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  Subjects -> BUSINESS AND ECONOMICS (Total: 3070 journals)
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    - BUSINESS AND ECONOMICS (1145 journals)
    - COOPERATIVES (4 journals)
    - ECONOMIC SCIENCES: GENERAL (156 journals)
    - HUMAN RESOURCES (94 journals)
    - INSURANCE (23 journals)
    - INTERNATIONAL COMMERCE (125 journals)
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BUSINESS AND ECONOMICS (1145 journals)                  1 2 3 4 5 6 | Last

Showing 1 - 200 of 1566 Journals sorted alphabetically
4OR: A Quarterly Journal of Operations Research     Hybrid Journal   (Followers: 9)
Abacus     Hybrid Journal   (Followers: 12)
Accounting Forum     Hybrid Journal   (Followers: 22)
Acta Amazonica     Open Access   (Followers: 3)
Acta Commercii     Open Access   (Followers: 2)
Acta Oeconomica     Full-text available via subscription   (Followers: 2)
Acta Scientiarum. Human and Social Sciences     Open Access   (Followers: 4)
Acta Universitatis Danubius. Œconomica     Open Access  
Acta Universitatis Nicolai Copernici Zarządzanie     Open Access   (Followers: 3)
AD-minister     Open Access   (Followers: 2)
ADR Bulletin     Open Access   (Followers: 5)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 21)
Advances in Economics and Business     Open Access   (Followers: 12)
AfricaGrowth Agenda     Full-text available via subscription   (Followers: 1)
African Affairs     Hybrid Journal   (Followers: 57)
African Development Review     Hybrid Journal   (Followers: 35)
African Journal of Business and Economic Research     Full-text available via subscription   (Followers: 1)
African Journal of Business Ethics     Open Access   (Followers: 7)
African Review of Economics and Finance     Open Access   (Followers: 3)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 6)
Afyon Kocatepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi     Open Access   (Followers: 3)
Agronomy     Open Access   (Followers: 11)
Akademika : Journal of Southeast Asia Social Sciences and Humanities     Open Access   (Followers: 4)
Alphanumeric Journal : The Journal of Operations Research, Statistics, Econometrics and Management Information Systems     Open Access   (Followers: 4)
American Economic Journal : Applied Economics     Full-text available via subscription   (Followers: 124)
American Economic Journal : Economic Policy     Full-text available via subscription   (Followers: 97)
American Journal of Business     Hybrid Journal   (Followers: 15)
American Journal of Business and Management     Open Access   (Followers: 51)
American Journal of Business Education     Open Access   (Followers: 10)
American Journal of Economics and Business Administration     Open Access   (Followers: 24)
American Journal of Economics and Sociology     Hybrid Journal   (Followers: 28)
American Journal of Evaluation     Hybrid Journal   (Followers: 12)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 17)
American Journal of Health Economics     Full-text available via subscription   (Followers: 13)
American Journal of Industrial and Business Management     Open Access   (Followers: 23)
American Journal of Medical Quality     Hybrid Journal   (Followers: 7)
American Law and Economics Review     Hybrid Journal   (Followers: 26)
ANALES de la Universidad Central del Ecuador     Open Access   (Followers: 1)
Annales de l'Institut Henri Poincare (C) Non Linear Analysis     Full-text available via subscription   (Followers: 1)
Annals in Social Responsibility     Full-text available via subscription  
Annals of Finance     Hybrid Journal   (Followers: 27)
Annals of Operations Research     Hybrid Journal   (Followers: 8)
Annual Review of Economics     Full-text available via subscription   (Followers: 29)
Applied Developmental Science     Hybrid Journal   (Followers: 3)
Applied Economics     Hybrid Journal   (Followers: 44)
Applied Economics Letters     Hybrid Journal   (Followers: 28)
Applied Economics Quarterly     Full-text available via subscription   (Followers: 10)
Applied Financial Economics     Hybrid Journal   (Followers: 23)
Applied Mathematical Finance     Hybrid Journal   (Followers: 6)
Applied Stochastic Models in Business and Industry     Hybrid Journal   (Followers: 6)
Arab Economic and Business Journal     Open Access   (Followers: 3)
Archives of Business Research     Open Access   (Followers: 5)
Arena Journal     Full-text available via subscription   (Followers: 1)
Argomenti. Rivista di economia, cultura e ricerca sociale     Open Access   (Followers: 2)
ASEAN Economic Bulletin     Full-text available via subscription   (Followers: 5)
Asia Pacific Business Review     Hybrid Journal   (Followers: 5)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 322)
Asia Pacific Viewpoint     Hybrid Journal   (Followers: 1)
Asia-Pacific Journal of Business Administration     Hybrid Journal   (Followers: 3)
Asia-Pacific Journal of Operational Research     Hybrid Journal   (Followers: 3)
Asian Business Review     Open Access   (Followers: 2)
Asian Case Research Journal     Hybrid Journal   (Followers: 1)
Asian Development Review     Open Access   (Followers: 14)
Asian Economic Journal     Hybrid Journal   (Followers: 8)
Asian Economic Papers     Hybrid Journal   (Followers: 7)
Asian Economic Policy Review     Hybrid Journal   (Followers: 4)
Asian Journal of Accounting and Governance     Open Access   (Followers: 3)
Asian Journal of Business Ethics     Hybrid Journal   (Followers: 7)
Asian Journal of Social Sciences and Management Studies     Open Access   (Followers: 6)
Asian Journal of Technology Innovation     Hybrid Journal   (Followers: 8)
Asian-pacific Economic Literature     Hybrid Journal   (Followers: 6)
AStA Wirtschafts- und Sozialstatistisches Archiv     Hybrid Journal   (Followers: 5)
Atlantic Economic Journal     Hybrid Journal   (Followers: 14)
Australasian Journal of Regional Studies, The     Full-text available via subscription   (Followers: 2)
Australian Cottongrower, The     Full-text available via subscription   (Followers: 1)
Australian Economic Papers     Hybrid Journal   (Followers: 21)
Australian Economic Review     Hybrid Journal   (Followers: 7)
Australian Journal of Maritime and Ocean Affairs     Hybrid Journal   (Followers: 10)
Balkan Region Conference on Engineering and Business Education     Open Access   (Followers: 1)
Baltic Journal of Real Estate Economics and Construction Management     Open Access   (Followers: 1)
Banks in Insurance Report     Hybrid Journal   (Followers: 2)
BBR - Brazilian Business Review     Open Access   (Followers: 4)
Benchmarking : An International Journal     Hybrid Journal   (Followers: 11)
BER : Consumer Confidence Survey     Full-text available via subscription   (Followers: 4)
BER : Economic Prospects : An Executive Summary     Full-text available via subscription  
BER : Economic Prospects : Full Survey     Full-text available via subscription   (Followers: 2)
BER : Intermediate Goods Industries Survey     Full-text available via subscription   (Followers: 1)
BER : Manufacturing Survey : Full Survey     Full-text available via subscription   (Followers: 2)
BER : Motor Trade Survey     Full-text available via subscription   (Followers: 1)
BER : Retail Sector Survey     Full-text available via subscription   (Followers: 2)
BER : Retail Survey : Full Survey     Full-text available via subscription   (Followers: 2)
BER : Survey of Business Conditions in Building and Construction : An Executive Summary     Full-text available via subscription   (Followers: 4)
BER : Survey of Business Conditions in Manufacturing : An Executive Summary     Full-text available via subscription   (Followers: 3)
