Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100032
T. Jonathan, Fu Peihua, T. Bah, Aboubakar Souleymanou, Ngouala Yengue Hulda Emmanuelle
The drastic change in global economy sets to the only way for a company to survive is to focus on the innovation, skills, and experience of his employees, that means they need to have core strength of effective workforce. Recent time, most are trying everything to attract, hire and retain the best talent human resources, which is becoming the biggest challenge of the actual current system. This paper is about to define what Electronic Green Human Resource Management (E-G-HRM) is, and identifies internet green recruitment methods from relevant literature, and also describes how their benefits of online recruitment can influence the time and cost containment and good management into African companies especially in Cameroon with green HRM at industrial level. Nowadays, the most vital sources of competitive advantage are built on human resource efforts over the retain and attraction of skills talented individuals. The use of the internet for Recruitment has helped in term of taking HRM and to develop into E-HRM and to attract potential talents to a company from the recruitment process, which has been referred as E-Recruitment. This paper purposes to extend the research on the online recruitment practices with green HRM for the entire development of companies with focus on E-G-Recruitment practices and developments in Cameroon.
{"title":"E-G-HRM in Cameroon, Africa","authors":"T. Jonathan, Fu Peihua, T. Bah, Aboubakar Souleymanou, Ngouala Yengue Hulda Emmanuelle","doi":"10.29011/2642-3243.100032","DOIUrl":"https://doi.org/10.29011/2642-3243.100032","url":null,"abstract":"The drastic change in global economy sets to the only way for a company to survive is to focus on the innovation, skills, and experience of his employees, that means they need to have core strength of effective workforce. Recent time, most are trying everything to attract, hire and retain the best talent human resources, which is becoming the biggest challenge of the actual current system. This paper is about to define what Electronic Green Human Resource Management (E-G-HRM) is, and identifies internet green recruitment methods from relevant literature, and also describes how their benefits of online recruitment can influence the time and cost containment and good management into African companies especially in Cameroon with green HRM at industrial level. Nowadays, the most vital sources of competitive advantage are built on human resource efforts over the retain and attraction of skills talented individuals. The use of the internet for Recruitment has helped in term of taking HRM and to develop into E-HRM and to attract potential talents to a company from the recruitment process, which has been referred as E-Recruitment. This paper purposes to extend the research on the online recruitment practices with green HRM for the entire development of companies with focus on E-G-Recruitment practices and developments in Cameroon.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","volume":"9 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":"115091695","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}
Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100031
John M. York
Lean startup (LS) is an entrepreneurship strategy popularized over the past decade. The LS approach offers entrepreneurs a framework to identify customer needs, market opportunities, and product/market fit as part of the opportunity identification and venture creation process. It also provides firms the opportunity to develop dynamic capabilities to engage a competitive and everchanging marketplace. This paper examines findings from a literature review of peer and non-peer review sources focusing on the limits of LS. Key observations include: (1) inconsistent experiences, with many not demonstrating successful implementation; (2) methodological issues (e.g., setting up of proper hypotheses and experiments, using a proper minimum viable product, and pivoting) exist; (3) biases and getting the right customers challenge customer discovery and interviewing; (4) inability to translate to “breakthrough” ventures; (5) failure to provide for all the essential capabilities for success that venture capitalists seek in a startup; and (5) limited marketing and sales emphasis, which is essential to acquiring customers, generating revenue, and fostering growth. Entrepreneurs can draw on these learnings to (1) recognize LS is one methodology to draw on from one’s entrepreneurial “Toolkit”; (2) recognize these limitations; (3) guard against individual tendencies and biases that will limit effectiveness of the methodology when used; (4) engage in training and mentorship to fully understand the framework, the skills needed, and the processes to correctly (and consistently) implement the approach. Further research should be conducted to build on these findings and explore further LS applications, practices, gaps, and theory.
