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  Subjects -> BUSINESS AND ECONOMICS (Total: 3126 journals)
    - ACCOUNTING (93 journals)
    - BANKING AND FINANCE (268 journals)
    - BUSINESS AND ECONOMICS (1157 journals)
    - CONSUMER EDUCATION AND PROTECTION (23 journals)
    - COOPERATIVES (4 journals)
    - ECONOMIC SCIENCES: GENERAL (166 journals)
    - ECONOMIC SYSTEMS, THEORIES AND HISTORY (180 journals)
    - FASHION AND CONSUMER TRENDS (13 journals)
    - HUMAN RESOURCES (93 journals)
    - INSURANCE (23 journals)
    - INTERNATIONAL COMMERCE (125 journals)
    - INTERNATIONAL DEVELOPMENT AND AID (83 journals)
    - INVESTMENTS (27 journals)
    - LABOR AND INDUSTRIAL RELATIONS (43 journals)
    - MACROECONOMICS (15 journals)
    - MANAGEMENT (525 journals)
    - MARKETING AND PURCHASING (89 journals)
    - MICROECONOMICS (24 journals)
    - PRODUCTION OF GOODS AND SERVICES (138 journals)
    - PUBLIC FINANCE, TAXATION (35 journals)
    - TRADE AND INDUSTRIAL DIRECTORIES (2 journals)

BUSINESS AND ECONOMICS (1157 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: 25)
Acta Amazonica     Open Access   (Followers: 4)
Acta Commercii     Open Access   (Followers: 3)
Acta Oeconomica     Full-text available via subscription   (Followers: 2)
Acta Scientiarum. Human and Social Sciences     Open Access   (Followers: 5)
Acta Universitatis Danubius. Œconomica     Open Access   (Followers: 2)
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: 11)
AfricaGrowth Agenda     Full-text available via subscription   (Followers: 1)
African Affairs     Hybrid Journal   (Followers: 59)
African Development Review     Hybrid Journal   (Followers: 34)
African Journal of Business and Economic Research     Full-text available via subscription   (Followers: 1)
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: 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: 150)
American Journal of Business     Hybrid Journal   (Followers: 15)
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: 28)
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: 12)
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: 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: 8)
Annual Review of Economics     Full-text available via subscription   (Followers: 30)
Applied Developmental Science     Hybrid Journal   (Followers: 3)
Applied Economics     Hybrid Journal   (Followers: 48)
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: 313)
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: 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   (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: 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: 29)
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)
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: 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: 35)
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: 18)
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: 9)
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: 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: 28)
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: 12)
Case Studies in Business and Management     Open Access   (Followers: 9)
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: 10)
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: 3)
COEPTUM     Open Access  
Community Development Journal     Hybrid Journal   (Followers: 24)
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: 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: 5)
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: 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: 9)
De Economist     Hybrid Journal   (Followers: 12)
Decision Analysis     Full-text available via subscription   (Followers: 8)
Decision Sciences     Hybrid Journal   (Followers: 16)
Decision Support Systems     Hybrid Journal   (Followers: 16)
Defence and Peace Economics     Hybrid Journal   (Followers: 17)
der markt     Hybrid Journal   (Followers: 1)
Desenvolvimento em Questão     Open Access  

        1 2 3 4 5 6 | Last

Journal Cover Business Horizons
  [SJR: 0.726]   [H-I: 51]   [9 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0007-6813
   Published by Elsevier Homepage  [3043 journals]
  • The benefits and implementation of performance transparency: The why and
           how of letting your customers ‘see through’ your business
    • 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'
    • 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
    • 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
    • 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
    • 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
    • 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
       
  • Civic entrepreneurial ecosystems: Smart city emergence in Kansas City
    • Abstract: Publication date: Available online 28 September 2017
      Source:Business Horizons
      Author(s): Sumita Sarma, Sanwar A. Sunny
      Embedded between the broader fields of social and digital entrepreneurship, the concept of ‘smart cities’ can be conceptualized as a domain that is currently pre-paradigmatic—that is, one in which multiple yet unaligned models exist, marked by the absence of a single dominant one. Despite such shortcomings, there is a reflective similarity across ecosystems as the various players attempt to converge on a common understanding of the term smart city. The common objective of smart city implementation is to spark economic growth and social development, facilitated by collaborative dialogue and innovations in technology. We integrate theoretical lenses to explore the roles played by ecosystem actors, stakeholders, and socioeconomic and political agents in creating economic value and solving societal problems—particularly highlighting opportunities and challenges to bottom-up innovation from local entrepreneurs.

