived as authentic. Reisinger and Steiner (2006) explain the relationship

between essence and authenticity as follows: ‘For tourists to experience the authenticity of

village life, their experience must capture the essence of village life.’

If tourists want an authentic experience of Venice, they will not go to the Venetian Hotel in

Las Vegas, they will go to Venice to experience travelling over the many channels, the

historical palaces and squares, and the absence of car traffic. Tourists want to experience

the essence of where Venice stands for. In the business market it is much the same. Before

consumers perceive an object (or i.e. an image) of a company as authentic, the object must

include the essence of that company.

To be perceived as authentic, Microsoft should promote features of the NWoW that are

caused mostly by Microsoft’s features. The following practical example outlines the

http://nl.wikipedia.org/wiki/1632

http://nl.wikipedia.org/wiki/1704


relationship between Microsoft’s features and the associations of the NWoW. Technology is

a feature of Microsoft and telework is a feature of the NWoW. Technology makes it possible

for people to work at home. Telework is an effect of technology and coheres in this aspect to

Microsoft’s feature ‘Technology’. If Microsoft promotes telework it is likely to believe that

business clients will perceive it as authentic. If a company with no technological experience

would advocate telework there is a big chance that it would be perceived as inauthentic.

Based on the theory, the following hypotheses are formulated.

Hypothesis 11: The more business clients perceive Microsoft to cause the NWoW, the


Hypothesis 12: The more business clients perceive Microsoft features to cause a NWoW

feature, the more likely they are to perceive that NWoW feature as authentic for

Microsoft.

2.2.7. Association networks of Microsoft and the NWoW

Before the above mentioned hypotheses could be tested, the most relevant association of

Microsoft and the NWoW were revealed by the following questions:

Question 1: Which features characterizes Microsoft’s DNA?

Question 2: Which features characterizes the NWoW?


2.3. Conceptual model

This part presents the conceptual model based on the hypotheses made in the present study

(see Figure 4).

Causal influence of

Microsoft on NWoW

Authenticity of features

Credibility of features

Fit between Microsoft &

NWoW

Importance of NWoW features

Attitude towards the

NWoW

Authenticity of Microsoft

Credibility of Microsoft

Attitude towards

Microsoft

Loyalty towards

Microsoft

Feature level

Company level

Intention to implement

NWoW

Causal influence of Microsoft features on

NWoW features

12

5

10

7

9

8

11

12

3

4

6

X = Hypothesis Number

Figure 4 - Conceptual model

2.4.1. Summary hypotheses


likely their intention to implement the NWoW in their company.

Hypothesis 2: The stronger business clients perceive NWoW features to be important to

their corporate performance, the more likely they are to have positive attitudes towards

the NWoW.

Hypothesis 3: The more positive business clients’ attitudes towards Microsoft’s brand,

the more likely they are to be loyal towards Microsoft.

Hypothesis 4a: The more positive business clients’ attitudes towards Microsoft’s brand,

the more likely they are to have positive attitudes towards the NWoW.


Hypothesis 4b: The more positive business clients’ attitudes towards the NWoW, the

more likely they are to have positive attitudes towards Microsoft’s brand.

Hypothesis 5: The more credible business clients perceive Microsoft, the more likely they

are to have positive attitudes towards Microsoft’s brand.


credible, the more likely they are to perceive Microsoft as credible.

Hypothesis 7: The more authentic business clients perceive Microsoft, the more likely

they are to perceive Microsoft as credible.



Hypothesis 9: The more authentic business clients perceive a feature, the more likely

they are to perceive that feature as credible.







Microsoft.


Chapter 3: Research methodology

This chapter describes the methodology of present research which is used to test the

hypotheses. The present study includes two different parts. For the first part, a qualitative

research design is used to get insight about people’s perspectives. The data collected from

this part is used for follow-up research. The second part is a quantitative research design;

this method was used to obtain evidence regarding cause-and-effect relationships

(Malhortra and Birks, 2003). The data for both qualitative and quantitative research are

collected through a digital survey. In this way it was possible to reach a large population

without many resources. First, the sample of population will be described, followed by

explanations of qualitative and quantitative research methods.

3.1. Sample description

Almost every company is a client of Microsoft. The clients of Microsoft can be divided into

different groups based on the relationship they have with Microsoft (see Figure 5).

No One to one

relationship relationship

with with

Microsoft Microsoft

Figure 5 - Business clients of Microsoft

The group Enterprise business exists of larger companies, based on the companies’ amount

of desktops and/or number of employees. Enterprise clients have a one to one relationship

with an account manager of Microsoft. Microsoft has approximately 140 enterprise clients.

The group Unmanaged business has no direct relationship with Microsoft. Therefore,

unmanaged business clients search for information about Microsoft by third parties (e.g.

retailers or consumer federations).

Unmanaged business

Enterprise group


Both client groups are used. Within these groups, business clients are targeted who have a

high degree of decision-making power. The decision to implement new working styles is

made by people with high decision-making power, because this decision will have a big

impact on the company. Microsoft already selects specific business clients for their

marketing communications of the NWoW. In consultation with Microsoft it was decided to

use the same target group for the present study. Microsoft targets business clients with high

decision-making power and business clients who fulfil the functions CEO, CFO, HRM

manager, Facility manager, and Sales & Marketing manager. The functions CEO and CFO are

selected because they deal with strategy and vision issues, the function HRM manager is

chosen because the NWoW is about people and their knowledge, the function Facility

manager because working everywhere requires facilitating technology and for the functions

Sales & Marketing manager the mobility aspect of the NWoW is relevant. So, the present

study targets business client with high decision-making power and the functions CEO, CFO,

HRM manager, Facility manager, and Sales & Marketing manager.

3.2. Qualitative research

The first part of this research contains a qualitative research to obtain insight into what

attributes or properties business clients associate with Microsoft and the NWoW concept.

There is no fixed sample size for qualitative research. The sample size of qualitative research

is typically small, often between five to twenty units of analysis (Crabtree and Miller, 1999).

Therefore, the objective of the present study is limited to obtaining between fifteen to

twenty-five responses. Although a qualitative research is a method to obtain an in-depth

understanding of the respondents, there is also a risk that the sample is less representative

for the total population. Therefore the results should be used as an indication.

The data was obtained via a digital questionnaire and distributed to business clients by

employees of Microsoft via a personalized mail. The questionnaire is presented in Appendix

II. Microsoft employees made use of their network when distributing the questionnaires. For

example, the HRM manager sent the questionnaire to HRM managers of other companies.

The mail addresses were randomly selected by Microsoft employees. By this means the

target groups with functions of CEO, Facility manager, Sales & Marketing manager and HRM

manager could be reached. The data of the target group of CFO was gathered during a round


table session of ‘The New World of Work’. Before the start of the session, about 15 CFOs

were asked to fill in the questionnaire (hard copy version).

There were two different versions of the questionnaires, one with the question ‘What is the

NWoW?’ and one with ‘What is Microsoft?’. Business clients received randomly one of the

versions. The present study uses an association technique in which respondents are

presented with a stimulus and are asked to respond with the first thing that comes to mind

(Malhotra and Birks, 2003). The stimuli are two incomplete phrases: ‘New World of Work

is…’ and ‘Microsoft is…’ Respondents were asked to finish the phrase with associations

expressed in keywords. They were asked to fill in twenty different associations according to

the Twenty Statements Test (TST) of Kuhn and McPartland (1954). Asking for twenty

associations is a lot, however it will stimulate respondents to fill in as much associations as

they can. The aim of this method is to reveal not only the obvious associations, but also the

ones that are more in-depth.

Additionally, the question ‘are you familiar with the term New World of Work?’ was added

before ‘New World of Work is…’. The respondents could answer with yes and no.

Furthermore, questions were added to investigate the familiarity with and attitude towards

Microsoft and the NWoW. A five point Likert scale (1 = strongly disagree, 5 = strongly agree)

is used in the present study. This rating scale requires respondents to indicate to what

extent they agree or disagree with statements related to the stimulus object (Malhotra and

Birks, 2003). This is an appropriate measurement for evaluating attitudes towards

Microsoft’s brand and the NWoW. The Likert scale is easy to construct, the results are easy

to process and respondents readily understand how to use the scale. The disadvantage is

that it takes relatively long to complete, because respondents have to read and fully reflect

upon each statement (Malhotra and Birks, 2003).

Additionally, some general descriptive questions were included about gender, age, function,

total years in current position and total years with current firm. At the end, a question was

added to probe the respondents’ willingness to contribute to follow-up research, which

Malhotra and Birks (2003) refer to as the foot-in-the-door technique. This tactic is designed


to first ask a small favour (qualitative research) and subsequently a large favour, i.e., to

complete a questionnaire for the quantitative research of the present study.

The objective of the qualitative study was to obtain associations of Microsoft and the

NWoW, and to use them as input for follow-up research. Particularly, the idea was to use the

five most frequently mentioned associations. The study was limited to five associations to

prevent the questionnaire from being too time-consuming for the respondents.

3.3. Quantitative research

For the second part of this research, a quantitative research design was used. Again a digital

survey was used to collect the data. The survey existed of questions with rating scale answer

options. The present study used both Likert and semantic rating scales, all based upon a

seven point scale. This scale gives respondents the opportunity to rate their answers more

precisely. The survey is presented in Appendix III.

3.3.1 Measuring the constructs

The constructs were measured by multiple items to improve the reliability of measurement.

The digital survey used no fixed construct order to improve the validity of the answers. This

part describes the constructs and the items to measure the constructs.

3.3.1.1. Measuring behaviour intentions

Behavioural intention measures the stated inclination of a person to engage in a specific

behaviour (Bruner et al., 1998 – 2001). The behavioural intention to use the NWoW vision

and the behaviour intention to remain client of Microsoft is used in the present study


Intention to use the NWoW vision

The question to measure this construct was: ‘That our company will use the NWoW vision

is...’ The behavioural intention was measured using four different scales, i.e.:

Impossible/absolutely certain (Rossiter, 2002)

Very unlikely – very likely (Oliver and Bearden, 1985)

Totally uncertain – totally certain (Oliver and Bearden, 1985)

Totally unthinkable – very plausible

Loyalty towards Microsoft

The intention of business clients to remain customer of Microsoft was measured by three

items.

I feel loyal to Microsoft (Price and Arnould, 1999)

I would continue to do business with Microsoft even if the prices increase somewhat

(Price and Arnould, 1999)

If other options were available next to Microsoft, I would prefer to switch. (Tax et al.,

1998)

The items of the study of Price and Arnould (1999) were selected because their study is

comparable with the present study in terms of loyalty towards service providers. The last

question was selected due to the dominant position of Microsoft in the operating system

market and therefore business clients are in some way forced to remain clients of Microsoft.

3.3.1.2. Measuring attitudes and familiarity

To measure the attitude towards Microsoft and the NWoW vision the study of Darke et al.

(2008) was used. Attitudes of Microsoft and the NWoW vision are measured with the

following items:

Bad/good

Useless/useful

Negative/positive

Unfavourable/favourable

Not appealing/appealing


The study of Kent and Allen (1994) was used to measure the familiarity of business clients

with Microsoft and the NWoW vision. The following items were used:

Unfamiliar/familiar

Inexperienced/experienced

Not knowledgeable/knowledgeable

3.3.1.3. Measuring importance of NWoW features

There are several methods to measure the importance of features. The present study used

the importance rating of assessing customer value of Anderson et al. (1993). According to

this method consumers are asked to rate the importance of different features, anchored

from 1 = very unimportant to 7 = very important.

3.3.1.4. Measuring credibility

To measure the overall credibility of Microsoft, the items of the study of Newell and

Goldsmith (2001) were used. Newell and Goldsmith (2001) developed validated and reliable

items to measures corporate credibility through two different constructs, namely expertise

and trustworthiness. The present study limits the focus to trustworthiness which is

measured by five items (item one to four are from the study of Newell and Goldsmith):

I trust the XYZ corporation

The XYZ corporations makes truthful claims

The XYZ corporation is honest

I do not believe what the XYZ Corporation tells me

Microsoft is credible

The credibility was also measured on feature level. Results of the qualitative research show

that 11 associations were used as input for this quantitative research, 6 associations of

Microsoft (Innovative, Dominant, World-wide Active, Technology-oriented, Good Quality and

Successful) and 5 associations of the NWoW (Balance between Work and Private, Optimal

Utilization of Technology, Own Decisions, Flexibility and Responsibility), see 4.1.2. One item

is used in the present study:

Feature X is not credible/credible for Microsoft

Feature X can be a feature of Microsoft as well as a feature of the NWoW.


3.3.1.5. Measuring authenticity

The present study uses three items to measure the overall perceived authenticity:

Microsoft is fake/real (Van Rekom et al., 2008)

Microsoft is inauthentic/authentic (Propsma, 2008)

Microsoft is artificial/natural (Propsma, 2008)

The perceived authenticity of feature level is measured with one item:

Feature X is inauthentic/authentic for Microsoft

3.3.1.6. Measuring the perceived fit between Microsoft and the NWoW

The study of Tauber (1988) defines that there is a fit when the consumer accepts the new

product as logical and would expect it from the brand. In the present study, there is a fit

when consumers accept the NWoW vision as logically for Microsoft. The used items are all

based on the definition of Tauber (1988):

The NWoW does not fit/fits with Microsoft

The NWoW follows (not) logically from Microsoft

It is very obvious/unclear that Microsoft in particular uses the NWoW

3.3.1.7. Measuring causal relationships

Two approaches of causal relationship are used, the overall causal relationship between

Microsoft and the NWoW and the causal relationships on feature level. First, the causal

relationships on feature level are discussed. The study of Van Rekom et al. (2006) developed

and validated a method for measuring the causal relationships between features and their

statement and answer options were used:

Microsoft is (feature X), because Microsoft is (feature Y)

For the answers a four point scale was used:

No, on the contrary

These two are unrelated

This connection is true, but can not be applied to Microsoft

I agree


The overall causal relationship between Microsoft and the NWoW is measured via the basic

idea of causality: the occurrence of X increases the probability of the occurrence of Y

(Malhotra and Birks, 2003). Microsoft (the cause) increases the probability of the occurrence

of the social vision of the NWoW (the effect). In the present study the following three

questions are used:

The social vision of the NWoW is totally (not) developed by Microsoft

The social vision of the NWoW is totally (not) influenced by Microsoft

Without Microsoft, the social vision of the NWoW would be the same/totally

different

The last question is based on the question used in the study of Ahn (1998): ‘Would X still be

X without the feature Y’.

3.3.1.8. Measuring company DNA

This construct is included to control if the most frequently mentioned associations of the

qualitative research indeed are representative for what the brand actually is. The item is

based on the study of Ahn (1998): Without feature X, Microsoft is ‘absolutely still

Microsoft’/’absolutely not Microsoft anymore’.

Subsequently, the survey was pre-tested among 15 friends, family members and professors

on clearness, duration, reliability and other errors. One question scored low on reliability

and was reformulated. Respondents commented that questions about authenticity were

difficult to interpret. Therefore, it was decided to include an example to explain to

respondents what is meant by the concept of authenticity. The following example was used

to explain authenticity: ‘The Venetian Hotel in Las Vegas where the Piazza San Marco and

the Rialto Bridge are imitated in detail (inauthentic) compared to Cannaregio a district of

Venice where not many tourists go and where the daily Venice life can be experienced

(authentic)’


Chapter 4: Empirical findings

This chapter presents the results of the qualitative and quantitative research.

