This qualitative study examines the complex issue of a multi-campus business school charged with the goal of accreditation. A review of the literature is followed with survey insights from 22 business school Deans with multi-campus experience, analyzed using constant comparative analysis to seek solution for three central issues (1) to increase the proportion of full-time faculty; (2) encourage scholarship; and (3) foster multi-campus relations. The key findings suggest the central roles of leadership to motivate all constituents, funding, articulation of expectations, and degree for branch autonomy.
{"title":"Managing The Accreditation Goal For A Multi-Campus Business School","authors":"M. Elbeck, Richard Williams","doi":"10.58809/jfgz4709","DOIUrl":"https://doi.org/10.58809/jfgz4709","url":null,"abstract":"This qualitative study examines the complex issue of a multi-campus business school charged with the goal of accreditation. A review of the literature is followed with survey insights from 22 business school Deans with multi-campus experience, analyzed using constant comparative analysis to seek solution for three central issues (1) to increase the proportion of full-time faculty; (2) encourage scholarship; and (3) foster multi-campus relations. The key findings suggest the central roles of leadership to motivate all constituents, funding, articulation of expectations, and degree for branch autonomy.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"320 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":"115837115","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}
What constitutes an effective university curriculum in human resources management? In an effort to answer this question, the authors reviewed the research literature on human resources curricula, comparing, contrasting and synthesizing the recommendations that have been offered in recent studies. Although a number of scholars have addressed this issue from a variety of perspectives and offer many noteworthy points for consideration, the review of the research literature indicates that a definitive answer to the question of curriculum content has not yet been found. The authors summarize the recent research, categorizing studies in terms of type pf research (empirical versus conceptual), nature of subjects in empirical studies (executives, HR practitioners, recent graduates of HR program), gratitude versus undergraduate program focus, and focus of the course of study (professional versus educational) in order to identify the current state of knowledge and fruitful avenues for future research. They provide a useful source of information for those charged with creating and maintaining quality human resources education programs, and for those who intend to research the topic further.
{"title":"What Constitutes An Effective Human Resources Curriculum?","authors":"M. Z. Sincoff, C. Owen","doi":"10.58809/rvez7671","DOIUrl":"https://doi.org/10.58809/rvez7671","url":null,"abstract":"What constitutes an effective university curriculum in human resources management? In an effort to answer this question, the authors reviewed the research literature on human resources curricula, comparing, contrasting and synthesizing the recommendations that have been offered in recent studies. Although a number of scholars have addressed this issue from a variety of perspectives and offer many noteworthy points for consideration, the review of the research literature indicates that a definitive answer to the question of curriculum content has not yet been found. The authors summarize the recent research, categorizing studies in terms of type pf research (empirical versus conceptual), nature of subjects in empirical studies (executives, HR practitioners, recent graduates of HR program), gratitude versus undergraduate program focus, and focus of the course of study (professional versus educational) in order to identify the current state of knowledge and fruitful avenues for future research. They provide a useful source of information for those charged with creating and maintaining quality human resources education programs, and for those who intend to research the topic further.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"38 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":"116805766","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}
Information systems leadership has evolved dramatically over the past 40 years. Early in the era of computing most attention was focused on the technical skills of IS managers. As IS has become ubiquitous in our organizations and increasingly embedded in our everyday lives, the need for a broader approach to IS management has emerged with an increasing emphasis on non-technical skills in business practices and an appreciation of the impact of organizational culture. Further, information systems managers increasingly find themselves in crisis situations that may require different leadership skills to successfully navigate. These crises may be caused by the physical destruction of computer hardware, the loss of critically sensitive data, sophisticated hacking of company computers, or a coding error in a mission critical software program. The research on managerial leadership in crisis situations is relatively sparse; however, the research on managerial leadership behaviors for the information systems sector is essentially nonexistent. This research study attempts to fill that gap, finding that there are a few desired managerial leadership behaviors in common between the information systems group and other studied groups, as well as differences and desired shifts in priorities.
