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  Subjects -> BUSINESS AND ECONOMICS (Total: 3214 journals)
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BUSINESS AND ECONOMICS (1177 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: 10)
Abacus     Hybrid Journal   (Followers: 13)
Accounting Forum     Hybrid Journal   (Followers: 25)
Acta Amazonica     Open Access   (Followers: 5)
Acta Commercii     Open Access   (Followers: 4)
Acta Oeconomica     Full-text available via subscription   (Followers: 2)
Acta Scientiarum. Human and Social Sciences     Open Access   (Followers: 7)
Acta Universitatis Danubius. Œconomica     Open Access   (Followers: 3)
Acta Universitatis Nicolai Copernici Zarządzanie     Open Access   (Followers: 4)
AD-minister     Open Access   (Followers: 3)
ADR Bulletin     Open Access   (Followers: 6)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 23)
Advances in Economics and Business     Open Access   (Followers: 11)
AfricaGrowth Agenda     Full-text available via subscription   (Followers: 1)
African Affairs     Hybrid Journal   (Followers: 61)
African Development Review     Hybrid Journal   (Followers: 33)
African Journal of Business and Economic Research     Full-text available via subscription   (Followers: 3)
African Journal of Business Ethics     Open Access   (Followers: 6)
African Review of Economics and Finance     Open Access   (Followers: 3)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 7)
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: 6)
Alphanumeric Journal : The Journal of Operations Research, Statistics, Econometrics and Management Information Systems     Open Access   (Followers: 5)
American Economic Journal : Applied Economics     Full-text available via subscription   (Followers: 182)
American Journal of Business     Hybrid Journal   (Followers: 16)
American Journal of Business and Management     Open Access   (Followers: 53)
American Journal of Business Education     Open Access   (Followers: 10)
American Journal of Economics and Business Administration     Open Access   (Followers: 26)
American Journal of Economics and Sociology     Hybrid Journal   (Followers: 30)
American Journal of Evaluation     Hybrid Journal   (Followers: 14)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 21)
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: 28)
ANALES de la Universidad Central del Ecuador     Open Access   (Followers: 2)
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: 28)
Annals of Operations Research     Hybrid Journal   (Followers: 10)
Annual Review of Economics     Full-text available via subscription   (Followers: 32)
Applied Developmental Science     Hybrid Journal   (Followers: 3)
Applied Economics     Hybrid Journal   (Followers: 47)
Applied Economics Letters     Hybrid Journal   (Followers: 29)
Applied Economics Quarterly     Full-text available via subscription   (Followers: 10)
Applied Financial Economics     Hybrid Journal   (Followers: 24)
Applied Mathematical Finance     Hybrid Journal   (Followers: 7)
Applied Stochastic Models in Business and Industry     Hybrid Journal   (Followers: 5)
Arab Economic and Business Journal     Open Access   (Followers: 3)
Archives of Business Research     Open Access   (Followers: 6)
Arena Journal     Full-text available via subscription   (Followers: 1)
Argomenti. Rivista di economia, cultura e ricerca sociale     Open Access   (Followers: 3)
ASEAN Economic Bulletin     Full-text available via subscription   (Followers: 5)
Asia Pacific Business Review     Hybrid Journal   (Followers: 6)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 329)
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)
Asia-Pacific Management and Business Application     Open Access  
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: 8)
Asian Journal of Social Sciences and Management Studies     Open Access   (Followers: 6)
Asian Journal of Sustainability and Social Responsibility     Open Access   (Followers: 1)
Asian Journal of Technology Innovation     Hybrid Journal   (Followers: 8)
Asian-pacific Economic Literature     Hybrid Journal   (Followers: 5)
AStA Wirtschafts- und Sozialstatistisches Archiv     Hybrid Journal   (Followers: 5)
Atlantic Economic Journal     Hybrid Journal   (Followers: 11)
Australasian Journal of Regional Studies, The     Full-text available via subscription   (Followers: 1)
Australian Cottongrower, The     Full-text available via subscription   (Followers: 1)
Australian Economic Papers     Hybrid Journal   (Followers: 31)
Australian Economic Review     Hybrid Journal   (Followers: 6)
Australian Journal of Maritime and Ocean Affairs     Hybrid Journal   (Followers: 9)
Balkan Region Conference on Engineering and Business Education     Open Access   (Followers: 1)
Baltic Journal of Real Estate Economics and Construction Management     Open Access   (Followers: 2)
Banks in Insurance Report     Hybrid Journal   (Followers: 1)
BBR - Brazilian Business Review     Open Access   (Followers: 4)
Benchmarking : An International Journal     Hybrid Journal   (Followers: 10)
Benefit : Jurnal Manajemen dan Bisnis     Open Access  
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: 4)
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: 10)
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: 36)
Brookings Papers on Economic Activity     Open Access   (Followers: 49)
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: 17)
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: 18)
Business & Information Systems Engineering     Hybrid Journal   (Followers: 5)
Business & Society     Hybrid Journal   (Followers: 10)
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: 12)
Business and Management Research     Open Access   (Followers: 20)
Business and Management Studies     Open Access   (Followers: 11)
Business and Politics     Hybrid Journal   (Followers: 8)
Business and Professional Communication Quarterly     Hybrid Journal   (Followers: 7)
Business and Society Review     Hybrid Journal   (Followers: 5)
Business Economics     Hybrid Journal   (Followers: 9)
Business Ethics Quarterly     Full-text available via subscription   (Followers: 12)
Business Ethics: A European Review     Hybrid Journal   (Followers: 17)
Business Horizons     Hybrid Journal   (Followers: 7)
Business Information Review     Hybrid Journal   (Followers: 14)
Business Management and Strategy     Open Access   (Followers: 43)
Business Research     Hybrid Journal   (Followers: 2)
Business Strategy and the Environment     Hybrid Journal   (Followers: 13)
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: 18)
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: 61)
Cambridge Journal of Regions, Economy and Society     Hybrid Journal   (Followers: 10)
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: 29)
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: 16)
Case Studies in Business and Management     Open Access   (Followers: 10)
CBU International Conference Proceedings     Open Access   (Followers: 1)
Central European Business Review     Open Access   (Followers: 1)
Central European Journal of Operations Research     Hybrid Journal   (Followers: 5)
Central European Journal of Public Policy     Open Access   (Followers: 2)
CESifo Economic Studies     Hybrid Journal   (Followers: 17)
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: 19)
China Economic Journal: The Official Journal of the China Center for Economic Research (CCER) at Peking University     Hybrid Journal   (Followers: 12)
China Economic Review     Hybrid Journal   (Followers: 9)
China Finance Review International     Hybrid Journal   (Followers: 5)
China Nonprofit Review     Hybrid Journal   (Followers: 3)
China perspectives     Open Access   (Followers: 12)
Chinese Economy     Full-text available via subscription  
Ciência & Saúde Coletiva     Open Access   (Followers: 2)
CLIO América     Open Access   (Followers: 1)
Cliometrica     Hybrid Journal   (Followers: 4)
COEPTUM     Open Access  
Community Development Journal     Hybrid Journal   (Followers: 25)
Compensation & Benefits Review     Hybrid Journal   (Followers: 7)
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: 6)
Computational Economics     Hybrid Journal   (Followers: 9)
Computational Mathematics and Modeling     Hybrid Journal   (Followers: 8)
Computer Law & Security Review     Hybrid Journal   (Followers: 16)
Computers & Operations Research     Hybrid Journal   (Followers: 12)
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: 5)
Corporate Communications An International Journal     Hybrid Journal   (Followers: 7)
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: 9)
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: 2)
Cuadernos de Economía     Open Access   (Followers: 2)
Cuadernos de Economia - Latin American Journal of Economics     Open Access   (Followers: 2)
Cuadernos de Estudios Empresariales     Open Access   (Followers: 2)
Current Opinion in Creativity, Innovation and Entrepreneurship     Open Access   (Followers: 11)
De Economist     Hybrid Journal   (Followers: 13)
Decision Analysis     Full-text available via subscription   (Followers: 10)
Decision Sciences     Hybrid Journal   (Followers: 18)
Decision Support Systems     Hybrid Journal   (Followers: 16)
Defence and Peace Economics     Hybrid Journal   (Followers: 16)
der markt     Hybrid Journal   (Followers: 1)

