Pub Date : 2022-11-22DOI: 10.1108/ajb-03-2022-0046
Fatma Sonmez Cakir, Zafer Adiguzel
PurposeCompanies must implement sustainability measures in order to survive due to the relationship between financial, social and environmental performances. These elements must be integrated into the business in a complementary manner in this regard. As a result, this study aims to investigate the effects of entrepreneurial leadership on sustainability, as well as financial and process innovation.Design/methodology/approachWithin the scope of the research, a survey was conducted with 295 white-collar employees working in energy companies. SPSS 25, the LISREL program, and SOBEL analysis were used to determine the relationships between the variables.FindingsIn the research, financial innovation perceptions and process innovation activities have a positive effect on business sustainability and entrepreneurial leadership. As both an independent and a mediating variable, entrepreneurial leadership has a positive impact on business sustainability.Research limitations/implicationsCompanies engaged in renewable energy production, operating in the Marmara region, constitute the sample mass. For this reason, it would be more accurate to evaluate the results obtained in this research only for companies producing renewable energy.Practical implicationsIt is concluded that energy companies should prioritize financial and process innovations and that entrepreneurial leadership is required to ensure the sector's long-term viability.Originality/valueThis paper is an innovative study in terms of the scope and content of the research as data are collected and analyzed from companies that produce renewable energy.
{"title":"An examination of the effects of financial and process innovation on the sustainability of businesses under the influence of entrepreneurial leadership: a research in energy companies","authors":"Fatma Sonmez Cakir, Zafer Adiguzel","doi":"10.1108/ajb-03-2022-0046","DOIUrl":"https://doi.org/10.1108/ajb-03-2022-0046","url":null,"abstract":"PurposeCompanies must implement sustainability measures in order to survive due to the relationship between financial, social and environmental performances. These elements must be integrated into the business in a complementary manner in this regard. As a result, this study aims to investigate the effects of entrepreneurial leadership on sustainability, as well as financial and process innovation.Design/methodology/approachWithin the scope of the research, a survey was conducted with 295 white-collar employees working in energy companies. SPSS 25, the LISREL program, and SOBEL analysis were used to determine the relationships between the variables.FindingsIn the research, financial innovation perceptions and process innovation activities have a positive effect on business sustainability and entrepreneurial leadership. As both an independent and a mediating variable, entrepreneurial leadership has a positive impact on business sustainability.Research limitations/implicationsCompanies engaged in renewable energy production, operating in the Marmara region, constitute the sample mass. For this reason, it would be more accurate to evaluate the results obtained in this research only for companies producing renewable energy.Practical implicationsIt is concluded that energy companies should prioritize financial and process innovations and that entrepreneurial leadership is required to ensure the sector's long-term viability.Originality/valueThis paper is an innovative study in terms of the scope and content of the research as data are collected and analyzed from companies that produce renewable energy.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"58 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74571710","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 : 2022-11-02DOI: 10.1108/ajb-10-2021-0136
T. Fatima, A. Bilal, S. Khan
PurposeThis study sheds light on the differential impact of social media brand engagement on two distinct types of purchase intentions, i.e. online and physical, in the special context of the post-COVID-19 situation in Pakistan. It has shed light on the factor (trust in online purchases during COVID-19) that has shaped the post-pandemic purchasing attitude. The above-stated association is unlocked based on the mediating role of brand equity.Design/methodology/approachThe people who followed the social media pages of major sellers (apparel, grocery, food items and medical supplies) in Pakistan were included as the target population. A time-lagged web-based survey method was employed to collect primary data which generated 308 responses. Quantitative data were analyzed using SPSS 26.0. After checks for validity and reliability, mediation and moderation analysis were run by Hayes PROCESS model 4 and 14 respectively.FindingsResults show that brand equity mediates the relationship of social media engagement with both online and physical purchase intentions. Further, results confirm that trust in online purchases during COVID-19 19 weakens the relationship of social media engagement with physical purchase intentions but strengthens with online purchase intentions.Originality/valueThis study attempts to unveil the moderation of trust in online purchases during COVID-19 on the relationship of social media engagement with online and physical purchase intentions through the mediation of brand equity.
