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Jennifer Pope

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Dr. Jennifer A, Pope has an MBA and a PhD in International Business with an emphasis in Marketing. After finishing her studies, Dr. Pope took a position in the marketing department at Grand Valley State University in Michigan. She teaches sales, negotiations, and international marketing. Jennifer works extensively with the graduate programs at GVSU. She also works with students on study abroad opportunities and with various animal causes in the area.Dr. Pope is a US Fulbright Scholar and spent the 2016-2017 school year at IEDC-The Bled School of Management for her Fulbright. She has travelled to over 30 countries and has lived in four countries outside the US. She speaks German and Mandarin and is currently studying Slovene.

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Papers by Jennifer Pope

Economic Impact of LaughFest and Re-Branding of Grand Rapids

Seidman Business Review, 2013

Economic Impact of LaughFest and Re-Branding of Grand Rapids

Seidman Business Review, 2013

A Cross-Country Study of Management and Leadership Development Needs in Dynamically Changing Societies

Business and Society, 2018

Today's business environment is changing at an ever-increasing pace. This creates an atmosphere o... more Today's business environment is changing at an ever-increasing pace. This creates an atmosphere of volatility, uncertainty, complexity and ambiguity that businesses are struggling against in their effort to survive and grow. Like many companies in the world, those in Central and Eastern Europe (CEE) and South Africa face a lot of challenges of the same nature in this dynamic environment; a few of them, however, are unique to their country's particular situation. Challenges include political and economic uncertainty, increasing competition due to globalization, changing workforce dynamics, and changing customer wants and needs. In order to address these challenges, companies are recognizing that they have certain developmental needs and the necessity to determine how to meet these needs in the most efficient and effective way possible. One of the most complex developmental needs that companies anticipate is the need to change their culture and mindset. Companies have to be more flexible, agile, and willing to think more strategically. Companies also recognize that they have to develop their workforce and include more education for competencies in entrepreneurship, customer service, soft skills (e.g. communication, negotiation), and leadership.

Why Do Gen Y Students Study Abroad? Individual Growth and the Intent to Study Abroad

Journal of Teaching in International Business, 2014

Choosing between Genuine Luxury Products and Counterfeits in China

Journal of Asia-Pacific Business

How do we keep them coming back? A look at individual factors impacting attendee satisfaction and intention to return to festivals

International Journal of Event and Festival Management

Why Do Gen Y Students Study Abroad? The Relationship Between Individual Growth and the Intent To Study Abroad

Plant Supply Logistics: Balancing Delivery and Stockout Costs

Journal of Transportation Management, Mar 22, 2006

A manufacturer leases rail cars to transport raw material from the supplier to the factory. The m... more A manufacturer leases rail cars to transport raw material from the supplier to the factory. The manufacturer must balance the costs of leasing rail cars versus stockouts (leading to plant closings) and inventory carrying costs. Using a model of circular queues and a simulation, the cost implications of leasing different numbers of rail cars are analyzed. It is concluded that stockout costs exceed the cost of excess inventory and capacity in the logistics system.

Joint Venture Dissolution in Developed and Less Developed Countries: Exploring Political Stability and Types of Termination

Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014

Developing advertising for the new Chinese consumer markets

J. for International Business and Entrepreneurship Development, 2004

Developing a Model of Entrepreneurship Style

Journal of Business and Entrepreneurship, Mar 1, 2003

Plant Supply Logistics: Balancing Delivery and Stockout Costs

deltanualpha.org

A manufacturer leases rail cars to transport raw material from the supplier to the factory. The m... more A manufacturer leases rail cars to transport raw material from the supplier to the factory. The manufacturer must balance the costs of leasing rail cars versus stockouts (leading to plant closings) and inventory carrying costs. Using a model of circular queues and a simulation, the cost implications of leasing different numbers of rail cars are analyzed. It is concluded that stockout costs exceed the cost of excess inventory and capacity in the logistics system.