{"title":"The Limits to Lean Startup for Opportunity Identification and New Venture Creation","authors":"John M. York","doi":"10.29011/2642-3243.100031","DOIUrl":"https://doi.org/10.29011/2642-3243.100031","url":null,"abstract":"Lean startup (LS) is an entrepreneurship strategy popularized over the past decade. The LS approach offers entrepreneurs a framework to identify customer needs, market opportunities, and product/market fit as part of the opportunity identification and venture creation process. It also provides firms the opportunity to develop dynamic capabilities to engage a competitive and everchanging marketplace. This paper examines findings from a literature review of peer and non-peer review sources focusing on the limits of LS. Key observations include: (1) inconsistent experiences, with many not demonstrating successful implementation; (2) methodological issues (e.g., setting up of proper hypotheses and experiments, using a proper minimum viable product, and pivoting) exist; (3) biases and getting the right customers challenge customer discovery and interviewing; (4) inability to translate to “breakthrough” ventures; (5) failure to provide for all the essential capabilities for success that venture capitalists seek in a startup; and (5) limited marketing and sales emphasis, which is essential to acquiring customers, generating revenue, and fostering growth. Entrepreneurs can draw on these learnings to (1) recognize LS is one methodology to draw on from one’s entrepreneurial “Toolkit”; (2) recognize these limitations; (3) guard against individual tendencies and biases that will limit effectiveness of the methodology when used; (4) engage in training and mentorship to fully understand the framework, the skills needed, and the processes to correctly (and consistently) implement the approach. Further research should be conducted to build on these findings and explore further LS applications, practices, gaps, and theory.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","volume":"59 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":"131374301","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}
Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100024
J. M. York
Customer discovery is critical for entrepreneurs to identify customers and their needs successfully. It is an essential piece of the lean startup methodology for discovering and confirming customers, their needs, value propositions, business models, and minimum viable products. This effort requires that the entrepreneur develop practical and successful interviewing skills and processes. This paper focuses on several essential aspects involved with the strategy to set up a productive customer discovery and interview process. It addresses upfront planning requirements, including the selection of the right customers and defining the optimal approach. The discussion then delves into a four-part approach to the strategic planning around the key objectives and questions to address, the methods to use, the gathering of data, and final the communication of results. Following this discussion, the paper examines the “FUNNEL” and “SPEECH” techniques. These are two approaches that the entrepreneur can use with screening customers and guiding one’s interviewees through the “Painful Interview.” In the end, discovery needs to focus on the customer and needs. It is not about one’s company and its products. When used correctly, effective questioning and interviewing strategies leads to valuable insights that guide a data-driven decision, instead of one based on assumptions or guesses. These will focus on the right customers and their needs. Such will provide insights to create a compelling value proposition. This way the entrepreneur can mitigate risk, “nail” one’s product and business model, and scale-up the venture with greater confidence.
{"title":"Strategic Interviewing Frameworks for Entrepreneurs to Optimize Customer Discovery","authors":"J. M. York","doi":"10.29011/2642-3243.100024","DOIUrl":"https://doi.org/10.29011/2642-3243.100024","url":null,"abstract":"Customer discovery is critical for entrepreneurs to identify customers and their needs successfully. It is an essential piece of the lean startup methodology for discovering and confirming customers, their needs, value propositions, business models, and minimum viable products. This effort requires that the entrepreneur develop practical and successful interviewing skills and processes. This paper focuses on several essential aspects involved with the strategy to set up a productive customer discovery and interview process. It addresses upfront planning requirements, including the selection of the right customers and defining the optimal approach. The discussion then delves into a four-part approach to the strategic planning around the key objectives and questions to address, the methods to use, the gathering of data, and final the communication of results. Following this discussion, the paper examines the “FUNNEL” and “SPEECH” techniques. These are two approaches that the entrepreneur can use with screening customers and guiding one’s interviewees through the “Painful Interview.” In the end, discovery needs to focus on the customer and needs. It is not about one’s company and its products. When used correctly, effective questioning and interviewing strategies leads to valuable insights that guide a data-driven decision, instead of one based on assumptions or guesses. These will focus on the right customers and their needs. Such will provide insights to create a compelling value proposition. This way the entrepreneur can mitigate risk, “nail” one’s product and business model, and scale-up the venture with greater confidence.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","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":"130040135","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}
Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100027
J. M. York, Martin Minnich, James Baker, W. J. Britton
Cybercrime has become a significant security issue for both the United States. California is a leading target for cyberattacks, comprising 15% of the national total. Within the State, significant educational and workforce needs exist. The State of Californiathrough joint efforts between National Guard Cyber Protection Teams, California Military Department, and the California Polytechnic State University, San Luis Obispo (Cal Poly)established the California Cybersecurity Institute (CCI) in 2016. The Institute defined its mission to support Cal Poly in becoming the leading supplier of cyberready professionals. The CCI’s focus involves: (1) the education and empowerment of well-prepared, socially conscious, and career-ready students to be leaders; (2) the training of (service to) state, government, military, and law enforcement employees, along with its citizens; and (3) the develop research collaborations with faculty engaged in the cybersecurity. In 2018, the CCI realized achievements in multiple areas, including: (1) the engagement of students through internships, University “Learn by doing” class projects, research efforts, and events; (2) the training of high school faculty via GenCyber; (3) the development of digital outreach technologies (e.g., an cybersecurity app on the Amazon Web Service platform); (4) the hosting of multiple education and training events; (5) the establishment of several corporate partnerships; (6) the securing of grants and credits from private and public sponsors to support education and outreach efforts; and (7) the establishment of a presence in the cybersecurity and general community through outreach activities. The CCI has realized several accomplishments during 2018 and has gleaned many learnings from them, which will set the stage for future growth and achievements.
{"title":"A Review of the California Cybersecurity Institute’s Mission and 2018 Accomplishments","authors":"J. M. York, Martin Minnich, James Baker, W. J. Britton","doi":"10.29011/2642-3243.100027","DOIUrl":"https://doi.org/10.29011/2642-3243.100027","url":null,"abstract":"Cybercrime has become a significant security issue for both the United States. California is a leading target for cyberattacks, comprising 15% of the national total. Within the State, significant educational and workforce needs exist. The State of Californiathrough joint efforts between National Guard Cyber Protection Teams, California Military Department, and the California Polytechnic State University, San Luis Obispo (Cal Poly)established the California Cybersecurity Institute (CCI) in 2016. The Institute defined its mission to support Cal Poly in becoming the leading supplier of cyberready professionals. The CCI’s focus involves: (1) the education and empowerment of well-prepared, socially conscious, and career-ready students to be leaders; (2) the training of (service to) state, government, military, and law enforcement employees, along with its citizens; and (3) the develop research collaborations with faculty engaged in the cybersecurity. In 2018, the CCI realized achievements in multiple areas, including: (1) the engagement of students through internships, University “Learn by doing” class projects, research efforts, and events; (2) the training of high school faculty via GenCyber; (3) the development of digital outreach technologies (e.g., an cybersecurity app on the Amazon Web Service platform); (4) the hosting of multiple education and training events; (5) the establishment of several corporate partnerships; (6) the securing of grants and credits from private and public sponsors to support education and outreach efforts; and (7) the establishment of a presence in the cybersecurity and general community through outreach activities. The CCI has realized several accomplishments during 2018 and has gleaned many learnings from them, which will set the stage for future growth and achievements.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","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":"122020369","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}
Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100025
J. M. York
Innovation involves the creation of new value. It is the “lifeblood” of startups and established firms. To be innovative, established and startup firms need to be able to create new value via its products and services that customer will want to use, and purchase. It is not just about coming up with new ideas, but rather new ideas and models that resonate with customers and effectively gain share in competitive markets. This paper focuses on several aspects that drive innovation. First, it examines the strategies that engage in established (“Red Ocean”), new (“Blue Ocean”), segmented, or cloned markets. Second, it discusses sustaining and disruptive approaches to innovation. Third, it explores approaches to gain customer insights into innovation. These include the voice-of-customer approach associated with sustaining innovation (product-based improvements to remain competitive in a dynamic marketplace) and the “outcomes-driven” (customer “Jobs-to-Do” and needs) innovation that supports both sustaining and disruptive innovation. Fourth, the paper delineates innovation strategies that can either leverage existing or pursue new technologic competencies (established and new), business models to create new value, or both parameters. Such interactions can lead to either routine, radical, disruptive, and architectural types of innovation.
