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  Subjects -> BUSINESS AND ECONOMICS (Total: 3107 journals)
    - ACCOUNTING (88 journals)
    - BANKING AND FINANCE (264 journals)
    - BUSINESS AND ECONOMICS (1150 journals)
    - CONSUMER EDUCATION AND PROTECTION (24 journals)
    - COOPERATIVES (4 journals)
    - ECONOMIC SCIENCES: GENERAL (166 journals)
    - ECONOMIC SYSTEMS, THEORIES AND HISTORY (179 journals)
    - FASHION AND CONSUMER TRENDS (13 journals)
    - HUMAN RESOURCES (93 journals)
    - INSURANCE (23 journals)
    - INTERNATIONAL COMMERCE (126 journals)
    - INTERNATIONAL DEVELOPMENT AND AID (83 journals)
    - INVESTMENTS (27 journals)
    - LABOR AND INDUSTRIAL RELATIONS (43 journals)
    - MACROECONOMICS (15 journals)
    - MANAGEMENT (523 journals)
    - MARKETING AND PURCHASING (88 journals)
    - MICROECONOMICS (24 journals)
    - PRODUCTION OF GOODS AND SERVICES (138 journals)
    - PUBLIC FINANCE, TAXATION (34 journals)
    - TRADE AND INDUSTRIAL DIRECTORIES (2 journals)

BUSINESS AND ECONOMICS (1150 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: 23)
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   (Followers: 1)
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: 60)
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: 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: 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: 153)
American Journal of Business     Hybrid Journal   (Followers: 15)
American Journal of Business and Management     Open Access   (Followers: 52)
American Journal of Business Education     Open Access   (Followers: 10)
American Journal of Economics and Business Administration     Open Access   (Followers: 25)
American Journal of Economics and Sociology     Hybrid Journal   (Followers: 27)
American Journal of Evaluation     Hybrid Journal   (Followers: 13)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 19)
American Journal of Health Economics     Full-text available via subscription   (Followers: 11)
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: 25)
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: 28)
Annals of Operations Research     Hybrid Journal   (Followers: 8)
Annual Review of Economics     Full-text available via subscription   (Followers: 30)
Applied Developmental Science     Hybrid Journal   (Followers: 3)
Applied Economics     Hybrid Journal   (Followers: 46)
Applied Economics Letters     Hybrid Journal   (Followers: 29)
Applied Economics Quarterly     Full-text available via subscription   (Followers: 10)
Applied Financial Economics     Hybrid Journal   (Followers: 23)
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: 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: 317)
Asia Pacific Viewpoint     Hybrid Journal  
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: 13)
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: 4)
Asian Journal of Business Ethics     Hybrid Journal   (Followers: 7)
Asian Journal of Social Sciences and Management Studies     Open Access   (Followers: 7)
Asian Journal of Sustainability and Social Responsibility     Open Access  
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: 15)
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: 25)
Australian Economic Review     Hybrid Journal   (Followers: 6)
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: 1)
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: 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: 33)
Brookings Papers on Economic Activity     Open Access   (Followers: 48)
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: 17)
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: 12)
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: 41)
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: 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: 58)
Cambridge Journal of Regions, Economy and Society     Hybrid Journal   (Followers: 11)
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: 27)
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 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: 16)
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: 11)
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: 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: 2)
COEPTUM     Open Access  
Community Development Journal     Hybrid Journal   (Followers: 24)
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: 16)
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: 6)
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: 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: 24)