BER : Survey of Business Conditions in Retail : An Executive Summary     Full-text available via subscription   (Followers: 3)
BER : Trends : Full Survey     Full-text available via subscription   (Followers: 2)
BER : Wholesale Sector Survey     Full-text available via subscription   (Followers: 1)
Berkeley Business Law Journal     Free   (Followers: 11)
Bio-based and Applied Economics     Open Access   (Followers: 1)
Biodegradation     Hybrid Journal   (Followers: 1)
Biology Direct     Open Access   (Followers: 7)
Black Enterprise     Full-text available via subscription  
Board & Administrator for Administrators only     Hybrid Journal  
Border Crossing : Transnational Working Papers     Open Access   (Followers: 2)
Briefings in Real Estate Finance     Hybrid Journal   (Followers: 5)
British Journal of Industrial Relations     Hybrid Journal   (Followers: 30)
Brookings Papers on Economic Activity     Open Access   (Followers: 47)
Brookings Trade Forum     Full-text available via subscription   (Followers: 3)
BRQ Business Research Quarterly     Open Access   (Followers: 2)
Building Sustainable Legacies : The New Frontier Of Societal Value Co-Creation     Full-text available via subscription   (Followers: 1)
Bulletin of Economic Research     Hybrid Journal   (Followers: 16)
Bulletin of Geography. Socio-economic Series     Open Access   (Followers: 7)
Bulletin of Indonesian Economic Studies     Hybrid Journal   (Followers: 3)
Bulletin of the Dnipropetrovsk University. Series : Management of Innovations     Open Access   (Followers: 1)
Business & Entrepreneurship Journal     Open Access   (Followers: 16)
Business & Information Systems Engineering     Hybrid Journal   (Followers: 5)
Business & Society     Hybrid Journal   (Followers: 9)
Business : Theory and Practice / Verslas : Teorija ir Praktika     Open Access   (Followers: 1)
Business and Economic Research     Open Access   (Followers: 6)
Business and Management Horizons     Open Access   (Followers: 11)
Business and Management Research     Open Access   (Followers: 17)
Business and Management Studies     Open Access   (Followers: 9)
Business and Politics     Hybrid Journal   (Followers: 6)
Business and Professional Communication Quarterly     Hybrid Journal   (Followers: 7)
Business and Society Review     Hybrid Journal   (Followers: 5)
Business Economics     Hybrid Journal   (Followers: 6)
Business Ethics: A European Review     Hybrid Journal   (Followers: 16)
Business Horizons     Hybrid Journal   (Followers: 8)
Business Information Review     Hybrid Journal   (Followers: 13)
Business Management and Strategy     Open Access   (Followers: 40)
Business Research     Hybrid Journal   (Followers: 2)
Business Strategy and the Environment     Hybrid Journal   (Followers: 12)
Business Strategy Review     Hybrid Journal   (Followers: 7)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Business Systems & Economics     Open Access   (Followers: 2)
Business Systems Research Journal     Open Access   (Followers: 5)
Business, Management and Education     Open Access   (Followers: 17)
Business, Peace and Sustainable Development     Full-text available via subscription   (Followers: 3)
Bustan     Hybrid Journal   (Followers: 1)
Cadernos EBAPE.BR     Open Access   (Followers: 1)
Cambridge Journal of Economics     Hybrid Journal   (Followers: 55)
Cambridge Journal of Regions, Economy and Society     Hybrid Journal   (Followers: 9)
Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration     Hybrid Journal   (Followers: 1)
Canadian Journal of Economics/Revue Canadienne d`Economique     Hybrid Journal   (Followers: 25)
Canadian journal of nonprofit and social economy research     Open Access   (Followers: 2)
Capitalism and Society     Hybrid Journal   (Followers: 2)
Capitalism Nature Socialism     Hybrid Journal   (Followers: 11)
Case Studies in Business and Management     Open Access   (Followers: 8)
CBU International Conference Proceedings     Open Access   (Followers: 1)
Central European Journal of Operations Research     Hybrid Journal   (Followers: 5)
Central European Journal of Public Policy     Open Access   (Followers: 1)
CESifo Economic Studies     Hybrid Journal   (Followers: 15)
Chain Reaction     Full-text available via subscription  
Challenge     Full-text available via subscription   (Followers: 4)
China & World Economy     Hybrid Journal   (Followers: 15)
China : An International Journal     Full-text available via subscription   (Followers: 16)
China Economic Journal: The Official Journal of the China Center for Economic Research (CCER) at Peking University     Hybrid Journal   (Followers: 10)
China Economic Review     Hybrid Journal   (Followers: 10)
China Finance Review International     Hybrid Journal   (Followers: 5)
China Nonprofit Review     Hybrid Journal   (Followers: 3)
China perspectives     Open Access   (Followers: 11)
Chinese Economy     Full-text available via subscription  
Ciência & Saúde Coletiva     Open Access   (Followers: 2)
CLIO América     Open Access   (Followers: 1)
Cliometrica     Hybrid Journal   (Followers: 1)
COEPTUM     Open Access  
Community Development Journal     Hybrid Journal   (Followers: 23)
Compensation & Benefits Review     Hybrid Journal   (Followers: 6)
Competition & Change     Hybrid Journal   (Followers: 10)
Competitive Intelligence Review     Hybrid Journal   (Followers: 2)
Competitiveness Review : An International Business Journal incorporating Journal of Global Competitiveness     Hybrid Journal   (Followers: 5)
Computational Economics     Hybrid Journal   (Followers: 9)
Computational Mathematics and Modeling     Hybrid Journal   (Followers: 8)
Computer Law & Security Review     Hybrid Journal   (Followers: 15)
Computers & Operations Research     Hybrid Journal   (Followers: 10)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14)
Contemporary Wales     Full-text available via subscription   (Followers: 3)
Contextus - Revista Contemporânea de Economia e Gestão     Open Access   (Followers: 1)
Contributions to Political Economy     Hybrid Journal   (Followers: 6)
Corporate Communications An International Journal     Hybrid Journal   (Followers: 5)
Corporate Philanthropy Report     Hybrid Journal   (Followers: 2)
Corporate Reputation Review     Hybrid Journal   (Followers: 4)
Creative and Knowledge Society     Open Access   (Followers: 10)
Creative Industries Journal     Hybrid Journal   (Followers: 8)
CRIS - Bulletin of the Centre for Research and Interdisciplinary Study     Open Access   (Followers: 1)
Crossing the Border : International Journal of Interdisciplinary Studies     Open Access   (Followers: 4)
Cuadernos de Administración (Universidad del Valle)     Open Access   (Followers: 1)
Cuadernos de Economía     Open Access   (Followers: 1)
Cuadernos de Economia - Latin American Journal of Economics     Open Access   (Followers: 1)
Cuadernos de Estudios Empresariales     Open Access   (Followers: 1)
Current Opinion in Creativity, Innovation and Entrepreneurship     Open Access   (Followers: 8)
De Economist     Hybrid Journal   (Followers: 12)
Decision Analysis     Full-text available via subscription   (Followers: 8)
Decision Sciences     Hybrid Journal   (Followers: 15)
Decision Support Systems     Hybrid Journal   (Followers: 15)
Defence and Peace Economics     Hybrid Journal   (Followers: 16)
der markt     Hybrid Journal   (Followers: 1)
Desenvolvimento em Questão     Open Access  
Development     Full-text available via subscription   (Followers: 23)
Development and Change     Hybrid Journal   (Followers: 47)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7)

