Business Horizons最新文献

This article is about bolstering professor-student rapport (PSR) in business education. Specifically, we integrate relevant published works to advance a model of PSR that includes literature-supported concepts and some examples from Tim, a master rapport builder. We surveyed students in a southeastern university to gain qualitative inputs that we use to refine our conceptual model (n = 75) and present those findings to help explain why PSR impacts outcomes, the primary elements that explain when PSR will impact the outcomes, and the main learning and retention outcomes that PSR may influence. Last, we translate these ideas for the practicing professors in the classroom and summarize our suggestions to advance valuable educational outcomes.

Entrepreneurial firms, due to their size and limited resources, are at a significant disadvantage when it comes to attracting, hiring, and retaining top talent. These challenges place the firm’s survival and success in jeopardy, as they waste resources on talent management and operate amid talent shortfalls. Simply put, in the scale-up phase, managing talent could be the most important activity entrepreneurs pursue. While entrepreneurs cannot eliminate their strategic shortcomings (e.g., prestige, the ability to pay top salaries), they can take advantage of their unique strengths (e.g., a more intimate environment, job flexibility, and greater opportunities for growth, advancement, and leadership) to make themselves more competitive among candidates not necesarily destined for large corporations. In this article, drawing upon the lessons of best practice and theory, we make three recommendations for entrepreneurial hiring managers: (1) treat all prospective employees as transformative organizational members, (2) recognize and embrace the contributions of all, and (3) make new and established employees consistently feel valued. While these lessons allow all managers to display their organizational strengths, they provide the best return on investment for those with the greatest hiring challenges: entrepreneurs.

Implementing diversity, equity, and inclusion (DEI) initiatives is an ongoing process that poses benefits and potential risks. One of the major challenges organizations face in implementing DEI initiatives is backfire, which occurs when well-intended initiatives result in unintended negative outcomes (e.g., discrimination against and decreased performance of members of underrepresented groups). Many leaders need an understanding of how and why DEI practices may backfire. As such, we provide five evidence-based recommendations to help organizations successfully implement DEI practices while preventing and minimizing backfire. We recommend they (1) broaden engagement in targeted recruitment, (2) adopt a context-conscious perspective on diversity training, (3) create DEI accountability structures, (4) align DEI with communication and culture, and (5) use a multilevel approach to monitor and evaluate DEI practices.

White-collar crime continues to be a central challenge for individuals, organizations, and consumers. Due to the substantial social harm caused by white-collar crime, there has been a focus on prevention and detection strategies, including profiling offenders in an effort to understand their motives, targets, and modus operandi. Despite advances in profiling white-collar offenders, these profiles have relied heavily on the same thirty-year-old, federal-level database limited to major urban areas, which may obscure changes in the sociodemographics of white-collar offenders. Based on Utah’s more recent White-Collar Crime Registry, this article seeks to better identify the profiles of modern white-collar offenders. Our findings uncovered three distinct types of white-collar criminals: The Tech Scammer, the Ponzi Schemer, and the Insurance Fraudster. Despite the registry’s limitations as a database, we offer recommendations regarding the prevention and detection of such offenders. With a more in-depth understanding of the modern white-collar criminal, managers will be better positioned to manage white-collar crime in the workplace.

Web3 technology is described as trustless in that interactions and transactions do not require trusted third parties and instead rely on smart contracts and the immutability of the decentralized blockchain. Thus, in contrast to earlier iterations of the web, Web3 users are asked to trust the technology itself rather than the human intermediaries. On its face, this shift to a trustless web calls into question the traditional conceptions of and requirements for trust. However, in this article, we caution against claims that advocate distrusting Web3 on the basis that, despite how quickly Web3 technology is advancing, the psychological processes through which people perceive and make sense of the social world remain fundamentally unchanged. Drawing on the psychology of trust and the evolution of web technologies and associated objects of trust, we argue that Web3 is not so trustless after all. We also highlight opportunities for brands to build trust in Web3 technology, including key considerations in leveraging opportunities and directions for further research. Overall, this article provides critical guidance to brand managers, policy advisors, and academics seeking to understand, build, and trust Web3 technology.