{"title":"I am more inclined to buy online–novel social media engagement stimulated purchase intentions post-COVID-19: a case of Pakistani market","authors":"T. Fatima, A. Bilal, S. Khan","doi":"10.1108/ajb-10-2021-0136","DOIUrl":"https://doi.org/10.1108/ajb-10-2021-0136","url":null,"abstract":"PurposeThis study sheds light on the differential impact of social media brand engagement on two distinct types of purchase intentions, i.e. online and physical, in the special context of the post-COVID-19 situation in Pakistan. It has shed light on the factor (trust in online purchases during COVID-19) that has shaped the post-pandemic purchasing attitude. The above-stated association is unlocked based on the mediating role of brand equity.Design/methodology/approachThe people who followed the social media pages of major sellers (apparel, grocery, food items and medical supplies) in Pakistan were included as the target population. A time-lagged web-based survey method was employed to collect primary data which generated 308 responses. Quantitative data were analyzed using SPSS 26.0. After checks for validity and reliability, mediation and moderation analysis were run by Hayes PROCESS model 4 and 14 respectively.FindingsResults show that brand equity mediates the relationship of social media engagement with both online and physical purchase intentions. Further, results confirm that trust in online purchases during COVID-19 19 weakens the relationship of social media engagement with physical purchase intentions but strengthens with online purchase intentions.Originality/valueThis study attempts to unveil the moderation of trust in online purchases during COVID-19 on the relationship of social media engagement with online and physical purchase intentions through the mediation of brand equity.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"1 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81338302","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 : 2022-08-15DOI: 10.1108/ajb-02-2022-0024
M. Alosani, H. Al-Dhaafri
PurposeLimited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.Design/methodology/approachThis paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.FindingsResults indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.Originality/valueThis paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.
{"title":"The integrated effect of Kaizen and innovation culture on the police performance: an empirical investigation","authors":"M. Alosani, H. Al-Dhaafri","doi":"10.1108/ajb-02-2022-0024","DOIUrl":"https://doi.org/10.1108/ajb-02-2022-0024","url":null,"abstract":"PurposeLimited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.Design/methodology/approachThis paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.FindingsResults indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.Originality/valueThis paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"99 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80939922","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 : 2022-07-22DOI: 10.1108/ajb-08-2021-0101
D. Cavazos
PurposeThe current research aims to explore how the implementation of new regulatory forms contributes to firm self-regulation.Design/methodology/approachLongitudinal analysis of firm-initiated product recalls for 15 manufacturers in the US automobile industry from 1966–2012.FindingsExamining firm-initiated product recalls for 15 manufacturers in the US automobile industry from 1966–2012 has several important findings regarding how the introduction of specific regulatory forms contributes to firm-initiated vehicle recalls. Firms are not likely to self-regulate in response to surveillance or standards-based regulation while information-based regulation results in a greater likelihood of firm self-regulation.Originality/valueThis result suggests that even at the product level; firms become increasingly motivated to self-regulate as regulators introduce information-based regulations.
{"title":"How the introduction of new regulatory forms shapes firm self-regulation in the US automobile industry","authors":"D. Cavazos","doi":"10.1108/ajb-08-2021-0101","DOIUrl":"https://doi.org/10.1108/ajb-08-2021-0101","url":null,"abstract":"PurposeThe current research aims to explore how the implementation of new regulatory forms contributes to firm self-regulation.Design/methodology/approachLongitudinal analysis of firm-initiated product recalls for 15 manufacturers in the US automobile industry from 1966–2012.FindingsExamining firm-initiated product recalls for 15 manufacturers in the US automobile industry from 1966–2012 has several important findings regarding how the introduction of specific regulatory forms contributes to firm-initiated vehicle recalls. Firms are not likely to self-regulate in response to surveillance or standards-based regulation while information-based regulation results in a greater likelihood of firm self-regulation.Originality/valueThis result suggests that even at the product level; firms become increasingly motivated to self-regulate as regulators introduce information-based regulations.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"60 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77369748","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 : 2021-12-07DOI: 10.1108/ajb-12-2020-0198
J. Saini, Mingming Feng, J. DeMello
PurposeWith the growing awareness about the environment and climate, sustainability has gained increased attention of investors. Many investors now factor in the long-term sustainability of successful and responsible companies when making their investment choices. The purpose of this paper is to investigate whether or not the sustainability performance of a company affects the informativeness of its earnings by exploring the mediating effect of sustainability performance on the association between stock returns and earnings changes.Design/methodology/approachUsing a sample of firms for the period 2009–2016 with available sustainability data from TruValue Labs' database, the authors investigate how the sustainability performance of a firm mediates the relationship between stock returns and earnings (changes). The authors use ordinary least squares (OLS) regressions to test their hypotheses.FindingsConsistent with the voluntary disclosure and environmental, social and governance (ESG) performance literature, the authors find that higher sustainability performance improves the stock price informativeness of earnings. The authors find evidence in support of increased earnings response coefficient with increased sustainability performance.Research limitations/implicationsThis study adds to the literature supporting the notion of sustainability investing indicating that sustainability performance of a firm affects the stock price informativeness and predictability of earnings (changes) of the firm.Originality/valueThis study has value for, both, investors and managers regarding the importance of sustainability performance of the firm. Sustainability performance of the firm sends signals to market participants, increasing the informational content of the reported earnings as well as predictability of future earnings.