        1 2 3 4 5 6 | Last

Journal Cover Business Horizons
  [SJR: 0.726]   [H-I: 51]   [7 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0007-6813
   Published by Elsevier Homepage  [3177 journals]
  • Managing millennials’ personal use of technology at work
    • Authors: Sungdoo Kim
      Pages: 261 - 270
      Abstract: Publication date: March–April 2018
      Source:Business Horizons, Volume 61, Issue 2
      Author(s): Sungdoo Kim
      Growing up with the internet and unparalleled access to technology, millennials (individuals born during 1981–1995, also known as Gen Y and Gen Me) extensively use various technologies for non-work-related reasons while at work. Both popular media and scholarly research have portrayed this issue negatively and have supported monitoring and restricting personal use of technology. However, if organizations are to attract and retain millennials—now the largest generation in the U.S. workforce—it is crucial to understand their characteristics and what drives them. Drawing on research on generational differences, organizational control, and cyberloafing, this article explains how unique characteristics of millennials lead them to engage in personal use of technology at work and how organizations might address this issue. Specifically, I contrast two one-sided approaches (deterrence and laissez-faire) that can lead to dysfunctional outcomes when used in excess and recommend more viable solutions. These solutions include establishing a workplace technology use policy based on shared understanding, fostering both relaxation and urgency mentalities, and training both millennials and their managers.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2017.11.007
  • Frustration-driven process improvement
    • Authors: Richard J. Schonberger
      Pages: 297 - 307
      Abstract: Publication date: Available online 3 January 2018
      Source:Business Horizons
      Author(s): Richard J. Schonberger
      When employees are empowered to continuously record their employment-related frustrations—doing so on accessible, visually prominent media—process improvement becomes upgraded to operate in a truly continuous mode. Frustrations are a superior target of process improvement in that they get at deep-seated concerns of people who have first-order process awareness and are most directly impacted by process failings. Recording frustrations not only provides a sound basis for pressing on to solutions, but it is also cathartic. The act of recording frustrations prominently on company-sanctioned media provides a positive outlet for the frustrations themselves.

      PubDate: 2018-01-09T16:12:59Z
      DOI: 10.1016/j.bushor.2017.11.015
  • Managing innovation dilemmas: The cube solution
    • Authors: Christiane Prange; Bodo B. Schlegelmilch
      Pages: 309 - 322
      Abstract: Publication date: Available online 3 January 2018
      Source:Business Horizons
      Author(s): Christiane Prange, Bodo B. Schlegelmilch
      Innovation has become a universal feature of corporate life. Almost no company can survive without innovation. However, when it comes to developing innovation strategies, managers often are left alone to decide which innovation types to pursue, how to balance them in an overall portfolio, how to allocate resources, and how to implement them. In short, managers face a variety of innovation dilemmas. One of the most pertinent problems is how to distinguish innovation types in a meaningful way. In this article, we introduce the innovation cube, a tool that helps position innovation types in a managerially meaningful way. Once managers know how to relate and compare their innovation types to those of other companies, the cube helps them to better formulate their innovation strategy.

      PubDate: 2018-01-09T16:12:59Z
      DOI: 10.1016/j.bushor.2017.11.014
  • The mobile shopping revolution: Redefining the consumer decision process
    • Authors: David J. Faulds; W. Glynn Mangold; P.S. Raju; Sarath Valsalan
      Pages: 323 - 338
      Abstract: Publication date: Available online 5 January 2018
      Source:Business Horizons
      Author(s): David J. Faulds, W. Glynn Mangold, P.S. Raju, Sarath Valsalan
      The use of mobile devices by consumers and the accompanying response by retailers is rapidly revolutionizing the retail environment. In the past, retailers have focused primarily on the outcome (to purchase or not to purchase) of the consumer decision process, but now mobile technologies give retailers the opportunity to more actively influence the entire consumer decision-making processes. The increasing use of mobile devices by consumers makes shopping a continuous rather than discrete activity that requires retailers to engage with their customers at critical touch points of the decision process in order to provide a more customer-centric experience. This change in focus from the decision outcome to the decision process signifies an important paradigm shift for the retailing industry. After an extensive review of the literature, we identify four pillars that form the foundation for the mobile shopping revolution and represent the essential ways and means through which retailers can engage with consumers during the decision process. We also discuss the different areas in which the pillars can enable retailers to achieve a sustainable competitive advantage in the mobile shopping era.

      PubDate: 2018-01-09T16:12:59Z
      DOI: 10.1016/j.bushor.2017.11.012
  • Inside front cover - ed board
    • Abstract: Publication date: March–April 2018
      Source:Business Horizons, Volume 61, Issue 2