4.1. Results qualitative research

This part presents the results of the qualitative research. A descriptive of the sample,

business clients associations of Microsoft and the NWoW and an analysis between functions

and associations are given.

4.1.1. Sample description

The questionnaire was sent to approximately 55 individuals, of whom 33 responded, giving a

response rate of 60%. The respondents were randomly selected by Microsoft employees.

This is quite high, taken into account the amount of mails the focus group probably receives

every day. In addition, 8 responses were gathered from the CFO target group. In total 41

respondents filled in the questionnaire; 8 CEOs, 8 CFOs, 2 Facility managers, 9 HRM

managers, 10 Sales & Marketing managers and 4 ‘Others’. The functions ‘Director program

New World of Work’, ‘Sharepoint consultant’ and ‘CTO’ and ‘Software architect’ were

different from the target group, but had like all other respondents high decision-making

power and were therefore included in the present study. On average the respondents are

37.1 years old, ranging from 31 to 60 years old. The distribution of male and female was

respectively 78.0% and 22.0%.

4.1.2. Business clients associations of Microsoft and the NWoW

Two different questionnaires were used:

Associations of Microsoft

Associations of the NWoW

In total 21 respondents completed the Microsoft questionnaire and 20 respondents the

NWoW questionnaire. Beforehand the respondents were asked whether or not they were

familiar with the term NWoW and 3 out of 20 respondents answered ‘No’. Those 3 did not

fill in the associations for the NWoW.


The results show 223 associations with the brand name Microsoft and 154 associations with

the concept of the NWoW. There are more associations mentioned for Microsoft than for

the NWoW, a reason for this variance is that 3 respondents were totally unfamiliar with the

term NWoW and did not fill in any association. The respondents were stimulated to

complete 20 different associations. In practice respondents filled in an average of 10.62

Microsoft associations and 9.05 NWoW associations. Although it was difficult for people to

give 20 associations, the numbers obtained are sufficient to continue the study. The

difference between the number of associations of Microsoft and the NWoW is small. The

detected slight difference is most likely due to 30 years history of Microsoft facilitating brand

name association, whereas the NWoW is a more recently introduced concept, in 2005

(Gates, 2005)

Some of the associations mentioned by respondents were synonyms, for example

‘Innovatief’ and ‘Vernieuwend’. Those associations were merged. As categorization of

associations can be subjective, two independent persons were used to ensure more

objectivity. In those cases where no consensus could be reached I made the final decision.

To measure the reliability of the results, the present study uses the inter-rater reliability

formula of Molchanova (2006) i.e., the number of agreements divided by the total number

of decisions. The reliability of the present study is 313/377 (83.0%). The 223 associations of

Microsoft and 154 of the NWoW were reduced to respectively 109 and 87 different

associations. Appendix IV and Appendix V summarize all merged associations. Appendix VI

and Appendix VII provide the verbatim reports of the respondents. Table 1 summarizes all

associations mentioned more than once. As mentioned before, the follow-up study was

restricted to about 5 most prominent associations for Microsoft and the NWoW; otherwise

the time to complete the questionnaire would take too long. Therefore it was decided to use

associations which were reported 6 times or more. This resulted for Microsoft in 6

associations, i.e.:

Innovative

World-wide Active

Dominant

Technology-oriented

Good Quality


Successful

For the NWoW this resulted in the following 5 associations:

Balance between Work and Private

Optimal Utilization of Technology

Own Decisions

Flexibility

Responsibility

The 6 associations used for Microsoft count for 68.8% of the total associations mentioned, in

case of the NWoW those 5 associations count for 49.4%.

Next, the respondents were asked to rate the degree of familiarity with Microsoft and the

NWoW on a 5 point Likert scale. For example: ‘I am familiar with...’ (1= strongly disagree and

5= strongly agree). The Microsoft respondents scored an average of 4.81 and for the NWoW

respondents scored an average of 4.00.

Attitudes of respondents towards Microsoft and the NWoW were also asked. ‘I have a

positive opinion about...’ (1= strongly disagree and 5= strongly agree). On average the

respondents scored 4.20 for Microsoft and 4.41 for the NWoW. Also in this case, 3

respondents were excluded for the NWoW, because they were totally unknown with the

NWoW and were therefore not asked to fill in associations. It can be concluded that the

respondents have a positive opinion about Microsoft and the NWoW. The NWoW is valued

more positive than Microsoft.

The interdependent sample t-test was used to determine if there are significant

demographic differences between the two sample groups, i.e. the Microsoft and the NWoW

group. No significant differences were found between gender or age and the number of

associations mentioned.

The last question included was ‘Are you willing to participate in follow-up research?’ and 29

out of 41 answered ‘yes’ (70%).


Table 1 - Associations mentioned more than once

Microsoft is … Frequency The NWoW is … Frequency

Innovative 22 Balance between Work/Private 10

Dominant 17 Optimal Utilization of Technology 10

World-wide Active 17 Own Decisions 10

Technology-oriented 7 Flexibility 7

Good Quality 6 Responsibility 6

Successful 6 Always and Everywhere 4

Arrogant 5 Collaboration 4

Bill Gates 5 Efficient 4

Partners 5 Mobility 4

Software 5 Motivating 4

The NWoW 5 Culture 3

Building 4 Reduced Traffic Jam 3

Searching 4 Workplace 3

Supporting 4 Beautiful 2

Bureaucratic 3 Inspiration 2

Workers 3 Likable 2

America 2 Not Always New 2

Collaboration 2 Office Interior 2

Competition 2 Transparent 2

Expensive 2 Trust 2

Future 2 Workers of the Feature 2

Great Place to Work 2

Inspiration 2

Marketing 2

Redmond 2

Schiphol 2

SharePoint 2

Young 2

Total 142 Total 88

4.1.3. Associations versus functions

This section presents associations of business clients distributed over functions. There is

much variety in the number of respondents of the different function groups. This should be

taken into account when interpreting the results. In case of the Microsoft questionnaire 6

CEOs, 4 CFOs, 1 Facility manager, 2 Sales & Marketing managers and 5 HRM managers

participated. The category ‘Others’ is excluded from this analysis to give an overview of the

target functions versus associations.


Figure 6 shows the distributions of association with the Microsoft brand name over the

functions. Some associations are mentioned more frequently by one respondent. Therefore

scores above 100% were obtained. The associations ‘Innovative’ and ‘World-wide Active’ are

mentioned by all functions with high percentages. Also ‘Dominant’ has scored high and is

mentioned by almost all functions, except by Sales & Marketing. CEO and CFO are the only

functions which associate Microsoft with ‘Successful’. An explanation could be that those

groups pay much attention to the performance of their company and project that attention

on Microsoft. CEO, HRM managers and Sales & Marketing managers associate Microsoft

with ‘Good Quality’. It is possible that those functions are more satisfied with the quality

Microsoft delivers compared to the CFO and Facility group.

Figure 6 - Associations of Microsoft versus functions

In case of the NWoW questionnaire 2 CEOs, 4 CFOs, 1 Facility manager, 7 Sales & Marketing

managers and 3 HRM managers participated. The category ‘Others’ was again excluded.

Figure 7 shows the distributions of NWoW associations over the functions. ‘Balance between

Work and Private’ is mentioned by all functions. The CEOs highly relates ‘Optimal Utilization

of Technology’ to the NWoW but fails to refer to ‘Own Decisions’. An explanation can be that

the CEO already makes his or her own decisions and does not see that as something the

NWoW brings. In the HRM group, 2 out of 3 respondents were totally unfamiliar with the


term NWoW. The HRM function group is less familiar with the NWoW compared to other

fuction groups.

Figure 7 - Associations of the NWoW versus functions

The analyses of associations versus functions show that the functions group have in part

different associations with Microsoft and the NWoW. Some associations are highly

representative in all function groups, like ‘Innovative’, ‘World-wide Active’ and ‘Balance

between Work and Private’, other associations are not mentioned by specific function

groups.

4.2. Results quantitative research

This part presents the results of the quantitative research. A descriptive profile of the

participants of the survey is given, the validity and reliability of present research was tested

and the descriptive statistics of the constructs are summarized. Additionally, the hypotheses

were tested.

4.2.1. Sample description

The operational aspect of the research study was conducted via the marketing research

agency Multiscope and via own database consisting of business clients who already


participated in the qualitative research. Multiscope has a profile of each member in its

database and therefore we were able to target the focus group. The present study focuses

on members who defined themselves as ‘end-decision maker’, have a specialism in Finance,

Commerce, Facilities or HRM and work within a company with over 100 employees.

A mail with a link to the digital questionnaire was sent to 1648 individuals (1607 of

Multiscope’s database and 41 of own database). In total 236 completed questionnaires were

returned, 223 through Multiscope and 13 through own database, with a response rate of

respectively 13.9% and 31.7%. More detailed survey statistics are shown in Appendix VIII.

There is a slight discrepancy between what is ordered at and what is obtained by

Multiscope. A group of 37 respondents filled in that they work in companies with less than

100 employees. Those are maintained in the dataset in order to maximize the sample size

and obtain optimal statistical results. Not all participants were business clients of Microsoft,

17 out of 236 filled in that their company does not use Microsoft’s software. This means that

92.7% of the sample is a business client of Microsoft. According information from Microsoft

it is not possible that a company of over 100 employees does not use Microsoft software. Of

the non-client group, 4 respondents work at companies with less than 100 employees. For

the remaining part it is possible that respondents simply do not know that their company

uses it or filled in the question only for their personal situation. Present research focuses on

business clients; therefore the non-client group was deleted. For further research it was

important to clean the dataset. In total 6 questionnaires were deleted, because they had

totally straight-line answers or had a clear sign of straight-line answers in combination with a

short fill in time. The remaining dataset of 213 respondents was used for analysis.

The average participant works in Government, Health Care or Production industry, in a

company with less than 10.000 employees as a general manager with Upper-middle

management level, is a male and has a high education (at least bachelor degree). Moreover,

the average age is 47.46 years, ranging from 27 to 65 years. Average distribution of working

hours is as follows; on a weekly basis they work in total 42.12 hours, 9.61 hours outside the

company, of which 6.54 at home. Appendix IX presents a more detailed profile of the

respondents.


4.2.2. Validity and reliability of the sample

This part tests the validity (the degree the research design indeed measures what it should

measure (Malhortra and Birks, 2003)) and the reliability (the degree repeated research will

lead to the same results (Malhortra and Birks, 2003)) of the present study. Reliability is

necessary for a validated research, but high reliability will not automatically lead to high

validity.

Correlations can ensure that there are indeed relationships between constructs. This is a first

sign of a validated study. Correlations between constructs are tested and are shown in Table

2. Correlations are ranged from -1 (perfect negative relationship) to 1 (perfect positive

relationship). Results show that there are 24 highly significant relationships (α < 0.01) and 5

significant (α < 0.05), all relationships are positive. The present study supposes certain

relationships between constructs and the correlations indicate that all expectations are true:

Attitude towards NWoW & Intention to implement NWoW (r = 0.37, p = 0.00)

Attitude towards Microsoft & Attitude towards NWoW (r = 0.27, p = 0.00)

Attitude towards Microsoft & Loyalty towards Microsoft (r = 0.51, p = 0.00)

Credibility of Microsoft & Attitude Microsoft (r = 0.68, p = 0.00)

Authenticity of Microsoft & Credibility Microsoft (r = 0.55, p = 0.00)

Causality between Microsoft and NWoW & Authenticity of Microsoft

(r = 0.50, p = 0.00)

Fit between Microsoft and NWoW & Authenticity of Microsoft (r = 0.36, p = 0.00)

The constructs were measured with multiple items. For every construct, a factor analysis

was performed to test if the items indeed measure just one underlying factor, the construct.

First, the correlations between items were analysed. If items are supposed to measure the

same construct, they should correlate in some extent with each other. All items of the

construct indeed correlate with each other.

Additionally, it was tested whether factor analysis was allowed. The Bartlett’s Test of

Sphericity and the Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy were used to

test it. Factor analysis is allowed when the value of the Bartlett’s Test of Sphericity is


Table 2 – Descriptions of and correlations between constructs

Constructs Mean (µ)

St. Dev

Correlations between

Constructs

FamMS AttNW FitMSNW AttMS IntNW AutMS CreMS CauMSNW FamNW

FamMS 5,68 0,99 r

p

AttNW 5,16 1,14 r 0.16

p 0,02

FitMSNW 5,13 1,32 r 0.08 0.46

p 0.28 0,00 AttMS 5,06 1,14 r 0.16 0.27 0.39

p 0.02 0.00 0.00 IntNW 4,70 1,34 r 0.13 0.37 0.38 0.22

p 0.06 0.00 0.00 0.00 AutMS 4,64 1,23 r 0.10 0.17 0.36 0.61 0.26

p 0.16 0.01 0.00 0.00 0.00 CreMS 4,16 1,15 r 0.04 0.08 0.32 0.68 0.17 0.55

p 0.57 0.24 0.00 0.00 0.01 0.00 CauMSNW 3,92 1,25 r 0.02 0.09 0.46 0.46 0.19 0.50 0.47

p 0,00 0,05 0,15 0,20 0,00 0,00 0,00 FamiliarNW 3,80 1,87 r 0.11 0.60 0.33 0.09 0.50 0.10 0.12 0.09

p 0.10 0.00 0.00 0.22 0.00 0.14 0.09 0.21 LoyMS 3,50 1,28 r -0,10 0.14 0.22 0.51 0.13 0.46 0.60 0.34 0.09

p 0.15 0.05 0.00 0.00 0.05 0.00 0.00 0.00 0.20 FamMS = Familiar with Microsoft AttNW = Attitude towards NWoW FitMSNW = Fit between Microsoft and the NWoW AttMS = Attitude towards Microsoft IntNW = Intention to implement the NWoW AutMS = Authenticity of Microsoft N = 213 All items are measured on a 7-point scale

CreMS = Credibility of Microsoft CauMSNW = Causality between Microsoft and the NWoW FamiliarNW = Familiar with the NWoW LoyMS = Loyalty towards Microsoft


significant, which indicates that the correlation matrix is different from the identity matrix.

The inter-correlations between the variables were also checked with the KMO. The KMO

should be between 0.7 and 0.8 to be appropriate and above (> 0.5) to be acceptable. Table 3

shows that all values of the Bartlett’s Test of Sphericity are significant and almost all KMO

values are above the 0.7, with exception of Loyalty towards Microsoft (KMO = 0.54).

Nevertheless, the value is above 0.50 and therefore factor analysis is allowed.

Table 3 - Factor Analyses on multiple items of constructs

Constructs KMO

Bartlett's test of Sphericity

Variance Explained

Eigen-value

Cronbach’s Alpha

χ² p % Α

Attitude MS 0.78 938.97 0.00 74.01 3.70 0.91

Attitude NWoW 0.87 1033.96 0.00 81.94 4.10 0.95

Familiar MS 0.74 319.73 0.00 79.74 2.39 0.87

Familiar NWoW 0.75 738.01 0.00 92.23 2.77 0.96

Credibility MS 0.84 777.01 0.00 69.73 3.49 0.87

Authenticity MS 0.72 285.38 0.00 77.40 2.32 0.85

Fit between MS and NWoW 0.74 641.54 0.00 89.59 2.69 0.94 Causality between MS and NWoW 0.69 194.55 0.00 70.57 2.12 0.79

Loyalty MS 0.54 117.79 0.00 58.20 1.75 0.62

Intention to implement NWoW 0.88 735.41 0.00 83.89 3.36 0.94

For the factor analyses, the Principal Components Analysis (PCA) method of extraction was

used. PCA considers the total variance in the data. Results show that all constructs have only

one eigenvalue above 1, which gives an indication that the constructs have indeed just one

underlying dimension. The eigenvalues explain much of the variance, ranging from 58.20 to

92.23. A check with the scree plots confirms one underlying factor, which indicates that the

present research indeed measures what it should measure.