{"title":"Corporate sustainability performance and informativeness of earnings","authors":"J. Saini, Mingming Feng, J. DeMello","doi":"10.1108/ajb-12-2020-0198","DOIUrl":"https://doi.org/10.1108/ajb-12-2020-0198","url":null,"abstract":"PurposeWith the growing awareness about the environment and climate, sustainability has gained increased attention of investors. Many investors now factor in the long-term sustainability of successful and responsible companies when making their investment choices. The purpose of this paper is to investigate whether or not the sustainability performance of a company affects the informativeness of its earnings by exploring the mediating effect of sustainability performance on the association between stock returns and earnings changes.Design/methodology/approachUsing a sample of firms for the period 2009–2016 with available sustainability data from TruValue Labs' database, the authors investigate how the sustainability performance of a firm mediates the relationship between stock returns and earnings (changes). The authors use ordinary least squares (OLS) regressions to test their hypotheses.FindingsConsistent with the voluntary disclosure and environmental, social and governance (ESG) performance literature, the authors find that higher sustainability performance improves the stock price informativeness of earnings. The authors find evidence in support of increased earnings response coefficient with increased sustainability performance.Research limitations/implicationsThis study adds to the literature supporting the notion of sustainability investing indicating that sustainability performance of a firm affects the stock price informativeness and predictability of earnings (changes) of the firm.Originality/valueThis study has value for, both, investors and managers regarding the importance of sustainability performance of the firm. Sustainability performance of the firm sends signals to market participants, increasing the informational content of the reported earnings as well as predictability of future earnings.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"29 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2021-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77399481","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 : 2021-10-13DOI: 10.1108/ajb-06-2021-0070
Kristine L. Beck, James Chong, Bruce D. Niendorf
PurposeThis study aims to examine whether a good corporate reputation leads to superior investment returns. Theory and empirics provide support for the idea that a good corporate reputation improves firm value, but much of the previous research fails to consider the risk of the companies they study and relies only on accounting measures of performance such as return on assets. A complete picture of the relationship between corporate reputation and shareholder value should include risk-adjusted returns and correlation with benchmark returns.Design/methodology/approachThe Harris Poll Reputation Quotient (RQ), based on the reputations of the 100 most visible companies, suggests that companies with a “solid reputation” are more likely to be attractive investments. The authors construct portfolios using deciles and the RQ categories, rebalancing annually as RQ rankings are updated. Returns are adjusted for risk using Jensen's alpha, the information ratio, the Sharpe ratio, Modigliani and Modigliani's M2 measure, and Muralidhar's M3 measure.FindingsThe results indicate that choosing a portfolio based on the highest RQ-ranked firms does outperform the market on a risk-adjusted basis, and that the relationship between rankings and time-weighted returns is roughly monotonic. The authors also observe that corporate reputation is persistent, and that the best and worst most-visible firms are more likely to be privately held.Originality/valueThis research adds to the literature by including both market-based return measures and risk in the examination of the relationship between corporate reputation and financial performance.
