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Articles 1 - 16 of 16
Full-Text Articles in Business
Publication Bias In Strategic Management Research, Jeffrey S. Harrison, George Christopher Banks, Jeffrey M. Pollack, Ernest H. O'Boyle, Jeremy Short
Publication Bias In Strategic Management Research, Jeffrey S. Harrison, George Christopher Banks, Jeffrey M. Pollack, Ernest H. O'Boyle, Jeremy Short
Management Faculty Publications
This research explores the domain of strategic management for evidence of publication bias—the systematic suppression of research findings due to the magnitude, statistical significance, or generally accepted direction of effect sizes. We review why publication bias may exist in strategy research as well as report empirical findings regarding the influence of publication bias in the field. Overall, we found evidence consistent with the inference that publication bias affects many, but not all, topics in the strategic management research. Correlation inflation due to publication bias ranged from an average change in magnitude from .00 (no bias) to .19. These results serve …
Towards A More Productive Dialogue Between Stakeholder Theory And Strategic Management, Andrew Wicks, Jeffrey S. Harrison
Towards A More Productive Dialogue Between Stakeholder Theory And Strategic Management, Andrew Wicks, Jeffrey S. Harrison
Management Faculty Publications
This chapter highlights some of the tensions and most promising points of convergence between the strategic management and stakeholder theory literatures. We briefly examine the early development of both areas, identifying some of the background assumptions and choices that informed how the fields evolved, and how these factors led the two fields to engage in scholarly pursuits that seldom intersected for a period of years, followed by a renewal of interest among strategists in themes that are central to stakeholder theory. From this discussion, we develop a larger agenda with specific topics as examples of areas that offer promise for …
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.
Chesapeake Energy Corporation, Brian Blaylock, David Earle, Danielle Smith, Jeffrey S. Harrison
Chesapeake Energy Corporation, Brian Blaylock, David Earle, Danielle Smith, Jeffrey S. Harrison
Robins Case Network
Chesapeake is the second largest producer of natural gas in the United States, but the company is struggling financially. In addition, its CEO left the company amid governance concerns. This case provides a description of upstream, midstream and downstream energy production and trends in those segments, and how Chesapeake has shifted its emphasis in an effort to increase its performance. The extreme price volatility in this industry is also described, as are technological advances in areas such as “fracking.”
Amazon.Com: Offering Everything From A To Z, Stephanie Lang, Logan Tinder, Jarett Zimmerman, Jeffrey S. Harrison
Amazon.Com: Offering Everything From A To Z, Stephanie Lang, Logan Tinder, Jarett Zimmerman, Jeffrey S. Harrison
Robins Case Network
Amazon’s focus on customer service has led to an impressive record of growth and profitability. However, late in 2012, the company posted a quarterly loss. This asks whether the company may be sacrificing profits in the interest of growing rapidly. It also explores the incredibly competitive environment Amazon faces.
Groupon, Inc., Kevin Beiles, Trip Humphrey, Ed Solarz, Jeffrey S. Harrison
Groupon, Inc., Kevin Beiles, Trip Humphrey, Ed Solarz, Jeffrey S. Harrison
Robins Case Network
Groupon’s CEO Andrew Mason made a terrible mistake when he refused to accept Google’s $6 billion dollar offer to acquire his company. About a year after its IPO in 2011, Groupon’s market capitalization was only $2.5 billion, and its main product was coming to be thought of as junk e-mail. The company has pursued growth through expanding into new services and products, with the goal of becoming an e-commerce platform that “locks in” the business of local merchants.
Sony Corporation: Reinventing Itself To Rediscover The Technological Edge, Chatterji Dheeman, Hayes Schildwachter, Jeffrey S. Harrison
Sony Corporation: Reinventing Itself To Rediscover The Technological Edge, Chatterji Dheeman, Hayes Schildwachter, Jeffrey S. Harrison
Robins Case Network
Sony is a global conglomerate with a wide variety of businesses in its portfolio, but a heavy emphasis on electronics and related products. Due to a number of setbacks such as the earthquake in Japan and a weak global economy, the firm has experienced sales declines and negative earnings in recent years. In early 2012 the company announced a major restructuring and new strategy to regain its edge. However, Sony has an uphill battle.
The Walt Disney Company: A Corporate Strategy Analysis, Carlos Carillo, Jeremy Crumley, Kendree Thieringer, Jeffrey S. Harrison
The Walt Disney Company: A Corporate Strategy Analysis, Carlos Carillo, Jeremy Crumley, Kendree Thieringer, Jeffrey S. Harrison
Robins Case Network
Walt Disney is a completely integrated media powerhouse. Films provide material for theme parks and resorts, consumer products, and even a cruise ship. Network and cable broadcasting is also a part of the integrated Disney package. None of Disney’s competitors are as successfully integrated. Still, in spite of a long record of success, Disney is facing more competition on many fronts and, like other media and entertainment companies, must continue to adapt to a changing technological and social environment.