      PubDate: 2018-02-26T03:42:31Z
  • How to brand your private labels
    • Authors: Inge Geyskens; Kristopher O. Keller; Marnik G. Dekimpe; Koen de Jong
      Abstract: Publication date: Available online 23 February 2018
      Source:Business Horizons
      Author(s): Inge Geyskens, Kristopher O. Keller, Marnik G. Dekimpe, Koen de Jong
      Private labels have become ever-more important and are slowly turning into brands of their own. Retailers increasingly offer three-level ‘good, better, best’ private-label programs that include economy, standard, and premium private-label tier goods. For each of these tiers, retailers must decide under what name to brand their private label. They can either assign their store banner name to a private-label tier or go for a unique brand name that is separate from the retailer banner. The purpose of this article is to outline the advantages and limitations of these two branding strategies: store-banner branding versus stand-alone branding. Herein, we also provide a series of recommendations regarding when to use each brand strategy, based on characteristics of the retailer and the environment in which it operates.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.015
  • Using online opinion leaders to promote the hedonic and utilitarian value
           of products and services
    • Authors: Hsin-Chen Lin; Patrick F. Bruning; Hepsi Swarna
      Abstract: Publication date: Available online 23 February 2018
      Source:Business Horizons
      Author(s): Hsin-Chen Lin, Patrick F. Bruning, Hepsi Swarna
      Research and applied evidence suggest that online opinion leaders are important promoters of products and services. However, managers and firms need to choose which opinion leaders to work with and better understand how to collaborate with those leaders to promote different types of products and services. Online opinion leaders should be used to promote the experiential (hedonic) and functional (utilitarian) value of products and services over different online forums. In this article, we describe how online opinion leaders can serve appeal leadership functions, serve knowledge leadership functions, and take multiple roles (e.g., experts, celebrities, micro-celebrities, micro-influencers, early adopters, market mavens, enthusiasts). We then present a five-stage planning process designed to guide partnerships with online opinion leaders. Specific steps in the process include: planning (setting the objectives of the campaign and the role of online opinion leaders), recognition (identifying influential and relevant online opinion leaders), alignment (matching online opinion leaders and online forums with the products or services promoted), motivation (rewarding online opinion leaders in a way that aligns with their social role), and coordination (negotiating, monitoring, and supporting the influence of the online opinion leaders).

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.010
  • Understanding innovation
    • Authors: Kenneth B. Kahn
      Abstract: Publication date: Available online 23 February 2018
      Source:Business Horizons
      Author(s): Kenneth B. Kahn
      While innovation has become a pervasive term, many of today’s organizations still find innovation elusive. One reason may be that much of what is being said about innovation contributes to misunderstanding. To truly manifest innovation and reap its benefits, one must recognize that innovation is three different things: innovation is an outcome, innovation is a process, and innovation is a mindset. Innovation as an outcome emphasizes what output is sought, including product innovation, process innovation, marketing innovation, business model innovation, supply chain innovation, and organizational innovation. Innovation as a process attends to the way in which innovation should be organized so that outcomes can come to fruition; this includes an overall innovation process and a new product development process. Innovation as a mindset addresses the internalization of innovation by individual members of the organization where innovation is instilled and ingrained along with the creation of a supportive organizational culture that allows innovation to flourish. Such an understanding defines necessary elements, considerations, and vernacular surrounding the term so that better decisions can be made, thereby enabling innovation and having a greater propensity to succeed.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.011
  • Timeliness, transparency, and trust: A framework for managing online
           customer complaints
    • Authors: Jennifer L. Stevens; Brian I. Spaid; Michael Breazeale; Carol L. Esmark-Jones
      Abstract: Publication date: Available online 23 February 2018
      Source:Business Horizons
      Author(s): Jennifer L. Stevens, Brian I. Spaid, Michael Breazeale, Carol L. Esmark-Jones
      This article discusses several practical solutions for dealing with online customer complaints. Online complaints are inevitable; how a firm responds can make the difference. There are techniques that managers can use not only to minimize the detrimental impact of online complaints, but also to produce beneficial outcomes. Herein, we introduce our 3T framework, designed to help managers and support teams respond to online complaints in a thoughtful and measured way. We build on word-of-mouth research and several theories from marketing, service marketing, journalism, and business ethics. With so many reviews posted online every second, firms must employ best practices grounded in empirical research and solid conceptualization to deal with this important component of online customer service.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.007
  • “One of these days, things are going to change!” How do you make sense
           of market disruption'
    • Authors: Tore Strandvik; Maria Holmlund; Ilkka Lähteenmäki
      Abstract: Publication date: Available online 17 February 2018
      Source:Business Horizons
      Author(s): Tore Strandvik, Maria Holmlund, Ilkka Lähteenmäki
      The significance of mindsets is apparent in everyday business life. As today’s managers and companies face uncertainty and disruptive change in the business environment and markets, there is a growing need to understand and strategically address such change. This becomes challenging when disruptive market forces confront the institutional logic or rules of the game based on collectively acquired experience of doing business in the given field. In overcoming such challenges, managers’ hidden reasoning remains an untapped potential while their existing mindset influences what they attend to and what they decide to do. This article elaborates a diagnostic framework, accompanied by a tool to help managers make sense of disruptive markets and reflect individually and collectively on possible courses of action. The framework has two principal dimensions—strategic scope and focus—that are further divided into three business elements of strategic market-oriented management: offering, customer, and market. The tool offers a practical means of profiling individuals’ mindsets. In increasingly dynamic business environments, reflection capabilities represent a new source of competitive advantage.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.014
  • Building a human brand: Brand anthropomorphism unravelled
    • Authors: Sivan Portal; Russell Abratt; Michael Bendixen
      Abstract: Publication date: Available online 15 February 2018
      Source:Business Horizons
      Author(s): Sivan Portal, Russell Abratt, Michael Bendixen
      Brand anthropomorphism has been found to enhance the ability of consumers to recognize the inherent value of brands. However, there is limited knowledge among practitioners on how to build a brand with humanlike characteristics. After a literature review of brand anthropomorphism in general and the theory of warmth and competence in particular, we present the Human Brand Model of how to build a brand that is perceived to be human. There are four steps in this process; the first three indicate the brand inputs and the last indicates the results of those inputs. This model guides brand managers on how to make their brand more human. The use of this model should result in the organization having an excellent brand reputation; stronger, more meaningful relationships with its customers; and improved brand loyalty.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.003
  • A ‘glocalization’ approach to the internationalizing of crisis
    • Authors: Derek Lehmberg; Jeff Hicks
      Abstract: Publication date: Available online 14 February 2018
      Source:Business Horizons
      Author(s): Derek Lehmberg, Jeff Hicks
      This article focuses on the field of international crisis communication, whereby multinationals and their expatriate staff respond to crisis events in international and/or multicultural contexts. The field of international crisis communication is at or near a state of crisis due to lack of research and, more importantly, methods useful for practitioners. ‘Glocalization’—which is used successfully in fields as diverse as marketing, education, theology, and others as an effective and expedient way of leveraging global capabilities to meet local demands—is proposed as one method for addressing this need pragmatically. Using glocalization for the internationalizing of crisis communication benefits practitioners and researchers alike in a way that avoids imposing Western frameworks and interpretations onto non-Western crisis situations. We demonstrate the approach with a case study involving multinational McDonald’s Corporation and its foreign subsidiary, McDonald’s Japan.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.002
  • Aligning supply chain design for boosting resilience
    • Authors: María Jesús Sáenz; Elena Revilla; Beatriz Acero
      Abstract: Publication date: Available online 10 February 2018
      Source:Business Horizons
      Author(s): María Jesús Sáenz, Elena Revilla, Beatriz Acero
      Many researchers have analyzed the effect of disruptive events, such as natural disasters and economic and market forces, on global supply chains. However, there is a lack of consensus on delineating a universal collection of supply chain risk management practices that will help companies operate in a global market with large-scale disruptions. In this article, we present an analysis, in conjunction with a worldwide online survey, based on successful global brands and their supply chains. We propose a framework that deploys the dynamics of building supply chain resilience, first linking the design of the supply chain portfolio (local versus global scope, as well as strategic responsiveness versus cost reduction) with supply chain vulnerabilities (external versus internal). We describe the transition between different supply chain structures as a way of coping with disruptions and thus proactively developing resilience. In this article, we introduce both a supply chain risk management approach and the reactive-by-deployment mode, as illustrated by successful global company examples.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.009
  • A strategic approach to workforce analytics: Integrating science and
    • Authors: Derrick McIver; Mark L. Lengnick-Hall; Cynthia A. Lengnick-Hall
      Abstract: Publication date: Available online 4 February 2018
      Source:Business Horizons
      Author(s): Derrick McIver, Mark L. Lengnick-Hall, Cynthia A. Lengnick-Hall
      Workforce analytics is a major emerging trend in human resource management. Yet, despite the enthusiasm, there exists a misunderstanding of how organizations can successfully use workforce analytics to achieve important organizational outcomes. This article proposes ways to overcome this execution dilemma and achieve organizational success with workforce analytics through the integration of agile development with scientific research. We use a number of company examples to outline five key parts of an agile workforce analytics process: (1) prioritizing issues, (2) integrating deductive and inductive approaches, (3) preparing and validating data, (4) applying multiple methods in concert to support decisions, and (5) transforming insight into action to improve business outcomes.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.005
  • Unlocking competitiveness through scent names: A data-driven approach
    • Authors: Hua (Meg) Meng; César Zamudio; Robert D. Jewell
      Abstract: Publication date: Available online 3 February 2018
      Source:Business Horizons
      Author(s): Hua (Meg) Meng, César Zamudio, Robert D. Jewell
      Naming a product’s scent is a key decision. The same scent can be interpreted differently when different names are assigned to it. Thus, choosing the right scent name can increase competitiveness by successfully appealing to desired consumer segments. We propose that such decisions should be data driven (i.e., on the basis of competitors’ offerings and consumers’ preferences) and provide guidelines on how to assign scent names to products in home care and personal care product categories, focusing on capturing market segments. Based on a large web-based dataset of scented products across multiple brands and categories, this article is the first to construct a typology of scent names empirically: unscented, concrete, abstract, and proprietary. After examining firms’ assortments of scented products with different names across 12 categories and comparing them with consumers’ preferences concerning such assortments, we identify major gaps. Overall, consumers demand far more unscented products and products with abstract names than currently offered; however, preferences for products with proprietary names are mostly aligned. Strategic recommendations center on naming scented products to better align supply and demand in the scented product market and capture new market opportunities.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.004
  • Moving into the future, one step at a time
    • Authors: Dan
      Abstract: Publication date: Available online 2 February 2018
      Source:Business Horizons
      Author(s): Dan Li