        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  [3043 journals]
  • Organizational culture and leadership style: The missing combination for
           selecting the right leader for effective crisis management
    • Authors: Melissa R. Bowers; J. Reggie Hall; Mandyam M. Srinivasan
      Pages: 551 - 563
      Abstract: Publication date: Available online 13 May 2017
      Source:Business Horizons
      Author(s): Melissa R. Bowers, J. Reggie Hall, Mandyam M. Srinivasan
      Most organizations faced with a crisis will rely on the leader in place at that time to lead them out of the crisis, often with disastrous results. When the crisis gets out of hand, these organizations realize belatedly that the current leader does not necessarily possess the leadership style required to manage the crisis effectively. We present three crisis response leadership principles (CRLP) to help organizations successfully prepare for and manage a crisis. To accompany the CRLP, we provide the crisis response leadership matrix (CRLM), a prescriptive guide to help an organization improve its initial response and enhance the effectiveness of its crisis management efforts. Combining the element of organizational culture with individual leadership styles, the CRLM offers a standard methodology that allows organizations to match a given crisis with the best possible crisis response leader. We present a real-world case study that describes a successful implementation of the approach: the U.S. Air Force Taiwan-4 crisis. Organizations adopting this methodology can confidently choose the right person to lead a swift, effective response to a crisis.

      PubDate: 2017-05-15T20:01:41Z
      DOI: 10.1016/j.bushor.2017.04.001
      Issue No: Vol. 60, No. 4 (2017)
       
  • The generative potential of emerging technology to support startups and
           new ecosystems
    • Authors: Boyd Cohen; José Ernesto Amorós; Lawrence Lundy
      Abstract: Publication date: Available online 21 July 2017
      Source:Business Horizons
      Author(s): Boyd Cohen, José Ernesto Amorós, Lawrence Lundy


      PubDate: 2017-07-27T17:42:10Z
      DOI: 10.1016/j.bushor.2017.06.004
       
  • How to date your clients in the 21st century: Challenges in managing
           customer relationships in today's world
    • Authors: Michael Haenlein
      Abstract: Publication date: Available online 13 July 2017
      Source:Business Horizons
      Author(s): Michael Haenlein
      Since its first entry into the literature discussion in the 1980s, customer relationship management (CRM) has found its way into nearly every company. Concepts like personalization, loyalty programs, and customer valuation are used regularly to interact with and prioritize customers. Unsurprisingly, this more widespread use has changed our understanding of CRM substantially and as a consequence, the field has seen a remarkable transformation in the past 3 decades. Yet, the CRM strategies implemented by many firms today are frequently still fundamentally based on an understanding of CRM from the early days. The purpose of this article is to outline the origins of CRM and to present the main wisdoms that firms believed to be true about customers 3 decades ago. I then discuss the key insights that academics and managers have obtained in recent years that increasingly challenge those wisdoms. The article ends with an outlook of CRM in years to come and presents some of the major challenges practitioners and researchers will have to deal with in the near future.

      PubDate: 2017-07-21T05:24:22Z
      DOI: 10.1016/j.bushor.2017.06.002
       
  • Why do good employees stay in bad organizations'
    • Authors: Aaron A. Buchko; Caleb Buscher; Kathleen J. Buchko
      Abstract: Publication date: Available online 6 July 2017
      Source:Business Horizons
      Author(s): Aaron A. Buchko, Caleb Buscher, Kathleen J. Buchko
      Family and work are two of society's most important institutions. It is understandable, then, that some similarities would exist between the two. One unfortunate aspect of such relationships is that families and organizations may be abusive to members. When this occurs in familial relationships, research has identified dynamics that keep people in the abusive situation. We consider here how those same dynamics can occur in abusive organizations to identify factors that keep employees in unhealthy work environments. We then examine intervention techniques and concepts that can be used to enable people to recognize an abusive organization, the long-term damage such organizations can inflict on employees, and ways to assist individuals in exiting an abusive organization setting. Our intention is to create awareness of the harm that can be caused by abusive organizations and provide a framework that will enable people caught in a pattern of organizational abuse to understand their choices and behaviors.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.06.001
       