{"title":"The Impact of Situational Factors On Information System (Is) Managerial Leader Behaviors: What Information Systems Employees Want","authors":"Tim O. Peterson, J. Beard, D. Fleet","doi":"10.58809/nxsw4073","DOIUrl":"https://doi.org/10.58809/nxsw4073","url":null,"abstract":"Information systems leadership has evolved dramatically over the past 40 years. Early in the era of computing most attention was focused on the technical skills of IS managers. As IS has become ubiquitous in our organizations and increasingly embedded in our everyday lives, the need for a broader approach to IS management has emerged with an increasing emphasis on non-technical skills in business practices and an appreciation of the impact of organizational culture. Further, information systems managers increasingly find themselves in crisis situations that may require different leadership skills to successfully navigate. These crises may be caused by the physical destruction of computer hardware, the loss of critically sensitive data, sophisticated hacking of company computers, or a coding error in a mission critical software program. The research on managerial leadership in crisis situations is relatively sparse; however, the research on managerial leadership behaviors for the information systems sector is essentially nonexistent. This research study attempts to fill that gap, finding that there are a few desired managerial leadership behaviors in common between the information systems group and other studied groups, as well as differences and desired shifts in priorities.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"66 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":"122588345","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 examines the existence of perceived justice in business-to-consumer electronic commerce and its influence on consumer intentions. Perceived justice, a construct mainly examined in management and marketing literature, may play an important role in people’s decision making process when they shop online. Prior information system online trust research shed little light on this important issue. Based on the organizational justice, this study proposes that distributive justice, procedural justice, and interaction justice constitute three dimensions of perceived justice in business-to-consumer electronic commerce. The validity of perceived justice is examined in a nomological network with trusting beliefs and purchase intentions
{"title":"Examining Perceived Justice In Business-To-Consumer E-Commerce: An organizational Justice Theory Perspective","authors":"W. Sha, Maeve Cummings","doi":"10.58809/qyvf4841","DOIUrl":"https://doi.org/10.58809/qyvf4841","url":null,"abstract":"This study examines the existence of perceived justice in business-to-consumer electronic commerce and its influence on consumer intentions. Perceived justice, a construct mainly examined in management and marketing literature, may play an important role in people’s decision making process when they shop online. Prior information system online trust research shed little light on this important issue. Based on the organizational justice, this study proposes that distributive justice, procedural justice, and interaction justice constitute three dimensions of perceived justice in business-to-consumer electronic commerce. The validity of perceived justice is examined in a nomological network with trusting beliefs and purchase intentions","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"17 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":"122177782","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}
The 2001-2003 wave of financial fraudulent reporting, aggressive earnings management, and overall management integrity issues highlight the important role that an internal audit function can have in protecting organizations and demonstrate how important it is that internal auditors operate with independence and objectivity. This paper highlights the issues organizations face when contemplating the internal audit outsourcing market. The illustrative materials provide exposure to the strategic, analytical, financial and operational decisions involved with retaining or outsourcing a corporate internal audit department.
{"title":"Making The Decision To Outsource A Service Department: Who Should Deliver Internal Audit Services?","authors":"Hubert D. Glover, Jeffrey J. McMillan, J. Wells","doi":"10.58809/qolg9210","DOIUrl":"https://doi.org/10.58809/qolg9210","url":null,"abstract":"The 2001-2003 wave of financial fraudulent reporting, aggressive earnings management, and overall management integrity issues highlight the important role that an internal audit function can have in protecting organizations and demonstrate how important it is that internal auditors operate with independence and objectivity. This paper highlights the issues organizations face when contemplating the internal audit outsourcing market. The illustrative materials provide exposure to the strategic, analytical, financial and operational decisions involved with retaining or outsourcing a corporate internal audit department.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"15 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":"131630077","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}
Two alternative models were identified in the existing literature on organization values and managerial performance. The Values-Based Management model suggests that organizational values influence managerial job performance through a process of enactment, am/ thus managerial performance is contingent upon the strength of the firm's values. The Performance-Values Matrix model suggests that organizational values and managerial job performance are independent constructs. We conducted an empirical study of these two models at a manufacturing facility. We measured organizational values enactment through a 360 degree feedback process using Behavioral Observation Scales, and obtained data on manager's annual job performance appraisal ratings. The results showed virtually no relationship between organization values and manager's job performance. We conclude from this study that the Performance-Values Matrix is a more accurate model. Implications for research and practitioners are discussed.