        1 2 3 4 5 6 | Last

Journal Cover Business Horizons
  [SJR: 0.726]   [H-I: 51]   [8 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0007-6813
   Published by Elsevier Homepage  [3030 journals]
  • Crowdsourcing in a time of empowered stakeholders: Lessons from
           crowdsourcing campaigns
    • Authors: Matthew Wilson; Karen Robson; Elsamari Botha
      Pages: 247 - 253
      Abstract: Publication date: Available online 11 January 2017
      Source:Business Horizons
      Author(s): Matthew Wilson, Karen Robson, Elsamari Botha
      Crowdsourcing can test a company's willingness to relinquish control to key stakeholders. Using past examples of four failed crowdsourcing initiatives, we explore the negative and unintended consequences of crowdsourcing in an age when stakeholders are empowered to speak their minds, make a mockery of organizational initiatives, and direct initiatives as it suits their own agenda. The concepts of crowdthink and crowd hijacking are introduced, and advice is given on how managers can avoid or anticipate some of the potential issues that arise during crowdsourcing endeavors. With these considerations, managers can harness the power of crowds effectively to achieve organizational goals with limited negative consequences.

      PubDate: 2017-01-15T17:54:09Z
      DOI: 10.1016/j.bushor.2016.11.009
      Issue No: Vol. 60, No. 2 (2017)
  • The friend or foe fallacy: Why your best customers may not need your
    • Authors: Frédéric Dalsace; Sandy Jap
      Abstract: Publication date: Available online 22 April 2017
      Source:Business Horizons
      Author(s): Frédéric Dalsace, Sandy Jap
      Organizational transactions are handled along a continuum of the firm’s customer relationships, ranging from relational and friendly to more adversarial and us-versus-them in demeanor. For top customers, the approach is almost always close and relational. In this article, we question this view and suggest that it is beneficial to condition the firm’s relationship development efforts on an understanding of the true value to be gained from partnering and increased closeness. We provide a framework with which managers can diagnose their current portfolio of relationships with key customers or suppliers and offer suggestions for action. We provide an empirical illustration of the typical distribution of responses among five regions of the framework and discuss its implications.

      PubDate: 2017-04-22T21:36:30Z
      DOI: 10.1016/j.bushor.2017.03.006
  • Addressing skills mismatch: Utilizing talent supply chain management to
           enhance collaboration between companies and talent suppliers
    • Authors: Erin E. Makarius; Mahesh Srinivasan
      Abstract: Publication date: Available online 22 April 2017
      Source:Business Horizons
      Author(s): Erin E. Makarius, Mahesh Srinivasan
      Talent management continues to be a topic of interest for employers who face significant challenges dealing with the uncertainty of the supply and demand of talent in organizations. In particular, employers often speak of a talent gap that exists between the skills possessed by applicants and the skills needed in organizations. Supply chain management (SCM), a field that focuses on matching product supply with consumer demand, offers several concepts and models that could apply to and help resolve issues related to the skills mismatch. In order to address this issue, we base our conceptual development on a theoretical framework used in SCM called the collaborative, planning, forecasting, and replenishment (CPFR) approach. We use this approach to develop a comprehensive model of talent supply chain management (TSCM) that applies concepts related to the field of SCM to managing the development and flow of talent. We further go on to describe how organizations can utilize TSCM to enhance connections with talent suppliers to get their labor demands fulfilled with individuals who have the necessary skills for success.

      PubDate: 2017-04-22T21:36:30Z
      DOI: 10.1016/j.bushor.2017.03.007
  • A guide to pay-what-you-wish pricing from the consumer’s viewpoint
    • Authors: Christopher Groening; Paul Mills
      Abstract: Publication date: Available online 20 April 2017
      Source:Business Horizons
      Author(s): Christopher Groening, Paul Mills
      As customer participation in business transactions increases, it is important to investigate how consumers approach financial transactions with firms in terms of selfishness and fairness. Pay-what-you-wish pricing models continue to attract managerial and academic interest as allowing customers to set prices provides an unorthodox setting in which to examine forces that drive buyer-seller interactions. This Executive Digest provides an overview of the current state of pay-what-you-wish (PWYW) pricing and the benefits it can provide to a firm.

      PubDate: 2017-04-22T21:36:30Z
      DOI: 10.1016/j.bushor.2017.03.004
  • New audit partner identification rules may offer opportunities and
    • Authors: Colin D. Reid; Julie Furr Youngman
      Abstract: Publication date: Available online 20 April 2017
      Source:Business Horizons
      Author(s): Colin D. Reid, Julie Furr Youngman
      From the WorldCom and Enron accounting debacles that triggered the demise of Arthur Andersen to Ernst & Young’s 2013 and 2015 settlements of claims that its audits facilitated massive accounting fraud by financial services firm Lehman Brothers, large-scale financial scandals have led to increasing scrutiny of public auditors. Investors are justifiably eager to ascertain the quality of audits of public companies when making investment decisions. In the U.K., the reputation of the audit partner is recognized as a signal of audit quality, and as such, the names of the lead partners have been disclosed to the public since 2009. The U.S. standard of providing the auditing firm name without identifying the lead partner recently changed to match the U.K. and EU standard after much debate. As of May 2016, the Public Company Accounting Oversight Board has adopted—and the Securities and Exchange Commission has approved—new regulations that will require the public disclosure of the individual audit partner responsible for each public company audit, as well as the identification of any additional accounting firms that contribute to the audit. This article examines the new rules in light of disclosure requirements imposed on other professionals, as well as international auditor disclosure requirements. The accounting profession has generally opposed the new disclosures, but this article suggests opportunities and benefits for the profession as a result of the changes, including the opportunity for audit partners to develop individual reputations for quality and specialization. In addition, this article makes recommendations for business managers, owners, and investors for making the best use of the information the new disclosures will provide.

      PubDate: 2017-04-22T21:36:30Z
      DOI: 10.1016/j.bushor.2017.03.008
  • Why strategy is key for successful social media sales
    • Authors: Joan Lindsey-Mullikin; Norm Borin
      Abstract: Publication date: Available online 18 April 2017
      Source:Business Horizons
      Author(s): Joan Lindsey-Mullikin, Norm Borin
      Many successful companies spend substantial time and effort engaging with potential consumers on social media sites. They determine how consumers spend their time online and develop interesting content to increase awareness and enjoyment of the brand—often only to lose those potential customers because the purchase process becomes too difficult once consumers have decided to buy the product. New technology recently introduced by third-party vendors allows companies to offer a sales option directly on social media websites such as Facebook and Instagram. In this article, we present the effects on the consumer decision process created by the ‘Buy Now’ option across the consideration, evaluation, purchase, and post-purchase stages. We compare and contrast three distinct decision models: (1) traditional media only, (2) traditional media and social media with only a communication capability, and (3) traditional media and social media with the added function of immediate purchase. We argue that though the possibility of buying on social media will decrease the number of brands considered and evaluated, the number of purchases and amount of brand advocacy will increase significantly due to the ease of purchase. We conclude with some recommendations on future research.

      PubDate: 2017-04-22T21:36:30Z
      DOI: 10.1016/j.bushor.2017.03.005
  • Catalytic defiance as a crisis communication strategy: The risk of
           pursuing long-term objectives
    • Authors: Nadine A. Yehya; W. Timothy Coombs
      Abstract: Publication date: Available online 8 April 2017
      Source:Business Horizons
      Author(s): Nadine A. Yehya, W. Timothy Coombs
      In 2014, Dairy Khoury, a medium-sized family dairy located in Lebanon, was accused of using a health-threatening carcinogenic substance as a preservative in its products. The news created an immediate food safety concern and a product harm crisis, resulting in dramatic reputation loss and operational risks to Dairy Khoury. In this article, we analyze Dairy Khoury’s response to the product harm crisis through an examination of the communication strategies used to address internal and external stakeholders. We then introduce traditional corrective action response strategies from the crisis communication literature. In the Dairy Khoury case study, the company opted to defend its reputation and clarify the misunderstanding using catalytic defiance, a long-term crisis response strategy. Our analysis provides insight regarding the risks and benefits of pursuing long-term versus short-term strategies during crisis recovery. This article contributes to crisis communication theory and practice and sheds light on the dynamics of crisis management in family businesses.

      PubDate: 2017-04-09T09:52:43Z
      DOI: 10.1016/j.bushor.2017.03.003
  • You don’t have to be an entrepreneur to be entrepreneurial: The unique
           role of imaginativeness in new venture ideation
    • Authors: Jeffery S. McMullen; Alexander S. Kier
      Abstract: Publication date: Available online 5 April 2017
      Source:Business Horizons
      Author(s): Jeffery S. McMullen, Alexander S. Kier
      Bestsellers like The Lean Startup and Business Model Generation have suggested that ideation—the generation and selection of ideas—is important to new venture creation; yet, little empirical research on the topic has been conducted. Using a creative problem solving approach, we developed and tested a new scale that found imaginativeness predicts new venture ideation over and above the effects of the usual suspects of attitude, knowledge, and evaluation. Imaginativeness is an ideational skill that combines task-relevant knowledge in three distinct domains—creative, social, and practical—with the latent ability of imagination. In this article, we explain why a new scale was needed, why imaginativeness appears to be especially useful to individuals who lack entrepreneurial experience, and how imaginativeness enables just about anyone to generate and select new venture ideas with the proficiency of a habitual entrepreneur.

