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Articles 1 - 10 of 10
Full-Text Articles in Business Administration, Management, and Operations
Uber, Jeffrey S. Harrison, Bryant Holden, Kelli Mckenna, Scott Mcquiddy, Alex Wiles
Uber, Jeffrey S. Harrison, Bryant Holden, Kelli Mckenna, Scott Mcquiddy, Alex Wiles
Robins Case Network
Uber focuses primarily on the ride-hailing industry, which puts the company in direct competition with regular taxis. The company is like a lot of tech-driven, fast growing entrepreneurial firms in that it still struggles for profitability. Also, the popularity of this new form of transportation has put the company and its close competitors, such as Lyft, in the spotlight of government lawmakers and regulators. If they classify Uber drivers as employees rather than independent contractors, it could dramatically alter the Uber business model. This case is written in the aftermath of the ouster of one of the company’s co-founders as …
Publix Supermarkets, Inc., Jeffrey S. Harrison, Morgan Owdom, Duncan Pitchford, Alex Stratton, Brian Warren
Publix Supermarkets, Inc., Jeffrey S. Harrison, Morgan Owdom, Duncan Pitchford, Alex Stratton, Brian Warren
Robins Case Network
All traditional brick-and-mortar retailers are struggling with how best to deal with threats from online retailers. However, the supermarket industry is also dealing with pressure from new foreign entrants like Aldi and Lidl. Perhaps nowhere is this more evident than in the southeastern United States, where Publix operates. Publix is an employee-owned supermarket chain with excellent service, high margins and strong growth in sales and profits. The company has also had some success with Internet offerings. However, is the company’s business model going to sustain it in this increasingly competitive industry, or are changes needed? This case focuses on the …
A Practitioner Critique Of A Conceptual Paper On Measuring Value And Performance, Andrew C. Wicks, Jeffrey S. Harrison
A Practitioner Critique Of A Conceptual Paper On Measuring Value And Performance, Andrew C. Wicks, Jeffrey S. Harrison
Management Faculty Publications
Much of the business literature suggests that firm performance should be measured in financial terms, based on the notion that the primary obligation of a corporation is to provide high shareholder returns. An alternative literature is emerging in which scholars identify the many weaknesses associated with shareholder primacy, and offer alternative performance measures that are focused on a broader set of stakeholders. One such publication was provided to high-‐level executives in large companies. The executives were then given the opportunity to critique the paper and to discuss the extent to which their firms are engaging in the types of performance …
Ryanair Holdings, Nicole Blake Tran, Jamie Perkinson, Caron Sinnenberg, Lionel Tarcia, Jeffrey S. Harrison
Ryanair Holdings, Nicole Blake Tran, Jamie Perkinson, Caron Sinnenberg, Lionel Tarcia, Jeffrey S. Harrison
Robins Case Network
The crass Irish CEO of Ryanair presides over a modern miracle. Ryanair, with its ridiculously low prices and poor reputation for service, has become one of Europe’s largest and most successful airlines. Employees pay for their own training, flights are cancelled if they won’t be full enough to be profitable, and the concept of “no frills” is heartily embraced. However, some new competitors have come on the scene, and Ryanair may be forced to improve its service and reputation to keep up.