{"title":"Values-Based Management or The Performance-Values Matrix: Was Jack Welch Right?","authors":"Aaron A. Buchko, Kathleen J. Buchko","doi":"10.58809/kupd4878","DOIUrl":"https://doi.org/10.58809/kupd4878","url":null,"abstract":"Two alternative models were identified in the existing literature on organization values and managerial performance. The Values-Based Management model suggests that organizational values influence managerial job performance through a process of enactment, am/ thus managerial performance is contingent upon the strength of the firm's values. The Performance-Values Matrix model suggests that organizational values and managerial job performance are independent constructs. We conducted an empirical study of these two models at a manufacturing facility. We measured organizational values enactment through a 360 degree feedback process using Behavioral Observation Scales, and obtained data on manager's annual job performance appraisal ratings. The results showed virtually no relationship between organization values and manager's job performance. We conclude from this study that the Performance-Values Matrix is a more accurate model. Implications for research and practitioners are discussed.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"6 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":"131843122","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}
Over the period 1994-1999, for a sample of 57 firms, in-process research and development (IPRD) costs write-offs were reported in the 10-Ks of approximately 12% of the observations. The IPRD amounts ranged from $230,000 to over $16 7 million. In 38% of these cases, Compustat overstated R&D expense by including the IPRD write-off Comparative econometric estimates obtained show larger parameter coefficients when the Compustat's R&D expense data was used. This suggests prior research on R&D tax credit effectiveness based on Compustat data may have been upwardly biased, overstating the tax credit's incentive effects. Policy implications and directions for future research are discussed.
{"title":"In-Process R&D (IPRD) Write-off Misclassifications In Compustat: An Econometric Evaluation","authors":"L. Paff","doi":"10.58809/akcp5412","DOIUrl":"https://doi.org/10.58809/akcp5412","url":null,"abstract":"Over the period 1994-1999, for a sample of 57 firms, in-process research and development (IPRD) costs write-offs were reported in the 10-Ks of approximately 12% of the observations. The IPRD amounts ranged from $230,000 to over $16 7 million. In 38% of these cases, Compustat overstated R&D expense by including the IPRD write-off Comparative econometric estimates obtained show larger parameter coefficients when the Compustat's R&D expense data was used. This suggests prior research on R&D tax credit effectiveness based on Compustat data may have been upwardly biased, overstating the tax credit's incentive effects. Policy implications and directions for future research are discussed.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"5 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":"120963667","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 many different context within organizations today, attempts are made by direct reports to influence the decisions of their leaders. In no context does the resulting decision hit closer to home for a direct report than those related to the allocation of pay raises. Under what conditions are attempts by direct reports to influence their leaders' pay allocation decisions most effective? Wit at effect does a threat by the subordinate have on the leader's decision? Does the severity of the threat used matter? In an attempt to answer these questions, a study was conducted of leaders' pay allocation decisions under the conditions of varying levels of dependence and varying levels of severity of threat used by a focal direct report. Results indicated support for the interactive effects between dependence and dependency threats on leaders' pay allocation decisions (i.e., leaders allocated significantly higher increases to those direct reports upon whom they were highly dependent only when the direct report threatened the dependence relationship). Support was also found for the effects of threat severity (i.e., when the leader was highly dependent on the subordinate, more severe threats led to higher allocations). The results allow a more complete understanding of managerial pay allocation decisions and provide the groundwork for additional research.