      PubDate: 2017-04-09T09:52:43Z
      DOI: 10.1016/j.bushor.2017.03.002
  • Why I hate feedback: Anchoring effective feedback within organizations
    • Authors: Tijs Besieux
      Abstract: Publication date: Available online 4 April 2017
      Source:Business Horizons
      Author(s): Tijs Besieux
      More than ever, business practitioners perceive feedback as a vital tool for increasing sustainable business competitiveness; however, research on feedback shows mixed results in terms of its effectiveness. Three problems underlie the paradox of feedback. First, the word ‘feedback’ lacks definition. Both scholars and practitioners have different understandings of what feedback means. This lack of clarity hampers successful implementation of feedback as a corporate reflex. Second, feedback can be destructive. In fact, toxic feedback might disengage employees from their jobs. Third, giving and receiving feedback is more difficult than we sometimes like to think. The mantra “our organization has an open feedback culture” does not alone suffice to support effective feedback behavior. This Executive Digest addresses these issues and introduces the feedback ecosystem: a four-step process (receive, reflect, plan, act) bridging theory and practice to anchor effective feedback within organizations. In addition, evidence-based advice is offered on how to implement each step of the feedback ecosystem.

      PubDate: 2017-04-09T09:52:43Z
      DOI: 10.1016/j.bushor.2017.03.001
  • Best Article Award: Business Horizons 2016
    • Abstract: Publication date: Available online 21 March 2017
      Source:Business Horizons

      PubDate: 2017-03-25T17:17:44Z
  • What leaders need to know about organization culture
    • Authors: D.D. Warrick
      Abstract: Publication date: Available online 11 March 2017
      Source:Business Horizons
      Author(s): D.D. Warrick
      A major factor in the success of an organization is its culture. Organizational culture can significantly influence the performance and effectiveness of a company; the morale and productivity of its employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many leaders are either unaware of the significant impact culture can have, are aware but overwhelmed by the extensive and sometimes conflicting information available on culture, or are not well informed about how to build and sustain cultures effectively. This article integrates the most consistent findings that leaders need to know about culture and what they can do to build strong, successful cultures that bring out the best in people. Developing organizational culture requires far more than talk about culture and emphasis on its importance. In order to achieve the best results, culture development requires leaders who see it as one of their key tasks and who understand the importance of aligning organization strategies and decision making with cultural ideals.

      PubDate: 2017-03-13T00:01:04Z
      DOI: 10.1016/j.bushor.2017.01.011
  • Inside front cover - ed board
    • Abstract: Publication date: March–April 2017
      Source:Business Horizons, Volume 60, Issue 2

      PubDate: 2017-03-05T15:32:56Z
  • Emergency business management and internet connectivity
    • Authors: G. Stevenson Smith
      Abstract: Publication date: Available online 1 March 2017
      Source:Business Horizons
      Author(s): G. Stevenson Smith
      Many technology experts believe the internet cannot be shut down as it was built by the military to be redundant. Organizations have accepted this premise and generally do not have the means to ensure continuing connectivity in the face of disruption. As early as 1997, however, the internet did experience disruption, leaving millions of users disconnected. It is argued that because the internet has been embedded into all business operations it is necessary for managers to review their policies regarding continued connectivity should a disruption occur. In this article I offer several practical suggestions regarding how managers can continue to operate critical processes in the face of short or extended internet outages. Further, I suggest that a view of corporate data processes based on traditional accounting perspectives needs to be revised to consider these data processes as a matrix interacting across customer, vendor, employee, and human interfaces.

      PubDate: 2017-03-05T15:32:56Z
      DOI: 10.1016/j.bushor.2017.01.007
  • Are we confounding heroism and individualism? Entrepreneurs may not be
           lone rangers, but they are heroic nonetheless
    • Authors: Jeffery S. McMullen
      Abstract: Publication date: Available online 1 March 2017
      Source:Business Horizons
      Author(s): Jeffery S. McMullen

      PubDate: 2017-03-05T15:32:56Z
      DOI: 10.1016/j.bushor.2017.02.001
  • Big data dreams: A framework for corporate strategy
    • Authors: Matthew J. Mazzei; David Noble
      Abstract: Publication date: Available online 1 March 2017
      Source:Business Horizons
      Author(s): Matthew J. Mazzei, David Noble
      The phenomenon of big data—large, diverse, complex, and/or longitudinal data sets—is having a stark influence on organizational strategy making. An increase in levels of data and technological capabilities is redefining innovation, competition, and productivity. This article contributes to both practical strategic application and academic research in the strategic management domain by presenting a framework that identifies how big data improves functional capabilities within organizations, shapes entirely new industries, and is a key component of innovative and disruptive strategies used by learning organizations to diversify and break down barriers of traditionally defined industries. This framework provides an appropriate basis for internal corporate strategy discussions that surround big data investments by explaining how firms create value through various approaches. In addition, this we offer guidance for how firms might derive their own big data approach through the merits of aligning data strategy aspirations with data strategy authenticity.

      PubDate: 2017-03-05T15:32:56Z
      DOI: 10.1016/j.bushor.2017.01.010
  • How virtual brand community traces may increase fan engagement in brand
    • Authors: Benjamin Rosenthal; Eliane P.Z. Brito
      Abstract: Publication date: Available online 24 February 2017
      Source:Business Horizons
      Author(s): Benjamin Rosenthal, Eliane P.Z. Brito
      Brand pages in social media are a great way to foster consumer gathering around a brand, but it can be challenging to keep fans engaged and coming back to see updated content. Brands with millions of fans on Facebook have seen organic reach fall below 2% of their base. In this article, we describe how the creation of virtual brand communities can help brand managers increase fan engagement. We suggest the steps, conditions, advantages, and limitations involved in nurturing a brand page as an online social gathering that assumes some of the characteristics of a virtual brand community. The results of our study show that a brand page can have some of the characteristics of a virtual brand community—topical information exchange, identity communication, and establishment and internalization of cultural norms. We also show the importance of having celebrities among fans in order to foster social interactions and legitimate social practices on brand pages.

      PubDate: 2017-03-05T15:32:56Z
      DOI: 10.1016/j.bushor.2017.01.009
  • Nearshoring, reshoring, and insourcing: Moving beyond the total cost of
           ownership conversation
    • Authors: Paul L. Hartman; Jeffrey A. Ogden; Joseph R. Wirthlin; Benjamin T. Hazen
      Abstract: Publication date: Available online 24 February 2017
      Source:Business Horizons
      Author(s): Paul L. Hartman, Jeffrey A. Ogden, Joseph R. Wirthlin, Benjamin T. Hazen
      As firms from across all manufacturing sectors are rethinking their outsourcing and offshoring strategies, there is the potential for a manufacturing renaissance in the U.S. The findings from this case study suggest that the current manufacturing relocation shift is not perceived by manufacturers as a long-term business strategy (as outsourcing has been). As such, the results suggest that manufacturing relocation decisions based exclusively on models such as total cost of ownership (TCO) will not deliver anticipated near-term costs savings. In addition to TCO, firms must have access to information concerning the complexity of the outsourced manufacturer’s manufacturing and supply chain processes in order to fully evaluate the ‘as-is’ outsourced function against ‘to-be’ manufacturing relocation opportunities.

      PubDate: 2017-02-25T18:12:34Z
      DOI: 10.1016/j.bushor.2017.01.008
  • The criticality of CMO-CIO alignment
    • Authors: Kimberly A. Whitler; D. Eric Boyd; Neil A. Morgan
      Abstract: Publication date: Available online 20 February 2017
      Source:Business Horizons
      Author(s): Kimberly A. Whitler, D. Eric Boyd, Neil A. Morgan
      This year, chief marketing officers (CMOs) will spend more money on IT than chief information officers (CIOs). This rapid shift in responsibility is creating a growing divide between CIOs and CMOs over firms’ IT investment decisions and actions, which is of increasing significance to firm performance. Understanding and managing this CIO-CMO divide is important in light of the magnitude of investment involved—global IT spending is estimated to exceed $4.1 trillion by 2018—and CEOs’ belief that technology is a critical success factor for future firm performance. Heretofore, there has been little investigation regarding the unique relationship between the CMO and CIO. The research reported herein addresses this shortcoming by revealing the results of in-depth interviews with CMOs and CIOs across multiple industries. The results identify the nature and sources of conflict between the two roles as well as the management-related mechanisms to overcome them, revealing the need for CEOs to focus on managing four specific sources of CMO-CIO conflict: perspective, goals, accountability, and structural conflict. While the CEO has the power to create the management-related mechanisms that promote greater CMO-CIO alignment, we also detail steps that the functional leaders can take to put the mechanisms in place should the CEO fail to do so.