The Changing Role Of Ancillary Health Care Service Providers: An Evaluation Of Health Diagnostic Laboratory, Inc., Steven M. Thompson, Stephen Varvel, Szilard Voros, Dawn Thiselton, Shahrzad Grami, Ralph M. Turner, John Barron
The Changing Role Of Ancillary Health Care Service Providers: An Evaluation Of Health Diagnostic Laboratory, Inc., Steven M. Thompson, Stephen Varvel, Szilard Voros, Dawn Thiselton, Shahrzad Grami, Ralph M. Turner, John Barron
Management Faculty Publications
In an effort to reduce cost and improve quality, health care payers have enacted a number of incentives to motivate providers to focus their efforts on achieving better clinical outcomes and reducing the prevalence and progression of disease. In response to these incentives, providers are entering into new arrangements such as accountable care organizations and patient-centered medical homes to redesign delivery processes and achieve quality and cost objectives. This article reports the results of a study designed to evaluate the impact on cost and quality of care resulting from services provided by Health Diagnostic Laboratory, Inc., a clinical laboratory with …
Anticipating, Preventing, And Surviving Secondary Boycotts, Judith Schrempf-Stirling, Douglas A. Bosse, Jeffrey S. Harrison
Anticipating, Preventing, And Surviving Secondary Boycotts, Judith Schrempf-Stirling, Douglas A. Bosse, Jeffrey S. Harrison
Management Faculty Publications
Even the best stakeholder-managed firms can suffer when they become the targets of a secondary boycott, as recent headlines attest. A secondary boycott is a group’s refusal to engage a target firm with which the group has no direct dispute in an attempt to sway public opinion, draw attention to an issue, or influence the actions of a disputant. This article provides a new perspective and tools for both scholars and managers concerned with this phenomenon. Building on a stakeholder theory foundation, we examine possible actions managers can take to avoid being surprised by a secondary boycott, propose conditions that …
What Do Accelerators Do? Insights From Incubators And Angels, Susan L. Cohen
What Do Accelerators Do? Insights From Incubators And Angels, Susan L. Cohen
Management Faculty Publications
What do accelerators do? Broadly speaking, they help ventures define and build their initial products, identify promising customer segments, and secure resources, including capital and employees. More specifically, accelerator programs are programs of limited-duration—lasting about three months—that help cohorts of startups with the new venture process. They usually provide a small amount of seed capital, plus working space. They also offer a plethora of networking opportunities, with both peer ventures and mentors, who might be successful entrepreneurs, program graduates, venture capitalists, angel investors, or even corporate executives. Finally, most programs end with a grand event, a “demo day” where ventures …
Managing For Stakeholders, Stakeholder Utility Functions, And Competitive Advantage, Jeffrey S. Harrison, Douglas A. Bosse, Robert A. Phillips
Managing For Stakeholders, Stakeholder Utility Functions, And Competitive Advantage, Jeffrey S. Harrison, Douglas A. Bosse, Robert A. Phillips
Management Faculty Publications
This paper integrates some of the central concepts of stakeholder theory with the literatures on organizational justice and trust to explain firm competitiveness. It provides a detailed explanation of factors that facilitate acquisition of knowledge about stakeholder utility functions. In addition, it offers a knowledge-based analysis of how firms that manage for stakeholders can enjoy sustainable competitive benefits. These explanations provide a strong rationale for including stakeholder theory in the discussion of firm competitiveness and performance.
The Strategic Assembly Of Global Firms: A Micro-Structural Analysis Of Local Learning And Global Adaptation, Mitchell P. Koza, Stephen Tallman, Aylin Ataay
The Strategic Assembly Of Global Firms: A Micro-Structural Analysis Of Local Learning And Global Adaptation, Mitchell P. Koza, Stephen Tallman, Aylin Ataay
Management Faculty Publications
Strategic Assembly - the comprehensive and coordinated use of internal development, mergers, acquisitions, joint ventures, and alliances - is a novel approach to the construction and management of global firms. This paper describes the role and characteristics of strategic assembly in the construction and management of the Global Multi-Business Firm, an emerging form of global organization. We present a study of Group Renault and its relationship with two key players in the lucrative and emerging market for autos in Turkey, emphasizing the coevolutionary processes through which local players enter and dominate a local market and the global parent, utilizing local …
The Shifting Geography Of Competitive Advantage: Clusters, Networks And Firms, Mark Jenkins, Stephen Tallman
The Shifting Geography Of Competitive Advantage: Clusters, Networks And Firms, Mark Jenkins, Stephen Tallman
Management Faculty Publications
We consider the dynamics of knowledge-based sources of advantage as they move between geographical locations and multinational and other firm level networks using the specialist context of Formula 1 motor over a fifty nine year period. We suggest that shifts in competitive advantage are underpinned by the movement of both architectural and component knowledge at both the firm and cluster level, and in particular we suggest that isolated firms can both benefit from and add to cluster level knowledge. We conclude by suggesting ways in which MNEs can adapt their approach to both location and knowledge development in order to …