There continues to be much discussion about whether or not students learn as much in an online course as they do in an on-campus face-to-face setting. This paper presents empirical observations about four sections of introductory managerial accounting, two taught on-campus and two taught online. The on-campus face-to-face approach provided the same course content available in the online approach but also used classroom lectures and discussions. A comprehensive final exam covering all learning objectives of the course was used as the overall measure of content learning. The hypothesis was that content learning was not equal in the two groups, but a h-test using unequal variances indicated that essentially equal content learning was occurring under both approaches (the null hypothesis). Quantile regression also was used to uncover some insights not revealed by the t-test, indicating that among the worst-performing students, online students performed better than face-ta-face students and that younger students outperformed older students.
{"title":"On-Campus Vs. Online Course Delivery: An Empirical Look At Both Approaches In A Controlled Setting For Introductory Managerial Accounting","authors":"W. Jordan, Amanda R. Brown","doi":"10.58809/vbvx4780","DOIUrl":"https://doi.org/10.58809/vbvx4780","url":null,"abstract":"There continues to be much discussion about whether or not students learn as much in an online course as they do in an on-campus face-to-face setting. This paper presents empirical observations about four sections of introductory managerial accounting, two taught on-campus and two taught online. The on-campus face-to-face approach provided the same course content available in the online approach but also used classroom lectures and discussions. A comprehensive final exam covering all learning objectives of the course was used as the overall measure of content learning. The hypothesis was that content learning was not equal in the two groups, but a h-test using unequal variances indicated that essentially equal content learning was occurring under both approaches (the null hypothesis). Quantile regression also was used to uncover some insights not revealed by the t-test, indicating that among the worst-performing students, online students performed better than face-ta-face students and that younger students outperformed older students.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128783246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With the increase in technology and pace of communication in a global business economy, organizations are adopting geographically dispersed business models that leverage a series of scaled work arrangements designed to enhance efficiency and cost-effectiveness. These arrangements include work teams that consist of agents who work in a traditional office but also employees who work from a home or satellite office. This qualitative study investigated perceived impact of geographic proximity to the office on job attitudes. Communication theory informed the framework of this ethnographic study and qualitative interviews. Results indicated that members of a dispersed team adopt a broad definition of their workgroup and decline in their motivation to maintain, or pursue, more intimate relationships. Findings also show that dispersed workgroups had lower levels of organizational identity and trust. This study found that proximity and its impact on job attitudes was not as important as other organizational variables, such as strength of communication and the presence of leadership.
{"title":"The Perceived Impact of Geographically Dispersed Work Teams On Job Attitudes","authors":"Nathan Hickman, A. Popa","doi":"10.58809/noxq3506","DOIUrl":"https://doi.org/10.58809/noxq3506","url":null,"abstract":"With the increase in technology and pace of communication in a global business economy, organizations are adopting geographically dispersed business models that leverage a series of scaled work arrangements designed to enhance efficiency and cost-effectiveness. These arrangements include work teams that consist of agents who work in a traditional office but also employees who work from a home or satellite office. This qualitative study investigated perceived impact of geographic proximity to the office on job attitudes. Communication theory informed the framework of this ethnographic study and qualitative interviews. Results indicated that members of a dispersed team adopt a broad definition of their workgroup and decline in their motivation to maintain, or pursue, more intimate relationships. Findings also show that dispersed workgroups had lower levels of organizational identity and trust. This study found that proximity and its impact on job attitudes was not as important as other organizational variables, such as strength of communication and the presence of leadership.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131364632","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper investigated the origin and use of the term “ghetto” by clients and employees in four community centers in Syracuse, New York, that service clientele of low socioeconomic status. The investigation of the term “ghetto” and the consequences of the term were conducted under the “looking glass-self” concept, by Charles Cooley, as well as theories by such seminal thinkers as Lewin, G. H. Mead, Goffman, and Okhuysen and Hudson. Data was collected through a review of the relevant literature and the collection of focus group responses from employees of the four community centers in Syracuse, New York. The study found that organizations that are labeled as “ghetto” take on the attributes of that stigmatization
{"title":"An Application of Change Management For Confronting organizational Stigmatization","authors":"Emad Rahim","doi":"10.58809/llis9568","DOIUrl":"https://doi.org/10.58809/llis9568","url":null,"abstract":"This paper investigated the origin and use of the term “ghetto” by clients and employees in four community centers in Syracuse, New York, that service clientele of low socioeconomic status. The investigation of the term “ghetto” and the consequences of the term were conducted under the “looking glass-self” concept, by Charles Cooley, as well as theories by such seminal thinkers as Lewin, G. H. Mead, Goffman, and Okhuysen and Hudson. Data was collected through a review of the relevant literature and the collection of focus group responses from employees of the four community centers in Syracuse, New York. The study found that organizations that are labeled as “ghetto” take on the attributes of that stigmatization","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124756393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines whether the provisions of SOX Sections 302 and 906 are associated with improved quarterly financial reporting quality. SOX 302 and 906 require that senior managers certify the accuracy of their quarterly financial statements, and false certification now carries criminal penalties. Specifically, this paper examines whether companies are more or less likely to just meet or beat their quarterly earnings forecasts following the implementation of SOX 302 and 906. My results indicate that following Sox 302 and 906, companies are less likely to just meet or beat their quarterly earnings forecasts for quarters 2, 3, and 4, suggesting that SOX 302 and 906 are associated with improved financial reporting quality.