Most Cronbach’s Alphas are high with a value ranging from 0.79 to 0.96. Loyalty towards

Microsoft has a moderate reliability (α = 0.62). High values mean high reliability, which is a

pre-condition for a validated study.


4.2.3. Descriptive of constructs

For analysing the constructs, new variables were computed based on the average of the

items of the constructs. Table 2 summarizes the means and standard deviations of

constructs. Respondents score above 5 on a seven point scale for:

Familiar with Microsoft (µ = 5.86)

Attitude towards the NWoW (µ = 5.16)

Fit between Microsoft and the NWoW (µ = 5.13)

Attitude towards Microsoft (µ = 5.06).

This means for example that respondents have a somewhat positive attitude towards

Microsoft. The lowest scores are obtained for:

Loyalty towards Microsoft (µ = 3.50)

Familiar with the NWoW (µ = 3.80)

Causality between Microsoft and the NWoW (µ = 3.92)

In case of loyalty, the score means that respondents are somewhat disloyal towards

Microsoft. In agreement with the results of the qualitative research, the NWoW is valued

more positive than Microsoft.

All constructs are normally distributed, with exception of Familiar with the NWoW (see

Figure 8). In total, 41 of 213 respondents were totally unfamiliar with the NWoW.


Familiar with NWoW

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5 6 7

Familiar with NWoW

1 = totally unfamiliar, 7 = totally familiar

Frequency

Figure 8 - Familiar with the NWoW

4.2.4. Feature description

In Table 4 the descriptions of features are presented. The most frequently mentioned

associations of the qualitative research are not automatically the most essential features.

‘Innovative’ is mostly associated with Microsoft, but scores lower on essence of Microsoft

compared to other features of Microsoft. Overall, the Microsoft features score higher on

essence compared to the NWoW features, but there is one exception: ‘The willingness of

Microsoft to stimulate social adoption of a work style with Optimal Utilization of Technology’

is rated as more essential for Microsoft (µ = 3.80) than Microsoft’s offering of ‘Good Quality’

(µ = 3.72). ‘Wold-wide Active’ is the most essential (µ = 3.80) and ‘Better Balance between

Work and Private’ scores the lowest (µ = 3.06).

To measure the causal status of Microsoft features on the NWoW features a coding scheme

was used. Respondents could fill in four different answer options on questions to: Microsoft

is Y, because Microsoft is X (X = Microsoft feature, Y = NWoW feature). The answer options

were recoded, in order to get a proper insight of the causality status of each feature. Option

1, ‘No, on the contrary’ is coded as ‘-1’. It is possible that the existence of one association

can weaken the strength of the other association. Therefore this option is coded with a

negative number. For example, two features of a company are ‘Bureaucratic’ and ‘Flexible’,

it is possible that people believe that a bureaucratic brand is by default not flexible. The

answer categories 2 and 3, ‘These two are unrelated’ and ‘This connection is true, but can


not be applied to Microsoft’ are both coded as ‘0’, because they indicate that respondents

perceive no causal relationship between features. For companies it is interesting to gain a

good perspective of option 3. The in-depth reasons why respondents find that the causal

relationships can not be applied specifically for Microsoft can be of importance. Appendix X

summarizes the frequency of option 3.

Especially high scores were obtained for following statements: Microsoft is innovative,

because Microsoft stimulates the social adoption of a work style with:

Better Balance between Work and Private (#54)

More Own Decisions (#52)

More Flexibility (#55)

More Responsibility (#55)

Option 4, ‘I agree’ is coded as ‘1’. In this case respondents perceive causal relationships

between features. For each feature, the total causality is computed by the sum of all codes

(-1, 0 or 1).

Results show that the NWoW feature ‘Optimal utilization of Technology’ has the highest

causal status (µ = 2.55), which means that ‘Optimal utilization of Technology’ is perceived to

be caused mostly by Microsoft features. The feature ‘Better Balance between Work and

Private’ is less caused by Microsoft features (µ = 1.16).


Table 4 - Feature description

Qualitative

research Essence of features

²Causality Microsoft features on NWoW

features Authenticity of

features Credibility of features Importance of

features

Mentioned

features Mean (µ) St. Dev. Mean (µ) St. Dev. Mean (µ) St. Dev. Mean (µ) St. Dev. Mean (µ) St. Dev.

Feature ratings

Innovative 22 4.00 1.91 n.a. n.a. 4.96 1.45 5.26 1.34 n.a. n.a.

Dominant 17 4.48 2.08 n.a. n.a. 5.86 1.41 6.11 1.26 n.a. n.a.

World-wide Active 17 4.69 2.12 n.a. n.a. 6.02 1.07 6.39 0.81 n.a. n.a.

Technology-oriented 7 4.58 2.00 n.a. n.a. 5.34 1.20 5.62 1.11 n.a. n.a.

Good Quality 6 3.72 1.87 n.a. n.a. 4.72 1.42 5.00 1.35 n.a. n.a.

Successful 6 4.15 1.91 n.a. n.a. 5.67 1.18 6.07 0.96 n.a. n.a.

¹Better Balance Work/private 10 3.06 1.55 1.16 2.51 4.08 1.63 4.54 1.52 5.02 1.75 ¹Optimal Utilization of Technology 10 3.80 1.91 2.55 2.34 4.92 1.50 5.24 1.32

5.20 1.65

¹more Own Decisions 10 3.19 1.62 1.60 2.64 4.09 1.62 4.44 1.56 5.03 1.58

¹More Flexibility 7 3.32 1.64 1.84 2.40 4.43 1.55 4.90 1.43 5.33 1.64

¹More Responsibility 6 3.11 1.52 1.50 2.40 4.17 1.59 4.62 1.47 5.22 1.57

Correlations (r)³ r p r p r p r p r p

r with Importance -0.07 0.10 -0.04 0.26 0.04 0.23 0.07 0.12

r with Credibility 0.38 0.00 0.16 0.00 0.73 0.00

r with Authenticity 0.42 0.00 0.14 0.00

r with Causality 0.10 0.03

r with Essence

n.a. = not applicable Everything is measured on a 7 point scale. Except the ‘Causality of Microsoft features on NWoW features’, which must be interpreted on a 10 point scale, because one feature can cause 10 other features.

¹ Microsoft stimulates the social adoption of a work style with ...

² Causality is the average sum of the causal status of each feature (-1, 0 , 1)

³ The correlations represent average within-respondent correlations, calculated via the Fisher r-to-z transformation (Rosenthal, 1991).


Microsoft’s feature ‘World-wide Active’ scores the highest on perceived authenticity (µ =

6.02) and credibility (µ = 6.39). This means that this feature is perceived as authentic and

credible for Microsoft. ‘Better Balance Between Work and Private’ and ‘More Own

Decisions’ score the lowest in terms of authenticity for Microsoft, respectively (µ = 4.08) and

(µ = 4.09). This means that respondents have a neutral opinion. As well for authenticity as

credibility the Microsoft features score higher than the NWoW features.

All features of NWoW score around the 5 in terms of importance; this means that all

features are somewhat important for business clients. ‘More Flexibility’ scores the highest

(µ = 5.33) and ‘Better Balance between Work and Private’ scores lowest (µ = 5.02).

An extra analysis was performed to investigate the within-respondent correlations (see

Table 4). The value of this method is that it makes it possible to calculate the correlations

between two different construct for each respondent. The former used methods in the

present study only calculated the correlation between constructs. The Fisher r-to-z

transformation (Rosenthal, 1991) was used to perform this analysis. The highest correlation

is found between the ‘Authenticity of features & the ‘Credibility of features’ (r = 0.73, p =

0.00).

Table 5 presents how the features are related to each other. The causality between features

is based on the sum of all codes (-1, 0 or 1). For example, 26% of all respondents agree that

Microsoft’s dominance causes Microsoft’s innovativeness. This percentage is weighted by

positive and negative relationships. All relationships between features are positive.

Furthermore, the results show that the Microsoft feature ‘World-wide Active’ causes the

most other features, the overall causality (oc) is 4.07. This means that ‘World-wide Active’

causes four other features of the, in total, ten features it could have caused. Microsoft

features ‘Dominant’, ‘Technology-oriented’, ‘Successful’, and the NWoW feature ‘Optimal

Utilization of Technology’ score above 3.00 (oc). ‘Good Quality’, ‘More Flexibility’, ‘Better

Balance between Work and Private’ and ‘More Responsibility’ score the lowest (oc = less

than 2).


Table 5 - Causal relationships between features

Features of Microsoft

Features of NWoW

innovative dominant

world-wide

active technology-

oriented good

quality successful

* better balance

between work & private

*optimal utilization

of technology

*more own

decisions *more

flexibility *more

responsibility

Overall Causality

(oc) Microsoft (is)...

because Microsoft (is)

innovative 0.16 0.32 0.31 0.31 0.45 0.25 0.40 0.24 0.29 0.16 2.91

dominant 0.26 0.64 0.26 0.12 0.64 0.26 0.49 0.29 0.35 0.31 3.62

world-wide active 0.38 0.75 0.29 0.24 0.68 0.22 0.50 0.34 0.36 0.31 4.07

technology-oriented 0.56 0.35 0.39 0.34 0.47 0.22 0.61 0.32 0.41 0.25 3.92

good quality 0.21 0.19 0.30 0.18 0.42 0.04 0.23 0.11 0.14 0.15 1.98

successful 0.41 0.67 0.73 0.26 0.29 0.17 0.32 0.28 0.29 0.30 3.73 *better balance between work & private 0.21 0.07 0.07 0.08 0.10 0.15 0.23 0.31 0.29 0.23 1.73 *optimal utilization of technology 0.51 0.28 0.32 0.45 0.36 0.42 0.36 0.37 0.38 0.32 3.77

*more own decisions 0.12 0.03 0.03 0.06 0.08 0.15 0.26 0.20 0.31 0.28 1.51

*more flexibility 0.23 0.07 0.10 0.12 0.12 0.22 0.27 0.28 0.32 0.25 1.99

*more responsibility 0.08 0.05 0.05 0.06 0.09 0.13 0.17 0.16 0.23 0.22 1.24

stimulates the social adoption of a work style with ....*

Everything is measured on a 4 point scale


Figure 9 shows Microsoft’s DNA. Over 70% of business clients agree that Microsoft is world-

wide active because of its successfulness and that Microsoft is dominant because it is world-

wide active. Between the features ‘World-wide Active’, ‘Dominant’ and ‘Successful’ a round

circle can be detected; the three features are influencing - and influenced by each other.

‘Successful’ is a result of ‘Good Quality’, ‘Dominant’, ‘World-wide Active’, ‘Technology-

oriented’ and ‘Innovative’. Business clients perceive a reciprocal relationship between

‘Innovative’ and ‘Successful’ and one-sided relationship between ‘Technology-oriented’ and

’Innovative’. Over 50% of business clients perceive being technology-oriented as a cause for

innovativeness.

>50%

>60%

>70%

World-wide active

Innovative

Successful

Dominant

Good quality

Technology-oriented

>40%

Figure 9 - Microsoft’s DNA

Table 6 shows how the NWoW features cohere with Microsoft’s DNA in terms of causality.

‘Technology-oriented’ (oc = 1.81), ‘World-wide Active’ (oc = 1.73) and ‘Dominant’ (oc = 1.70)

cause most NWoW features. That Microsoft ‘Stimulates the social adoption of a work style

with Optimal Utilization of Technology’ is mostly caused by Microsoft features (oe = 2.55),

followed by ‘Stimulation of a work style with More Flexibility’ (oe = 1.84).


Table 6 - Causality between Microsoft DNA and the NWoW features

* better balance


*optimal utilization

of technology

*more own

decisions *more

flexibility *more

responsibility Overall

Causality Microsoft (is)...

because Microsoft (is)

innovative 0.25 0.40 0.24 0.29 0.16 1.35

dominant 0.26 0.49 0.29 0.35 0.31 1.70

world-wide active 0.22 0.50 0.34 0.36 0.31 1.73

technology-oriented 0.22 0.61 0.32 0.41 0.25 1.81

good quality 0.04 0.23 0.11 0.14 0.15 0.68

successful 0.17 0.32 0.28 0.29 0.30 1.37

Overall effect (oe) 1.16 2.55 1.60 1.84 1.50


4.2.5. Testing the hypotheses

This part tests the conceptual model of the present study. The hypotheses, mediating, and

direct effects of constructs are tested (see Figure 10). Mediating and direct effects were

tested, because the conceptual model of the present study assumes mediating effects.

Mediation of a variable represents the generative mechanism through which the

independent variable is able to influence the dependent variable (Baron and Kenny, 1986).

This means that an independent variable influences the mediator variable, which in turn

influences the dependent variable. For example, the conceptual model hypothesizes that the

‘Credibility of Microsoft’ influences the ‘Attitude towards Microsoft’, which in turn

influences the ‘Loyalty towards Microsoft’. When there is no mediating effect, it is possible

that the independent variable has a direct effect on the dependent variable, e.g. the

‘Credibility of Microsoft’ influences the ‘Loyalty towards Microsoft’. All hypothesized

relationships and only the significant (at a 5% significance level) mediation and direct effects

are discussed.


Causal influence of

Microsoft on NWoW




NWoW

Importancy of NWoW features

Attitude towards NWoW



Attitude towards

Microsoft

Loyalty towards

Microsoft

Feature level

Company level


NWoW


NWoW features

12

5

10

7

9

8

11

1

3

6

Mediating effects on ‘Willingness to implement NWoW’

Mediating effects on ‘Attitude towards Microsoft’

Mediating effects on ‘Authenticity of Microsoft’

Mediating effects on ‘Attitude towards the NWoW’

Mediating effects on ‘Loyalty towards Microsoft’

Mediating effects on ‘Credibility of Microsoft’

Hypothesis number

Mediating effects on ‘Credibility of features’

2

4

Figure 10 - Testing the conceptual model

4.2.5.1. Methods

The relationships between constructs were tested with multiple regression analyses.

Regression analyses were used because they assume, similar to the hypotheses, a causal

relationship between dependent and independent variables.

The following general regression equation is used to conduct the tests:

Y = A + B1 * X1 + B2 * X2 + … + Bk * Xk+ ε

A = constant (value of Y when X is 0)

B = regression coefficient (number of items Y changes, when X increases with one item)

ε = error (residual) value, the unexplained variation in Y


To test for mediating and direct effects, the following three regression analyses were used:

Step 1: Regressing the mediator on the independent variable

Step 2: Regressing the dependent variable on the independent variable

Step 3: Regressing the dependent variable on both the independent variable

and on the mediator

If the influence of the independent variable is significant in Step 1 (on the mediator variable)

and Step 2 (on the dependent variable) and not significant anymore when the mediator

variable is included in the regression analysis in Step 3, this indicates that the mediator is a

full mediator. If the influence of the independent variable in Step 3 is significantly lower

compared to the significant influence in Step 1 and Step 2, this indicates that the mediator is

a partial mediator. If the independent variable has a significant influence in step 3, this

indicates it has a direct influence on the dependent variable.