{"title":"Investment returns from reputation investing: do good firms provide good returns?","authors":"Kristine L. Beck, James Chong, Bruce D. Niendorf","doi":"10.1108/ajb-06-2021-0070","DOIUrl":"https://doi.org/10.1108/ajb-06-2021-0070","url":null,"abstract":"PurposeThis study aims to examine whether a good corporate reputation leads to superior investment returns. Theory and empirics provide support for the idea that a good corporate reputation improves firm value, but much of the previous research fails to consider the risk of the companies they study and relies only on accounting measures of performance such as return on assets. A complete picture of the relationship between corporate reputation and shareholder value should include risk-adjusted returns and correlation with benchmark returns.Design/methodology/approachThe Harris Poll Reputation Quotient (RQ), based on the reputations of the 100 most visible companies, suggests that companies with a “solid reputation” are more likely to be attractive investments. The authors construct portfolios using deciles and the RQ categories, rebalancing annually as RQ rankings are updated. Returns are adjusted for risk using Jensen's alpha, the information ratio, the Sharpe ratio, Modigliani and Modigliani's M2 measure, and Muralidhar's M3 measure.FindingsThe results indicate that choosing a portfolio based on the highest RQ-ranked firms does outperform the market on a risk-adjusted basis, and that the relationship between rankings and time-weighted returns is roughly monotonic. The authors also observe that corporate reputation is persistent, and that the best and worst most-visible firms are more likely to be privately held.Originality/valueThis research adds to the literature by including both market-based return measures and risk in the examination of the relationship between corporate reputation and financial performance.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"1 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2021-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85681708","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 : 2021-06-11DOI: 10.1108/AJB-08-2020-0136
Canchu Lin, A. Kunnathur, J. Forrest
PurposeThe purpose of this study is to examine big data capability's impact on product improvement and explore supply chain dynamics including relationship building and knowledge sharing as important contribution to big data capability.Design/methodology/approachThe research model is tested with survey data. Data analysis results empirically support the proposed model and the hypothesized relationships between the concepts.FindingsFirst, the hypothesis testing results of this study show that big data capability directly enhances product improvement. Second, this study shows that supply chain relationship building and knowledge sharing are positively related to the development of big data capability.Research limitations/implicationsIn supply chain management, there are multiple factors, besides relationship building, that serve as conditioners to knowledge sharing's effect on product performance. We only examined the role of relationship building in this area.Practical implicationsFindings from this research encourage firms to take advantage of their supply chain resources to develop a big data capability that positively contributes to firm performance.Originality/valueThe contribution lies in that it brings to light this step that connects big data capabilities and market and financial performance, which is missing in prior research. This study contributes to the literature by identifying supply chain management activities, more specifically, supply chain relationship building and knowledge sharing, as antecedents to big data capability. This helps to extend this emergent enterprise of big data research to a new area and points to new directions for future research.
{"title":"Supply chain dynamics, big data capability and product performance","authors":"Canchu Lin, A. Kunnathur, J. Forrest","doi":"10.1108/AJB-08-2020-0136","DOIUrl":"https://doi.org/10.1108/AJB-08-2020-0136","url":null,"abstract":"PurposeThe purpose of this study is to examine big data capability's impact on product improvement and explore supply chain dynamics including relationship building and knowledge sharing as important contribution to big data capability.Design/methodology/approachThe research model is tested with survey data. Data analysis results empirically support the proposed model and the hypothesized relationships between the concepts.FindingsFirst, the hypothesis testing results of this study show that big data capability directly enhances product improvement. Second, this study shows that supply chain relationship building and knowledge sharing are positively related to the development of big data capability.Research limitations/implicationsIn supply chain management, there are multiple factors, besides relationship building, that serve as conditioners to knowledge sharing's effect on product performance. We only examined the role of relationship building in this area.Practical implicationsFindings from this research encourage firms to take advantage of their supply chain resources to develop a big data capability that positively contributes to firm performance.Originality/valueThe contribution lies in that it brings to light this step that connects big data capabilities and market and financial performance, which is missing in prior research. This study contributes to the literature by identifying supply chain management activities, more specifically, supply chain relationship building and knowledge sharing, as antecedents to big data capability. This helps to extend this emergent enterprise of big data research to a new area and points to new directions for future research.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"35 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85122887","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 : 2021-06-08DOI: 10.1108/AJB-01-2020-0003
Sanchal Tarode, S. Shrivastava