Nonprofit Outsourcing Patterns: Why Don’t Small NPOs Outsource More?

Http Dx Doi Org 10 1080 10495142 2014 934563, Mar 2, 2015

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do a lot of good in their communities. However, these organizations are often resource-constrained, both financially and in terms of human capital. Furthermore, NPOs are often judged on the ratio of administration costs to program costs. For these reasons, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. The study found that small NPOs often use staff time and board resources on administrative functions to keep costs down and may not understand the benefits of outsourcing.

Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study

by Jennifer Pope, Elaine Isely, and Fidel Asamoa-Tutu

Journal of Nonprofit Public Sector Marketing, Apr 1, 2009

Nonprofit organizations have grown tremendously in the last three decades. With this growth has c... more Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960-70, but it is now a well accepted practice. Traditional marketing theories do not work for nonprofit organizations, and this study proposes the development of a new marketing theory specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.

Nonprofit Outsourcing Patterns: Why Don’t Small NPOs Outsource More?

Journal of Nonprofit & Public Sector Marketing, 2015

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do a lot of good in their communities. However, these organizations are often resource-constrained, both financially and in terms of human capital. Furthermore, NPOs are often judged on the ratio of administration costs to program costs. For these reasons, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. The study found that small NPOs often use staff time and board resources on administrative functions to keep costs down and may not understand the benefits of outsourcing.

Do Small Nonprofit Organizations Outsource? : A First Look

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2014

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do significant good in their communities. These organizations are often resource constrained, both financially and in terms of human capital. For that reason, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. Not surprising, small NPOs often use staff time and board resources on administrative functions to save money and may not understand the benefits of outsourcing. Most surprising was the finding that as the organization grows in revenue, employees, and annual budget, and even more functions are brought in-house.

Marketing implications of privacy concerns in the US and Canada

by Aaron Lowen and Jennifer Pope

Direct Marketing: An International Journal, 2009

Purpose – Increasing availability of data obtained via the internet and the proliferation of dire... more Purpose – Increasing availability of data obtained via the internet and the proliferation of direct mail advertising provides tremendous opportunities for marketers to reach their customers. However, increased risks to the personal privacy of consumers, and attention in the media to these risks, provide unique challenges. Companies and especially direct marketers are finding that they need to change their tactics

Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study

Journal of Nonprofit & Public Sector Marketing, 2009

Nonprofit organizations have grown tremendously in the last three decades. With this growth has c... more Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960-70, but it is now a well accepted practice. Traditional marketing theories do not work for nonprofit organizations, and this study proposes the development of a new marketing theory specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.

Survival Analysis of International Joint Venture Relationships

by Aaron Lowen and Jennifer Pope

International Advances in Economic Research, 2007

... Aaron M. Lowen & Jennifer A. Pope ... CEO turnover; (2) for more equal ownership, which i... more

Why Do Gen Y Students Study Abroad? Individual Growth and the Intent to Study Abroad

by Carol Sánchez, Kevin Lehnert, and Jennifer Pope

Journal of Teaching in International Business, 2014

ABSTRACT We propose that Generation Y college students’ motivations to study abroad are rooted in... more ABSTRACT We propose that Generation Y college students’ motivations to study abroad are rooted in the desire for individual growth, which, combined with other motivation factors—gender, parents’ educational level, prior international experience, age, and household income—drives the intent to study abroad. The study samples juniors and seniors in business majors, thereby attempting to shorten the temporal distance between study abroad intent and action. A significant number of students declare intent to study abroad as freshmen, yet fail to act on those intentions when the opportunity presents itself a year or two later. Results showed that the desire for individual growth was significantly and positively related to Gen Y business students’ intention to study abroad. Students’ prior experience visiting foreign countries and younger age positively moderated the effect of the desire for individual growth on intent to study abroad. The time lag between intent and action, and the fact that study abroad is a high involvement activity creates promotional challenges on how to best promote study abroad to Gen Y students. The article suggests practical implications and suggests how schools might increase study abroad participation among Gen Y college students.