{"title":"Impact of Subordinate Threats On Leaders' Pay Allocation Decisions","authors":"M. Fulford","doi":"10.58809/bemh8249","DOIUrl":"https://doi.org/10.58809/bemh8249","url":null,"abstract":"In many different context within organizations today, attempts are made by direct reports to influence the decisions of their leaders. In no context does the resulting decision hit closer to home for a direct report than those related to the allocation of pay raises. Under what conditions are attempts by direct reports to influence their leaders' pay allocation decisions most effective? Wit at effect does a threat by the subordinate have on the leader's decision? Does the severity of the threat used matter? In an attempt to answer these questions, a study was conducted of leaders' pay allocation decisions under the conditions of varying levels of dependence and varying levels of severity of threat used by a focal direct report. Results indicated support for the interactive effects between dependence and dependency threats on leaders' pay allocation decisions (i.e., leaders allocated significantly higher increases to those direct reports upon whom they were highly dependent only when the direct report threatened the dependence relationship). Support was also found for the effects of threat severity (i.e., when the leader was highly dependent on the subordinate, more severe threats led to higher allocations). The results allow a more complete understanding of managerial pay allocation decisions and provide the groundwork for additional research.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":" 47","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120829607","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}
Andrew J. Sage, M. Adams, Anthony C. Andenoro, null null
In order to capture the essence of employee dynamics within the ever-changing landscape of modern organizations, a naturalistic inquiry using a holistic approach was employed. This technique emphasized the millennial generation’s communication strengths as compared to those of previous generation workers. The perceptions of millennial students, millennial workers, multi-generational managers, university professors, and IT professionals were analyzed through a constant, comparative analysis and grouped so that grounded theory was allowed to emerge. The products of this inquiry include practical solutions aimed at reducing the uncertainty for multi-generational managers, specifically regarding the supervision of younger generation workers. In addition, the results of this study suggest that traditional business communication practices, when coupled with an increased use of information and communication technologies that are specifically designed to bolster collaboration and interpersonal communication, have the potential to maximize internal and external communication effectiveness. The data collected within this study provided an overview of the underlying values and perceptions behind millennial behavior. This synopsis, captured through millennial focus groups and face-to-face interviews, acquiesces to the literature surrounding the millennial generation. As outwardly portrayed, the individuals within this study are technically advanced, goal-oriented people who want the freedom and balance to work efficiently and effectively. In addition, the millennials used herein respect the traditional organizational structure, but only to the limit that its hierarchical nature does not stunt innovation achieved through adaptability and collaboration.
{"title":"Enhancing Communication Within Multi-Generational organizations","authors":"Andrew J. Sage, M. Adams, Anthony C. Andenoro, null null","doi":"10.58809/ogql3800","DOIUrl":"https://doi.org/10.58809/ogql3800","url":null,"abstract":"In order to capture the essence of employee dynamics within the ever-changing landscape of modern organizations, a naturalistic inquiry using a holistic approach was employed. This technique emphasized the millennial generation’s communication strengths as compared to those of previous generation workers. The perceptions of millennial students, millennial workers, multi-generational managers, university professors, and IT professionals were analyzed through a constant, comparative analysis and grouped so that grounded theory was allowed to emerge. The products of this inquiry include practical solutions aimed at reducing the uncertainty for multi-generational managers, specifically regarding the supervision of younger generation workers. In addition, the results of this study suggest that traditional business communication practices, when coupled with an increased use of information and communication technologies that are specifically designed to bolster collaboration and interpersonal communication, have the potential to maximize internal and external communication effectiveness. The data collected within this study provided an overview of the underlying values and perceptions behind millennial behavior. This synopsis, captured through millennial focus groups and face-to-face interviews, acquiesces to the literature surrounding the millennial generation. As outwardly portrayed, the individuals within this study are technically advanced, goal-oriented people who want the freedom and balance to work efficiently and effectively. In addition, the millennials used herein respect the traditional organizational structure, but only to the limit that its hierarchical nature does not stunt innovation achieved through adaptability and collaboration.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"99 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":"132438559","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 is an organizational diagnosis of a highly centralized non-profit organization, which desired to reduce the number of monthly committee meetings. Using an emergent design flexibility strategy. the findings revealed that because the members of the organization were accustomed to receiving frequent rich media communication, they may resist a reduction in meetings. Therefore, the study offers four recommendations to reduce the number of meetings to increase member satisfaction. Because of contradictory findings compared to existing research, two areas within the study of leadership are offered further research.
{"title":"Streamlining Rich Media Communications In A Non-Profit organization: Making Meetings Meaningful","authors":"Dennis C. Rittle","doi":"10.58809/wzil2567","DOIUrl":"https://doi.org/10.58809/wzil2567","url":null,"abstract":"This study is an organizational diagnosis of a highly centralized non-profit organization, which desired to reduce the number of monthly committee meetings. Using an emergent design flexibility strategy. the findings revealed that because the members of the organization were accustomed to receiving frequent rich media communication, they may resist a reduction in meetings. Therefore, the study offers four recommendations to reduce the number of meetings to increase member satisfaction. Because of contradictory findings compared to existing research, two areas within the study of leadership are offered further research.","PeriodicalId":335449,"journal":{"name":"Journal of Business and Leadership","volume":"100 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":"132860289","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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