{"title":"Developing Product and Business Innovations: Voice of the Customer Approach, Outcomes Strategies, and Beyond","authors":"J. M. York","doi":"10.29011/2642-3243.100025","DOIUrl":"https://doi.org/10.29011/2642-3243.100025","url":null,"abstract":"Innovation involves the creation of new value. It is the “lifeblood” of startups and established firms. To be innovative, established and startup firms need to be able to create new value via its products and services that customer will want to use, and purchase. It is not just about coming up with new ideas, but rather new ideas and models that resonate with customers and effectively gain share in competitive markets. This paper focuses on several aspects that drive innovation. First, it examines the strategies that engage in established (“Red Ocean”), new (“Blue Ocean”), segmented, or cloned markets. Second, it discusses sustaining and disruptive approaches to innovation. Third, it explores approaches to gain customer insights into innovation. These include the voice-of-customer approach associated with sustaining innovation (product-based improvements to remain competitive in a dynamic marketplace) and the “outcomes-driven” (customer “Jobs-to-Do” and needs) innovation that supports both sustaining and disruptive innovation. Fourth, the paper delineates innovation strategies that can either leverage existing or pursue new technologic competencies (established and new), business models to create new value, or both parameters. Such interactions can lead to either routine, radical, disruptive, and architectural types of innovation.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","volume":"48 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":"133386435","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}
Pub Date : 1900-01-01DOI: 10.29011/2642-3243.100026
J. M. York
Customer discovery, which entrepreneurs use as part of the lean startup methodology, is a critical process for entrepreneurs to identify customers and their needs successfully. It also allows these individuals to learn and make more effective decisions. This effort requires entrepreneurs to develop practical and successful interviewing skills and to minimize any biases they may bring to the process. This paper builds on an initial publication that explores interviewing strategies. This piece focuses on critical tactical pieces involved with interviewing. First, it will cover customer selection and engagement. Second, it will review the interview process, including documentation and analysis considerations. Third, this discussion will focus on questions. Fourth, it raises awareness in interviewing and question biases, which can lead to misleading findings. Finally, the paper will provide examples of effective and ineffective types of questions. In the end, interviewing should focus on customers and their needs, and not about one’s company and its products. When used correctly, effective questioning and interviewing tactics will foster learning and lead to valuable insights that guide datadriven decision-making for entrepreneurs to reduce risks, to confirm their products and business models, and to aid scale-up of their ventures.
{"title":"Practical Skills to Get the Most from Customer Interviews for Entrepreneurs and Startups","authors":"J. M. York","doi":"10.29011/2642-3243.100026","DOIUrl":"https://doi.org/10.29011/2642-3243.100026","url":null,"abstract":"Customer discovery, which entrepreneurs use as part of the lean startup methodology, is a critical process for entrepreneurs to identify customers and their needs successfully. It also allows these individuals to learn and make more effective decisions. This effort requires entrepreneurs to develop practical and successful interviewing skills and to minimize any biases they may bring to the process. This paper builds on an initial publication that explores interviewing strategies. This piece focuses on critical tactical pieces involved with interviewing. First, it will cover customer selection and engagement. Second, it will review the interview process, including documentation and analysis considerations. Third, this discussion will focus on questions. Fourth, it raises awareness in interviewing and question biases, which can lead to misleading findings. Finally, the paper will provide examples of effective and ineffective types of questions. In the end, interviewing should focus on customers and their needs, and not about one’s company and its products. When used correctly, effective questioning and interviewing tactics will foster learning and lead to valuable insights that guide datadriven decision-making for entrepreneurs to reduce risks, to confirm their products and business models, and to aid scale-up of their ventures.","PeriodicalId":412707,"journal":{"name":"Archives of Business Administration and Management","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":"128744857","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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