Dependent variable

Independent variable

Mediator variable

2

31

Steps to test mediation

Figure 11 - Test on mediation


4.2.5.2. Intention to implement NWoW - Testing hypothesis 1

Hypothesis 1: The more positive business clients’ attitudes towards the NWoW, the

more likely their intention to implement the NWoW in their company (see Figure 12).



NWoW

0.35

Attitude towards

Microsoft

Mediated influence on the ‘Intention to implement the NWoW

Figure 12 - Influence on Intention to implement the NWoW

Based on the research findings, hypothesis 1 is supported (see Table 7). ‘Attitude towards

NWoW’ has a positive significant influence on ‘Intention to implement the NWoW’ (B = 0.35,

p = 0.00).

Research findings show that ‘Attitude towards the NWoW’ is a full mediator of the

relationship between ‘Attitude towards Microsoft’ and ‘Intention to implement the NWoW’.

This means that the impact of ‘Attitude towards Microsoft’ on ‘Intention to implement the

NWoW’ runs through ‘Attitude towards the NWoW’. The mediation test shows that ‘Attitude

towards Microsoft’ has a significant influence on ‘Attitude towards the NWoW’ (B = 0.27, p =

0.00) (Step 1) and ‘Intention to implement the NWoW’ (B = 0.21, p = 0.00) (Step 2), but is no

longer significant when ‘Attitude towards the NWoW’ is included in the regression model

(Step 3).

The regression equation of ‘Intention to implement the NWoW’ is as follows:

Intention to implement the NWoW = 1.27 + 0.35 * Attitude towards the NWoW+ ε.


If ‘Attitude towards the NWoW’ increases with 1, the ‘Intention to implement the NWoW’

increases with 0.35. The R Square adjusted (R² Adj.) is 0.13. The adjusted R square is used

instead of the R², because the R² Adj. is more precise. It makes a correction for number of

cases (n). The R² Adj. is a percentage explained variance in Y because of X. The ‘Attitude

towards the NWoW’ explains 13% of the total variance in the ‘Intention to implement the

NWoW’.

The research findings lead to the following conclusions:

The more positive business clients’ attitudes towards the NWoW, the more likely

their intention to implement the NWoW in their company.

The ‘Attitude towards the NWoW’ fully mediates the relationship between the

‘Attitude towards Microsoft’ and the ‘Intention to implement the NWoW’.

Table 7 - Mediation and direct effects on Willingness to implement the NWoW

4.2.5.3. Attitude towards NWoW - Testing hypotheses 2 and 4a

Hypothesis 2: The stronger business clients perceive NWoW features to be important

to their corporate performance, the more likely they are to have positive attitudes

towards the NWoW (see Figure 13).

Mediator: Attitude

towards the NWoW

Dependent: Willingness to implement

the NWoW

Variables Step 1 Step 2 Step 3

Attitude towards the NWoW 0.35**

Attitude towards Microsoft 0.27** 0.21** 0.12

Importance of 'Balance between Work and Private' 0.07 0.16¹ 0.13

Importance of 'Optimal Utilization of Technology' -0.02 0.01 0.02

Importance of 'Own Decisions' 0.07 0.05 0.07

Importance of 'Flexibility' 0.03 0.05 0.03

Importance of 'Responsibility' 0.10 -0.02 -0.06

A 3.25** 2.41** 1.27*

F 3.98** 4.93** 7.55**

R² 0.10 0.13 0.20

R² adj. 0.08 0.10 0.18

St. Error of regression 1.10 1.27 1.21

** = p<0.01, * = p < 0.05, ¹ = p < 0.10


Hypothesis 4a: The more positive business clients’ attitudes towards Microsoft’s brand,

the more likely they are to have positive attitudes towards the NWoW.

Importancy of NWoW features



Attitude towards

Microsoft

-0.20 0.40

No significant relationship

Significant relationship

Figure 13 - Influence on Attitude towards NWoW

The importance of the NWoW, see hypothesis 2, is measured with five independent

variables, i.e. ‘The importance of a work style with’:

Better Balance between Work and Private

Optimal Utilization of Technology

More Own Decisions

More Flexibility

More Responsibility

Based on the research findings, hypothesis 2 is not supported and hypothesis 4a is

supported (see Table 8). None of the ‘Importance features’ has a significant influence on the

‘Attitude towards the NWoW’. The ‘Attitude towards Microsoft’ has a positive influence on

the ‘Attitude towards the NWoW’ (B = 0.40, p = 0.00). Results show that ‘Attitude towards

Microsoft’ has no mediating effect on the relationship between ‘Credibility of Microsoft’ and

‘Credibility of Microsoft’. However, there is a direct significant negative influence of

‘Credibility of Microsoft’ on the ‘Attitude toward the NWoW’ (B = -0.20, p = 0.03).


The regression equation of ‘Attitude towards the NWoW’ is as follows:

Attitude towards the NWoW = 3.36 + 0.40 * X1 - 0.20 * X2 + ε.

Where,

X1 = Attitude towards Microsoft

X2 = Credibility of Microsoft

The ‘Attitude towards Microsoft’ and the ‘Credibility of Microsoft’ collectively explain 38.0%

of the variance in the ‘Attitude towards the NWoW’.


The more business clients have positive attitudes towards Microsoft’s brand, the

more likely they are to have positive attitudes towards the NWoW.

The more credible business clients perceive Microsoft, the more likely they are to

have negative attitudes towards the NWoW.

Table 8 - Mediation and direct effects on Attitude towards the NWoW

Mediator: Attitude towards

Microsoft

Dependent: Attitude towards the

NWoW


Importance of 'Balance between Work and Private' -0.06

Importance of 'Optimal Utilization of Technology' -0.02

Importance of 'Own Decisions' -0.06

Importance of 'Flexibility' 0.03

Importance of 'Responsibility' 0.10

Attitude towards Microsoft 0.40**

Credibility of Microsoft 0.68** 0.08 -0.20*

A 2.23** 4.83** 3.36**

F 185.96** 62.07** 43.50**

R² 0.47 0.01 0.38

R² adj. 0.47 0.00 0.38


** = p<0.01, * = p < 0.05


4.2.5.4. Loyalty towards Microsoft - Testing hypothesis 3

Hypothesis 3: The more positive business clients’ attitudes towards Microsoft’s brand,

the more likely they are to be loyal towards Microsoft (see Figure 14).


Attitude towards

Microsoft

Loyalty towards

Microsoft

0.18

0.54

Direct influence on ‘Loyalty towards Microsoft’

Mediated influence on the ‘Loyalty towards Microsoft’

Figure 14 - Influence on loyalty towards Microsoft

Based on the research findings, hypothesis 3 is supported, (see Table 9). The ‘Attitude

towards Microsoft’ has a positive influence on the ‘Loyalty towards Microsoft’ (B = 0.18, p =

0.04). ‘Credibility of Microsoft’ has a positive significant direct influence on ‘Loyalty towards

Microsoft’ (B = 0.54, p = 0.00). The ‘Attitude towards Microsoft’ partial mediates the

relationship between the ‘Credibility of Microsoft’ and the ‘Loyalty towards Microsoft’,

because the value of B is reduced in step 3

(B = 0.66, p = 0.00 in step 1, B = 0.66, p = 0.00 in step 2 and B = 0.53, p = 0.00 in step 3).

The regression equation of ‘Loyalty towards Microsoft’ is as follows:

Loyalty towards Microsoft = 0.03 + 0.18 * X1 + 0.54 * X2 + ε.

Where,

X1 = Attitude towards Microsoft


The ‘Attitude towards Microsoft’ and the ‘Credibility of Microsoft’ explain 38% of the

variance in the ‘Loyalty towards Microsoft’.



The more positive business clients’ attitudes towards Microsoft’s brand, the more

likely they are to be loyal towards Microsoft.

The more credible business clients perceive Microsoft, the more likely they are to be

loyal towards Microsoft.

The ‘Attitude towards Microsoft’ partial mediates the relationship between the

‘Credibility of Microsoft’ and the ‘Loyalty towards Microsoft’.

Table 9 - Mediation and direct effects on Loyalty towards Microsoft

Mediator: Attitude towards

Microsoft Dependent:

Loyalty towards Microsoft


Attitude towards Microsoft 0.18*

Attitude towards the NWoW 0.22** 0.09 0.06

Credibility of Microsoft 0.66** 0.66** 0.54**

A 1.17** 0.24 0.03

F 112.21** 62.07** 43.50**

R² 0.52 0.37 0.38

R² adj. 0.51 0.37 0.38


** = p<0.01, * = p < 0.05

4.2.5.5. Attitude towards Microsoft - Testing hypotheses 4b and 5

Hypothesis 4b: The more positive business clients’ attitudes towards the NWoW, the

more likely they are to have positive attitudes towards Microsoft’s brand (see Figure

15).

Hypothesis 5: The more credible business clients perceive Microsoft, the more likely

they are to have positive attitudes towards Microsoft’s brand.


Credibility of ‘Good Quality’




Attitude towards

Microsoft


Direct influence on the ‘Attitude towards NWoW’

0.36

0.17

Mediated influence on the ‘Attitude towards NWoW’

0.18

Figure 15 - Influence on Attitude towards Microsoft

Based on the research findings, hypothesis 4a is not supported and hypothesis 5 is

supported (see Table 10). The ‘Attitude towards the NWoW’ has no influence and the

‘Credibility of Microsoft’ (B = 0.36, p = 0.00) has a positive significant influence on the

‘Attitude towards Microsoft’. The ‘Credibility of Good Quality’ (B = 0.17, p = 0.01) and the

‘Authenticity of Microsoft’ (B = 0.18, p = 0.01) have a direct positive significant influence on

‘Attitude towards Microsoft’. The ‘Credibility of Microsoft’ partial mediates the relationship

between the ‘Credibility of Good Quality’ and the ‘Attitude towards Microsoft’, because the

value of B is reduced in step 3

(B = 0.26, p = 0.00 in step 1, B = 0.27, p = 0.00 in step 2 and B = 0.17, p = 0.00 in step 3).

The regression equation of ‘Attitude towards Microsoft’ is as follows:

Attitude towards Microsoft = 0.46 + 0.36 * X1 + 0.17 * X2 + 0.18 * X3 + ε.

Where,


X2 = Credibility of Good Quality

X3 = Authenticity of Microsoft


The ‘Credibility of Microsoft’, the ‘Credibility of Good Quality’ and the ‘Authenticity of

Microsoft’ explain 61% of the variance in ‘Attitude towards Microsoft’.



have positive attitudes towards Microsoft’s brand.

The more business clients perceive the Microsoft feature ‘Good Quality’ as credible,

the more likely they are to have positive attitudes towards Microsoft’s brand.

The more authentic business clients perceive Microsoft, the more likely they are to


The ‘Credibility of Microsoft’ partial mediates the relationship between the

‘Credibility of Good Quality’ and the ‘Attitude towards Microsoft’


Table 10 - Mediation and direct effects on Attitute towards Microsoft

Mediator: Attitude towards NWoW

Mediator: Credibility

of Microsoft

Dependent: Attitude towards Microsoft

Variables Step 1a Step 1

b Step 2

a Step 2

b Step 3

Attitude towards the NWoW 0.12

Importance of 'Balance between Work and Private' 0.06 -0.04 0 Importance of 'Optimal Utilization of Technology' 0.01 0.14* 0

Importance of 'Own Decisions' -0.02 0.20 0.03

Importance of 'Flexibility' 0.10 -0.1 -0.06

Importance of 'Responsibility' 0.08 -0.07 0.02

Credibility of Microsoft 0.36**

Credibility of 'Innovative' 0.10 0.14* 0.11¹

Credibility of 'Dominant' -0.04 -0.05 -0.04

Credibility of 'World-wide Active' -0.06 0.01 0.01

Credibility of 'Technology-oriented' 0.02 -0.05 -0.06

Credibility of 'Good Quality' 0.26** 0.27** 0.17**

Credibility of 'Successful' 0.06 0.06 0.04 Credibility of 'Balance between Work and Private' 0.17** 0.04 -0.03

Credibility of 'Optimal Utilization of Technology' -0.03 0.10¹ 0.08

Credibility of 'Own Decisions' 0.11¹ 0.02 -0.02

Credibility of 'Flexibility' -0.07 0.04 0.06

Credibility of 'Responsibility' 0.03 0 0.00

Authenticity of Microsoft 0.18¹ 0.24** 0.18**

A 4.46** 0.92¹ 4.42** 1.07* 0.46

F 1.45 17.72** 2.55* 15.65** 15.12**

R² 0.03 0.51 0.06 0.57 0.65

R² adj. 0.01 0.49 0.04 0.55 0.61

St. Error of regression 1.14 0.83 1.12 0.77 0.71

** = p<0.01, * = p < 0.05, ¹ = p < 0.10 a

= ‘attitude towards Microsoft’ as potential mediator b

= ‘Credibility of Microsoft’ as potential mediator

4.2.5.6. Credibility of Microsoft - Testing hypotheses 6 and 7

Hypothesis 6: The more business clients perceive a feature of Microsoft or the NWoW

as credible, the more likely they are to perceive Microsoft as credible (see Figure 16).

Hypothesis 7: The more authentic business clients perceive Microsoft, the more likely

they are to perceive Microsoft as credible.


Authenticity of ‘Dominant’



Authenticity of ‘Good Quality’

Credibility of ‘Good Quality’

Credibility of ‘Own

Decisions’


Direct influence on the ‘Credibility of Microsoft’

0.170.18-0.20 0.14

Figure 16 - Influence on Credibility of Microsoft

Based on the research findings, hypothesis 6 is partly supported and hypothesis 7 is rejected

(see Table 11). For two features, hypothesis 6 is accepted, for the other features the

hypothesis is rejected. The two features have a positive significant influence on the

‘Credibility of Microsoft’:

Credibility of the Microsoft feature ‘Good Quality’ (B = 0.17, p = 0.02)

Credibility of the Microsoft feature ‘Own Decisions’ (B = 0.14, p = 0.04)

The ‘Authenticity of Microsoft’ has no positive influence on the ‘Credibility of Microsoft’. The

’Authenticity of Dominant’ has a negative direct influence (B = -0.20, p = 0.00) and the

‘Authenticity of Good Quality’ has a positive direct influence (B = 0.18, p = 0.00) on the

‘Credibility of Microsoft’.


The regression equation of ‘Credibility of Microsoft’ is as follows:

Credibility of Microsoft = 1.30 – 0.15 * X1 + 0.26 * X2 + 0.16 * X3 + 0.35 * X4 + ε.

Where,

X1 = Credibility of ‘Good Quality’

X2 = Credibility of ‘Own Decisions’

X3 = Authenticity of ‘Dominant’

X3 = Authenticity of ‘Good Quality’

The variables explain collectively 53.0% of the variance in ‘Credibility of Microsoft’.



the more likely they are to perceive Microsoft as credible.

The more business clients perceive the NWoW feature ‘Own Decisions’ as credible,


The more business clients perceive the Microsoft feature ‘Dominant’ as authentic,

the less likely they are to perceive Microsoft as credible.