{"title":"Propensity To Just Meet or Beat Quarterly Earnings Forecasts: An Examination of The Effects of Sox Sections 302 and 906","authors":"Stacy A. Mastrolia","doi":"10.58809/ulmh5340","DOIUrl":"https://doi.org/10.58809/ulmh5340","url":null,"abstract":"This paper examines whether the provisions of SOX Sections 302 and 906 are associated with improved quarterly financial reporting quality. SOX 302 and 906 require that senior managers certify the accuracy of their quarterly financial statements, and false certification now carries criminal penalties. Specifically, this paper examines whether companies are more or less likely to just meet or beat their quarterly earnings forecasts following the implementation of SOX 302 and 906. My results indicate that following Sox 302 and 906, companies are less likely to just meet or beat their quarterly earnings forecasts for quarters 2, 3, and 4, suggesting that SOX 302 and 906 are associated with improved financial reporting quality.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117286904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper explores the pedagogical benefits of teaching students to dress up like a firm and develops an experiential exercise to be used in teaching small business management and personal strategic management courses. Much can be gained from teaching students to view themselves as small businesses and applying the lessons of organizational research to enhance their personal strategic management skills. Globalization has changed the competitive landscape, increasing the need for all to become more competitive. Students must be able to internalize key strategic and financial lessons to gain and sustain a competitive advantage. To be successful, students need to be able to view the world through the eyes of a firm
{"title":"Lessons Learned When Dressing Up Like A Firm: Personal Strategic Management","authors":"Eva Dodd-Walker","doi":"10.58809/asgi2927","DOIUrl":"https://doi.org/10.58809/asgi2927","url":null,"abstract":"This paper explores the pedagogical benefits of teaching students to dress up like a firm and develops an experiential exercise to be used in teaching small business management and personal strategic management courses. Much can be gained from teaching students to view themselves as small businesses and applying the lessons of organizational research to enhance their personal strategic management skills. Globalization has changed the competitive landscape, increasing the need for all to become more competitive. Students must be able to internalize key strategic and financial lessons to gain and sustain a competitive advantage. To be successful, students need to be able to view the world through the eyes of a firm","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124165429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this paper, we examine a possible antecedent to board effectiveness – the presence of a nominating committee. We argue that director cooptation by CEOs, and therefore ineffectual governance, may result from allowing CEOs to appoint sympathetic directors. Thus, because outside independent board members are more likely to be effective in their roles as monitors of the CEO, and because such members are more likely to have been selected by nominating committees, measures of board effectiveness should be positively associated with the presence of a nominating committee. Our results are largely consistent with our hypotheses, and are thus instructive in the design of optimal governance mechanisms. We find that firm profitability, frequency of compensation committee meetings, compensation committee size, and CEO experience of compensation committee members are all higher among firms with nominating committees.
{"title":"The Nominating Committee As An Antecedent of Effective Corporate Governance","authors":"B. Stanley, S. Frankforter","doi":"10.58809/ulvk6547","DOIUrl":"https://doi.org/10.58809/ulvk6547","url":null,"abstract":"In this paper, we examine a possible antecedent to board effectiveness – the presence of a nominating committee. We argue that director cooptation by CEOs, and therefore ineffectual governance, may result from allowing CEOs to appoint sympathetic directors. Thus, because outside independent board members are more likely to be effective in their roles as monitors of the CEO, and because such members are more likely to have been selected by nominating committees, measures of board effectiveness should be positively associated with the presence of a nominating committee. Our results are largely consistent with our hypotheses, and are thus instructive in the design of optimal governance mechanisms. We find that firm profitability, frequency of compensation committee meetings, compensation committee size, and CEO experience of compensation committee members are all higher among firms with nominating committees.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133458942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Today’s organizations expect new college graduates to be well equipped to excel in team settings. Although instructors have good intentions, more often than not, students are ill-prepared to lean from their team experience. Little attention has been given to the ad hoc method of population team projects in business courses without properly training students to function in teams. The current study utilized team requirements in business classes to understand what students can gain from team projects when they undertake team projects without training.