      PubDate: 2017-02-25T18:12:34Z
      DOI: 10.1016/j.bushor.2017.01.005
  • Dynamic ambidexterity: How innovators manage exploration and exploitation
    • Authors: Yan Chen
      Abstract: Publication date: Available online 20 February 2017
      Source:Business Horizons
      Author(s): Yan Chen
      Firms must excel at both exploration and exploitation to ensure long-term survival and prosperity. However, firms often have difficulties in doing so because they have to accommodate the contradictory logics of exploration and exploitation. This article examines the logics of exploration and exploitation, evaluates the difficulties of accommodating both logics, and identifies dynamic ambidexterity as a new way to overcome these difficulties. To achieve dynamic ambidexterity, firms need to support structural ambidexterity at the corporate level, contextual ambidexterity at the business-unit level, and sequential ambidexterity at the project level. I believe that the notion of dynamic ambidexterity and its managerial practices can help firms manage exploration and exploitation and ensure long-term survival and prosperity.

      PubDate: 2017-02-25T18:12:34Z
  • Addressing barriers to big data
    • Authors: Abdulkhaliq Alharthi; Vlad Krotov; Michael Bowman
      Abstract: Publication date: Available online 20 February 2017
      Source:Business Horizons
      Author(s): Abdulkhaliq Alharthi, Vlad Krotov, Michael Bowman
      Increasingly, big data is viewed as the most strategic resource of the 21st century, similar in importance to that of gold and oil. While sitting on these vast pools of data, many organizations are simply not ready to take advantage of this new strategic resource. Embracing big data requires addressing a number of barriers that fall into the domains of technology, people, and organization. A holistic, socio-technical approach is required to overcome these barriers. This article introduces the specific tactics we recommend for addressing big data barriers, which involve changes to technology infrastructure, a focus on privacy, promotion of big data and analytic skills development, and the creation of a clear organizational vision related to big data.

      PubDate: 2017-02-25T18:12:34Z
      DOI: 10.1016/j.bushor.2017.01.002
  • Better safe than sorry: Why organizations in crisis should never hesitate
           to steal thunder
    • Authors: An-Sofie Claeys
      Abstract: Publication date: Available online 15 February 2017
      Source:Business Horizons
      Author(s): An-Sofie Claeys
      When organizations are confronted with a crisis, they sometimes have the opportunity to decide whether or not to disclose that information. Organizations may hesitate to reveal such negative events out of fear of drawing unnecessary attention to the crisis, legal liability, or other related problems. The aim of this article is to discuss the pros and cons of self-disclosure and to offer tools to public relations practitioners that will help convince management of the advantages of self-disclosure in a time of crisis—what has been labeled stealing thunder. Research repeatedly has illustrated several valuable ways in which the self-disclosure of crises can benefit organizations in trouble, the most important of which is that it allows organizations to behave in an ethical manner. The article also lists and refutes several arguments often given in favor of crisis concealment and aims to clarify why organizations should never hesitate when they have the opportunity to self-disclose a crisis.

      PubDate: 2017-02-19T17:49:24Z
      DOI: 10.1016/j.bushor.2017.01.003
  • Upstream social marketing strategy: An integrated marketing communications
    • Authors: Thomas Martin Key; Andrew J. Czaplewski
      Abstract: Publication date: Available online 15 February 2017
      Source:Business Horizons
      Author(s): Thomas Martin Key, Andrew J. Czaplewski
      This article provides an organized approach for managers to develop social marketing strategies that target upstream decision and policy makers. A conceptual application model and five-stage process is presented for an upstream social marketing strategy based on integrated marketing communications (IMC). IMC concepts are described in the context of social marketing, as well as specific stages for creating an IMC social marketing strategy; these include target audience research and determination, channel selection and integration, strategic message creation, and measurement and control. A central and novel feature of the IMC social marketing strategy model is the simultaneous targeting of an upstream decision maker and influential peripheral (upstream) audiences in order to triangulate and increase campaign effectiveness. An IMC approach to upstream social marketing ensures consistent, persuasive messages specifically crafted for the selected target audiences and coordinated through precise channels to maximize impact. This multi-channel, multi-audience approach to message creation and channel selection produces synergies that increase the potential to influence an upstream decision/policy maker.

      PubDate: 2017-02-19T17:49:24Z
      DOI: 10.1016/j.bushor.2017.01.006
  • Big data: Dimensions, evolution, impacts, and challenges
    • Authors: Lee
      Abstract: Publication date: Available online 13 February 2017
      Source:Business Horizons
      Author(s): In Lee
      Big data represents a new technology paradigm for data that are generated at high velocity and high volume, and with high variety. Big data is envisioned as a game changer capable of revolutionizing the way businesses operate in many industries. This article introduces an integrated view of big data, traces the evolution of big data over the past 20 years, and discusses data analytics essential for processing various structured and unstructured data. This article illustrates the application of data analytics using merchant review data. The impacts of big data on key business performances are then evaluated. Finally, six technical and managerial challenges are discussed.

      PubDate: 2017-02-19T17:49:24Z
  • Is your organization conducive to the continuous creation of social value?
           Toward a social corporate entrepreneurship scale
    • Authors: Donald F. Kuratko; Jeffery S. McMullen; Jeffrey S. Hornsby; Chad Jackson
      Abstract: Publication date: Available online 30 January 2017
      Source:Business Horizons
      Author(s): Donald F. Kuratko, Jeffery S. McMullen, Jeffrey S. Hornsby, Chad Jackson
      Over the last decade, explicit emphasis on the creation of social value has grown in profit-seeking firms as well as nonprofits and has even led to the emergence of a new legal organizational classification known as for-benefit corporations. Like financial value, social value is dynamic and therefore subject to perpetual changes in the firm’s external environment, changes that yield opportunities and threats for the firm. Although social entrepreneurship researchers have begun to study the identification and exploitation of opportunities to create social value, this research has taken place primarily within the context of startup organizations. In contrast, corporate entrepreneurship research has emphasized value creation within existing firms, but focused primarily on the identification and exploitation of opportunities to create financial value. Combining the two, we examine the creation of social value within the firm by proposing the social corporate entrepreneurship scale (SCES), a new instrument that measures organizational antecedents for social corporate entrepreneurship and that offers managers an opportunity to analyze whether the perceived environment is supportive of corporate entrepreneurial behaviors intended to create social as well as financial value. The article concludes with a discussion of the instrument’s potential contribution to managerial practice.

      PubDate: 2017-02-19T17:49:24Z
      DOI: 10.1016/j.bushor.2016.12.003
  • Combining performance, learning, and behavioral goals to match job with
           person: Three steps to enhance employee performance with goal setting
    • Authors: Robert C. Ford
      Abstract: Publication date: Available online 3 February 2017
      Source:Business Horizons
      Author(s): Robert C. Ford
      While there have been many articles written on the advantages and techniques of goal setting, there has been far less written to guide practicing managers on how to put this powerful motivational tool to work. This article offers a three-step process that begins by identifying the combination of performance, learning, and behavioral goals to best match the unique knowledge, skills, and abilities of the employee to the task requirements of the job. Once this best-goal combination has been determined, the manager's letter, a managerial tool developed by Peter Drucker, is presented as a well-accepted process for implementing a goal-setting strategy that emphasizes employee participation. The third step in the implementation of a goal-setting strategy is to introduce subconscious primes that can reinforce the value of setting performance, learning, and behavioral goals.