  • From startup to scalable enterprise: Laying the foundation
    • Authors: Joseph C. Picken
      Abstract: Publication date: Available online 5 July 2017
      Source:Business Horizons
      Author(s): Joseph C. Picken
      The essential steps in the transition from a nascent startup to an organization capable of sustained and profitable growth are not readily apparent to many early stage entrepreneurs. The life cycle of an entrepreneurial venture consists of four stages (startup, transition, scaling, and exit), each defined by the principal challenges faced by the founding team. The popular lean startup methodology emphasizes a disciplined process of exploration, validation, and refinement of the business concept as the essential first step in the process. Although it is undeniably important to get the business concept right in the beginning, there is a period of transition during which the founding team must establish a solid foundation for growth and scaling that may ultimately have a greater influence on venture success. To date, limited research has focused on transition and the field has offered little normative guidance. Entrepreneurs have largely been on their own as they struggle, through trial and error, to lay the foundation and build a scalable business. This article describes the essential tasks to be undertaken—the eight hurdles of transition—and provides normative guidance, solidly based on experience, regarding the actions required to establish the foundation for a scalable business.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.002
       
  • Taking a global view on brand post popularity: Six social media brand post
           practices for global markets
    • Authors: Hsin-Chen Lin; Hepsi Swarna; Patrick F. Bruning
      Abstract: Publication date: Available online 4 July 2017
      Source:Business Horizons
      Author(s): Hsin-Chen Lin, Hepsi Swarna, Patrick F. Bruning
      Brand post popularity positively relates to consumers’ purchase intentions, actual sales, and stock prices. Research suggests that social media posts should be vivid, practical, interesting, personalized, and interactive. However, cross-cultural research also suggests that practices might not be equally effective across different regional markets. While vividness and practicality could be consistently important across cultures, characteristics of interest, personalization, and interactivity might need to be adapted to the cultural conditions of specific target markets. We consider how individualism/collectivism, long-term orientation, uncertainty avoidance, power distance, and high-context/low-context cultures could influence brand post effectiveness. We provide suggestions for how to manage social media brand post popularity from a cross-cultural perspective to inform both domestic and global social media marketing campaigns. Suggested practices include: (1) making brand posts engaging; (2) targeting the ‘I’ in individualistic cultures and the ‘we’ in collectivist cultures; (3) focusing on consumers’ identity in less long-term oriented cultures and on functional information in more long-term oriented cultures; (4) ensuring that posts help reduce uncertainty; (5) planning for one-way communication in higher power distance countries and two-way communication in lower power distance countries; and (6) making messages less direct in higher-context cultures and more direct in lower-context cultures.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.006
       
  • Strategic personal branding—And how it pays off
    • Authors: Deva Rangarajan; Betsy D. Gelb; Amy Vandaveer
      Abstract: Publication date: Available online 4 July 2017
      Source:Business Horizons
      Author(s): Deva Rangarajan, Betsy D. Gelb, Amy Vandaveer
      Unlike companies or products, individuals possess intrinsic personal branding as a result of personality qualities, past experience and development, and communication with others—whether they know it or not. In this sense, every person already has a personal brand of some kind. The challenge is to manage that brand strategically. We offer a process for doing so, beginning with self-analysis. Then we review published sources and summarize interviews about the personal brands of 33 U.S. and European sales executives and managers, salesforce members, and professionals who sell their own services. The interviews indicate roughly equal emphasis on competence and personal qualities in creating personal brands, as well as significant interest in distinctiveness, and the respondents provide a range of examples of how personal branding pays off. This investigation leads to our basic recommendation: Follow a strategic self-branding process based on one’s values and competencies, similar to the branding methods of companies and products, but with the understanding that personal branding will change as one’s career advances.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.009
       
  • An integrated approach to managing extended supply chain networks
    • Authors: Kenneth Saban; John R. Mawhinney; Matthew J. Drake
      Abstract: Publication date: Available online 29 June 2017
      Source:Business Horizons
      Author(s): Kenneth Saban, John R. Mawhinney, Matthew J. Drake
      In an effort to improve their competitive position in a rapidly changing marketplace, many companies have replaced their traditional supply chains with extended supply chain networks built on a foundation of supply chain collaboration. These extended networks require the use of decision support tools and technologies to improve both operating efficiencies and customer service, but many companies have struggled to realize the expected benefits of these tools and the increased collaboration. This article recommends that companies adopt an integrated strategy of people, processes, and technology to achieve their competitive supply chain goals. Our recommendation is backed by the results of a survey we conducted of senior-level practitioners concerning the importance and challenges of supply chain collaboration. The article concludes with a set of managerial recommendations to improve a company’s collaborative efforts within its supply chain.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.012
       