      PubDate: 2017-10-01T20:02:01Z
       
  • Sensor-based entrepreneurship: A framework for developing new products and
           services
    • Abstract: Publication date: Available online 25 September 2017
      Source:Business Horizons
      Author(s): Terrence E. Brown
      As the Internet of Things (IoT) begins to dominate the technology landscape, there will be new products and services that will become technically and financially feasible. Internet technologies and advancements in social interaction tools have led to an increase in the use of the crowd as a provider of business solutions. Yet, we have seen a mere fraction of the possibilities of crowdsourcing technologies. This is because most of the development, discussion, and research around crowdsourcing has focused on active-input crowdsourcing. However, the real transformative pressure will come from passive sources of data generated primarily by developing and growing sensor technologies. This next generation of crowdsourcing will be a game changer for entrepreneurial opportunities. As crowdsourcing systems proliferate, more input will be acquired from sensors, artificial intelligence, bots, and other devices. As a result of this explosion, the variety of product and service opportunities will swell as entrepreneurs become more aware of technologies merging—such as the combination of crowdsourcing, sensors, and big data into a new type of entrepreneurship: sensor-based entrepreneurship. The purpose of this research is to contribute by (1) clarifying the next generation of crowdsourcing and (2) developing and presenting a framework to help sensor-based entrepreneurs plan, develop, and map their new products and services.

      PubDate: 2017-10-01T20:02:01Z
       
  • Social manufacturing: When the maker movement meets interfirm production
           networks
    • Abstract: Publication date: Available online 22 September 2017
      Source:Business Horizons
      Author(s): Markko Hamalainen, Jesse Karjalainen
      New business models harnessing the power of individuals have already revolutionized service industries and digital content production. In this study, we investigate whether a similar phenomenon is taking place in manufacturing industries. We start by conceptually defining two distinct forms of firm-individual collaboration in manufacturing industries: (1) social cloud manufacturing, in which firms outsource manufacturing to individuals, and (2) social platform manufacturing, in which firms provide manufacturing services to individuals. We then empirically investigate the nature of firm-individual collaboration within these forms, focusing on the role of individuals. We find that the individuals are often makers who view their participation primarily as a hobby and are driven mainly by nonmonetary benefits, that the design process often involves both parties, and that the two forms of collaboration exploit different enabling technologies. Our findings suggest that firms working with individuals can potentially reap multiple benefits, including fresh ideas, broader design support, and quick delivery times. This article contributes to an improved understanding of how firms can build potentially disruptive business models in manufacturing industries by leveraging individuals, thereby adding to the emerging stream of literature on social manufacturing.

      PubDate: 2017-09-24T19:25:28Z
       
  • Blockchain entrepreneurship opportunity in the practices of the unbanked
    • Abstract: Publication date: Available online 18 September 2017
      Source:Business Horizons
      Author(s): Guillermo Jesús Larios-Hernández
      Two billion people in developing economies have limited or no access to formal financial services, creating cause for substantial research interest in financial inclusion as a complex multidimensional phenomenon. Digital finance technologies, including blockchain, have empowered a type of crescive entrepreneurship that seeks opportunities in relation to financially excluded individuals. This article hypothesizes that nonmonetary causal factors and informal financial practices play a major role in habits of the financially excluded, which would favor blockchain’s disintermediation features over the incumbent approach. After applying fuzzy-set Qualitative Comparative Analysis (fsQCA) to determine the conditions related to financial practice and motivations that explain the absence of a formal bank account, I prescribe five sensitivities that blockchain entrepreneurs need to consider when targeting this segment. The value of this article’s approach extends well beyond traditional unisystemic views for financial inclusion, as blockchain-based entrepreneurial opportunities emerge to reveal alternative forms of disintermediated financial services, which we exemplify in startups modeling informal practices. Blockchain entrepreneurship can generate semi-formal financial services that bring financial aspirations closer to people. My perspective is relevant to blockchain entrepreneurs who aim to understand the practices of the unbanked as source information for the development of innovative solutions.

      PubDate: 2017-09-24T19:25:28Z
       
  • From toys to tools: The co-evolution of technological and entrepreneurial
           developments in the drone industry
    • Abstract: Publication date: Available online 14 September 2017
      Source:Business Horizons
      Author(s): Ferran Giones, Alexander Brem
      There is undoubtedly hype around drones and their applications for private and professional users. Based on a brief overview of the development of the drone industry in recent years, this article examines the co-evolution of drone technology and the entrepreneurial activity linked to it. Our results highlight the industry emergence described as concept validation, including product as well as market growth with different phases of technological meaning change. We argue that further steps are needed to develop drones from nice toys to professional tools—from photography and filming applications to inspection services and large cargo logistics. For innovation managers and entrepreneurs, we describe what triggers the emergence of a technology and attracts the needed actors to unleash its transformative potential. Our research is based on industry reports, news, and market studies as well as interviews with four industry actors.