      PubDate: 2017-02-05T18:09:29Z
      DOI: 10.1016/j.bushor.2016.12.001
  • Strategic shifts that build executive leadership
    • Authors: Jodi Detjen; Sheila Simsarian Webber
      Abstract: Publication date: Available online 31 January 2017
      Source:Business Horizons
      Author(s): Jodi Detjen, Sheila Simsarian Webber
      Organizations are challenged to develop leaders who can think strategically about the business and solve systemic problems. How can mid-level leaders develop this capability? Herein, we describe five strategic shifts in perspective that are essential for mid-level managers in transitioning successfully to strategic leadership positions. All five shifts improve mid-level leaders’ ability to look beyond tactics to see wider opportunities and enable strategic impact. The shifts are iterative and build on each other. We offer a new model that guides managers in shaping strategic leaders using these five perspective shifts to impact the organization positively and substantially. Further, we provide specific techniques that mid-level managers can employ to shift their perspectives and build personal strategic capabilities. Finally, we share specific ‘Try It’ exercises that mid-level managers can engage in to learn about the preferred concepts.

      PubDate: 2017-02-05T18:09:29Z
      DOI: 10.1016/j.bushor.2016.12.002
  • Speed in acquisitions: A managerial framework
    • Authors: Olimpia Meglio; David R. King; Annette Risberg
      Abstract: Publication date: Available online 22 January 2017
      Source:Business Horizons
      Author(s): Olimpia Meglio, David R. King, Annette Risberg
      The advantage of speed is often invoked by academics and practitioners as an essential condition during post-acquisition integration, frequently without consideration of the impact earlier decisions have on acquisition speed. In this article, we examine the role speed plays in acquisitions across the acquisition process using research organized around characteristics that display complexity with respect to acquisition speed. We incorporate existing research with a process perspective of acquisitions in order to present trade-offs, and consider the influence of both stakeholders and the pre-deal-completion context on acquisition speed, as well as the organization’s capabilities to facilitating that speed. Observed trade-offs suggest both that acquisition speed often requires longer planning time before an acquisition and that associated decisions require managerial judgement. A framework for improving manager decisions during acquisitions is discussed and its implications for managers and research summarized.

      PubDate: 2017-01-22T17:37:54Z
      DOI: 10.1016/j.bushor.2016.12.004
  • The use and abuse of pre-employment personality tests
    • Authors: Julie Furr Youngman
      Abstract: Publication date: Available online 12 January 2017
      Source:Business Horizons
      Author(s): Julie Furr Youngman
      Employers are using pre-employment personality tests with increased frequency to identify the candidates best equipped to perform certain jobs and to eliminate the candidates least likely to succeed. While these tests promise higher retention rates and increased objectivity in hiring, they can also expose employers to litigation for violation of federal anti-discrimination statutes. This installment of Accounting Matters explores several recent lawsuits and the laws governing the discrimination claims, and concludes by offering several best practices for reducing the risk of litigation when using pre-employment personality tests.

      PubDate: 2017-01-15T17:54:09Z
      DOI: 10.1016/j.bushor.2016.11.010
  • Inside front cover - ed board
    • Abstract: Publication date: January–February 2017
      Source:Business Horizons, Volume 60, Issue 1

      PubDate: 2017-01-06T23:11:31Z
  • Finding the future: Crowdsourcing versus the Delphi technique
    • Authors: Andrew Flostrand
      Abstract: Publication date: Available online 30 December 2016
      Source:Business Horizons
      Author(s): Andrew Flostrand
      When managers are unable to use quantifiable time series data to make forecasts or decide on uncertainties, they can either rely on their own intuition and judgment or resort to the insights of others. The Delphi technique is a well-known forecasting technique that relies on the pooled perspectives of experts to predict uncertain quantities or the outcomes of events. This relies on polling the opinions of experts, aggregating these opinions, feeding them back to the responding experts along with their own estimates, and having them repeat their judgment calls until some level of consensus is reached. More recently, however, the opinions of many others who are not experts have been sought on a range of topics in a loose assembly of similar techniques bundled under the title of crowdsourcing. This article compares Delphi and crowdsourcing as prediction and estimation tools for managers. It notes their differences and similarities, and provides a simple tool for executives to use in deciding whether or not to use these tools, and if so, which tool or combination of them will work best in a given situation.

      PubDate: 2017-01-06T23:11:31Z
  • Click here to agree: Managing intellectual property when crowdsourcing
    • Authors: Jeremy Beer; Ian McCarthy Adam Soliman Emily Treen
      Abstract: Publication date: Available online 22 December 2016
      Source:Business Horizons
      Author(s): Jeremy de Beer, Ian P. McCarthy, Adam Soliman, Emily Treen
      Tapping into the creativity of a crowd can provide a highly efficient and effective means of acquiring ideas, work, and content to solve problems. But crowdsourcing solutions can also come with risks, including the legal risks associated with intellectual property. Therefore, we raise and address a two-part question: Why—and how—should organizations deal with intellectual property issues when engaging in the crowdsourcing of solutions? The answers lie in understanding the approaches for acquiring sufficient intellectual property from a crowd and limiting the risks of using that intellectual property. Herein, we discuss the hazards of not considering these legal issues and explain how managers can use appropriate terms and conditions to balance and mitigate the risks associated with soliciting solutions from a crowd. Based on differences in how organizations acquire intellectual property and limit associated risks, we identify and illustrate with examples four approaches for managing intellectual property (passive, possessive, persuasive, and prudent) when crowdsourcing solutions. We conclude with recommendations for how organizations should use and tailor the approaches in our framework to source intellectual property from a crowd.

      PubDate: 2016-12-27T22:47:43Z
  • Crowdsourcing and brand control
    • Authors: Anjali Bal; Kelly Weidner Richard Hanna Adam Mills
      Abstract: Publication date: Available online 22 December 2016
      Source:Business Horizons
      Author(s): Anjali S. Bal, Kelly Weidner, Richard Hanna, Adam J. Mills
      Crowdsourcing is the deliberate use of crowds to solve problems, create new products, and improve consumer experiences. When used by brands, crowdsourcing engages consumers by asking them to be part of a deliberate call to action. Crowdsourcing provides interesting and dynamic marketing opportunities for brands, given the consumer engagement it entails. This conceptual study examines the literature on crowdsourcing and brand community, and makes a series of propositions regarding this rich marketing arena. Herein, we discuss managerial implications of the relationship between crowdsourcing and brand community dynamics and propose a typology for brands to better assess customer bases and market realities.

      PubDate: 2016-12-27T22:47:43Z
  • Choose wisely: Crowdfunding through the stages of the startup life cycle
    • Authors: Jeannette Paschen
      Abstract: Publication date: Available online 21 December 2016
      Source:Business Horizons
      Author(s): Jeannette Paschen
      Crowdfunding is attractive to startups as an alternative funding source and offers nonmonetary resources through organizational learning. It encompasses the outsourcing of an organizational function, through IT, to a strategically defined network of actors (i.e., the crowd) in the form of an open call—specifically, requesting monetary contributions toward a commercial or social business goal. Nonetheless, many startups are hesitant to consider crowdfunding because little guidance exists on how the various types of crowdfunding add value in different life cycle stages and which type is best suited for which stage. In response to this gap, this article introduces a typology of crowdfunding, the benefits it offers, and how specific benefits relate to the identified crowdfunding types. On this basis, we present a framework for choosing the right crowdfunding type for each stage in the startup life cycle, in addition to providing practical advice on crowdfunding best practices. The best practices outlined have shown demonstrable contributions toward achieving funding goals and are likely to prove valuable for startups.

      PubDate: 2016-12-27T22:47:43Z
  • Seeking funding in order to sell: Crowdfunding as a marketing tool
    • Authors: Terrence Brown; Edward Boon Leyland Pitt
      Abstract: Publication date: Available online 21 December 2016
      Source:Business Horizons
      Author(s): Terrence E. Brown, Edward Boon, Leyland F. Pitt
      Websites such as Indiegogo and Kickstarter have attracted much attention for their ability to enable organizations and individuals to raise funds from ordinary people who contribute for a number of reasons. This phenomenon is called crowdfunding. Crowdfunding permits organizations and individuals to obtain investments they otherwise might not receive from more traditional sources such as banks, angel investors, and stock markets. A number of now well-known startups had their origins in crowdfunding. More recently, established organizations have begun to use crowdfunding websites not only as a source of finance, but also as marketing platforms. In this way, they have been able to ensure a ready market for their new offerings, with full sales pipelines, and to use the platforms as vehicles to boost brand image and gain support for brand-related causes. This adaptation of crowdfunding for marketing purposes is not without its problems, however, and organizations would be well advised to consider not only the opportunities these platforms provide, but also their limitations and risks.