      PubDate: 2018-02-26T03:42:31Z
  • The search for skills: Knowledge stars and innovation in the hiring
    • Authors: R.H. Hamilton; H. Kristl Davison
      Abstract: Publication date: Available online 1 February 2018
      Source:Business Horizons
      Author(s): R.H. Hamilton, H. Kristl Davison
      The effective utilization of knowledge has become an important part of how firms gain competitive advantage in the marketplace. However, the recruitment, search, and selection processes used to obtain workers who would develop and deploy that knowledge have not materially changed for many years, with human resources (HR) frequently automating legacy procedures. We believe that the hiring processes for exceptional knowledge workers, whom we call knowledge stars, must adapt to the current business environment. Using the framework of architectural innovation, we propose that HR’s recruitment of knowledge stars should begin before specific jobs are announced, should be done in partnership with line managers, and should be done in coordination with implementation of other workplace innovations such as the development of communities of practice and participative management. We conclude by discussing how changes in the search processes for knowledge stars fit in context with some other ongoing challenges for HR personnel.

      PubDate: 2018-02-26T03:42:31Z
      DOI: 10.1016/j.bushor.2018.01.006
  • Circle mapping your firm’s growth strategy
    • Authors: Vincent Bruni-Bossio; Norman Sheehan Chelsea Willness
      Abstract: Publication date: Available online 27 December 2017
      Source:Business Horizons
      Author(s): Vincent Bruni-Bossio, Norman T. Sheehan, Chelsea R. Willness
      This article offers an innovative graphical approach to facilitating an interactive discussion about identifying and assessing potential growth opportunities. Our approach, circle mapping, visually conceptualizes growth as occupying space, where market space is defined by a set of concentric circles. The circle presently occupied by the firm is defined by its current set of customers and the value proposition offered to them, while the outer concentric circles represent growth opportunities that are defined by new customers and value propositions. The process of circle mapping prompts leadership teams to formulate a growth strategy by visually mapping the value proposition for future customers in relation to the firm’s capacity to access the resources and capabilities needed to successfully occupy those spaces. The model allows leaders to conceptualize growth strategies, such as leveraging success in one circle to target consumers in another. It can also allow leaders to evaluate the rewards and risks associated with different growth opportunities, while the visual aspect of the model assists with overcoming some common challenges of applying strategy frameworks to develop new strategies. By having leaders visually depict and justify where and why they want to grow, circle mapping helps firms conceptualize a profitable future and then confidently move toward that space.

      PubDate: 2018-01-09T16:12:59Z
  • Reading the room: Leveraging popular business books to enhance
           organizational performance
    • Authors: Shane Reid; Jeremy Short David Ketchen
      Abstract: Publication date: Available online 26 December 2017
      Source:Business Horizons
      Author(s): Shane W. Reid, Jeremy C. Short, David J. Ketchen
      Managers need to think creatively about ways to improve organizational performance. We explore one such tool. Popular business books that offer unique takes on important topics can serve as an effective tool to engage workers and lead them to new understandings. In particular, we discuss the key insights for organizations offered by ten classic and popular bestselling business books. Each one offers enduring lessons of value for employees interested in helping their organizations become more successful.

      PubDate: 2018-01-09T16:12:59Z
  • Integrating consumers’ motives with suppliers’ solutions to combat
           Shanzhai: A phenomenon beyond counterfeit
    • Authors: Yao Qin; Linda Hui Shi Lei Song Barbara Kang (Frank)
      Abstract: Publication date: Available online 26 December 2017
      Source:Business Horizons
      Author(s): Yao Qin, Linda Hui Shi, Lei Song, Barbara Stöttinger, Kang (Frank) Tan
      Imitation goods are widely spread throughout the global business world. Shanzhai imitation ( ) represents a type of imitation that mimics the original brand through surface or functional similarities but often provides enhanced or innovative features adapted to local market needs. Although both practitioners and academics have studied and provided solutions to combat counterfeits, solutions for original brand manufacturers to address threats from Shanzhai products are lacking. In this article, we first differentiate Shanzhai products from counterfeits. Using a mixed-method approach that combines interviews and laboratory experiment results, we then identify social, individual, functional, and financial (SIFF) factors as driving forces behind consumers’ purchasing of Shanzhai products. Shanzhai buyers place more weight on functional value and price/quality ratio than do counterfeit buyers, who in turn favor social value and materialism more than Shanzhai buyers. Finally, we provide several recommendations to original manufacturers from both the demand and supply sides.

