Open Access. Powered by Scholars. Published by Universities.®
Business Administration, Management, and Operations Commons™
Open Access. Powered by Scholars. Published by Universities.®
- Discipline
- Institution
- Keyword
-
- Stakeholder theory (2)
- Accelerators (1)
- Alliance networks (1)
- Boycotts (1)
- Business performance management (1)
-
- Citizens United (1)
- Entrepreneurship (1)
- Forecasts (1)
- Gay rights (1)
- Geographical clusters (1)
- Global competitiveness (1)
- Global leadership (1)
- Human resource management and development (1)
- Intellectual property (1)
- J. C. Penney (1)
- Malden Mills (1)
- Managerial effectiveness (1)
- New venture process (1)
- Organizational efficiency (1)
- Organizational knowledge (1)
- Policy (1)
- Secondary boycotts (1)
- Social capital (1)
- Stakeholder influence strategies (1)
- Target (1)
- Trends (1)
- Value (1)
- Whole Foods (1)
Articles 1 - 7 of 7
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 …
Managing And Securing Business Networks In The Smartphone Era, Sathiadev Mahesh, Aaron Hooter
Managing And Securing Business Networks In The Smartphone Era, Sathiadev Mahesh, Aaron Hooter
Management Faculty Publications
This paper discusses the impact of user owned mobile computing devices (smartphones, tablets, and future devices like Google Glass) on management and security of the corporate network. Personally owned portable computing devices are widely used at work and create a porous network perimeter for the enterprise network. The paper reviews corporate policies posted on websites along with research papers and corporate whitepapers to develop a comprehensive user owned mobile computing device policy. This is a rapidly evolving topic that has not been researched in the business academic literature. We survey trade journals and corporate websites for information regarding this policy …
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.
Entrepreneurship: The Key To Global Competitiveness, Jon L. Bryan
Entrepreneurship: The Key To Global Competitiveness, Jon L. Bryan
Management Faculty Publications
For more than a decade, the United States has lost manufacturing employment to low wage nations such as China and others on the Pacific Rim. While the Western industrialized nations can no longer compete in many of the lower skilled manufacturing sectors, they have maintained their status as incubators of new ideas and products. While a lack of access to financing has often been viewed as a key reason for a reduced level of new business starts in the West, public policy, and how it is perceived by the entrepreneurial community, can be an even larger obstacle to growth in …
Building Sustainable Organizational Capital: The Global Leadership Challenge, Khadija Al Arkoubi, Elizabeth Davis
Building Sustainable Organizational Capital: The Global Leadership Challenge, Khadija Al Arkoubi, Elizabeth Davis
Management Faculty Publications
Building social capital (SC) is increasingly recognized as essential for organizational and social growth. However, there is a scant amount of literature on how leaders are expected to develop SC as an individual and organizational competence. While this article develops new frameworks for both SC and global leadership (GL), it offers practical suggestions to practitioners in human resource development and management on how they can set up strategies for developing both GL and SC.