{"title":"Ad Hoc Teams: Do Students Actually Learn From Them?","authors":"C. Lim, Terry M. Coalter","doi":"10.58809/tupw2554","DOIUrl":"https://doi.org/10.58809/tupw2554","url":null,"abstract":"Today’s organizations expect new college graduates to be well equipped to excel in team settings. Although instructors have good intentions, more often than not, students are ill-prepared to lean from their team experience. Little attention has been given to the ad hoc method of population team projects in business courses without properly training students to function in teams. The current study utilized team requirements in business classes to understand what students can gain from team projects when they undertake team projects without training.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127218528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study investigates whether significant differences exist across college undergraduates’ grade levels, majors, gender, age levels, and income levels regarding their perceptions of visual aid usage in effective perceptions. These differences were measured by subjecting 226 college undergraduates at a medium sized state university to a Visual Aid Usage Presentation Survey (VAUPS). Principal component factor analysis was performed on collected data, which revealed significant differences in students' perceptions across declared majors and college grade levels on factors. These results suggest that business professors should present visual information according to differing perceptions of effectiveness across majors and grade levels.
{"title":"Student Perceptions of Effective Visual Aid Usage","authors":"Reginald L. Bell, Rahim Quazi","doi":"10.58809/vtwp8484","DOIUrl":"https://doi.org/10.58809/vtwp8484","url":null,"abstract":"This study investigates whether significant differences exist across college undergraduates’ grade levels, majors, gender, age levels, and income levels regarding their perceptions of visual aid usage in effective perceptions. These differences were measured by subjecting 226 college undergraduates at a medium sized state university to a Visual Aid Usage Presentation Survey (VAUPS). Principal component factor analysis was performed on collected data, which revealed significant differences in students' perceptions across declared majors and college grade levels on factors. These results suggest that business professors should present visual information according to differing perceptions of effectiveness across majors and grade levels.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132156746","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper presents a comprehensive audit of the criteria used for scoring applicants for consumer credit. The audit consists of two parts: the first part focuses on the criteria used in customized models, while the second part deals with those used in Fair-Isaac and Co (FICO) or generic models. This paper shows that most of the sets of criteria variables used in lending institutions and in literature are poorly selected and poorly defined.
本文提出了一个全面的审计标准，用于评分申请人的消费信贷。审计由两部分组成:第一部分侧重于定制模型中使用的标准，而第二部分处理Fair-Isaac and Co (FICO)或通用模型中使用的标准。本文表明，在贷款机构和文献中使用的大多数标准变量集都是选择不当和定义不清的。
{"title":"Comprehensive Audit of The Criteria Used For Scoring Applicants For Consumer Credit","authors":"J. Jolayemi, Linda L. Carr","doi":"10.58809/xlri7860","DOIUrl":"https://doi.org/10.58809/xlri7860","url":null,"abstract":"This paper presents a comprehensive audit of the criteria used for scoring applicants for consumer credit. The audit consists of two parts: the first part focuses on the criteria used in customized models, while the second part deals with those used in Fair-Isaac and Co (FICO) or generic models. This paper shows that most of the sets of criteria variables used in lending institutions and in literature are poorly selected and poorly defined.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114984077","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Stories abound in the business world. Specifically, leaders use stories to maintain and even change the culture of their organizations. Whether positive in nature or not, stories are perpetuating avenues for leaders in crafting a new working climate or holding steady an existing one. Beginning with an examination of organizational culture itself and the leader's role, the piece moves on to defining what a story is am/ how the leader is or becomes a storyteller. Finally, the article ties everything together by postulating when stories should be told and how they should be related.
{"title":"Gathering Around the Organization's Communal Fire: How Leaders Use Stories To Maintain and Change Culture","authors":"S. Stovall","doi":"10.58809/ziiy6555","DOIUrl":"https://doi.org/10.58809/ziiy6555","url":null,"abstract":"Stories abound in the business world. Specifically, leaders use stories to maintain and even change the culture of their organizations. Whether positive in nature or not, stories are perpetuating avenues for leaders in crafting a new working climate or holding steady an existing one. Beginning with an examination of organizational culture itself and the leader's role, the piece moves on to defining what a story is am/ how the leader is or becomes a storyteller. Finally, the article ties everything together by postulating when stories should be told and how they should be related.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124365595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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