      PubDate: 2018-01-09T16:12:59Z
  • The third wave: An interview with Steve Case, founder & former CEO
    • Authors: Donald F. Kuratko
      Pages: 7 - 12
      Abstract: Publication date: January–February 2018
      Source:Business Horizons, Volume 61, Issue 1
      Author(s): Donald F. Kuratko

      PubDate: 2017-12-26T15:23:31Z
      DOI: 10.1016/j.bushor.2017.06.003
  • The hidden problem of Facebook and social media at work: What if employees
           start searching for other jobs'
    • Authors: Lorenzo Bizzi
      Pages: 23 - 33
      Abstract: Publication date: January–February 2018
      Source:Business Horizons, Volume 61, Issue 1
      Author(s): Lorenzo Bizzi
      Companies are increasingly encouraging employees to use Facebook and other social media to interact with coworkers in order to empower collaboration and knowledge sharing. Yet, there is a hidden problem that has been neglected by managers. The more employees interact with coworkers through social media to facilitate their work in the organization, the more likely they are to learn about and become interested in other companies via social media, form new work connections outside the organization, and engage in job search behaviors. The use of social media to facilitate work and benefit organizations could paradoxically risk fostering withdrawal intentions and turnover, which damage organizations. This article provides evidence of this paradox from an empirical study. After having identified the problem, the article proposes both the solutions to avoid and the solutions to adopt, illustrating best practices from successful companies, comparing their benefits and costs, and indicating the situations in which each solution is best implemented. To conclude, I offer 10 recommendations to turn the problem into an opportunity and use social media as an innovative recruitment tool.

      PubDate: 2017-12-26T15:23:31Z
      DOI: 10.1016/j.bushor.2017.09.002
  • Inside front cover - ed board
    • Abstract: Publication date: January–February 2018
      Source:Business Horizons, Volume 61, Issue 1

      PubDate: 2017-12-26T15:23:31Z
  • Code of Publshing Ethics
    • Abstract: Publication date: January–February 2018
      Source:Business Horizons, Volume 61, Issue 1

      PubDate: 2017-12-26T15:23:31Z
  • With great honor comes great responsibility
    • Authors: Dan
      Abstract: Publication date: January–February 2018
      Source:Business Horizons, Volume 61, Issue 1
      Author(s): Dan Li

      PubDate: 2017-12-26T15:23:31Z
  • Crowdfunding for the development of smart cities
    • Authors: Stella Carè; Annarita Trotta; Rosella Carè; Alessandro Rizzello
      Abstract: Publication date: Available online 23 December 2017
      Source:Business Horizons
      Author(s): Stella Carè, Annarita Trotta, Rosella Carè, Alessandro Rizzello
      In recent years, many cities have experienced new forms of collaboration that have an impact on citizens and entrepreneurs. The integration of this field of study with civic crowdfunding can influence economic growth and community building, which may be beneficial for both policymakers and practitioners alike. Civic crowdfunding is a financial model through which citizens, in collaboration with government and local authorities, fund projects to provide a community service. The development of smart cities is related to civic engagement, empowerment, and participation intended to be part of crowdsourcing or entrepreneurial activities. In this sense, cities play a vital role as drivers of (open) innovation and entrepreneurship. Based on these considerations, this study proposes an explorative and qualitative approach to investigate the civic crowdfunding phenomenon and its ability to promote community development. Our exploratory analysis of six projects highlights the challenges and opportunities of civic crowdfunding for the creation, development, and improvement of more inclusive cities.

      PubDate: 2017-12-26T15:23:31Z
      DOI: 10.1016/j.bushor.2017.12.001
  • Managing future uncertainty: Reevaluating the role of scenario planning
    • Authors: John Oliver; Emma Parrett
      Abstract: Publication date: Available online 23 December 2017
      Source:Business Horizons
      Author(s): John J. Oliver, Emma Parrett
      The business environment for many firms is changing rapidly and is becoming increasingly uncertain due to the disruption caused by new digital technologies, deregulation, new business models, and the threat of new competitive entrants. This dynamic competitive environment increases the level of uncertainty for senior executives and strategic planning teams who bear responsibility for the strategic development of the firm, particularly in terms of the future direction, scope, and the strategy required to deliver on corporate objectives. This in turn, places increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics that inform strategy formulation. This article presents empirical findings and reflections on a scenario-planning project that sought to develop a long-term corporate level strategy. While scenario planning is an established constituent of the strategist’s toolbox, the increasing level of dynamism and uncertainty in many markets has meant that it has seen a resurgence. This article presents empirical findings on how the scenario-planning tool was selected and applied before reflecting on the individual and organizational outcomes of using scenario planning to develop an organizational strategy in uncertain market conditions.

      PubDate: 2017-12-26T15:23:31Z
  • Transformational change and leader character
    • Authors: Gerard Seijts; Jeffrey Gandz
      Abstract: Publication date: Available online 16 December 2017
      Source:Business Horizons
      Author(s): Gerard H. Seijts, Jeffrey Gandz
      Leader character is foundational to good leadership. We define character as an amalgam of virtues, values, and personality traits that influence how leaders behave in various contexts. Our research identified 11 dimensions of leader character and 60-plus character elements that are illustrative of those dimensions. We integrate two frameworks: John Kotter’s eight-step model of leading change and our framework of leader character dimensions and associated elements. Specifically, the objective of this article is to illustrate which dimensions of leader character come into play at various points in the organizational change process and how their presence or absence affects the outcomes of the change process. Beyond that, we draw inferences about how organizations might develop character among all leaders but especially those younger, less experienced leaders who will become tomorrow’s leaders of change projects.

      PubDate: 2017-12-26T15:23:31Z
  • Correcting analytics maturity myopia
    • Authors: Abdul Ali; Ruben Mancha Dessislava Pachamanova
      Abstract: Publication date: Available online 16 December 2017
      Source:Business Horizons
      Author(s): Abdul Ali, Ruben Mancha, Dessislava Pachamanova
      Companies face increasing pressure to compete in the practice of analytics and strive for analytics maturity to sustain their competitive advantage. A single-minded, narrow focus on gaining analytics maturity, however, leads to analytics maturity myopia. Based on our studies of analytical capabilities and numerous conversations with executives and managers, we offer a scorecard for organizations to identify the presence of analytics maturity myopia and propose a framework for organizations to correct this issue. The proposed framework partially explains the mixed and conflicting results regarding the relationship between analytics maturity and business value found in the literature. Specifically, we recommend that companies focus on three factors that are critical to realizing value from analytics initiatives: (1) a balanced view of value to different stakeholders, (2) a continuous expansion of the business ecosystem beyond current stakeholders to identify and pursue new opportunities, and (3) use of an emergent strategy to take advantage of unexpected opportunities and develop organizational agility.