PurposeThe purpose of this study is to develop a stakeholder management ecosystem, which is an improved concept of stakeholder management practices implemented in organizations. The approach is to strategically manage, monitor and assess stakeholders' involvement efficiently during the various stages of the project. The paper aims to structure and organize the stakeholder management ecosystem concept, which would enhance working standards by gaining support and healthy interest of stakeholders in the ever-changing and increasing complex business environment.Design/methodology/approachA theoretical framework study is incorporated on the secondary data of stakeholder management, engagement and assessment. The conceptual insights are drawn for the comprehensive framework of 4Ps (project, people, process and promoting participation) to establish a stakeholder management ecosystem.FindingsThe findings expand the understanding and importance of efficient stakeholder management practices through a stakeholder management ecosystem concept. The implementation of efficient practices can exert a significant effect on the project outcome and organizational goals. Thus, these practices should be assessed and altered according to changing situations and dynamics at the various stages of the project.Practical implicationsThe paper contributes to the literature on stakeholder management. First, it holds organizational and managerial implications to efficiently channelize stakeholder resources to maximize the output of the project and the performance of an organization. Second, managing people associated with an organization formally or informally can not only draw their interest, trust and involvement but also can develop further scope and vision of growth and development.Social implicationsThe philosophy behind the concept is social cooperation and value creation. The more the people are engaged with the organization, the more will be the organizational support and well-being in the community as it broadens the pool of people involved, both inside and outside the organization.Originality/valueThe paper advances the practices of stakeholder management and organization management by introducing the ecosystem concept, 4Ps framework and assessment matrix. The ecosystem concept can be used to develop value and explore the potential of each person associated with an organization and further develop a functional relationship. The 4Ps framework is a structured and flexible approach to ease the process of understanding, analyzing, evaluating and involving stakeholders. The assessment matrix supports the evaluation of the incorporated strategy and further decision-making for the project by gauging project performance and stakeholder involvement.
{"title":"A framework for stakeholder management ecosystem","authors":"Sanchal Tarode, S. Shrivastava","doi":"10.1108/AJB-01-2020-0003","DOIUrl":"https://doi.org/10.1108/AJB-01-2020-0003","url":null,"abstract":"PurposeThe purpose of this study is to develop a stakeholder management ecosystem, which is an improved concept of stakeholder management practices implemented in organizations. The approach is to strategically manage, monitor and assess stakeholders' involvement efficiently during the various stages of the project. The paper aims to structure and organize the stakeholder management ecosystem concept, which would enhance working standards by gaining support and healthy interest of stakeholders in the ever-changing and increasing complex business environment.Design/methodology/approachA theoretical framework study is incorporated on the secondary data of stakeholder management, engagement and assessment. The conceptual insights are drawn for the comprehensive framework of 4Ps (project, people, process and promoting participation) to establish a stakeholder management ecosystem.FindingsThe findings expand the understanding and importance of efficient stakeholder management practices through a stakeholder management ecosystem concept. The implementation of efficient practices can exert a significant effect on the project outcome and organizational goals. Thus, these practices should be assessed and altered according to changing situations and dynamics at the various stages of the project.Practical implicationsThe paper contributes to the literature on stakeholder management. First, it holds organizational and managerial implications to efficiently channelize stakeholder resources to maximize the output of the project and the performance of an organization. Second, managing people associated with an organization formally or informally can not only draw their interest, trust and involvement but also can develop further scope and vision of growth and development.Social implicationsThe philosophy behind the concept is social cooperation and value creation. The more the people are engaged with the organization, the more will be the organizational support and well-being in the community as it broadens the pool of people involved, both inside and outside the organization.Originality/valueThe paper advances the practices of stakeholder management and organization management by introducing the ecosystem concept, 4Ps framework and assessment matrix. The ecosystem concept can be used to develop value and explore the potential of each person associated with an organization and further develop a functional relationship. The 4Ps framework is a structured and flexible approach to ease the process of understanding, analyzing, evaluating and involving stakeholders. The assessment matrix supports the evaluation of the incorporated strategy and further decision-making for the project by gauging project performance and stakeholder involvement.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"55 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2021-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74538073","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}
Agile helps teams focus on developing team-oriented goals, reflecting on their work and making needed adaptations at regular intervals and using agile practices to have authentic group interactions which lead to improved team dynamics and fostering innovation (Smith and Sidky, 2009). According to a recent survey (VersionOne, 2019), the top three reasons organizations adopt the agile way of working are to accelerate software delivery (74%), enhance ability to manage changing priorities (62%) and increase productivity (51%). To help mitigate the chaos, stress and anxiety, an agile mindset that welcomes uncertainty, embraces challenges and views failure as a learning opportunity can help us survive, and perhaps even thrive, in our new environment.