      PubDate: 2016-12-27T22:47:43Z
  • A great place to work!? Understanding crowdsourced employer branding
    • Authors: Amir Dabirian; Jan Kietzmann Hoda Diba
      Abstract: Publication date: Available online 21 December 2016
      Source:Business Horizons
      Author(s): Amir Dabirian, Jan Kietzmann, Hoda Diba
      The benefits provided by employment and identified with a specific employing company are referred to as employer branding. We argue that when employees use IT to share and access work-related experiences openly across organizations, their expectations and assessments of workplaces change. We collected 38,000 reviews of the highest and lowest ranked employers on Glassdoor, an online crowdsourced employer branding platform. Using IBM Watson to analyze the data, we identify seven employer branding value propositions that current, former, and potential employees care about when they collectively evaluate employers. These propositions include (1) social elements of work, (2) interesting and challenging work tasks, (3) the extent to which skills can be applied in meaningful ways, (4) opportunities for professional development, (5) economic issues tied to compensation, (6) the role of management, and (7) work/life balance. We clarify that these value propositions do not all matter to the same extent and demonstrate how their relative valences and weights differ across organizations, especially if institutions are considered particularly good or bad places to work. Based on these findings, we show how employers can use crowdsourced employer branding intelligence to become great places to work that attract highly qualified employees.

      PubDate: 2016-12-27T22:47:43Z
  • Leveraging collective intelligence: How to design and manage crowd-based
           business models
    • Authors: Karl
      Abstract: Publication date: Available online 13 December 2016
      Source:Business Horizons
      Author(s): Karl Täuscher
      Advances in digital technologies have increased the possibilities for outsourcing business activities to crowds of independent contributors. Using the collective intelligence of a crowd opens a new range of business opportunities. In fact, crowdsourcing has led to the emergence of entirely new business models. Such crowd-based business models (CBBMs) can lead to an important competitive advantage while simultaneously presenting new challenges to entrepreneurs and executives. This article identifies and discusses three key challenges in designing and managing CBBMs: determining (1) the crowd's value to the firm, (2) how to create superior value for the crowd, and (3) how to capture value from the crowd effectively. Building on the crowd capital perspective and an analysis of the tactics and practices of successful CBBMs, this article offers propositions on how to overcome these challenges and manage such business models effectively. The identified practices can inspire decision makers when designing innovative CBBMs for their industries. Finally, the article concludes with a framework with the key decisions and tactics for effectively managing CBBMs.

      PubDate: 2016-12-19T22:15:15Z
  • Taming wicked civic challenges with an innovative crowd
    • Authors: Sabine Brunswicker; Volker Bilgram Johann Fueller
      Abstract: Publication date: Available online 12 December 2016
      Source:Business Horizons
      Author(s): Sabine Brunswicker, Volker Bilgram, Johann Fueller
      Civic challenges such as urban mobility and energy problems offer new corporate innovation opportunities. However, such challenges are wicked and difficult to tame. They require novel solutions that account for and integrate contradictory perspectives within the local innovation ecosystem of firms, governments, and citizens. This article presents a successful civic innovation crowdsourcing project case study, in which multinational firm Bombardier encouraged a global civic crowd to co-create visionary solutions to the challenge of future mobility in crowded cities around the world. Bombardier recruited a global crowd of 900 individuals and facilitated the citizen development of more than 215 solutions of unique firm value. We explore the process and outcome of this crowdsourcing project and derive actionable design principles for a three-phased civic innovation crowdsourcing process including: (1) crowd construction, (2) crowd knowledge acquisition, and (3) crowd knowledge assimilation. This process enables the crowd to integrate members’ diverse and contradictory knowledge proactively at both the team and individual levels. Additionally, the crowd is able to balance extension of existing local solutions and exploration of path-breaking technologies and solution concepts.

      PubDate: 2016-12-19T22:15:15Z
  • Crowded identity: Managing crowdsourcing initiatives to maximize value for
           participants through identity creation
    • Authors: Ivan Fedorenko; Pierre Berthon Tamara Rabinovich
      Abstract: Publication date: Available online 2 December 2016
      Source:Business Horizons
      Author(s): Ivan Fedorenko, Pierre Berthon, Tamara Rabinovich
      In this article, we consider crowdsourcing from the consumer perspective. Specifically, we examine the identity value (i.e., sense of self) that consumers accrue by participating in creative crowds. How can managers structure crowdsourcing initiatives to maximize value for participants through identity creation and expression? We strive to answer this question first by examining the different types of crowdsourcing initiatives from a value co-creation perspective. Then we evaluate how consumers construct identities through consumption and review the literature on identity theory. Finally, we link the identity type—personal, extended, or social—to the management of crowdsourcing ventures and offer suggestions for practitioners.

      PubDate: 2016-12-05T04:16:01Z
  • Crowdsourcing: A revised definition and introduction to new research
    • Authors: Jan Kietzmann
      Abstract: Publication date: Available online 17 November 2016
      Source:Business Horizons
      Author(s): Jan H. Kietzmann

      PubDate: 2016-11-20T18:41:57Z
  • What exactly IS Martin Shkreli?
    • Authors: Lawrence A. Plummer; J. Robert Mitchell; Jeffery S. McMullen
      Abstract: Publication date: Available online 22 October 2016
      Source:Business Horizons
      Author(s): Lawrence A. Plummer, J. Robert Mitchell, Jeffery S. McMullen

      PubDate: 2016-10-24T08:25:59Z
      DOI: 10.1016/j.bushor.2016.09.011
  • The looming shadow of illicit trade on the internet
    • Authors: Peggy E. Chaudhry
      Abstract: Publication date: Available online 7 October 2016
      Source:Business Horizons
      Author(s): Peggy E. Chaudhry
      Pirates on the virtual sea are supplying their illicit digital content and goods through cyberlockers and darknet markets. The deep web hosts darknet marketplaces selling a variety of wares, such as narcotics and weapons, and is testimony to the growth of illicit trade on the internet. The challenge of web sites that host digital content piracy is exacerbated through linkages to a variety of malware schemes that have created a lucrative crimeware economy. Digital thieves target unsuspecting consumers as digital bait to derive profits from a variety of malware schemes such as ransomware and malvertising. The hijacking of access to computers and their digital content in order to ransom them back to consumers or organizations is considered to be one of the leading threats of internet crime. Malvertising schemes are plaguing the internet advertising business—criminals are reaping profits by posting legitimate advertisements at content theft sites or using an army of botnets to fake advertising traffic. A variety of stratagems are evolving to curb this illicit trade, including fostering multi-lateral enforcement tactics, updating legislation to circumvent this type of crime on the internet, training digital savvy citizens, and creating private-sector remedies.

      PubDate: 2016-10-10T15:28:31Z
      DOI: 10.1016/j.bushor.2016.09.002
  • A Korean, a Chinese, and an Indian walk into an American bar: Tapping the
           Asian-American goldmine
    • Authors: Steven Chen; Yuna Kim; Chiranjeev Kohli
      Abstract: Publication date: Available online 28 September 2016
      Source:Business Horizons
      Author(s): Steven Chen, Yuna Kim, Chiranjeev Kohli
      Historically, globalization has been synonymous with mega brands’ expansion into international markets. However, changes in the marketing landscape—namely, growth of immigrant consumers, new and emerging branding strategies, and advancements in technology—have created a shift in the globalization paradigm, opening opportunities for small brands. Focusing on the growing number of Asian-American consumers, the authors develop a two-stage global market entry strategy for small brands entering the U.S. market. Specifically, the authors show how Asian brands can penetrate the U.S. market by serving Asian-American consumers or using them as a launchpad to reach mainstream American consumers. The growth of small global brands signifies an important and exciting change in the branded marketplace currently dominated by Western brands.