      PubDate: 2017-12-26T15:23:31Z
  • Evidence-based recommendations for employee performance monitoring
    • Authors: David Tomczak; Lauren Lanzo Herman Aguinis
      Abstract: Publication date: Available online 16 December 2017
      Source:Business Horizons
      Author(s): David L. Tomczak, Lauren A. Lanzo, Herman Aguinis
      From security cameras to GPS tracking systems, nearly 80% of organizations use some type of electronic performance monitoring (EPM). EPM uses technology to gather, store, analyze, and report employee behavior (e.g., productivity, use of company time, incivility). The objective, real-time data that EPM systems collect can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, and more. Despite the organizational benefits of EPM, these systems can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior. Research provides evidence, however, that these downfalls can be mitigated by implementing these systems with employee attitudes and privacy perceptions in mind. Using theory and empirical research evidence, we offer five recommendations for maximizing the positive effects and minimizing the negative effects of EPM: (1) Be transparent with employees about EPM use, (2) be aware of all potential employee reactions to being monitored, (3) use EPM for learning and development rather than deterrence, (4) restrict EPM to only work-related behaviors, and (5) consider organizational makeup when implementing an EPM system.

      PubDate: 2017-12-26T15:23:31Z
  • Assessing the maturity of crowdventuring for corporate entrepreneurship
    • Authors: Gianluca Elia; Alessandro Margherita
      Abstract: Publication date: Available online 16 December 2017
      Source:Business Horizons
      Author(s): Gianluca Elia, Alessandro Margherita
      Corporate entrepreneurship is a process of strategic renewal and development of an existing business through the creation of new products, services, and activities, as well as new competitive postures and independent ventures. The performance of this process, which leverages the creativity and the initiative spirit of employees and managers, is thus relying on the capacity of the organization to create favorable conditions for the emergence of such latent entrepreneurial potential. The development of participatory innovation models and collective intelligence offer new insights for conducting research on factors enabling corporate entrepreneurship. In particular, the internal company ‘crowd’ can be investigated with the purpose to study the conditions under which the corporate entrepreneurship process can be successfully nurtured and conducted. In such view, this article moves from an extended review of corporate entrepreneurship and organizational innovation literature to define the concept of crowdventuring and to present an assessment tool aimed to evaluate the maturity of the crowdventuring process within an organization. The tool, which captures both individual and organization-related factors, is also used for an illustrative application into a multinational IT company. Some implications are also drawn at theory and practitioner levels.

      PubDate: 2017-12-26T15:23:31Z
  • Triadic relationships in healthcare
    • Authors: Asuman Atilla; Michelle Steward Zhaohui Janet Hartley
      Abstract: Publication date: Available online 6 December 2017
      Source:Business Horizons
      Author(s): E. Asuman Atilla, Michelle Steward, Zhaohui Wu, Janet L. Hartley
      One of the most important goals in healthcare today is reducing costs while maintaining high-quality care. This article focuses on a triadic relationship that is responsible for a significant amount of nonlabor spending in hospitals: physician preference items. The triadic relationship among salespeople, physicians, and hospitals’ supply managers has a direct influence on costs. Regarding some key purchases, the physician-salesperson relationship is closer than the physician-supply manager relationship—even though the latter two entities work for and within the same company and strive for the same mission. This reality creates a type of conflict that is perplexing to solve and costly to ignore. To better understand the sources of friction and opportunities for collaboration in this triad, personnel across hospitals, suppliers, and healthcare consortiums were interviewed. Herein, we introduce strategies to help resolve the conflict. It is essential that hospital supply managers continually negotiate for best solutions that consider both long-run costs and quality of patient care. Yet, salesperson motivations and close salesperson-physician relationships place barriers that prevent negotiations more common to other areas of spending. The strategies offered in this article highlight ways to mute negative and amplify positive effects of the physician-salesperson relationship.

      PubDate: 2017-12-13T10:32:07Z
  • Social media analytics for enterprises: Typology, methods, and processes
    • Authors: Lee
      Abstract: Publication date: Available online 23 November 2017
      Source:Business Horizons
      Author(s): In Lee
      This article provides an overview of social media analytics for managers that seek to utilize the practice for social media intelligence. Currently, managers are challenged to analyze an abundance of social media data but lack a framework within which to do so. Toward this end, this article presents a simple typology of social media analytics for enterprises. It also discusses various analytics methods for social media data. Then, this article discusses management processes of social media analytics for enterprises. An illustration of social media analytics is provided with real-world consumer review data. Finally, four challenges are discussed.

      PubDate: 2017-12-13T10:32:07Z
  • News worth celebrating…and how we achieved it
    • Authors: Dan
      Abstract: Publication date: Available online 23 November 2017
      Source:Business Horizons
      Author(s): Dan Li

      PubDate: 2017-12-13T10:32:07Z
  • Microfinance ecosystem: How connectors, interactors, and
           institutionalizers co-create value
    • Authors: Kelly Armstrong; Mujtaba Ahsan Chamu Sundaramurthy
      Abstract: Publication date: Available online 20 November 2017
      Source:Business Horizons
      Author(s): Kelly Armstrong, Mujtaba Ahsan, Chamu Sundaramurthy
      Since the mid-1990s, the number of microfinance institutions (MFIs) has grown tremendously, with more than 10,000 worldwide varying in size and approach. Despite this growth, however, the value of MFIs has been hotly debated. Managers and founders of MFIs have also faced the challenge of balancing social and financial objectives and understanding effective ways of evaluating their organization’s effectiveness. In this article, we closely examine the operations of three distinct types of MFIs and offer a framework of how they collectively create value, with each playing a unique role in a symbiotic relationship: Namaste, an interactor; Kiva, a connector; and Accion, an institutionalizer. Interactors build relationships with clients and facilitate the flow of information to connectors and institutionalizers that disseminate this data to capital markets, build confidence, and fuel capital flow into the MF industry. Institutionalizers disseminate innovation and best practices. Thus, it is critical that each MFI recognizes its symbiotic role and evaluates itself accordingly instead of spreading itself across roles.

      PubDate: 2017-12-13T10:32:07Z
  • Consumer social voice in the age of social media: Segmentation profiles
           and relationship marketing strategies
    • Authors: Joanna Phillips; Melancon Vassilis Dalakas
      Abstract: Publication date: Available online 6 November 2017
      Source:Business Horizons
      Author(s): Joanna Phillips Melancon, Vassilis Dalakas
      Service failures, once handled quietly by customer service departments, are now played out on a highly public social media stage. These failures can result in not only the loss of a loyal consumer but also can negatively affect relationships with those watching the dialogue between disgruntled customers and organizations. The phenomenon of seeking resolution to service failures online is distinct from both traditional word-of-mouth and voice behaviors. This article introduces social voice: public complaining behavior that aims to change the behavior of the organization. A qualitative methodology defines eight dimensions of social voice and categorizes them by the strength of the relationship to the organization. Results indicate that appropriate response strategies differ based on social voice segment.

