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Articles 1 - 4 of 4
Full-Text Articles in Business Administration, Management, and Operations
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 …
How Much Is Too Much? The Limits To Generous Treatment Of Stakeholders, Jeffrey S. Harrison, Douglas A. Bosse
How Much Is Too Much? The Limits To Generous Treatment Of Stakeholders, Jeffrey S. Harrison, Douglas A. Bosse
Management Faculty Publications
Firms must allocate some minimum amount of value to stakeholders in order to retain access to the resources they provide. Stakeholder theory suggests managers optimize firm-level performance by allocating more than this minimum amount. However, how much is too much? This article addresses the misleading notion that more is always better when it comes to the treatment of stakeholders and, in doing so, provides needed refinement of the boundary of stakeholder theory's predictions. The upside for managers is guidance in distinguishing between the types of value-allocating behaviors that will lead to greater value creation in their firms and actions that …
The Search For Externally Sourced Knowledge: Clusters And Alliances, Stephen Tallman
The Search For Externally Sourced Knowledge: Clusters And Alliances, Stephen Tallman
Management Faculty Publications
External sources of knowledge have become more important to firms as they have dispersed their value-adding operations around the globe and outsourced them to alliances. The global network firm has access to a rich store of external knowledge – but what do we know about accessing this treasure trove? The purpose of this paper is to summarize key ideas behind the research on alliance networks with clusters to better understand when, how, and why firms would use one or the other, or both, approaches to accessing external sources of knowledge, and to suggest new directions for both practice and scholarship.