The more business clients perceive the Microsoft feature ‘Good Quality’ as authentic,



Table 11 - Mediation and direct effects on Credibility of Microsoft

Mediator: Authenticity of Microsoft

Dependent: Credibility of Microsoft


Authenticity of Microsoft 0.08

Authenticity of 'Innovative' 0.09 0.09 0.03

Authenticity of 'Dominant' -0.09 -0.16** -0.20**

Authenticity of 'World-wide Active' -0.01 -0.04 -0.02

Authenticity of 'Technology-oriented' 0.03 0.02 0.02

Authenticity of 'Good Quality' 0.21** 0.30** 0.18**

Authenticity of 'Successful' 0.15¹ 0.12 0.08

Authenticity of 'Balance between Work and Private' 0.13¹ 0.18** 0.12¹ Authenticity of 'Optimal Utilization of Technology' 0.00 -0.07 -0.09

Authenticity of 'Own Decisions' ¹-0.17 0.02 0.06

Authenticity of 'Flexibility' 0.05 -0.01 -0.04

Authenticity of 'Responsibility' 0.10 0 -0.1

Fit between Microsoft and the NWoW 0.10¹ 0.09¹ 0.02

Causal influence of Microsoft on the NWoW 0.19* 0.10 0.12¹

Credibility of 'Innovative' 0.02

Credibility of 'Dominant' 0.09

Credibility of 'World-wide Active' -0.04

Credibility of 'Technology-oriented' -0.01

Credibility of 'Good Quality' 0.17*

Credibility of 'Successful' 0.05 Credibility of 'Balance between Work and Private' 0.06

Credibility of 'Optimal Utilization of Technology' 0.02

Credibility of 'Own Decisions' 0.14*

Credibility of 'Flexibility' -0.03

Credibility of 'Responsibility' 0.04

A 1.05 1.49** 0.77**

F 11.98** 15.03** 10.71**

R² 0.44 0.50 0.59

R² adj. 0.40 0.46 0.53


** = p<0.01, * = p < 0.05, ¹ = p < 0.10

4.2.5.7. Authenticity of Microsoft - Testing hypotheses 8, 10 and 11


more likely they are to perceive Microsoft as authentic (see Figure 17).






Causal influence of

Microsoft on NWoW

Authenticity of ‘Good Quality’


NWoW



Mediated influence on the ‘Authenticity of Microsoft’

0.19

0.21

Figure 17 - Influence on Authenticity of Microsoft

Based on the research findings, hypothesis 8 is partly supported, hypothesis 10 is not

supported and hypothesis 11 is supported (see Table 12). For one feature, hypothesis 8 is

accepted, for the other features the hypothesis is rejected. The ‘Authenticity of Good

Quality’ has a positive significant influence on the ‘Authenticity of Microsoft’ (B = 0.21, p =

0.02). ‘Fit between Microsoft and the NWoW’ has no significant influence on the

‘Authenticity of Microsoft’ at a 5% significance level (only at a 10% significance level).

However, it has an indirect effect on the ‘Authenticity of Microsoft’ which is partial mediated

by the ‘Causal influence of Microsoft on the NWoW’. ‘Fit between Microsoft and the NWoW’

as a highly significant influence in step 1b (B = 0.44, p = 0.00) and step 2b (B = 0.33, p = 0.00)

and no significant influence in step 3 (B = 0.10, p = 0.09) at a 5% significance level. The

‘Causal influence of Microsoft on the NWoW’ has a significant positive influence on the

‘Authenticity of Microsoft’ (B = 0.19, p = 0.02). The results also show an indication that ‘Fit

between Microsoft and the NWoW’ has some mediating influence on the relationship

between ‘Causal influence of Microsoft on the NWoW’ and the ‘Authenticity of Microsoft’,

as the ‘Causal influence of Microsoft on the NWoW’ has highly significant in step 1a (B = 0.48,


p 0.00) and 2a (B = 0.48, p = 0.00) in significant in step 3 (B = 0.19, p = 0.01). This theory is

only an indication, because ‘Fit between Microsoft and the NWoW’ has no significant

influence (at a 5% significance level) in step 3, which is needed according the study of Baron

and Kenny (1986).

The regression equation of ‘Authenticity of Microsoft’ is as follows:

Authenticity of Microsoft = 1.06 + 0.21 * X1 + 0.19 * X2 + ε.

Where,

X1 = Authenticity of ‘Good Quality’

X2 = Causal influence of Microsoft on the NWoW

The variables explain collectively 40.0% of the variance in ‘Authenticity of Microsoft’.


The more authentic business clients perceive the Microsoft feature ‘Good Quality’,

the more likely they are to perceive Microsoft as authentic.

The more business clients perceive Microsoft to cause the NWoW, the more likely

they are to perceive Microsoft as authentic.

‘Causal influence of Microsoft on the NWoW’ partial mediates the relationship

between ‘Fit between Microsoft and the NWoW’ and ‘Authenticity of Microsoft’.


Table 12 - Mediation and direct effects on Authenticity of Microsoft

Fit between Microsoft

and NWoW

Causality of Microsoft on NWoW Authenticity of Microsoft

Variables Step 1 a

Step 1b Step 2

a Step 2

b Step 3

Fit between Microsoft and NWoW

Causality of Microsoft on NWoW 0.48** 0.48** 0.19*

Causality of Microsoft on the NWoW

Fit between Microsoft and NWoW 0.44** 0.33** 0.10¹

Authenticity of 'Innovative' 0.09

Authenticity of 'Dominant' -0,09

Authenticity of 'World-wide Active' -0,01

Authenticity of 'Technology-oriented' 0.03

Authenticity of 'Good Quality' 0.21*

Authenticity of 'Successful' 0.15¹ Authenticity of 'Balance between Work and Private' 0.13¹ Authenticity of 'Optimal Utilization of Technology' 0.01

Authenticity of 'Own Decisions' ¹-0,17

Authenticity of 'Flexibility' 0.06

Authenticity of 'Responsibility' 0.10

A 3.22** 1.67** 2.71** 2.92** 1.06*

F 57.30** 70.78** 70.16** 30.86** 11.98**

R² 0.21 0.21 0.25 0.13 0.43

R² adj. 0.21 0.20 0.25 0.12 0.40

St. Error of regression 1.17 1.11 1.07 1.15 0.95 a

= ‘Fit between Microsoft and NWoW’ as potential mediator b

= ‘Causality of Microsoft on NWoW’ as potential mediator

** = p<0.01, * = p < 0.05, ¹ = p < 0.10

4.2.5.8. Credibility of features - Testing hypothesis 9

Hypothesis 9: The more authentic business clients perceive a feature, the more likely

they are to perceive that feature as credible (see Figure 18).



0.61

Figure 18 - Influence on Credibility of features


For this analysis a new dataset was made. The value of this analysis is that it makes it

possible to measure the relationship between two different construct for each respondent.

The individual score on the ‘Authenticity of a feature’ on the ‘Credibility of the same feature’

was tested.

Based on the research findings, hypothesis 9 is supported. The ‘Authenticity of features’ has

a strong significant positive influence on the ‘Credibility of features’ (see Table 13). The

analyses with this new dataset overestimate the significance of results, because of an

increased sample size. Instead of a number of 213 respondents, this analysis used 11 (#

features) * 213 = 2343 observations. Results show that the ‘Causal influence of Microsoft

features of NWoW features’ has a direct significant influence on the ‘Credibility of features’

(B = 0.61, p = 0.00)

Credibility of a feature = 2.08 + 0.61 * Authenticity of the credibility of a feature + ε.

The ‘Authenticity of a feature’ explains 50% in the total variance in the ‘Credibility of a

feature’.

The research findings lead to the following conclusion:

The more authentic business clients perceive a feature, the more likely they are to

perceive that feature as credible.

Table 13 – Influence on Credibility of features

Authenticity of features Credibility of features


Authenticity of features 0.61**

Causal influence of Microsoft features on NWoW features 0.01** 0.01** 0.00**

A 4.31** 4.72** 2.08**

F 327.45** 324.55** 1223.14**

R² 0.12 0.12 0.51

R² adj. 0.12 0.12 0.51


** = p<0.01, * = p < 0.05


4.2.5.9. Credibility of features - Testing hypothesis



Microsoft.



NWoW features

0.01

Figure 19 - Influence on Authenticity of features

The same dataset of hypothesis 9 is used for this analyse to obtain the individual scores on

‘Causality of Microsoft features on the NWoW features’ and ‘Authenticity of features’. As

mentioned, the method of analysing can overestimate the significance of results. The

relationship is weak (B = 0.01, p = 0.00) (see Table 13, step 1). The low value of B indicates

that the results were overestimated. Therefore, hypothesis 9 is not supported.


Figure 20 presents an overview of all tested hypotheses and mediation and direct effects.

Causal influence of

Microsoft on NWoW




NWoW

Importance of NWoW features




Attitude towards

Microsoft

Loyalty towards

Microsoft

Feature level

Company level


NWoW


NWoW features

0.36

0.61

0.19

0.35

0.18

GQ=0.18OD=0.14

Regression coefficient of hypothesis

0.40

-0.20

0.18

0.54

GQ=0.17DO=-0.20GQ=0.17

GQ=0.21

Regression coefficient of mediation & direct effect test

No significant relationship of hypothesis

Significant relationship of hypothesis

DO = DominantGQ = Good QualityOD = Own Decisions

Direct influence

Influence via mediator on the dependent variable

Figure 20 - Tested hypotheses of conceptual model

4.3.6 Summary of results

4.3.6.1 Hypotheses


likely their intention to implement the NWoW in their company. (Supported)

Hypothesis 2: The stronger business clients perceive NWoW features to be important to

their corporate performance, the more likely they are to have positive attitudes towards the

NWoW. (Not supported)

Hypothesis 3: The more positive business clients’ attitudes towards Microsoft’s brand, the

more likely they are to be loyal towards Microsoft. (Supported)


Hypothesis 4a: The more positive business clients’ attitudes towards Microsoft’s brand, the

more likely they are to have positive attitudes towards the NWoW (Supported).

Hypothesis 4b: The more positive business clients’ attitudes towards the NWoW, the more

likely they are to have positive attitudes towards Microsoft’s brand (Not supported).

Hypothesis 5: The more credible business clients perceive Microsoft, the more likely they are

to have positive attitudes towards Microsoft’s brand (Supported).


credible, the more likely they are to perceive Microsoft as credible (Partly supported).



The more business clients perceive the NWoW feature ‘Own Decisions’ as credible,


Hypothesis 7: The more authentic business clients perceive Microsoft, the more likely they

are to perceive Microsoft as credible. (Not supported)

Hypothesis 8: The more authentic business clients perceive a feature for Microsoft, the more

likely they are to perceive Microsoft as authentic. (Partly supported)

The more business clients perceive the Microsoft feature ‘Good Quality’ as

authentic, the more likely they are to perceive Microsoft as authentic.

Hypothesis 9: The more authentic business clients perceive a feature, the more likely they

are to perceive that feature as credible. (Supported)

Hypothesis 10: The more business clients perceive a fit between Microsoft and the NWoW,

the more likely they are to perceive Microsoft as authentic. (Not supported)

Hypothesis 11: The more business clients perceive Microsoft to cause the NWoW, the more

likely they are to perceive Microsoft as authentic (Supported).



feature, the more likely they are to perceive that NWoW feature as authentic for Microsoft

(Not supported).

4.3.6.2 Mediation effects

The ‘Attitude towards Microsoft’ partial mediates the relationship between the

‘Credibility of Microsoft’ and the ‘Loyalty towards Microsoft’.

The ‘Credibility of Microsoft’ partial mediates the relationship between the

‘Credibility of Good Quality’ and the ‘Attitude towards Microsoft’

‘Causal influence of Microsoft on the NWoW’ partial mediates the relationship

between ‘Fit between Microsoft and the NWoW’ and ‘Authenticity of Microsoft’.

4.3.6.3 Direct effects


have negative attitudes towards the NWoW.

The more credible business clients perceive Microsoft, the more likely they are to be

loyal towards Microsoft.


the more likely they are to have positive attitudes towards Microsoft’s brand.

The more authentic business clients perceive Microsoft, the more likely they are to


The more business clients perceive the Microsoft feature ‘Dominant’ as authentic,

the less likely they are to perceive Microsoft as credible.

The more business clients perceive the Microsoft feature ‘Good Quality’ as

authentic, the more likely they are to perceive Microsoft as credible.


Chapter 5: Conclusions and recommendations

5.1. Conclusion

5.1.1. Main association of Microsoft and the NWoW

Business clients mainly associate Microsoft with ‘Innovative’, ‘World-wide Active’,

‘Dominant’, ‘Technology-oriented’, ‘Good Quality’, and ‘Successful’. Those features

represent Microsoft’s DNA.

The NWoW is mainly associated with ‘Balance between Work and Private’, ‘Optimal

Utilization of Technology’, ‘Own Decisions’, ‘Flexibility’, and ‘Responsibility’.

5.1.2. Microsoft’s DNA

A strong centre was detected in Microsoft’s DNA which consists of the features ‘Wold-wide

Active’, ‘Dominant’ and ‘Successful’. Many business clients agree that those three features

influence each other. It can be seen as a round upward circle; because Microsoft is

successful, they can increase their market and operate world-wide. And because they are

world-wide active they can hold a dominant position which gives them new opportunities to

be more successful. Microsoft successfulness is seen as a result of Microsoft’s dominant

position, world-wide activeness, technology focus and good quality delivering. Furthermore,

business clients perceive a reciprocal relationship between ‘Innovative’ and ‘Successful’ and

they perceive Microsoft’s technology focus as a cause for Microsoft’s innovativeness.

5.1.3. Perceptions of business clients

In general, business clients do see a fit between Microsoft and the NWoW. They perceive the

NWoW as logical for Microsoft. However, business clients have a neutral opinion about

Microsoft having an influence on the social vision of the NWoW. On feature level, a causal

relationship between Microsoft’s DNA and all main features of the NWoW is observed.

Microsoft’s technology focus, its world-wide activeness and dominant position have the

most causal influence on the NWoW features. A work style with ‘Optimal Utilization of

Technology’ coheres the most, this feature is highly caused by Microsoft’s DNA, followed in

ranked order by the NWoW features ‘More flexibility’, ‘More Own Decisions’, ‘More


Responsibility’ and ‘Better Balance between Work and Private’. The strongest causal

relationship is found between the NWoW feature ‘Optimal Utilization of Technology’ and the

Microsoft feature ‘Technology-oriented’. In general, Microsoft is perceived as somewhat

authentic and business clients have neutral perceptions of Microsoft’s credibility. Business

clients have positive attitudes towards NWoW and Microsoft. Their attitudes towards the

NWoW are slightly more positive than their attitudes towards Microsoft’s brand. All features

of the NWoW are valued as somewhat important. A work style with ‘More Flexibility’ is

valued as most important to corporate performance, followed in ranked order by a work

style with ‘More Responsibility’, ‘Optimal Utilization of Technology’, ‘More Own Decisions’

and ‘Better Balance between Work and Private’. Finally, Business clients are somewhat

disloyal towards Microsoft and they will probably implement the NWoW in their company.

5.1.4. Supported and rejected theories

Almost all theories are supported in the present study. The ‘Causal influence of Microsoft on

the NWoW’ has a positive influence on the perceived ‘Authenticity of Microsoft’ and the

‘Causal influence of Microsoft features on NWoW features’ has a positive influence on the

perceived ‘Authenticity of features’. Both hypotheses were based on the study of Van

Rekom et al. (2008) which built, in turn, on the causal status hypothesis of Ahn (1998). Van

Rekom et al. (2008) assume that the more a feature is causal, the more that feature forms

the essence and the more that feature is perceived as authentic. The present study accepts

this theory as well on feature level as on company level.