      PubDate: 2017-11-09T02:37:31Z
  • The role of a municipality’s financial health in a firm’s
           siting decision
    • Authors: Emanuele Padovani; David Young Eric Scorsone
      Abstract: Publication date: Available online 4 November 2017
      Source:Business Horizons
      Author(s): Emanuele Padovani, David W. Young, Eric Scorsone
      When deciding where to locate a new facility, a firm needs to consider the financial health of the municipality where its activities will take place. Unless it sites its facility in a financially viable community, a firm is putting a substantial investment at risk. Despite the importance of this issue, many firms pay insufficient attention to a municipality’s financial condition. Instead, they focus on matters such as the tax rate, the quality of the school system, or the absence of regulatory constraints. All of these features are important, but unless a municipality is financially healthy, they can evaporate before a company has attained its expected return on investment. There are 5 financial statements and 10 financial ratios that can be used to create a financial health template, which can help a firm to assess a municipality’s financial strength, or its counterpart financial weakness. The template goes beyond the debt-repayment focus of credit rating agencies to matters such as financial autonomy, cash flows, and borrowing capacity. We use data from three cities—Barcelona, Dublin, and Detroit (pre- and post-bankruptcy)—to demonstrate the template’s ability to facilitate comparisons among cities that are in different countries and that use different accounting systems.

      PubDate: 2017-11-09T02:37:31Z
  • Inside front cover - ed board
    • Abstract: Publication date: November–December 2017
      Source:Business Horizons, Volume 60, Issue 6

      PubDate: 2017-11-01T08:40:26Z
  • Three chronological steps toward encouraging intrapreneurship: Lessons
           from the Wehkamp case
    • Authors: Jana Deprez; Hannes Leroy Martin Euwema
      Abstract: Publication date: Available online 20 October 2017
      Source:Business Horizons
      Author(s): Jana Deprez, Hannes Leroy, Martin Euwema
      In today’s turbulent business environment, innovation and organizational renewal are key. Employees are encouraged to act as intrapreneurs (entrepreneurs within their employing unit or organization) and instigate change from the bottom up. However, accomplishing this company wide is highly challenging. In this article, we examine the case of Wehkamp, a Dutch e-tailer that overcame these challenges and succeeded in creating a flourishing climate for intrapreneurship. We describe the three-step chronological process for intensive change wherein the initiatives of some intrapreneurs can produce widely held organizational value for intrapreneurship. Key to this change process are three insights: (1) Team leaders can feed the incremental and radical initiative of the few; (2) top management can give meaning and guard fairness to stimulate overall intrapreneurship; and (3) corporate entrepreneurship can be used to continuously revive widespread intrapreneurship. Organizations seeking to encourage intrapreneurship from their employees can benefit from these guidelines.

      PubDate: 2017-11-01T08:40:26Z
  • Innovation sourcing excellence: Three purchasing capabilities for success
    • Authors: Legenvre Jury; Gualandris
      Abstract: Publication date: Available online 19 October 2017
      Source:Business Horizons
      Author(s): Hervé Legenvre, Jury Gualandris
      Innovation sourcing has become more critical across many industries. As global value chains have become more fragmented, change and opportunity comes from all sides. As a result, companies need to excel at capturing innovation opportunities with existing and potential supply chain members. This article describes a simple framework with three essential innovation sourcing capabilities needed to excel in purchasing: (1) Purchasing needs to explore unmet needs and anticipate future competitive advantages by working closely with other functions and clients; (2) it needs to explore external opportunities beyond first-tier suppliers; and (3) it needs to involve suppliers in innovation projects that consistently deliver results over time. Our framework has been developed based on a combined qualitative and quantitative research methodology that took into account practices and results at the purchasing and company levels. The framework will help C-level managers and purchasing teams benchmark their progress in innovation sourcing and understand what steps need to be taken to achieve excellence.

      PubDate: 2017-11-01T08:40:26Z
  • Why are your reward strategies not working' The role of shareholder
           value, country context, and employee voice
    • Authors: Andreas Kornelakis
      Abstract: Publication date: Available online 19 October 2017
      Source:Business Horizons
      Author(s): Andreas Kornelakis
      This article suggests that when reward strategies fail, it is because they are frequently subsumed to a meaningless search for a best practice that delivers shareholder value that could be applied uniformly across countries, sectors, or workplace contexts. For instance, executive compensation schemes incorporating stock options are focused too much on delivering value for shareholders, and ignore other important stakeholders such as employees. Flexible benefits schemes tend to be designed and implemented top-down, without employee involvement or customizing them to meet their needs. I argue that reward practices should move away from shareholder-value reward to stakeholder reward, making full use of employee voice mechanisms as a key ingredient of workplace innovation. I consider the case of shared capitalism practices and outline the benefits of broad-based employee ownership schemes. This article concludes by offering prescriptive advice for the application of such schemes to enhance productivity and boost employee satisfaction.

      PubDate: 2017-11-01T08:40:26Z
  • Play fair! Innovating internal self-regulation in the market for profit
    • Authors: Derek Stimel; Leslie Sekerka
      Abstract: Publication date: Available online 19 October 2017
      Source:Business Horizons
      Author(s): Derek Stimel, Leslie E. Sekerka
      Regulation imposes compliance demands on business, but these controls by no means ensure that corporations will act ethically. Externally imposed controls by government or industry are prompts intended to move organizations to engage in a moral minimum. Such efforts are typically reactionary corrective measures, often crafted and applied after an ethical scandal occurs, and thereby offer limited effectiveness in providing systemic change. To provide insight on internally driven controls, this article examines how a newer form of monetized self-regulation, referred to as inverted moral markets, might be leveraged to motivate corporate ethical behavior. Inverted moral market (IMM) operations target firms suspected of unethical action, providing a type of market whistleblowing. Such activities are monetized through the sale of information to investors and by short selling. Rather than a desire to build moral strength, IMM firms are motivated by self-interest and profit. They can potentially ‘do good’ by imposing self-correction within the market, but without virtuous intent. We explore IMMs and the varied impacts their activities may have on the functioning of the overall market. We argue that a more balanced approach between internal and external regulation may enhance the environment for moral balance in a capitalist market system.

      PubDate: 2017-11-01T08:40:26Z
  • Keep it, shave it, cut it: A closer look into consumers’ video
           viewing behavior
    • Authors: Morana Edward; Malthouse Vijay Viswanathan
      Abstract: Publication date: Available online 18 October 2017
      Source:Business Horizons
      Author(s): Morana Fudurić, Edward C. Malthouse, Vijay Viswanathan
      The convergence of communications, information, entertainment, commerce, and computing—combined with a rising number of new services—has caused changes in the way people access and consume media. In recent months, the phenomenon of viewing audiences shifting wholly or partially from cable TV providers to over-the-top (OTT) media, also known as cord cutting or cord shaving respectively, has gained much attention. Despite anecdotal evidence of cord cutting and cord shaving presented in the trade press and industry conferences, there has been little rigorous examination of the true effect that cord cutting or cord shaving may have on TV networks and the media industry at large. In this article, we use behavioral data from a leading cable operator in the U.S. to identify and describe the key viewer segments. We also conduct simulations to examine the effects and implications of cord cutting and cord shaving from a customer lifetime value perspective for content providers, content distributors, and advertisers.