      PubDate: 2016-10-02T11:10:50Z
      DOI: 10.1016/j.bushor.2016.09.003
  • To move or to wait? Everything you need to know about making the first
    • Authors: Brian Gunia
      Abstract: Publication date: Available online 28 September 2016
      Source:Business Horizons
      Author(s): Brian C. Gunia
      Most people believe that negotiators should avoid making the first offer. Yet, decades of research have documented the first-offer effect, wherein the person who moves first achieves a better outcome than the person who moves second. This gap between lay beliefs and research evidence may stem, in part, from the fact that studies on the first-offer effect are scattered across numerous scientific articles and journals. In hopes of bridging the gap and providing useful guidance to negotiators, this installation of Negotiating Life seeks to synthesize the evidence in one place. Reviewing many of the major articles on the first-offer effect, it concludes that negotiators should generally strive to make the first offer for specific reasons, in specific situations, and in a specific fashion.

      PubDate: 2016-10-02T11:10:50Z
  • Strategic fit: Key to growing enterprise value through organizational
    • Authors: Sandra Jeanquart Miles; Mark Van Clieaf
      Abstract: Publication date: Available online 28 September 2016
      Source:Business Horizons
      Author(s): Sandra Jeanquart Miles, Mark Van Clieaf
      Organizational capital is an intangible asset that is a continuous creator of value through generating above-normal revenue growth, innovation, operational excellence, and stakeholder relationships. The elusive nature of organizational capital stems from competing perspectives on how it can be defined and managed. This article presents a comprehensive model for understanding the critical process, components, and necessary linkages that result in increased enterprise value through the creation of organizational capital. Attention is given to the factors that influence organizational capital (fit among leadership, strategy, and organization design), its influence on human capital, and, ultimately, the impact on operational excellence, stakeholder capital, and the essential levels of innovation that drive capital efficient growth. Guidance is provided for the CEO, CFO, and CHRO wishing to harness the power of organizational capital and increase both current and future value of the firm.

      PubDate: 2016-10-02T11:10:50Z
      DOI: 10.1016/j.bushor.2016.08.008
  • Making the cut: Surgery on the board
    • Authors: Victoria L. Crittenden; William F. Crittenden; Joseph M. Giglio; Andrew B. Crittenden
      Abstract: Publication date: Available online 24 September 2016
      Source:Business Horizons
      Author(s): Victoria L. Crittenden, William F. Crittenden, Joseph M. Giglio, Andrew B. Crittenden
      Intervention, such as that performed via surgical procedures, is necessary when a board of directors is not functioning as it should. Unlike medical procedures, members of a board of directors have to perform surgery on themselves for change to occur. Board surgery might require resizing the board, invoking term limits, establishing conflict of interest policies, and increased emphasis on board member competencies. This article describes the symptoms leading to the need for surgery and suggests that it is better to perform elective surgery rather than let problems reach the point of requiring emergency surgery.

      PubDate: 2016-09-26T10:57:06Z
      DOI: 10.1016/j.bushor.2016.09.001
  • From founder to CEO: An entrepreneur's roadmap
    • Authors: Joseph C. Picken
      Abstract: Publication date: Available online 24 September 2016
      Source:Business Horizons
      Author(s): Joseph C. Picken
      Many entrepreneurs aspire to build an exceptional company, reap the rewards, and retain the CEO position at the end of the journey. Launching the startup is only the first step. The period of transition during which a startup grows up and becomes a scalable business is arguably the most critical time in the life of an emerging firm. I summarize the challenges of this period in a framework—the eight hurdles of transition—that outlines the essential steps in the evolution from a nascent startup into a disciplined organization capable of sustained and profitable growth. As the company engages the eight hurdles, the entrepreneur who aspires to retain the top position must embark on a parallel journey of personal and professional growth: the transition from founder to CEO. The skills, motivations, and behaviors that make a good entrepreneur are not the same as those required to lead a high growth organization. Using the literature and five scenarios from personal experience, I summarize the most commonly cited reasons for CEO replacement. Some are beyond the founder's control; most are not. We identify five shifts in perspectives and behaviors essential to retaining the CEO position and provide practical guidance for developing the founder's leadership capabilities.

      PubDate: 2016-09-26T10:57:06Z
      DOI: 10.1016/j.bushor.2016.09.004
  • Managing millennials: Embracing generational differences
    • Authors: Jeanine S. Stewart; Elizabeth Goad Oliver; Karen S. Cravens; Shigehiro Oishi
      Abstract: Publication date: Available online 21 September 2016
      Source:Business Horizons
      Author(s): Jeanine S. Stewart, Elizabeth Goad Oliver, Karen S. Cravens, Shigehiro Oishi
      The topic of the Millennial Generation in the workplace drives much business conversation, as members of this generation form a growing percentage of the employee base. Both popular media and scholarly literature have painted the population of younger workers in an uncharitable light. The goals of this article are to contextualize the results of a large, empirical study in a more favorable manner and to suggest that embracing generational differences provides an opportunity as well as a challenge. This article examines traits of the different generations, in addition to the relationship between organizational commitment and workplace culture. We present findings that show millennials (also known as Generation Y, or Gen Y) as the only generational group that does not conceptually link organizational commitment with workplace culture. This group also thinks of work differently than members of the other generations, yet these differences can be understood through a managerial lens focusing on qualities such as duty, drive, and reward. We argue that by changing performance evaluation metrics to encompass a greater variety of measures, managers can provide a more detailed picture of the employee's work, and thus impact the worker's sense of duty. Additionally, by providing a more transparent workplace, employers can increase the employee's drive and clearly demonstrate the reward that workers will receive. Finally, changes that help newer employees adjust to the workplace can also allow the organization to operate more efficiently, benefiting employees of all generations.

      PubDate: 2016-09-26T10:57:06Z
      DOI: 10.1016/j.bushor.2016.08.011
  • Strategies for building effective virtual teams: Trust is key
    • Authors: Robert C. Ford; Ronald F. Piccolo; Loren R. Ford
      Abstract: Publication date: Available online 21 September 2016
      Source:Business Horizons
      Author(s): Robert C. Ford, Ronald F. Piccolo, Loren R. Ford
      The impressive growth in web-mediated organizational relationships has created an escalating interest in how to manage virtual teams successfully. As organizations increasingly expect their managers to lead employees in these online groupings, it becomes imperative to identify and train them in the skills to do this effectively. The purpose of this article is to organize and present strategies that organizations have found successful in helping their managers lead virtual teams. While all successful managers must ensure that they have provided the basic organizational support for their employees, especially effective leaders also ensure they build trustworthy relationships. Thus, we emphasize how each strategy contributes to building and sustaining a climate of trust in virtual teams.

      PubDate: 2016-09-26T10:57:06Z
      DOI: 10.1016/j.bushor.2016.08.009
  • How employers can stanch the hemorrhaging of collegiate GPA credibility
    • Authors: John A. Pearce
      Abstract: Publication date: Available online 20 September 2016
      Source:Business Horizons
      Author(s): John A. Pearce
      Grade inflation is rampant across universities, colleges, academic majors, and certainly in American business schools. Extensive evidence shows that the distribution of college GPAs is skewed sharply toward high grades. Consequently, GPAs often poorly convey students’ relative academic achievement, sending a muddled message to prospective employers. This article explores the causes and consequences of grade inflation. It concludes with six recommendations for employers who want to encourage college administrators to control collegiate grade inflation, thereby strengthening the accuracy and value of a GPA in the processes of applicant evaluation and job placement.

      PubDate: 2016-09-21T10:27:54Z
      DOI: 10.1016/j.bushor.2016.08.010
  • Three questions for better academic storytelling
    • Authors: Jeffery S. McMullen
      Abstract: Publication date: Available online 8 September 2016
      Source:Business Horizons
      Author(s): Jeffery S. McMullen

      PubDate: 2016-09-13T10:00:54Z
      DOI: 10.1016/j.bushor.2016.08.007
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