  • The alliance map: A tool for managing fear and greed in alliances
    • Authors: Peter Hwang
      Abstract: Publication date: Available online 29 June 2017
      Source:Business Horizons
      Author(s): Peter Hwang
      For alliances to sustain themselves, the synergies that are generated between partners must be greater than the conflicts that drive them apart. A good starting point to get to the root cause of conflicts in an alliance is to know your partner’s levels of fear and greed. In this article, I first offer a systematic way of evaluating fear and greed and then explain how to classify partners into four types (i.e., easy partner, fearful partner, greedy partner, and risky partner) and position them on a map. This map, the alliance map, highlights key areas of concern for managers dealing with each type of partner. This article offers an integrative perspective on alliance management, incorporating both relationally based and contractually based concerns that help to stabilize, develop, and strengthen the partnership in alliances.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.013
       
  • The rise of 3-D printing: The advantages of additive manufacturing over
           traditional manufacturing
    • Authors: Mohsen Attaran
      Abstract: Publication date: Available online 28 June 2017
      Source:Business Horizons
      Author(s): Mohsen Attaran
      The use of additive manufacturing technologies in different industries has increased substantially during the past years. Henry Ford introduced the moving assembly line that enabled mass production of identical products in the 20th century. Currently, additive manufacturing enables and facilitates production of moderate to mass quantities of products that can be customized individually. Additive manufacturing technologies are opening new opportunities in terms of production paradigm and manufacturing possibilities. Manufacturing lead times will be reduced substantially, new designs will have shorter time to market, and customer demand will be met more quickly. This article identifies additive manufacturing implementation challenges, highlights its evolving technologies and trends and their impact on the world of tomorrow, discusses its advantages over traditional manufacturing, explores its impact on the supply chain, and investigates its transformative potential and impact on various industry segments.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.011
       
  • Key factors in the triumph of Pokémon GO
    • Authors: Ailie K.Y. Tang
      Abstract: Publication date: Available online 26 June 2017
      Source:Business Horizons
      Author(s): Ailie K.Y. Tang
      The mobile app market, particularly the app game sector, is a multibillion-dollar space. This study conducted in-depth interviews and two large-scale surveys with a total 1,437 respondents to investigate the consumer behavior of mobile app game players. The app game Pokémon GO became a worldwide phenomenon not only as a social sensation but also as a high profitable business model. Taking the theoretical lens of telepresence theory and social capital theory, this develops a framework to explicate the success factors of Pokémon GO. The theoretical framework also provides guidelines for practitioners who plan to enter the lucrative app game market.

      PubDate: 2017-07-08T10:46:29Z
      DOI: 10.1016/j.bushor.2017.05.016
       
  • Online serendipity: The case for curated recommender systems
    • Authors: Henry M. Kim; Bita Ghiasi; Max Spear; Marek Laskowski; Jiye Li
      Abstract: Publication date: Available online 23 June 2017
      Source:Business Horizons
      Author(s): Henry M. Kim, Bita Ghiasi, Max Spear, Marek Laskowski, Jiye Li
      When used effectively, recommender systems provide users with suggestions based on their own preferences. These systems first showed their value with e-commerce sites like Amazon and eBay, which provided recommendations algorithmically. A key drawback of these systems is that some items need personal touch recommendations to spur on purchase, use, or consumption. A recommender system that facilitates personal touch recommendations by enabling users to discover good recommenders as opposed to focusing on recommending items algorithmically addresses this drawback. In this article, we discuss such a system—a curated recommender system. A curated recommender system is optimal for online retailers and service providers, especially those that sell books, stream content, or provide social networking platforms.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.005
       