      PubDate: 2017-11-01T08:40:26Z
  • How data analytics is transforming agriculture
    • Authors: Xuan Pham; Martin Stack
      Abstract: Publication date: Available online 18 October 2017
      Source:Business Horizons
      Author(s): Xuan Pham, Martin Stack
      Two discussions about the interaction between data analytics and competitive analysis have been taking place in the past decade: one focusing on micro-level firm capabilities and the other on macro-level industry competitiveness. We seek to integrate the micro- and macro-level analyses via the lenses of firms in agricultural input markets. Agriculture is undergoing a tremendous transformation in the collection and use of data to inform smarter farming decisions. Precision agriculture has brought a heightened degree of competition for input supply firms, forcing greater interactions among friends and foes.

      PubDate: 2017-11-01T08:40:26Z
  • The benefits and implementation of performance transparency: The why and
           how of letting your customers ‘see through’ your business
    • Authors: Omar Merlo; Andreas Eisingerich Seigyoung Auh Jaka Levstek
      Abstract: Publication date: Available online 12 October 2017
      Source:Business Horizons
      Author(s): Omar Merlo, Andreas Eisingerich, Seigyoung Auh, Jaka Levstek
      While some organizations swear by the benefits of transparency and are eager to learn and implement transparency practices, many managers are still reluctant or even afraid to use them. Our research reveals that only a few innovative companies have taken steps to leverage a potentially useful form of transparency: the provision of accessible and objective information to customers (e.g., sharing unbiased benchmark data, publishing unfiltered customer comments, or providing candid product reviews that may praise but also criticize the company’s products). Our study also shows that many companies remain wary and view greater calls for transparency as a challenge to be managed rather than an opportunity to be traded upon. This is partly due to limited research into the performance benefits of giving customers access to objective information, and lack of practical guidelines on how to actually implement it. This article addresses these shortcomings. First, we investigate whether performance transparency leads to customer outcomes that can be profitable for an organization and, second, we analyze the characteristics of successful transparency initiatives in a wide range of industries. Our research shows that customers exhibit more trust and are willing to pay a premium to deal with transparent businesses. Also, it uncovers seven effective strategies to leverage transparency. This article provides convincing empirical evidence for the benefits of performance transparency and the ways in which management may implement it successfully.

      PubDate: 2017-10-14T14:19:29Z
  • Revisiting the construction of the Empire State Building: Have we
           forgotten something'
    • Authors: Mattias Jacobsson; Timothy Wilson
      Abstract: Publication date: Available online 12 October 2017
      Source:Business Horizons
      Author(s): Mattias Jacobsson, Timothy L. Wilson
      What’s past is prologue. Or is it' The construction of the Empire State Building (ESB) was not only the fastest erection of a skyscraper ever, but the construction company that took on the job allegedly began with no equipment or supplies that would be adequate for the job. The project was completed ahead of schedule and under budget; instead of 1year and 6 months as anticipated, it only took 1year and 45 days. The costs totaled $24.7 million instead of the estimated $43 million. So, we ask, how was this possible and is there something we could learn' Based on a review of existing literature describing the history and construction of the ESB, we outline strategic, operational, and contextual explanations for what appears to be a truly successful megaproject. We illustrate how, for example, inspiration from Henry Ford’s assembly line technique, the uniqueness of the logistics during the construction period, the economic decline of the Depression, and early ideas of concurrent engineering and fast-track construction enabled the success. Our conclusion is that there are lessons to be learned in going back to basics when tackling a megaproject.

      PubDate: 2017-10-14T14:19:29Z
  • An eco-systemic framework for business sustainability
    • Authors: Jiazhe Sun; Shunan Kaizhong Yang
      Abstract: Publication date: Available online 10 October 2017
      Source:Business Horizons
      Author(s): Jiazhe Sun, Shunan Wu, Kaizhong Yang
      This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.

      PubDate: 2017-10-14T14:19:29Z
  • Guilty by association: The risk of crisis contagion
    • Authors: Daniel Laufer; Yijing Wang
      Abstract: Publication date: Available online 10 October 2017
      Source:Business Horizons
      Author(s): Daniel Laufer, Yijing Wang
      Crisis contagion, or how a crisis spreads from one company to another, has received very little attention from researchers. This is surprising as the negative consequences of crisis contagion can be significant when customers make assumptions of guilt by association. This article focuses on this important issue and describes four risk factors—country of origin, industry, organizational type, and positioning strategy—that increase the likelihood of crisis contagion. Valuable guidance is also provided on whether a company should issue a denial or remain silent if it faces the risk of crisis contagion.

      PubDate: 2017-10-14T14:19:29Z
  • Reconstituting lean in healthcare: From waste elimination toward
           ‘queue-less’ patient-focused care
    • Authors: Richard Schonberger
      Abstract: Publication date: Available online 9 October 2017
      Source:Business Horizons
      Author(s): Richard J. Schonberger
      With ultra-short sightlines to its patient-customers, healthcare should pursue lean in its own way rather than follow the often wayward lean practices of manufacturing, a sector in which few people ever see real customers. Because of the distance in manufacturing from end customers, this sector’s lean practices usually focus inward on operational efficiency through waste elimination. The nature of healthcare—with customers up close and immediate—calls for elevating its lean efforts toward customer-focused lean effectiveness: flexibly quick response along the multiple flow paths leading to and involving patients. This article illustrates that approach to lean by drawing from a case study in which widely scattered heart attack patients were transported to a central treatment hospital in a system-wide, highly coordinated program of quick response. This article shows that the keys to success—including high rates of saving lives and lean healthcare in general—boil down to just five lean methodologies, each focused on quick response. Lean healthcare, when practiced in this way, becomes deserving of status as a fixture in strategic management of the enterprise.

      PubDate: 2017-10-10T14:03:57Z
  • Fintech: Ecosystem, business models, investment decisions, and challenges
    • Authors: Lee Yong; Jae Shin
      Abstract: Publication date: Available online 9 October 2017
      Source:Business Horizons
      Author(s): In Lee, Yong Jae Shin
      Fintech brings about a new paradigm in which information technology is driving innovation in the financial industry. Fintech is touted as a game changing, disruptive innovation capable of shaking up traditional financial markets. This article introduces a historical view of fintech and discusses the ecosystem of the fintech sector. We then discuss various fintech business models and investment types. This article illustrates the use of real options for fintech investment decisions. Finally, technical and managerial challenges for both fintech startups and traditional financial institutions are discussed.

      PubDate: 2017-10-10T14:03:57Z
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
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