      PubDate: 2017-09-18T06:35:05Z
       
  • The Internet of Things and new business opportunities
    • Abstract: Publication date: Available online 12 September 2017
      Source:Business Horizons
      Author(s): Vlad Krotov
      Since the Internet of Things (IoT) is an emerging phenomenon, there is a lack of holistic understanding of what IoT is and what business opportunities it can offer for entrepreneurs and existing companies. This article has three main parts. First, it introduces IoT as a broad, socio-technical phenomenon. As a part of this goal, the article covers various elements within the technological, physical, and socioeconomic environments that comprise IoT. Second, this article proposes two approaches for creating new business models using IoT: a sustaining approach and a disruptive approach. The article concludes with a brief reflection on the extent to which the future of IoT can be predicted. This discussion brings up the limitations of the approach for creating new business models outlined in this article and provides guidelines on how this approach should be used. The ultimate goal of this article is to stimulate thinking, creativity, and entrepreneurship in relation to the IoT.

      PubDate: 2017-09-12T18:08:25Z
       
  • Disruption in the automotive industry: A Cambrian moment
    • Abstract: Publication date: Available online 12 September 2017
      Source:Business Horizons
      Author(s): Xavier Ferràs-Hernández, Elisenda Tarrats-Pons, Núria Arimany-Serrat
      The automotive industry is experiencing a moment of innovation. With electronics gaining importance, the need to find sustainable solutions and the rampant availability of sharing platforms, the dynamics of this sector is witnessing a paradigm shift. A host of startups is colonizing every niche of what seems to be the new architecture: shared and self-driven electric vehicles. Old incumbents and emerging startups are interacting to control key technologies and the user interfaces of the future. The mechanical machine is being converted into a computer. The connected car is creating a new ecosystem for entrepreneurial opportunities. This study analyzes a set of 156 venture-backed startups: the nature of the firms, their founders’ profiles, their origins, their technological capabilities, and their investors. Our findings and conclusions are: (1) a phase of instability and vibrancy is beginning wherein multiple emerging firms compete to impose their standards, (2) the competitive battle is conducted in the digital arena, (3) disruption is led by outsiders with entrepreneurial experience and deep knowledge of digital technologies, and (4) a final winning dominant design may emerge. Entrepreneurial outsiders and outsiders coming from consumer electronics, electrical companies, and/or digital platforms have a window of opportunity to enter this new market.

      PubDate: 2017-09-12T18:08:25Z
       
  • Digital maker-entrepreneurs in open design: What activities make up their
           business model'
    • Abstract: Publication date: Available online 9 September 2017
      Source:Business Horizons
      Author(s): Peter Troxler, Patricia Wolf
      The business models of digital maker-entrepreneurs in open design are inextricably linked to the broader open design community. Digital makers share designs on online platforms such as Thingiverse and use digital manufacturing technology such as 3-D printing as a generative mechanism for their entrepreneurial activities. There is a general understanding of how sharing works in that community and the basic design parameters that determine the business models of these digital maker-entrepreneurs, which are based on a portfolio of activities. This study is based on in-depth interviews with 11 digital maker-entrepreneurs from the open design community. We investigate the activities that constitute their business models using activity theory as a lens with which better to understand them. This study provides a perspective on the complexity of the relationships in which these activities are embedded and analyzes the activities related to the production, distribution, and consumption of value. Finally, we examine the exchanges between digital maker-entrepreneurs in the community, shedding light on how digital maker-entrepreneurs share and exchange goods, services, and knowledge as peers.

      PubDate: 2017-09-12T18:08:25Z
       
  • Yours, mine, and ours: A user-centric analysis of opportunities and
           challenges in peer-to-peer asset sharing
    • Abstract: Publication date: Available online 1 September 2017
      Source:Business Horizons
      Author(s): Mark-Philipp Wilhelms, Katrin Merfeld, Sven Henkel
      The sharing economy is growing globally in terms of user numbers, service providers, and novel concepts. Peer-to-peer (P2P) asset sharing, or asset rental between private individuals, has attracted the attention of entrepreneurs and researchers alike. P2P asset-sharing networks need to focus on two distinct customer groups: (1) asset owners willing to rent out their assets, and (2) renters interested in renting others’ assets. Despite consumers’ high interest in P2P asset sharing, participation rates lag projections, which is mainly attributable to lack of participating asset owners. This could be problematic for P2P networks as they do not own assets; instead, they rely on a sufficient number of asset owners to participate. Detailed indications on the participation motives of users are required to distinctly position P2P asset sharing and enhance communication of consumer-relevant benefits. To this end, we have engaged in a detailed investigation of participation motives in the P2P car-sharing context. We have conducted in-depth interviews with car owners and renters to derive usage types that represent consumer decision profiles that participate in P2P car-sharing services. Based on our findings, we provide extensive recommendations to entrepreneurs in the P2P asset-sharing market.