  • Passing the baton: Lessons in leadership transition from my tenure as
           editor-in-chief at Business Horizons
    • Authors: Jeffery S. McMullen
      Abstract: Publication date: Available online 23 June 2017
      Source:Business Horizons
      Author(s): Jeffery S. McMullen


      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.001
       
  • Social entrepreneurship performance measurement: A time-based organizing
           framework
    • Authors: Bernard Arogyaswamy
      Abstract: Publication date: Available online 23 June 2017
      Source:Business Horizons
      Author(s): Bernard Arogyaswamy
      Social entrepreneurship (SE) has evolved from an initial period of explosive growth (SE 1.0), during which research focused on organizational and founder characteristics, to a stage that witnessed the rise of institutions facilitating SE formation and growth (SE 2.0). At present, while expansion in the number and scope of social enterprises continues, there is also a concerted effort underway to ascertain whether social enterprises are performing as expected (SE 3.0). A framework to assess the performance of SE, building on the type of metrics employed by business firms, is presented in this article. The framework—consisting of action-resources, predictors, outputs, outcomes, and impact—is intended to measure achievement along a timeline. Examples of how the framework would be used are provided for social enterprises with a range of social purposes, including one that involves an existing enterprise with the mission of reducing recidivism among incarcerated women. Brief comparisons with measures actually used help identify how the time-based approach laid out here would enhance assessment efforts and even serve as a basis for planning and decision making. The proposed framework could serve as a template to assess all social enterprises regardless of purpose, stakeholder mix, or scale of operations.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.004
       
  • The counter-conventional mindsets of entrepreneurs
    • Authors: John Mullins
      Abstract: Publication date: Available online 23 June 2017
      Source:Business Horizons
      Author(s): John Mullins
      These days, it seems, nearly everyone aspires to be an entrepreneur. But many entrepreneurs think and act differently than the way in which most other businesspeople do and the way much of today’s business education encourages them to think and act. My in-depth examination of dozens of entrepreneurs I’ve come to know well over the past 2 decades tells me that their unconventional—or, dare I say, counter-conventional—mindsets and behaviors are marked by six common patterns: (1) ‘Yes, we can;’ (2) beg, borrow, or steal; (3) think narrow, not broad; (4) problem-first, not product-first logic; (5) ‘No’ is something waiting to be turned into ‘Yes’; and (6) ask for the cash and ride the float. Thankfully, we now know that entrepreneurs are made, not born. These six patterns of entrepreneurial thought and action are eminently learnable. If you want to someday be an entrepreneur, or if you want the people in your company to become more entrepreneurial, then developing—or encouraging and incentivizing your people to develop—such a mindset might constitute a suitable first step toward preparing you to follow a more entrepreneurial path or to foster a more entrepreneurial culture in your company.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.003
       
  • Internationalization strategies of emerging market banks: Challenges and
           opportunities
    • Authors: Joseph C. Marques; Anna Lupina-Wegener; Susan Schneider
      Abstract: Publication date: Available online 22 June 2017
      Source:Business Horizons
      Author(s): Joseph C. Marques, Anna Lupina-Wegener, Susan Schneider
      The greatly improved economic fundamentals of the major emerging economies over the last decade have propelled several emerging banks into the ranks of the world’s largest. Despite their importance in the global economy, the internationalization of emerging market banks remains an understudied phenomenon. This article examines factors that may influence the internationalization strategies of emerging market banks in the private banking sector, both when going abroad (take-off) and upon arrival in a host country (landing). The private banking sector is of significant interest given its importance in many leading financial centers around the world while undergoing major transformation due to the worldwide financial crisis, several recent scandals, and a fast-changing regulatory environment. We highlight the internationalization strategies of two banks from emerging countries, China and Brazil, and their experience in Switzerland’s traditional private banking sector. These two cases highlight factors that may influence successful internationalization such as prior industry experience, existing client base, entry strategy, ownership type, and the liability of foreignness. Our findings offer valuable implications for managers from other emerging economies by providing a better understanding of how emerging market banks expand internationally.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.015
       