The ‘Fit between Microsoft and the NWoW’ has no significant direct influence on the

‘Authenticity of Microsoft’. However, it has an indirect effect which is mediated by the

‘Causal influence of Microsoft on the NWoW’. The theory of Holt (2002) which assumes that

there must be a fit between identity, image, and actions of a company in order to project a

sense of authenticity is still supported in the present study, because of the indirect influence.

However, the assumption of the present study, which built on the theory of Holt (2002) and

hypothesized that ‘Fit between Microsoft and the NWoW’ has a direct influence on the

‘Authenticity of Microsoft’, is rejected.


The authenticity of the Microsoft feature ‘Good Quality’ has a positive influence on the

‘Authenticity of Microsoft’. The present study assumed that the overall evaluation of a

company’s authenticity depends on the authenticity of the features. This assumption built

on the theory of Aaker and Keller (1990) which states that consumers’ overall attitude

towards a company is based on the evaluation of brand associations the consumer holds in

mind of that company. The assumption of the present study is supported for the Microsoft

feature ‘Good Quality’ and rejected for all other features.

The ‘Authenticity of Microsoft’ has a no influence on the ‘Credibility of Microsoft’. The

present study assumed that the more a company is perceived as authentic, the more that

company will be perceived as credible. This assumption is rejected. The ‘Authenticity of

features’ has a strong influence on the ‘Credibility of features’. The assumption that a more

authentic feature will be perceived as more credible is accepted. The credibility of the

Microsoft feature ‘Good Quality’ and the NWoW feature ‘Own Decisions’ have a positive

influence on the ‘Credibility of Microsoft’. The present study assumed that the overall

evaluation of a company’s credibility depends on the credibility of the features, based on the

theory of Aaker and Keller (1990). The theory of present study is supported for the Microsoft

feature ‘Good Quality’ and the NWoW feature ‘Own Decisions’ and rejected for all other

features.

The ‘Credibility of Microsoft’ has a positive influence on the ‘Attitude towards Microsoft’.

The study of Lafferty (2006) and Goldsmith, Lafferty, and Newell (2000) found a direct effect

of corporate credibility on attitudes towards the brand. The present study supports this

finding.

The ‘Attitude towards Microsoft’ has a positive influence on the ‘Loyalty towards Microsoft’.

This supports the theory of Reasoned Action of Fishbein and Ajzen (1975) which states that

the intention to behave depends on the attitude towards an object.

The ‘Attitude towards Microsoft’ has a positive influence on the ‘Attitude towards the

NWoW’. The theory of Aaker and Keller (1990), that a consumer’s attitude towards a brand

extension is based on his attitude towards the original brand, is supported. The assumption



that ‘Attitude towards the NWoW’ has an influence on the ‘Attitude towards Microsoft’ is

rejected.

The importance of NWoW features ‘Balance between Work and Private’, ‘Optimal Utilization

of Technology’, ‘Own Decisions’, ‘Flexibility’, and ‘Responsibility’ have no influence on the

‘Attitude towards the NWoW’. The theory of Lindgren and Konopa (1986), when evaluating a

specific brand, the consumer identifies the attributes desired and then evaluates how much

of these attributes the brand contains, is not supported in this study. Remarkable is that the

‘Attitude towards the NWoW’ is influence by ‘Attitude towards Microsoft’ and not by the

‘Importance of NWoW features’ which indicates that the NWoW is more a marketing

campaign of Microsoft than a desire of Business clients to improve their work arrangement.

It is possible that business clients are not (yet) aware of the relevance of NWoW, because it

is so innovative and new. Sometimes innovative companies create new needs for

consumers.

The ‘Attitude towards the NWoW’ has a positive influence on ‘Intention to implement the

NWoW’, which supports the theory of Reasoned Action of Fishbein and Ajzen (1975).

5.1.5. Main Pathways

From the conceptual model two main pathways can be derived:

Pathway 1: Fit between Microsoft and the NWoW → Causal influence of Microsoft on the

NWoW → Authenticity of Microsoft → Attitude towards Microsoft →Loyalty

towards Microsoft

Pathway 2: Fit between Microsoft and the NWoW → Causal influence of Microsoft on the

NWoW → Authenticity of Microsoft → Attitude towards Microsoft → Attitude

towards the NWoW→ Intention to implement the NWoW in their company

5.1.6. Pathway 1

The perceived ‘Fit between Microsoft and the NWoW’ has an indirect influence on the

perceived ‘Authenticity of Microsoft’ which is mediated by the ‘Causal influence of Microsoft

on the NWoW’. ‘Causal influence of Microsoft on the NWoW’, i.e. the degree Microsoft is

perceived to have an influence on the NWoW, has a direct influence on the perceived


‘Authenticity of Microsoft’. The more business clients perceive Microsoft to cause the

NWoW, the more likely they are to perceive Microsoft as authentic. Additionally, the

perceived authenticity of Microsoft is influenced by business clients’ perceptions of the

authenticity of Microsoft feature ‘Good Quality’. The more authentic business clients

perceive the Microsoft feature ‘Good Quality’, the more likely they are to perceive Microsoft

as authentic.

In turn, Microsoft’s perceived authenticity influences business clients’ attitudes towards

Microsoft’s brand. The more authentic business clients perceive Microsoft, the more likely

they are to have positive attitudes towards Microsoft’s brand. The attitudes toward

Microsoft are also influenced by business clients’ beliefs that Microsoft delivers good quality.

The more business clients perceive the Microsoft feature ‘Good Quality’ as credible, the

more likely they are to have positive attitudes towards Microsoft’s brand.

Finally, the attitude towards Microsoft contributes to business clients’ loyalty towards

Microsoft. The more positive business clients’ attitudes towards Microsoft’s brand, the more


5.1.7. Pathway 2

Pathway 1 describes the beginning of pathway 2, from ‘Fit between Microsoft and the

NWoW’ to ‘Attitude towards Microsoft’. Business clients’ attitudes towards Microsoft’s

brand strongly influence their attitudes toward the NWoW. The more business clients have

positive attitudes towards Microsoft’s brand, the more likely they are to have positive

attitudes towards the NWoW. Their attitudes towards Microsoft’s brand have an indirect

effect on their intention to implement the NWoW in their company. This influence is

mediated by their attitudes towards the NWoW.

5.1.8. Additionally Pathways

From the conceptual model two additional pathways can be derived:

Pathway 3: Authenticity of Microsoft features ‘Dominant’ and ‘Good Quality’ → Credibility

of Microsoft → Loyalty towards Microsoft


Pathway 4: Authenticity of Microsoft features ‘Dominant’ and ‘Good Quality’ → Credibility

of Microsoft → Attitude towards the NWoW → Intention to implement the

NWoW in their company

5.1.9. Pathway 3

Business clients’ perceptions of ‘realness’ of Microsoft’s dominant position and Microsoft’s

good quality delivering influences their overall perception of Microsoft’s credibility. The

more business clients perceive the Microsoft feature ‘Dominant’ as authentic, the less likely

they are to perceive Microsoft as credible. The more they perceive the Microsoft feature

‘Good Quality’ as authentic, the more likely they are to perceive Microsoft as credible. In

turn, Microsoft’s credibility has a strong influence on the willingness of business clients to

remain client of Microsoft. The more credible business clients perceive Microsoft, the more


5.1.10. Pathway 4

Pathway 3 describes the beginning of pathway 3, from ‘Authenticity of Microsoft features

‘Dominant’ and ‘Good Quality’’ to ‘Credibility of Microsoft’. Business clients’ perceptions of

Microsoft’s credibility have a negative influence on their attitudes towards the NWoW. The

more credible business clients perceive Microsoft, the more likely they are to have negative

attitudes towards the NWoW. A possible reason is that business clients who perceive

Microsoft as very credible really like Microsoft’s technology aspect and do not like the story

of the NWoW that much because it involves more than technology, for example people and

management related aspects.

5.1.11. Key Conclusion

The main research question is: To what extent do important Dutch business clients of

Microsoft perceive Microsoft’s DNA to cohere with the main features of the NWoW and

what is the impact in terms of business clients’ intention to implement the NWoW and their

loyalty towards Microsoft?

Microsoft’s DNA indeed coheres with the main features of the NWoW, especially with the

NWoW features ‘Optimal Utilization of Technology’ and ‘More Flexibility’. The extent to


which important Dutch business clients of Microsoft perceive Microsoft’s DNA to cohere

with the main features of the NWoW has an indirect impact on business clients’ intention to

implement the NWoW and their loyalty towards Microsoft.

The more there is a perceived fit between Microsoft and the NWoW, the more Microsoft is

perceived to cause the NWoW, the more Microsoft is perceived as authentic, the more

positive the attitudes towards Microsoft’s brand, and the higher business clients’ loyalty

towards Microsoft.

The more there is a perceived fit between Microsoft and the NWoW, the more Microsoft is

perceived to cause the NWoW, the more Microsoft is perceived as authentic, the more

positive the attitudes towards Microsoft’s brand, the more positive the attitudes towards

the NWoW, and the higher business clients’ intention to implement the NWoW in their

company.

5.2. Managerial implications

All NWoW associations cohere with Microsoft’s DNA. Therefore, Microsoft can use all

NWoW features, i.e. ‘Better Balance between Work and Private’, ‘Optimal Utilization of

Technology’, ‘More Own Decisions’, ‘More Flexibility’ and ‘More Responsibility’, for their

marketing communications without any risk of jeopardising their authenticity or credibility.

Depending on the situation Microsoft can emphasize specific NWoW associations. If

Microsoft wants to project an authentic and credible image, the promotion of a work style

with ‘Optimal Utilization of Technology’ and ‘More flexibility’ is useful (in ranked order). If

Microsoft wants to project appealing values of the NWoW, the promotion of a work style

with ‘More flexibility’, ‘More Responsibility’ and ‘Optimal Utilization Technology’ is useful (in

ranked order).

Features contributing most to Microsoft’s essence are ‘World-wide Active’, ‘Technology-

oriented’ and ‘Dominant’. The features ‘Good Quality’ and ‘Innovative’ are also part of

Microsoft’s DNA but score lower on essence, authenticity and credibility. Improving those

features will have positive effects on Microsoft’s perceived successfulness. Especially,

improving Microsoft’s DNA value ‘Good Quality’ is advised; because it has a relatively strong


influence on the ‘Attitude towards Microsoft’, the ‘Credibility of Microsoft’ and the

‘Authenticity of Microsoft’.

The present study found evidence that the coherence between Microsoft DNA and NWoW

features has an indirect effect on business clients’ loyalty towards Microsoft. This indicates

that Microsoft’s marketing communications should be based on Microsoft’s DNA values

The ‘Attitude towards NWoW’ does not lever the ‘Attitude towards Microsoft’. Microsoft is

facing an image problem. Therefore, it is relevant to investigate alternative ways to improve

its image.

Business clients are not very familiar with the NWoW, in particular a large group is totally

unfamiliar with the vision. The qualitative analysis shows that especially the HRM group is

unfamiliar with the NWoW. It is advised for Microsoft to increase awareness of the NWoW,

especially in the target group HRM.

In the present study, Microsoft clients appear to be somewhat disloyal towards Microsoft.

Following the steps of pathway 1 and 2 can increase business clients’ loyalty. The practical

steps to increase Microsoft’s authenticity and credibility, which in turn, increases the

business clients’ loyalty toward Microsoft, are summarized:

Emphasize on the fit between Microsoft and the NWoW.

Project images of the NWoW that are caused by Microsoft’s DNA, as mentioned

emphasize on ‘Optimal Utilization of Technology’ and ‘More Flexibility’.

Improve perceptions of Microsoft’s good quality deliverance.

Avoid perceptions of Microsoft’s dominant position.

Improve the credibility of ‘Microsoft promoting a work style with ‘More Own

Decisions’’.

Additionally, Microsoft could investigate other ways to increase business clients’ loyalty.

5.3. Research limitations

The sample size (n = 213) is not totally representative for the population. A larger sample

size would have increased the validity of the present study. The data was for the main part


gathered via a Marketing Research Agency. The respondents are volunteers of the agency’s

business-to-business panel and this could have reduced the representativeness of the

population.

Present research focuses on a specific area; therefore the results can not totally be applied

to other areas.

5.4. Further research

To increase the accuracy of findings, further research with larger sample sizes of qualitative

and quantitative research should be conducted. In order to increase the applicability to

other areas, the number of cases can be increased. Those cases should be related to present

study to include a companies’ marketing communication strategy that goes beyond the

essence of that company.

It should be noted, furthermore, that the conceptual model gives no complete picture of all

relationships between constructs. Further research should be conducted to investigate

which other factors influence Microsoft’s perceived authenticity and credibility and business

clients’ attitude towards Microsoft and the NWoW, and intention to implement the NWoW

in their company.

The present study used a limited number of associations of Microsoft and the NWoW. An

extended number of associations or different methods to obtain associations should be used

for follow-up research. For example, the associations which Microsoft already communicates

to business clients can be used.

The functions CEOs, CFOs, Facility managers, HRM managers and Sales & Marketing

managers were targeted. More detailed analyses can uncover if there are differences

between function group perceptions. An extended or different target group can be used for

future research. For example the target group future workers. Companies with more than

100 workers were targeted in present study because Microsoft made the assumption the

NWoW would be more appealing to bigger companies. Extra research can be done to find

out if this assumption is supported.


The present study reveals Microsoft’s DNA. Additional research of how appealing or

important business clients value Microsoft’s innovativeness, world-wide activeness,

dominant position, technology focus, successfulness and good quality delivering can be of

interest. Furthermore, the DNA of Microsoft is obtained from business clients’ perspective.

Future research can be done to investigate if this outside perspective coheres with inside

perspective of Microsoft’s workers.

The ‘Credibility of Microsoft’ has a negative effect on the ‘Attitude towards the NWoW’. An

in-depth insight of this relationship is valuable for Microsoft.

Finally, and importantly, the study reveals that business clients may be seen as ‘somewhat

disloyal towards Microsoft’. Taken the competitive market and the breathtaking speed of

new innovation into account, research of how to increase business clients’ loyalty is

relevant.

5.5. General applicability of research findings

Although, the research findings are context specific, there are some general disciplines

which can be used for other areas. The study findings are based on a company preforming

marketing activities that go beyond its original activities. In the business world, this

combination can be found more often as operating markets become broader and sometimes

cross industries. The present research findings provoke the belief that in certain situations

the essence of a company should cohere in some extent with the far-away activity in order

to be perceived as authentic by clients.

Furthermore, the study findings provoke the belief that business client’s loyalty is a result of

multiple steps. The present findings were based on theories of other studies, with a different

context, which reinforce this belief. The present study supports two general beliefs for

companies:

Fit between associations + causality of associations + perceived authenticity +

attitudes + loyalty

Perceived credibility + loyalty


Additionally, the study findings provoke the belief that flexibility is a rather important value

for the upper-level business world. With upper-level business world, the workers with high

decisions-making power are meant. Furthermore, the study findings provoke the belief that

the upper level business world is rather positive about the NWoW and will probably

implement it in the future. Those findings are signs that the work arrangement is changing

towards a more flexible work style.