Nestle, Annie Stevens, Dustin Fosness, Josh Katz, Jeffrey S. Harrison
Nestle, Annie Stevens, Dustin Fosness, Josh Katz, Jeffrey S. Harrison
Robins Case Network
Nestlé has a worldwide presence in the food industry. In spite of its market strength associated with its well-known brands, the company has been experiencing declining overall sales for several years. This case describes Nestlé’s diversification strategy and business portfolio in depth, as well as its industry and major competitors. Solving the company’s problems is challenging because of complexity and dependence on so many external factors.
General Motors Company: Restructured To Rediscover American Innovation, Jeffrey S. Harrison, Stefan Michalski, Joel Winbigler, Trevor Wind
General Motors Company: Restructured To Rediscover American Innovation, Jeffrey S. Harrison, Stefan Michalski, Joel Winbigler, Trevor Wind
Robins Case Network
Many analysts predicted that General Motors was not salvageable. However, after a government-backed restructuring, the company seems to be doing much better. The big question is whether the turnaround is sustainable. The company is investing heavily in technology in an effort to continue its record of success. This case examines GM up to its reorganization and also details its current strategies.
American Airlines: Bankrupt, Like Every Other Legacy Airline, Jeffrey S. Harrison, Siri Kalburgi, Colleen Koch Reed
American Airlines: Bankrupt, Like Every Other Legacy Airline, Jeffrey S. Harrison, Siri Kalburgi, Colleen Koch Reed
Robins Case Network
American held out to the end, being the last of the large legacy carriers to file for Chapter 11 protection. This case reviews the history of American from its inception through its filing. Current strategies and industry trends are also examined.
Lockheed Martin: Dealing With Dependence On A Single Customer, Timothy Kyle Benusa, Sam Gottwald, Jeffrey S. Harrison, John Reed
Lockheed Martin: Dealing With Dependence On A Single Customer, Timothy Kyle Benusa, Sam Gottwald, Jeffrey S. Harrison, John Reed
Robins Case Network
Lockheed Martin is a giant in the aerospace and defense industry, and obtains more than four fifths of its revenues from governments for national defense. Budget deficits have caused the United States and other governments to carefully evaluate the amount they allocate to defense, and sharp cuts are anticipated. What can Lockheed Martin do to deal with reductions in demand from its most important customer?
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.
Dr Pepper Snapple Group: Fighting To Prosper In A Highly Competitive Market, Joseph S. Harrison
Dr Pepper Snapple Group: Fighting To Prosper In A Highly Competitive Market, Joseph S. Harrison
Robins Case Network
Since its separation from the food giant Cadbury Schweppes, Dr Pepper Snapple Group has experienced successes such as the turnaround of the Snapple brand and growth in demand for some of its popular brands. However, the company is still a distant third in an incredibly competitive industry. How can the company achieve continued success in the shadows of Coca Cola and PepsiCo?
Stakeholders, Entrepreneurial Rent And Bounded Self-Interest, Douglas A. Bosse, Jeffrey S. Harrison
Stakeholders, Entrepreneurial Rent And Bounded Self-Interest, Douglas A. Bosse, Jeffrey S. Harrison
Management Faculty Publications
This paper examines how the change from an assumption of pure self-interest to an assumption of bounded self-interest alters basic propositions regarding the way entrepreneurs select, negotiate with and manage relationships with their initial set of stakeholders. Although a purely economic approach would focus on material cost as the sole consideration when conducting these activities, we argue that non-material factors such as reciprocity and fairness are potent forces during the initial resource acquisition process. We explain that non-material considerations are accounted for in negotiations with stakeholders and positive reciprocity is encouraged through openly sharing information with stakeholders about the value …
Stakeholder Theory In Strategic Management: A Retrospective, Jeffrey S. Harrison
Stakeholder Theory In Strategic Management: A Retrospective, Jeffrey S. Harrison
Management Faculty Publications
This chapter will provide a description of the personal journey of the author who, as a newly graduated Ph.D. in strategic management in 1985, embraced stakeholder theory. Perhaps one of the interesting aspects of this narrative is that the field of strategic management itself was in its infancy at the time of my graduation. So I have “grown up” in the strategy field while simultaneously observing and to some extent participating in the development of what we now call stakeholder theory. Over the past two and a half decades I have frequently found myself frustrated by my strategy colleagues’ lack …