  • What happened to civility' Understanding rude behavior through the
           lens of organizational justice
    • Authors: Juliana D. Lilly
      Abstract: Publication date: Available online 22 June 2017
      Source:Business Horizons
      Author(s): Juliana D. Lilly
      The ability to have polite conversation between individuals who disagree with one another seems to be a rare quality today. Organizational justice theory may help explain why rude behavior seems so prevalent and whether the rudeness in politics and society creates a polarized environment that could impact the workplace. Three recent legal decisions concerning healthcare, same-sex marriage, and the Michael Brown case, along with three workplace examples of deliberate rudeness, are examined to analyze the polarization of opposing viewpoints and the incivility that resulted from these situations. When a decision is viewed as a win-lose situation and people perceive the decision process as unfair, losers in the decision may feel threatened and react by engaging in deviant behavior that is uncivil. Winners may also engage in behavior that is uncivil and intolerant of opposing viewpoints. The result is a cycle of incivility that may include character assassination, protests, and a diminished willingness to compromise. Managers should be cognizant of the dangers of rude behavior and create a workplace environment that counters productivity interference caused by incivility and inability to compromise. I suggest specific steps to help stop workplace incivility before it starts.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.014
       
  • The Internet of Things: Are you ready for what’s coming'
    • Authors: Ted Saarikko; Ulrika H. Westergren; Tomas Blomquist
      Abstract: Publication date: Available online 21 June 2017
      Source:Business Horizons
      Author(s): Ted Saarikko, Ulrika H. Westergren, Tomas Blomquist
      Are you ready for what’s coming' As senior managers look to connect products, processes, and services to the growing field of the Internet of Things (IoT), this is an important preliminary question. Leveraging the IoT for firm benefit involves revisiting certain ideas that may have gone unquestioned for a long time. In this article, we begin by reviewing the complexity of the IoT, the complexities of an increasingly interconnected environment, and the increasing need to develop partnerships in order to create innovative solutions. We then offer practical insights from a case in which three actors with reciprocal specialties cooperated to create an IoT solution in the form of a connected appliance. While a shared spirit of optimism prevailed throughout the endeavor, reaching the finish line meant jumping a few hurdles along the way. Finally, we describe a number of fundamental issues related to business models, partnership strategy, data ownership, and technology diffusion that every enterprise should address before diving headfirst into the Internet of Things.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.010
       
  • Practicing fairness in the family business workplace
    • Authors: Georges Samara; Daniel Arenas
      Abstract: Publication date: Available online 21 June 2017
      Source:Business Horizons
      Author(s): Georges Samara, Daniel Arenas
      One of the main challenges facing family firms is achieving fairness between family and non-family employees in the workplace. Family and non-family employees have the potential to offer unique and distinct contributions to the firm, which makes the achievement of fairness between them messy and complicated. Hence, two interesting questions are worth exploring: Given the complex nature of the family business human capital, how can family firms achieve fairness between family and non-family employees' Why should family business decision makers and advisors promote fair practices in the family business workplace' We first introduce a fair process model as a possible solution for family businesses to achieve fairness between family and non-family employees. Then, based on several examples and studies, we show that family business owners can benefit significantly from promoting fairness in the workplace both in terms of preserving business reputation and in terms of achieving long-term family business survival and success.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.008
       