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List of Tables and Figures

Table 1 - Associations mentioned more than once .................................................................. 44

Table 2 – Descriptions of and correlations between constructs ............................................... 49

Table 3 - Factor Analyses on multiple items of constructs ...................................................... 50

Table 4 - Feature description .................................................................................................... 54

Table 5 - Causal relationships between features ...................................................................... 56

Table 6 - Causality between Microsoft DNA and the NWoW features ................................... 58

Table 7 - Mediation and direct effects on Willingness to implement the NWoW ................... 62

Table 8 - Mediation and direct effects on Attitude towards the NWoW ................................. 64

Table 9 - Mediation and direct effects on Loyalty towards Microsoft ..................................... 66

Table 10 - Mediation and direct effects on Attitute towards Microsoft ................................... 69

Table 11 - Mediation and direct effects on Credibility of Microsoft ....................................... 72

Table 12 - Mediation and direct effects on Authenticity of Microsoft .................................... 75

Table 13 – Influence on Credibility of features ....................................................................... 76

Figure 1 - Keys of the NWoW ................................................................................................. 19

Figure 2 - Contrast inauthentic - authentic ............................................................................... 25

Figure 3 - Association Network ............................................................................................... 28

Figure 4 - Conceptual model .................................................................................................... 31

Figure 5 - Business clients of Microsoft .................................................................................. 33

Figure 6 - Associations of Microsoft versus functions ............................................................ 45

Figure 7 - Associations of the NWoW versus functions .......................................................... 46

Figure 8 - Familiar with the NWoW ........................................................................................ 52

Figure 9 - Microsoft’s DNA ..................................................................................................... 57

Figure 10 - Testing the conceptual model ................................................................................ 59

Figure 11 - Test on mediation .................................................................................................. 60

Figure 12 - Influence on Intention to implement the NWoW .................................................. 61

Figure 13 - Influence on Attitude towards NWoW .................................................................. 63

Figure 14 - Influence on loyalty towards Microsoft ................................................................ 65

Figure 15 - Influence on Attitude towards Microsoft .............................................................. 67

Figure 16 - Influence on Credibility of Microsoft .................................................................... 70

Figure 17 - Influence on Authenticity of Microsoft ................................................................. 73

Figure 18 - Influence on Credibility of features ....................................................................... 75

Figure 19 - Influence on Authenticity of features .................................................................... 77

Figure 20 - Tested hypotheses of conceptual model ................................................................ 78


Appendixes

Appendix I - Top 100 brand values

Appendix II - Questionnaire Qualitative Research (pre-research)

Appendix III - Questionnaire Quantitative Research

Appendix IV - Merged Associations of Microsoft

Appendix V - Merged Associations of the NWoW

Appendix VI - Associations Microsoft

Appendix VII - Associations the NWoW

Appendix VIII - Survey Statistics

Appendix IX – Description of sample profile

Appendix X - Frequency of option 3

Dayenne Calter Page 1 of Appendix I

Appendix I - Top 100 brand values

Millward Brown Optimor (2007)

Dayenne Calter Page 1 of Appendix II

Appendix II - Questionnaire Qualitative Research (pre-research)

Dit onderzoek wordt uitgevoerd in opdracht van de Erasmus Universiteit Rotterdam en

Microsoft Nederland.

Uw naam en bedrijfsnaam blijven anoniem.

Denk er niet te lang over na, maar geef de antwoorden die direct bij u opkomen.

Alle antwoorden zijn mogelijk in dit onderzoek.


Deel 1: Associaties

1. Kent u de term het nieuwe werken? Ja Nee

Zo nee, ga door naar vraag 3

2. Vul hieronder verschillende antwoorden in op de vraag ‘Wat is het nieuwe werken?’. Hierbij vult u al uw associaties met betrekking tot het nieuwe werken in. Het nieuwe werken houdt in werken waar en wanneer u wilt. Maak de zin ‘Het nieuwe werken is....’ af. Geef uw antwoorden in kernwoorden. Alle antwoorden zijn mogelijk. Het is niet van belang in welke volgorde u de antwoorden zet.

Ga door naar de volgende pagina.

Het nieuwe werken is ...

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.


Deel 2: Percepties

3. Geef aan in hoeverre u het eens bent met onderstaande stellingen. 1 = helemaal mee oneens, 2 = oneens, 3 = neutraal, 4 = mee eens, 5 = helemaal mee eens

Ik ben bekend met het nieuwe werken. Ik heb een positief beeld over het nieuwe werken. .

Deel 3: Algemene informatie

4. Geslacht Man Vrouw

5. Leeftijd …………………………………………………………….

6. Functie van uw werk ……………………………………………………………. 7. Aantal jaar huidige functie …………………………………………………………….

8. Aantal jaar bij het bedrijf ……………………………………………….....................

9. Wilt U deelnemen aan het volgende deel van dit onderzoek? Ja

Nee Zo ja, wat is uw e-mail adres? …………………………………………………………….

10. Heeft u op- of aanmerking over deze vragenlijst, noteer deze in het onderstaande kader.

Hartelijk dank voor uw medewerking!

Helemaal mee Helemaal mee oneens eens

1 2 3 4 5

1 2 3 4 5

Dayenne Calter Page 1 of Appendix III

Appendix III - Questionnaire Quantitative Research

Welkom bij deze vragenlijst over Het Nieuwe Werken.

Dit onderzoek wordt uitgevoerd door de Rotterdam School of Management, Erasmus Universiteit in

opdracht van Microsoft Nederland.

Optioneel: ‘Wij stellen uw eerdere participatie aan het eerste deel van dit onderzoek zeer op prijs. De

door u genoemde associaties over Microsoft en het nieuwe werken zijn verwerkt in dit vervolg

onderzoek. Wanneer u dit onderzoek volledig invult ontvangt u als blijk van onze waardering voor uw

medewerking een boek over het nieuwe werken.’

Naar aanleiding van de globalisering, nieuwe technologische ontwikkelingen en de groeiende impact

van consumentenproducten op het bedrijfsleven introduceerde Bill Gates, voormalig CEO Microsoft,

een nieuwe visie op werken, genaamd Het Nieuwe Werken.

Ter introductie geven we een definitie van de term Het Nieuwe Werken.

‘Het Nieuwe Werken is een stijl van werken waarbij de medewerkers, ongeacht hun locatie,

toegang hebben tot en gebruikmaken van een niveau van services en faciliteiten dat vrijwel gelijk

is aan het onsite-niveau (op kantoor)’

Door middel van deze vragenlijst meten we uw opvattingen van ten opzichte van Microsoft en Het

Nieuwe Werken.

Denk niet te lang over uw antwoorden. Geef de antwoorden die direct bij u opkomen.

Alle antwoorden zijn mogelijk in dit onderzoek.

Het invullen van deze vragenlijst duurt 15 tot 20 minuten


Controle vraag:

Wordt er in uw bedrijf gebruik gemaakt van de software van Microsoft? Ja

Nee

Onderdeel A: Evaluatie and Bekendheid

Geef aan in hoeverre u onderstaande eigenschappen toepasselijk vindt. Zet een X op het cijfer dat voor u van toepassing is. 1. Naar mijn mening is Microsoft…

een slecht bedrijf een goed bedrijf

een nutteloos bedrijf een nuttig bedrijf

een onaantrekkelijk bedrijf een aantrekkelijk bedrijf

2. Mijn beeld over Microsoft is...

negatief positief

ongunstig gunstig

3. Naar mijn mening Het Nieuwe Werken…

slecht goed

nutteloos nuttig

onaantrekkelijk aantrekkelijk

4. Mijn beeld over Het Nieuwe Werken is...

negatief positief

ongunstig gunstig

5. Microsoft ken ik niet ken ik heel goed

heb ik helemaal heb ik heel veel ervaring mee geen ervaring mee

weet ik helemaal niets over weet ik heel veel over


6. Het Nieuwe Werken

ken ik niet ken ik heel goed

heb ik helemaal heb ik heel veel ervaring mee geen ervaring mee

weet ik helemaal niets over weet ik heel veel over

Onderdeel B: Intentie om Het Nieuwe Werken te implementeren

1. In hoeverre vindt u de onderstaande stelling toepasselijk?

Zet een X op het cijfer dat voor u van toepassing is.

Dat ons bedrijf Het Nieuwe Werken zal gaan gebruiken is…

Erg onwaarschijnlijk Erg waarschijnlijk Onmogelijk Absoluut zeker Totaal ondenkbaar Zeer aannemelijk Volkomen onzeker Volkomen zeker

Onderdeel C: Intentie om Microsoft klant te blijven

1. In hoeverre bent u het eens met onderstaande stellingen?


Ik ben loyaal ten opzichte van Microsoft.

Ik blijf klant van Microsoft, zelfs als de prijs iets stijgt.

Als er andere opties zouden zijn naast Microsoft,

dan zou ik het overstappen overwegen. (r)

Helemaal mee Helemaal mee oneens eens 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7


Onderdeel D: Geloofwaardigheid

1. In hoeverre bent u het eens met onderstaande stellingen? Zet een X op het cijfer dat voor u van toepassing is.

Ik vertrouw Microsoft.

De beweringen van Microsoft zijn waarheidsgetrouw.

Microsoft is eerlijk.

Wat Microsoft beweert geloof ik niet. (r)

Microsoft is geloofwaardig.

2. Geef aan in hoeverre de volgende eigenschappen op u overkomen als niet geloofwaardig of wel geloofwaardige voor Microsoft. Zet een X in het rondje dat voor u van toepassing is.

Niet geloofwaardig Wel geloofwaardig

Innovatief

Dominant

Wereldwijd actief

Technologisch georiënteerd

Goede kwaliteit

Succesvol

Microsoft wil een werkwijze met betere werk/privé balans

maatschappelijk gangbaar maken

Microsoft wil een werkwijze met optimale benutting van techniek


Microsoft wil een werkwijze met meer eigen keuzes


Microsoft wil een werkwijze met meer flexibiliteit


Microsoft wil een werkwijze met meer verantwoordelijkheid


Helemaal mee Helemaal mee oneens eens 1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7


Onderdeel E: Authenticiteit

Hieronder wordt een voorbeeld gegeven om uit te leggen wat de begrippen niet authentiek en

authentiek inhouden. Deze begrippen komen straks terug in de vragenlijst.

Niet authentiek: Het Venetian Hotel in las Vegas waar o.a. het San Marcoplein en de Rialtobrug tot in

de details zijn nagemaakt

Tegenover

Authentiek: Cannaregio een stadsdeel van Venetië waar in meer achteraf gelegen straten het

Venetiaanse leven zich afspeelt en waar maar weinig toeristen komen.

1. Geef aan in hoeverre u de volgende eigenschappen toepasselijk vindt.

Zet een X in het vakje dat voor u van toepassing is.

Microsof is… Nep Echt

Niet authentiek Authentiek

Gekunsteld Natuurlijk


2. Geef aan in hoeverre de volgende eigenschappen op u overkomen als niet authentiek of authentiek voor Microsoft. Zet een X in het vakje dat voor u van toepassing is.

Niet authentiek Authentiek Innovatief Dominant Wereldwijd actief Technologisch georiënteerd Goede kwaliteit Succesvol Microsoft wil een werkwijze met betere werk/privé balans maatschappelijk gangbaar maken Microsoft wil een werkwijze met optimale benutting van techniek maatschappelijk gangbaar maken Microsoft wil een werkwijze met meer eigen keuzes maatschappelijk gangbaar maken Microsoft wil een werkwijze met meer flexibiliteit maatschappelijk gangbaar maken Microsoft wil een werkwijze met meer verantwoordelijkheid maatschappelijk gangbaar maken


Onderdeel F: Aansluiten 1. In hoeverre bent u het eens met onderstaande stellingen?


Het Nieuwe Werken..

past totaal niet bij Microsoft past heel goed bij Microsoft

Het Nieuwe Werken..

sluit totaal niet logisch sluit heel erg logisch

aan bij Microsoft aan bij Microsoft

Dat juist Microsoft Het Nieuwe Werken gebruikt…

is totaal niet voor de hand liggend is heel erg voor de hand liggend

Onderdeel G: Causale relaties

1. In hoeverre bent u het eens met onderstaande stellingen?


De maatschappelijke visie over het nieuwe werken…

is helemaal niet ontwikkeld is volledig ontwikkeld

door Microsoft door Microsoft

Zonder Microsoft, zou de maatschappelijke visie over het nieuwe werken…

absoluut nog steeds hetzelfde zijn totaal anders zijn

De maatschappelijke visie over het nieuwe werken…

wordt totaal niet beïnvloed wordt heel sterk beïnvloed

door Microsoft door Microsoft


De volgende stellingen lijken wellicht op elkaar. Het is er belangrijk dat u ze allemaal beantwoord. Denk niet te lang na. 2. In welke mate vindt u dat de hieronder gesuggereerde verbanden juist zijn?

Zet een X in het vakje dat volgens u het meest van toepassing is. Microsoft is innovatief, omdat Microsoft …

Nee, integendeel

Heeft niets met elkaar te maken

Verband is juist, maar geldt niet voor Microsoft

Ja, juist

dominant is

wereldwijd actief is

Technologisch georiënteerd is

goede kwaliteit biedt

succesvol is

een werkwijze met een betere werk/privé balans maatschappelijk gangbaar wil maken

een werkwijze met optimale benutting van techniek maatschappelijk gangbaar wil maken

een werkwijze met meer eigen keuzes maatschappelijk gangbaar wil maken

een werkwijze met meer flexibiliteit maatschappelijk gangbaar wil maken

een werkwijze met meer verantwoordelijkheid maatschappelijk gangbaar wil maken


Microsoft is dominant, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is




succesvol is






Microsoft is wereldwijd actief, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is



succesvol is







Microsoft is technologisch georiënteerd, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is



succesvol is






Microsoft is biedt goede kwaliteit, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is



succesvol is







Microsoft is succesvol, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is









Microsoft wil een werkwijze met een betere werk/privé balans maatschappelijk gangbaar maken,

omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is




succesvol is






Microsoft wil een werkwijze met optimale benutting van techniek maatschappelijk gangbaar maken,

omdat Microsoft…

Nee, integendeel



Ja, juist

innovatief is

dominant is




succesvol is





Microsoft wil een werkwijze met meer eigen keuzes maatschappelijk gangbaar maken, omdat Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is




succesvol is






Microsoft wil een werkwijze met meer flexibiliteit maatschappelijk gangbaar maken, omdat

Microsoft …

Nee, integendeel



Ja, juist

innovatief is

dominant is




succesvol is





Microsoft wil een werkwijze met meer verantwoordelijkheid maatschappelijk gangbaar maken, omdat Microsoft … Nee,

integendeel Heeft niets met elkaar te maken


Ja, juist

innovatief is

dominant is




succesvol is






Onderdeel H: Company DNA 1. In hoeverre bent u het eens met onderstaande stellingen?