Economic Impact of LaughFest and Re-Branding of Grand Rapids

Seidman Business Review, 2013

Economic Impact of LaughFest and Re-Branding of Grand Rapids

Seidman Business Review, 2013

A Cross-Country Study of Management and Leadership Development Needs in Dynamically Changing Societies

Business and Society, 2018

Today's business environment is changing at an ever-increasing pace. This creates an atmosphere o... more Today's business environment is changing at an ever-increasing pace. This creates an atmosphere of volatility, uncertainty, complexity and ambiguity that businesses are struggling against in their effort to survive and grow. Like many companies in the world, those in Central and Eastern Europe (CEE) and South Africa face a lot of challenges of the same nature in this dynamic environment; a few of them, however, are unique to their country's particular situation. Challenges include political and economic uncertainty, increasing competition due to globalization, changing workforce dynamics, and changing customer wants and needs. In order to address these challenges, companies are recognizing that they have certain developmental needs and the necessity to determine how to meet these needs in the most efficient and effective way possible. One of the most complex developmental needs that companies anticipate is the need to change their culture and mindset. Companies have to be more flexible, agile, and willing to think more strategically. Companies also recognize that they have to develop their workforce and include more education for competencies in entrepreneurship, customer service, soft skills (e.g. communication, negotiation), and leadership.

Why Do Gen Y Students Study Abroad? Individual Growth and the Intent to Study Abroad

Journal of Teaching in International Business, 2014

Choosing between Genuine Luxury Products and Counterfeits in China

Journal of Asia-Pacific Business

How do we keep them coming back? A look at individual factors impacting attendee satisfaction and intention to return to festivals

International Journal of Event and Festival Management

Why Do Gen Y Students Study Abroad? The Relationship Between Individual Growth and the Intent To Study Abroad

Plant Supply Logistics: Balancing Delivery and Stockout Costs

Journal of Transportation Management, Mar 22, 2006

A manufacturer leases rail cars to transport raw material from the supplier to the factory. The m... more A manufacturer leases rail cars to transport raw material from the supplier to the factory. The manufacturer must balance the costs of leasing rail cars versus stockouts (leading to plant closings) and inventory carrying costs. Using a model of circular queues and a simulation, the cost implications of leasing different numbers of rail cars are analyzed. It is concluded that stockout costs exceed the cost of excess inventory and capacity in the logistics system.

Joint Venture Dissolution in Developed and Less Developed Countries: Exploring Political Stability and Types of Termination

Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014

Developing advertising for the new Chinese consumer markets

J. for International Business and Entrepreneurship Development, 2004

Developing a Model of Entrepreneurship Style

Journal of Business and Entrepreneurship, Mar 1, 2003

Plant Supply Logistics: Balancing Delivery and Stockout Costs

deltanualpha.org

A manufacturer leases rail cars to transport raw material from the supplier to the factory. The m... more A manufacturer leases rail cars to transport raw material from the supplier to the factory. The manufacturer must balance the costs of leasing rail cars versus stockouts (leading to plant closings) and inventory carrying costs. Using a model of circular queues and a simulation, the cost implications of leasing different numbers of rail cars are analyzed. It is concluded that stockout costs exceed the cost of excess inventory and capacity in the logistics system.

Nonprofit Outsourcing Patterns: Why Don’t Small NPOs Outsource More?

Http Dx Doi Org 10 1080 10495142 2014 934563, Mar 2, 2015

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do a lot of good in their communities. However, these organizations are often resource-constrained, both financially and in terms of human capital. Furthermore, NPOs are often judged on the ratio of administration costs to program costs. For these reasons, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. The study found that small NPOs often use staff time and board resources on administrative functions to keep costs down and may not understand the benefits of outsourcing.

Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study

by Jennifer Pope, Elaine Isely, and Fidel Asamoa-Tutu

Journal of Nonprofit Public Sector Marketing, Apr 1, 2009

Nonprofit organizations have grown tremendously in the last three decades. With this growth has c... more Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960-70, but it is now a well accepted practice. Traditional marketing theories do not work for nonprofit organizations, and this study proposes the development of a new marketing theory specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.

Nonprofit Outsourcing Patterns: Why Don’t Small NPOs Outsource More?

Journal of Nonprofit & Public Sector Marketing, 2015

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do a lot of good in their communities. However, these organizations are often resource-constrained, both financially and in terms of human capital. Furthermore, NPOs are often judged on the ratio of administration costs to program costs. For these reasons, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. The study found that small NPOs often use staff time and board resources on administrative functions to keep costs down and may not understand the benefits of outsourcing.

Do Small Nonprofit Organizations Outsource? : A First Look

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2014

ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments ... more ABSTRACT Nonprofit organizations (NPOs) serve a unique purpose, filling gaps left by governments and for-profits. NPOs have the potential to do significant good in their communities. These organizations are often resource constrained, both financially and in terms of human capital. For that reason, personnel in small NPOs are often diverted from the organization’s mission to administrative functions. Outsourcing, as research has shown in for-profits, offers the opportunity to refocus human capital to the mission cost effectively. However, there is little research on outsourcing for small NPOs. This study focuses on small NPOs in regard to outsourcing administrative functions. Not surprising, small NPOs often use staff time and board resources on administrative functions to save money and may not understand the benefits of outsourcing. Most surprising was the finding that as the organization grows in revenue, employees, and annual budget, and even more functions are brought in-house.

Marketing implications of privacy concerns in the US and Canada

by Aaron Lowen and Jennifer Pope

Direct Marketing: An International Journal, 2009

Purpose – Increasing availability of data obtained via the internet and the proliferation of dire... more Purpose – Increasing availability of data obtained via the internet and the proliferation of direct mail advertising provides tremendous opportunities for marketers to reach their customers. However, increased risks to the personal privacy of consumers, and attention in the media to these risks, provide unique challenges. Companies and especially direct marketers are finding that they need to change their tactics

Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study

Journal of Nonprofit & Public Sector Marketing, 2009

Nonprofit organizations have grown tremendously in the last three decades. With this growth has c... more Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960-70, but it is now a well accepted practice. Traditional marketing theories do not work for nonprofit organizations, and this study proposes the development of a new marketing theory specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.

Survival Analysis of International Joint Venture Relationships

by Aaron Lowen and Jennifer Pope

International Advances in Economic Research, 2007

... Aaron M. Lowen & Jennifer A. Pope ... CEO turnover; (2) for more equal ownership, which i... more

Why Do Gen Y Students Study Abroad? Individual Growth and the Intent to Study Abroad

by Carol Sánchez, Kevin Lehnert, and Jennifer Pope

Journal of Teaching in International Business, 2014

ABSTRACT We propose that Generation Y college students’ motivations to study abroad are rooted in... more ABSTRACT We propose that Generation Y college students’ motivations to study abroad are rooted in the desire for individual growth, which, combined with other motivation factors—gender, parents’ educational level, prior international experience, age, and household income—drives the intent to study abroad. The study samples juniors and seniors in business majors, thereby attempting to shorten the temporal distance between study abroad intent and action. A significant number of students declare intent to study abroad as freshmen, yet fail to act on those intentions when the opportunity presents itself a year or two later. Results showed that the desire for individual growth was significantly and positively related to Gen Y business students’ intention to study abroad. Students’ prior experience visiting foreign countries and younger age positively moderated the effect of the desire for individual growth on intent to study abroad. The time lag between intent and action, and the fact that study abroad is a high involvement activity creates promotional challenges on how to best promote study abroad to Gen Y students. The article suggests practical implications and suggests how schools might increase study abroad participation among Gen Y college students.