  • An inside perspective on carbon disclosure
    • Authors: Christian Blanco; Felipe Caro; Charles J. Corbett
      Abstract: Publication date: Available online 20 June 2017
      Source:Business Horizons
      Author(s): Christian Blanco, Felipe Caro, Charles J. Corbett
      Part of the underlying vision of CDP (formerly the Carbon Disclosure Project) is to enhance firms’ climate change strategies by encouraging them to measure their emissions and corresponding risks and opportunities. Drawing on interviews with 38 firms in seven countries that disclose to CDP, we found that the benefits firms experience from the measurement and disclosure process are more diverse in nature than expected. They can be both operational and strategic, and internal as well as external. From our analysis of the firms’ experiences, we draw several implications for managers. First, managers should beware of various biases that may inhibit investments in profitable emission reduction opportunities. Second, participating in a disclosure-oriented process can be beneficial, even for a firm that ultimately decides not to disclose. Third, when disclosing greenhouse gas-related information, managers need to address multiple groups of stakeholders, not just investors. Fourth, when searching for emission reduction opportunities and in organizing the disclosure process, managers should not neglect opportunities that exist elsewhere in the supply chain.

      PubDate: 2017-06-26T17:08:18Z
      DOI: 10.1016/j.bushor.2017.05.007
       
  • Inside front cover - ed board
    • Abstract: Publication date: July–August 2017
      Source:Business Horizons, Volume 60, Issue 4


      PubDate: 2017-06-14T16:45:19Z
       
  • Spreading academic entrepreneurship: Made in Mexico
    • Authors: Francisco J. Cantu-Ortiz; Nathalíe Galeano; Patricia Mora-Castro; James Fangmeyer
      Abstract: Publication date: Available online 5 May 2017
      Source:Business Horizons
      Author(s): Francisco J. Cantu-Ortiz, Nathalíe Galeano, Patricia Mora-Castro, James Fangmeyer
      This work presents REPITA (Research-Ecosystem-People-Intellectual Property-Transfer-Alignment), a prescriptive and repeatable model for successful technology-based academic entrepreneurship, synthesized from research of academic entrepreneurship in developing economy conditions. In this work, we identify three deficiencies in Mexico’s entrepreneurship ecosystem: research skills, high technology, and technology transfer. We then present a solution that has been recognized by the Organization for Economic Co-operation and Development (OECD) for fueling high-tech university spin-offs with science and technology doctoral research. Lessons from 48 spin-off projects are synthesized in the newly proposed REPITA model, which prescribes connecting a basic research platform to applications, catalyzing the entrepreneurship ecosystem with resources and incentives, combining highly specialized people in entrepreneurial teams, setting generous and flexible intellectual property policies for the knowledge economy, transferring technology per entry and exit strategies, and aligning technology and business incubation. Finally, we propose a tool that presents academic entrepreneurship theories in an actionable format for university administrators and entrepreneurs. These results are not a theoretical framework on their own, but rather a real-world organizational model based on theory for impelling technology-based, academic spin-offs with economic impact. Taken together, this contribution may be useful to practitioners and provocative for researchers.

      PubDate: 2017-05-05T19:51:29Z
      DOI: 10.1016/j.bushor.2017.04.002
       
  • Is dual language marketing socially responsible?
    • Authors: Myron Glassman; Aaron Glassman
      Abstract: Publication date: Available online 5 May 2017
      Source:Business Horizons
      Author(s): Myron Glassman, Aaron Glassman
      This article helps close two voids in the literature dealing with dual language (bilingual) marketing. First, it adds to the discussion about whether dual language (specifically English/Spanish) marketing that targets Hispanic consumers living in the U.S. is socially responsible. Second, it discusses how U.S. Hispanics feel about learning English and why some react negatively to bilingual marketing efforts. To determine whether dual language marketing is socially responsible, the corporate governance theories of Milton Friedman and R. Edward Freeman are used. The first conclusion is that, from Friedman’s shareholder perspective, bilingual marketing may be much less profitable than expected, if at all. From Freeman’s stakeholder perspective, dual language marketing is socially responsible if the focus is on perceived short-term needs of Hispanic consumers; however, from a broader, long-term societal approach, it is not. The second conclusion is that non-Hispanic Americans do not favor bilingual marketing. Recommendations for socially responsible ways of targeting this group are discussed.