      PubDate: 2017-09-06T17:57:29Z
       
  • Value co-creation in web-based multisided platforms: A conceptual
           framework and implications for business model design
    • Abstract: Publication date: Available online 31 August 2017
      Source:Business Horizons
      Author(s): Daniel Thomé de Oliveira, Marcelo Nogueira Cortimiglia
      The internet is fertile ground for multisided platforms that articulate the production of goods or the execution of services between third parties, thus relying on value co-creation as their core business model mechanism. However, an understanding of co-creation that underlies dynamics and implications for business model design and innovation is still dispersed and fragmented along a number of literature streams. This article aims to provide an understanding of the value co-creation process in web-based multisided platforms. A conceptual framework is proposed based on the combination of an analysis of a comprehensive systematic literature review, interviews with academics and entrepreneurs, and an analysis of secondary data on representative cases of multisided business models based on value co-creation. We offer a model of value co-creation in multisided platforms and advance a number of propositions regarding value dynamics, including the role of the focal firm in defining and maintaining value creation, propositions, and capture structures with consequences to monetization schemes and actors’ contributions and motivations for value co-creation. This article contributes to the understanding of the co-creation phenomenon, especially in multiple actor interaction regimes, and raises a number of suggestions for future research.

      PubDate: 2017-09-06T17:57:29Z
       
  • Inside front cover - ed board
    • Abstract: Publication date: September–October 2017
      Source:Business Horizons, Volume 60, Issue 5


      PubDate: 2017-08-31T17:42:39Z
       
  • Trajectories to reconcile sharing and commercialization in the maker
           movement
    • Abstract: Publication date: Available online 30 August 2017
      Source:Business Horizons
      Author(s): David J. Langley, Marthe Zirngiebl, Janosch Sbeih, Bart Devoldere
      Maker technologies, including collaborative digital fabrication tools like 3-D printers, enable entrepreneurial opportunities and new business models. To date, relatively few highly successful maker startups have emerged, possibly due to the dominant mindset of the makers being one of cooperation and sharing. However, makers also strive for financial stability and many have profit motives. We use a multiple case study approach to explore makers’ experiences regarding the tension between sharing and commercialization and their ways of dealing with it. We conducted interviews with maker initiatives across Europe including Fab Labs, a maker R&D center, and other networks of makers. We unpack and contextualize the concepts of sharing and commercialization. Our cross-case analysis leads to a new framework for understanding these entrepreneurs’ position with respect to common-good versus commercial offerings. Using the framework, we describe archetypal trajectories that maker initiatives go through in the dynamic transition from makers to social enterprises and social entrepreneurs.

      PubDate: 2017-08-31T17:42:39Z
       
  • The third wave: An interview with Steve Case, founder & former CEO
           of AOL.com
    • Abstract: Publication date: Available online 24 August 2017
      Source:Business Horizons
      Author(s): Donald F. Kuratko


      PubDate: 2017-08-31T17:42:39Z
       
  • Innovative and sustainable business models in the fashion industry:
           Entrepreneurial drivers, opportunities, and challenges
    • Abstract: Publication date: Available online 18 August 2017
      Source:Business Horizons
      Author(s): Bruna Villa Todeschini, Marcelo Nogueira Cortimiglia, Daniela Callegaro-de-Menezes, Antonio Ghezzi
      New and existing companies are looking for ways to thrive in a competitive environment with innovative business models while respecting society and avoiding actions that harm the planet. Trends such as circular economy, fair trade, lowsumerism, and sharing economy are some of the many emerging entrepreneurial approaches that address this issue, but there is still a gap between what theory argues and the levels of environmental and social sustainability realized when theory is put into practice. In fact, most research on the topic of sustainable business models is still exploratory and does not fully acknowledge these emerging approaches, whose definitions, boundaries, and defining characteristics are still somewhat vague. This study seeks to contribute to the understanding of the inner entrepreneurial dynamics of innovative sustainable business models. In particular, we focus on the fashion business, a resource-intensive industry in which opportunities to reduce environmental impacts and to innovate business models abound. The aim of our research is to investigate innovative business models in the fashion industry that have sustainability as their defining characteristic, especially in terms of value proposition. In order to do that, we combine a systematic review of the literature with empirical research comprised of six interviews with specialists in sustainability, business model innovation, and the fashion industry, along with eight case studies on innovative fashion startups we define as ‘born sustainable.’ As a result, we propose a synthesizing framework that discloses trends and drivers of innovative and sustainable business models in the fashion industry. We also highlight opportunities and challenges for researchers and entrepreneurs interested in this topic.

      PubDate: 2017-08-31T17:42:39Z
       
  • With great honor comes great responsibility
    • Abstract: Publication date: Available online 12 August 2017
      Source:Business Horizons
      Author(s): Dan Li


      PubDate: 2017-08-31T17:42:39Z
       
  • 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
       
  • 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
       
  • 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
       
  • 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
       
 
 
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