Zonder de eigenschap innovatief is Microsoft

Zonder de eigenschap dominant is Microsoft

Zonder de eigenschap wereldwijd actief is Microsoft

Zonder de eigenschap technologisch georiënteerd

is Microsoft

Zonder de eigenschap goede kwaliteit is Microsoft

Zonder de eigenschap succesvol is Microsoft

Zonder de wil om een werkwijze met een betere werk/privé balans maatschappelijk gangbaar te maken, is Microsoft Zonder de wil om een werkwijze met optimale benutting van techniek maatschappelijk gangbaar te maken, is Microsoft Zonder de wil om een werkwijze met meer eigen keuzes maatschappelijk gangbaar te maken, is Microsoft

Zonder de wil om een werkwijze met meer flexibiliteit maatschappelijk gangbaar te maken, is Microsoft

Zonder de wil om een werkwijze met meer verantwoordelijkheid maatschappelijk gangbaar te maken, is Microsoft

Absoluut nog Absoluut geen steeds Microsoft Microsoft meer

1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7


Onderdeel I: Belangrijkheid Het Nieuwe Werken 1. Stel: U maakt voor uw bedrijf een afweging tussen het wel en niet implementeren van Het

Nieuwe Werken. Geef aan in hoeverre u de volgende eigenschappen belangrijk vindt bij het de wil om deze afweging. Zet een X op het cijfer dat voor u van toepassing is.

Een werkwijze met een betere werk/privé balans is Een werkwijze met optimale benutting van techniek is Een werkwijze met meer eigen keuzes is

Een werkwijze met meer flexibiliteit is

Een werkwijze met meer verantwoordelijkheid is

Volkomen Volkomen onbelangrijk belangrijk voor mijn bedrijf voor mijn bedrijf 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7


Onderdeel J: Algemene informatie 1. Sector waar uw organisatie actief is Productie

Onderwijs Overheid Financiële sector Groothandel Detailhandel Gezondheidszorg Bouw Transport Verzekeringen IT Overig

2. Hoeveel mensen werken wereldwijd voor uw bedrijf? Minder dan 100

101- 200 201 - 300 301 - 500 501 - 750 751 - 1.000

1.001 - 1.500 1.501 - 2.000 2.001 - 3.000 3.001 - 5.000 5.001 - 10.000 10.000 of meer 3. Hoeveel mensen werken binnen Nederland

voor uw bedrijf? Minder dan 100 101- 200 201 - 300 302 - 500 501 - 750 752 - 1.000

1.001 - 1.500 1.501 - 2.000 2.001 - 3.000 3.001 - 5.000 5.001 - 10.000 10.000 of meer

4. Hoeveel jaar werkt u voor .......................................................................... huidige bedrijf?


5. Wat is uw vakgebied? Algemeen management Consultancy Financiën & Administratie Gezondheidszorg Human resources ICT Inkoop & Logistiek

Juridisch Marketing, PR, Reclame Onderzoek & Ontwikkeling Overheid Verkoop Overig

6. Als u "overig" heeft gekozen,

graag vakgebied vermelden .......................................................................... 7. Wat is uw positie binnen de

managementhiërarchie? Topmanagement Hoger middenkader management Middenkader management Eerstelijns manager Geen management verantwoordelijkheid

8. Wat is uw leeftijd? ..........................................................................

9. Geslacht Man

Vrouw

10. Hoogst genoten opleidingsniveau Middelbare school MBO (beroepsonderwijs) Bachelor (HBO;Universiteit – eerste 3 jaar) Master (Universiteit – doctoraal) Gepromoveerd

11. Hoeveel uren per week is in uw

arbeidsovereenkomst vastgelegd? ..........................................................................

12. Hoeveel uren per week werkt u voor uw bedrijf? .......................................................................

13. Hoeveel uren per week werkt u

buiten het kantoor voor uw bedrijf? (pure reistijd niet meerekenen) ..........................................................................

14. Hoeveel uren per week werkt u

thuis voor uw bedrijf? ..........................................................................


15. Heeft u op- of aanmerking naar aanleiding van deze vragenlijst, noteer deze in het onderstaande

kader.

Hartelijk dank voor uw medewerking!

Opioneel: Als dank voor uw medewerking sturen wij u een gratis exemplaar van het boek ‘Listening to the Future, insights from the New World of Work’ geschreven door Daniel W. Rasmus. Noteer onderstaande gegevens. Deze gegevens zullen niet gebruikt worden voor het onderzoek. Naam (bedrijf) (T.a.v.) Adres Postcode Plaats

Dayenne Calter Page 1 of Appendix IV

Appendix IV - Merged Associations of Microsoft

Innovative Dominant World-wide Active Technology oriented Good Quality Successful

Innovatief (#4) Dominant (#3) World wide (#2) Technologie Kwaliteit (#2) Succesvol (#2)

Innovatief (op andere wijze dan Apple) Te dominant Groot (#3) High tech Quality Hughs profits

Vernieuwend (#2) Dominante positie Groot bedrijf Techniek (#2) Kwaliteit voor verkoop Rijk

Ontwikkeling Marktleider(#3) Indrukwekkend Tech Werkt Graag succesvol

Waar de wereld wordt verandert Marktdominant Omnipresent IT Good product deliverable Oligarch

Nieuwe dingen Dult geen concurrentie Gigant Technisch-techneuten

Setting the standard Allesoverheersend Globaal

Toekomst mede bepaald door microsoft Invloedrijk Een global company

Vooruitstrevend (#2) Impacterend Internationaal (#2)

Trendsetter Machtig Alom aanwezig

Sturend Monopolist (#2) Belangrijke IT player

Nieuw Kroes heeft gelijk Bulk

Voorbeeldfunctie Delivering to a large market

Marktstandaard

Innovator ondanks monopolist

Innovative

A religion, a movement

Dayenne Calter Page 1 of Appendix V

Appendix V - Merged Associations of the NWoW

Balance work/private Optimal utilization of Technology Own decisions Flexibility Responsibility

Balans werk / prive Optimaal benutten van beschikbare technologie Keuzes maken Flexibel (#3) Eigen verantwoordelijkheid

Work/life balance Optimale uitnutting van techniek Zelfstandig werken Flexibiliteit Verantwoordelijkheid

Betere balans Goed geregelde digitale omgeving Eigen manier Flexibiliseren Geeft mensen meer verantwoordelijkheid

Meer effectief tijd voor prive en werk Faciliterende technologie Eigen plek

Sneller reageren op problemen Vrijheid in verantwoordelijkheid

Meer tijd familie ICT in functie van realiseren ambities Eigen tijd Flexibel werken Verantwoordelijkheid nemen en geven

Integratie van werk, prive, hobby, sociaal Moet gefaciliteerd blijven Eigen tijden indelen Empowerend

Kwality of live Moet gefaciliteerd worden Geen begrenzing werktijden

Vaker thuis Nieuwe applicaties Werken wanneer ik dat wil

Waar zit balans werk/mens Veel pc werk Werken waar je wil Zelf invloed op de balans werk-vrij Technologische ondersteuning

Werken wanneer je wilt

Dayenne Calter Page 1 of Appendix VI

Appendix VI - Associations Microsoft

Microsoft is… # Microsoft is… # Microsoft is… #

Innovatief 22 Connecting people 1 Snel 1 Dominant 17 Consumentenmerk 1 Social skills fenomenaal 1 Wereldwijd 17 Cultuur 1 Sterk 1 Technologie 7 Daadkrachtig 1 Steve Ballmer 1 Kwaliteit 6 Developers 1 Stress 1 Succesvol 6 Een aantrekkelijke werkgever 1 Te veel productgericht 1 Arrogantie 5 Een goed idee altijd welkom 1 Te weinig innovatief 1 Bill Gates 5 Energie 1 Teched 1

Het Nieuwe Werken 5 Established 1 Thank you partners Quote ms 101 1

Partners 5 Flexibel 1 Uitdagend 1 Software 5 Food for people 1 User-centric 1 Gebouw 4 Fun 1 Veel ruimte voor eigen initiatief 1 Supporting 4 Fortune 500 1 Veelzijdig 1 Zoekend 4 Hebberig 1 Visual studio 1 Bureaucratisch 3 Informatie 1 Vrouw vriendelijk 1

Werknemers 3 Information worker 1 Waar blijft de spraak technologie 1

Amerika 2 Internet 1 Wereld verbeteraar 1 Concurrentie 2 Is 80-20 geen 20-80 1 Werk 1 Duur 2 Je leeft om te werken 1 Windows 1 Great place to work 2 Kennis 1 Xbox 1

Inspirerend 2 Klant echt serieus moeten nemen 1 Totaal 223

Jong 2 Kwetsbaar 1 Marketing 2 Producten leverancier 1 Redmond 2 Maak je eigen toekomst 1 Samenwerken 2 Mastodont 1 Schiphol 2 Mededinging 1 Sharepoint 2 Mobiel werken 1 Toekomst 2 Modern 1

(te) Weinig procedures 1 Moloch 1

.Net 1 Mooi plaatje 1

A community 1 MSN-en 1

A way of life 1 Netwerker 1

Artikelen 1 Niets aan toeval over laten 1

Bekend 1 Office 1

Bekendheid logo 1 Onderzoek 1

Beschermend 1 Ondoorgrondelijk 1

Best menselijk 1 Onlangs verhuisd 1

Bijzonder 1 Ontwikkeling 1 Bill & Melinda Gates Foundation 1 Ontwikkeling 1

Bug 1 Platte organisatie 1

c# 1 Professioneel 1

Commercieel 1 Respect 1

Communicatie 1 Robin hood: steelt vd rijken & geeft aan armen 1

Compleet 1 Sales moet niet het belangrijkste 1

Computers 1 Silverlight 1

Dayenne Calter Page 1 of Appendix VII

Appendix VII - Associations the NWoW

NWoW is… Frequency NWoW is… Frequency NWoW is… Frequency.

Balans werk/prive 10

Eigen keuzes 10

Techniek 10

Flexibel 7

Verantwoordelijkheid 6

Altijd en overal 4

Efficient 4

Mobiliteit 4

Motiverend 4

Samenwerken 4

Cultuur 3

Minder files 3

Werkplek 3

Inspiratie 2

Kantoorinrichting 2

Leuk 2

Mooi 2

Niet altijd nieuw 2

Openheid 2

Vertrouwen 2

Werknemer vd

toekomst 2

Altijd en nooit 1

Antwoord op vastlopende

infrastructuren 1

Authentiek kunnen zijn 1

Authentiek leiderschap 1

Bedreigend voor

Organisaties 1

Begint bij top 1

Binden en boeien 1

Blackberry 1

Brengt faciliteiten

waar je wat aan hebt 1

Bron van wantrouwen

voor klassieke manager 1

Centrale opslag 1

Decentraal 1

Duurzaam omgaan

met energie 1

Een antwoord ivm com-

bi zorgtaken en werk 1

Een antwoord op krapte

op de arbeidsmarkt 1

Elkaar opzoeken 1

Geen doel opzich 1

Geen papier 1

Gemakkelijk

telefoneren 1

Gewaagd 1

Goed initiatief 1

Goed voor diversiteit 1

Kans voor individuen 1

Kostenbesparing 1

Kwestie van evolutie 1

Leven met verschillen 1

Leer van andere bedrij-

ven bijv interpolis 1

Loslaten 1

Maatschappelijk

verantwoord

ondernemen 1

Manage social

minimum

met collega's 1

Managing professionals 1

Manier van werken als

katalystor voor ICT

depl 1

Meet de effectifiteit 1

Mensenwerk 1

Mentale verandering 1

Minder milieu

belastend 1

mis werk in je leven

ipv andersom 1

Misschien minder contact

met collega's 1

Niet alleen afschaffen

maar ook toevoegen 1

Nog niet klaar 1

Nog verder doorvoeren 1

Of juist beter contact

met collega's 1

Ontstressing 1

Onvermijdelijk 1

Output gericht 1

Overal en nergens 1

Productivity boost 1

Spannend 1

State of art 1

Sterk industrie

afhankelijk 1

Telephone conferencing 1

Topprestaties 1

Van deze tijd 1

Van zelfsprekend 1

Verbinden 1

Verbinden ondernemer-

schap & maatschappij 1

Verbinden ondernemer-

schap & werken mt

passie 1

Vernieuwend 1

Video conferencing 1

Vrijheid 1

Vrouwen evenwichtig

in top 1

Waar en wanneer 1

Webex conference 1

Zelfontplooiing 1

Zoekend 1

Zonder leiding gebeurt

er niets 1

Totaal 154

Dayenne Calter Page 1 of Appendix VIII

Appendix VIII - Survey Statistics

Total mails Clicked on the link (CL) Suspended Completed Response rate %

Multiscope 1607 696 316 223 13.8

Own Dataset 41 36 24 13 31.7

Total 1648 732 340 236 14.3

Dayenne Calter Page 1 of Appendix IX

Appendix IX – Description of sample profile

Demographic variable Key Sample Composition Frequencies Percentage

Industry Production 24 11.3

Education 11 5.2

Government 49 23

Finance sector 17 8

Wholesale business 3 1.4

Retail 7 3.3

Health Care 27 12.7

Construction 2 0.9

Transport 9 4.2

Assurance 3 1.4

IT 14 6.6

Others 47 22.1

Amount workers World-wide ≤1.000 108 50.7

1.001 - 10.000 56 26.3

≥10.001 49 17.7

Amount workers in the Netherlands ≤1.000 116 54.5

1.001 - 10.000 67 31.4

≥10.001 30 14.1

Specialism General Management 85 39.9

Consultancy 12 5.6

Finance & Administration 18 8.5

Health Care 9 4.2

HRM 6 2.8

ICT 16 7.5

Purchase & Logistic 5 1.9

Juridical 4 2.8

Marketing, PR & Advertising 6 2.3

Research & Development 7 3.3

Government 9 4.2

Sales 8 3.8

Others 28 13.1

Management level Top Management 44 20.7

Upper-Middle Manager 74 34.7

Middle Manager 56 26.3

First-line Manager 7 3.3

No supervisory responsibility 32 15

Gender Male 153 71.8

Female 60 28.2

Highest education level attained High school 14 6.6

Associate's degree 25 11.7

Bachelor Degree 105 49.3

Master's Degree 61 28.6

Ph.D. 8 3.8

Dayenne Calter Page 2 of Appendix IX

Demographic variable Mean St. dev. Minimum Maximum

Amounts of years current company 12 9.82 0.5 47

Age 47.46 8.49 27 65

Contractual hours of work per week 35.79 7.26 0 48

Actual hours of work per week 42.12 9.49 5 65 Hours of work outside company per week (pure travel time excluded) 9.61 11.2 0 60

Hours of work at home per week 6.54 6.45 0 30

Dayenne Calter Page 1 of Appendix X

Appendix X - Frequency of option 3

‘This connection is true, but can not be applied to Microsoft’

innovative dominant world-wide

active technology-

oriented good quality successful

*better balance


*optimal utilization of technology

*more own

decisions *more

flexibility *more

responsibility Microsoft (is)...

Because Microsoft (is)

Innovative 32 31 29 32 38 33 28 25 33 24

Dominant 15 15 17 24 12 23 16 14 16 15

world-wide active 21 16 16 22 12 23 15 11 16 17

technology-oriented 40 33 30 28 37 23 25 18 25 19

good quality 44 46 46 25 43 26 29 28 21 22

Successful 24 18 12 22 22 21 21 13 15 15 *better balance between work & private 54 37 31 22 26 35 26 26 33 26 *optimal utilization of technology 34 35 28 25 24 30 27 22 26 19

*more own decisions 52 46 33 26 32 35 39 34 36 33

*more flexibility 55 42 29 28 28 32 35 30 25 30

*more responsibility 55 39 27 24 30 35 35 28 35 30


understanding how microsoft’s dna coheres with new world ... · this can be seen in the brandz...

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