      PubDate: 2017-05-05T19:51:29Z
      DOI: 10.1016/j.bushor.2017.04.003
       
  • Inside front cover - ed board
    • Abstract: Publication date: May–June 2017
      Source:Business Horizons, Volume 60, Issue 3


      PubDate: 2017-04-29T19:44:06Z
       
  • Batten down the anchors: Responding to another negotiator’s first
           offer
    • Authors: Brian C. Gunia
      Abstract: Publication date: Available online 29 April 2017
      Source:Business Horizons
      Author(s): Brian C. Gunia
      Drawing from a wealth of negotiation research, my previous installment of Negotiating Life advised negotiators to make the first offer if they can. But sometimes they can’t. Sometimes, despite a negotiator’s best efforts, the other side moves first. In this article, I provide a framework for responding to another negotiator’s first offer, suggesting that the appropriate response varies markedly depending on the quality of the offer. This makes for a more comprehensive strategy for making and managing early offers in a negotiation.

      PubDate: 2017-04-29T19:44:06Z
      DOI: 10.1016/j.bushor.2017.03.013
       
  • Accountability and the public benefit corporation
    • Authors: Nancy B. Kurland
      Abstract: Publication date: Available online 29 April 2017
      Source:Business Horizons
      Author(s): Nancy B. Kurland
      Can benefit corporations be held accountable for delivering requisite public goods? An oft-cited criticism is that they cannot, but little empirical research exists to support that claim. Based on an in-depth case study of the oldest corporation to amend its governing documents as a public benefit corporation (PBC) under Delaware law, this article suggests that a company can be held accountable for delivering requisite public goods when external mechanisms are accompanied by an organization’s internal commitment to self-awareness, learning, and measurement. In the case in question, the company established a three-pillar structure focused on professional engagement, community support, and charitable giving built on a 6-year-old sustainability initiative, accompanied by an adaptive learning culture, and driven by top-down and bottom-up efforts. Current challenges include measuring impact and branding the PBC to grow the company’s business.

      PubDate: 2017-04-29T19:44:06Z
      DOI: 10.1016/j.bushor.2017.03.009
       
  • Budgets and other lies: Evidence of bias in financial planning
    • Authors: Ron Messer
      Abstract: Publication date: Available online 28 April 2017
      Source:Business Horizons
      Author(s): Ron Messer
      Budgets are considered by many to be a necessary evil. Within organizations, budgets are used to allocate financial resources to individuals who are charged with managing funds. This allows them to accomplish corporate goals and objectives. When reviewing the differences between actual and planned spending for a number of cost centers evidenced in data covering a 4-year period, it was noted that favorable variances exceeded unfavorable ones more than 50% of the time, although probability suggests that favorable and unfavorable results are equally likely to occur. As budgets are only best guesses about the future, these results indicate that planned spending was intended to manage uncertainty. In other words, the budgets were intentionally misstated—that is, they were lies. This Executive Digest explores ways of uncovering these lies. The consequences of intentional misstatement of planned spending are serious. In such cases, financial resources are not only misallocated, but also allocated in a suboptimal way. This means that future borrowing costs may increase, important projects could be delayed, and necessary operating expenditures are not made.

      PubDate: 2017-04-29T19:44:06Z
      DOI: 10.1016/j.bushor.2017.03.010
       
  • Are you pivoting away your passion? The hidden danger of assuming customer
           sovereignty in entrepreneurial value creation
    • Authors: Jeffery S. McMullen
      Abstract: Publication date: Available online 28 April 2017
      Source:Business Horizons
      Author(s): Jeffery S. McMullen


      PubDate: 2017-04-29T19:44:06Z
      DOI: 10.1016/j.bushor.2017.03.012
       
  • The friend or foe fallacy: Why your best customers may not need your
           friendship
    • 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
       
  • 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
       
  • 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
       
  • 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
       
  • 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
       
  • 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
           approach
    • 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
       
  • 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
       
 
 
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