Open Access. Powered by Scholars. Published by Universities.®

Business Commons

Open Access. Powered by Scholars. Published by Universities.®

Selected Works

Research

Business Administration, Management, and Operations

Articles 1 - 5 of 5

Full-Text Articles in Business

Case Selection: A Case For A New Approach, Timothy L. Harper, Mary E. Taber, Barbara P. Norelli Oct 2016

Case Selection: A Case For A New Approach, Timothy L. Harper, Mary E. Taber, Barbara P. Norelli

Barbara Norelli

While conducting empirical research regarding the relationship between case characteristics and student performance, the authors were surprised to find a lack of conceptual and empirical research regarding instructor case selection. This conceptual paper explores the case selection process and introduces case selection as an under-investigated component of the case teaching method in management education. Case selection is important because it is a critical component of the case teaching method. There has been no empirical testing of the effectiveness of case selection technique. The authors identify and propose case selection criteria for instructors of management education.


Conducting Industrial And Organizational Psychological Research: Institutional Review Of Research In Work Organizations, Daniel R. Ilgen, Bradford S. Bell May 2011

Conducting Industrial And Organizational Psychological Research: Institutional Review Of Research In Work Organizations, Daniel R. Ilgen, Bradford S. Bell

Bradford S Bell

Although informed consent is a primary mechanism for insuring the ethical treatment of human participants in research, both federal guidelines and APA ethical standards recognize that exceptions to it are reasonable under certain conditions. But agreement about what constitutes reasonable exceptions to informed consent sometimes is lacking. The research presented the same protocols to samples of respondents drawn from four populations –Institutional Reviewer Board (IRBs) members, managers, employees, and university faculty who were not members of IRBs. Differences in perceptions of IRB members from the other samples with respect to the risks of the protocols without informed consent and on …


Dark Tourism: Towards A New Post-Disciplinary Research Agenda, Philip Stone Dr Dec 2010

Dark Tourism: Towards A New Post-Disciplinary Research Agenda, Philip Stone Dr

Dr Philip Stone

Abstract: Over the past decade or so, dark tourism research –that is, the social scientific study of tourism and tourists associated with sites of death, disaster or the seemingly macabre – has witnessed a burgeoning of the literature base. Much of this research has a profundity that can and, undoubtedly, will contribute to broader social theories and to our understanding of culturaldynamics. Arguably, however, some dark tourism research has been characterised by a banality that either illustrates deficient conceptual underpinning or provides for limited disciplinary synthesis. Thus, in order to assuage any structural deficiencies in dark tourism as a coherent …


Life, Death And Dark Tourism: Future Research Directions, Philip R. Stone Dr Dec 2008

Life, Death And Dark Tourism: Future Research Directions, Philip R. Stone Dr

Dr Philip Stone

No abstract provided.


How High Performance Human Resource Practices And Workforce Unionization Affect Managerial Pay, Alexander Colvin, Rosemary Batt, Harry C. Katz Jan 2008

How High Performance Human Resource Practices And Workforce Unionization Affect Managerial Pay, Alexander Colvin, Rosemary Batt, Harry C. Katz

Rosemary Batt

Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies, and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager to- worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with …