敏捷帮助团队专注于开发面向团队的目标，定期反思他们的工作并做出必要的调整，并使用敏捷实践来进行真实的团队互动，从而改善团队动态并促进创新(Smith and Sidky, 2009)。根据最近的一项调查(VersionOne, 2019)，组织采用敏捷工作方式的三大原因是加速软件交付(74%)，增强管理优先级变化的能力(62%)和提高生产力(51%)。为了帮助缓解混乱、压力和焦虑，灵活的心态，欢迎不确定性，拥抱挑战，把失败视为学习的机会，可以帮助我们在新环境中生存下来，甚至茁壮成长。
{"title":"View Point (Editorial)","authors":"Andrea R. Hulshult, T. C. Krehbiel","doi":"10.1108/AJB-06-2021-143","DOIUrl":"https://doi.org/10.1108/AJB-06-2021-143","url":null,"abstract":"Agile helps teams focus on developing team-oriented goals, reflecting on their work and making needed adaptations at regular intervals and using agile practices to have authentic group interactions which lead to improved team dynamics and fostering innovation (Smith and Sidky, 2009). According to a recent survey (VersionOne, 2019), the top three reasons organizations adopt the agile way of working are to accelerate software delivery (74%), enhance ability to manage changing priorities (62%) and increase productivity (51%). To help mitigate the chaos, stress and anxiety, an agile mindset that welcomes uncertainty, embraces challenges and views failure as a learning opportunity can help us survive, and perhaps even thrive, in our new environment.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"67 1","pages":"105-108"},"PeriodicalIF":0.8,"publicationDate":"2021-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87563616","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 : 2021-05-05DOI: 10.1108/AJB-11-2019-0078
S. Baglione, L. Tucci, William Smith, Joanna M. Snead
PurposeThis study forces respondents to tradeoff between invasive human resource practices and salary.Design/methodology/approachRespondents evaluated 16 calibration profiles to estimate a conjoint model among four categories: pre-employment, employment at the office, employment outside the office, and salary. Each profile included one level from the four categories.FindingsIn a study of mostly full-time employees, conditions at work were paramount. Salary was second followed closely by pre-employment monitoring. Monitoring outside of the office was a distance last.Practical implicationsIn a tight employment market, salary may not be the deciding selection factor for employment.Originality/valueEmployee monitoring is advancing dramatically and making human resource activities commonplace and invasive. This study forces respondents to confront these practices and determine whether salary can compensate for their acceptance.
{"title":"The relationship between restrictive human resource practices and salary among working professionals","authors":"S. Baglione, L. Tucci, William Smith, Joanna M. Snead","doi":"10.1108/AJB-11-2019-0078","DOIUrl":"https://doi.org/10.1108/AJB-11-2019-0078","url":null,"abstract":"PurposeThis study forces respondents to tradeoff between invasive human resource practices and salary.Design/methodology/approachRespondents evaluated 16 calibration profiles to estimate a conjoint model among four categories: pre-employment, employment at the office, employment outside the office, and salary. Each profile included one level from the four categories.FindingsIn a study of mostly full-time employees, conditions at work were paramount. Salary was second followed closely by pre-employment monitoring. Monitoring outside of the office was a distance last.Practical implicationsIn a tight employment market, salary may not be the deciding selection factor for employment.Originality/valueEmployee monitoring is advancing dramatically and making human resource activities commonplace and invasive. This study forces respondents to confront these practices and determine whether salary can compensate for their acceptance.","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"30 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2021-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74611926","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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