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A Monthly RIT Central Library, ServiceA Monthly RIT Central Library, ServiceOctober 2014October 2014

October 2014 Page 1

LeadershipScott, HelanieAligned Leadership. Leadership ExcellenceOct 2014, Vol. 31 Issue 10, Pg.15-16.

A b s t r a c tThe article focuses on the importance and benefits of incorporating adequate leadership in the workplace. Topics discussed include the capability of good leaders to drive accountability and motivate engagement, the role of aligned leadership in motivating commitment and performance, workplace engagement, and interactions, and the need for leaders to take their own leadership style to create essential adjustments that could make them more adaptable and aligned. Navigating between the poles of profit and people or returns and trust is at the center of every leader’s job. However, urged on by the demand for performance and results in tough economic times, leaders have placed more emphasis on High Performance or driving accountability over High Commitment or motivating engagement.

Murphy, Sheila E. Activating Communicative Leadership.Leadership Excellence.

Oct2014, Vol. 31 Issue 10, Pg.48-48.

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The article offers the author's insights on the importance of communication in leadership and for the success of an organization. Topics include the author's suggestion that group or department leaders must take proactive notice of opportunities, the said opportunities which include responding to knowledge, prompting linkages, and decision making, and the questions about leadership initiative.When asked “What needs work” to make our organizations function, the inevitable answer is that all-purpose word “communication.” What does this really mean? Those of us whose lives are spent navigating the various hurdles aced hourly, know the value of translating that all-purpose word into something actionable, recognizable, and in fact realistic. Equally important is the fact that leadership is needed at all levels of the organization. It is not simply the privilege of the lofty “top spot.” The most senior level of the organization remains the clearest point of advantage, as well as the most vulnerable. That said, the work group or project level readily reveals any gap in clarity, progression of tasks, or related areas that must be connected.

I tell clients at all levels that highly activated leadership talent is in the “need to do,” rather than “nice to do” category. The most memorable presences in organizational life are those who initiate, maintain, and check back with others to ensure full and complete understanding.

MarketingLund, Donald J. Marinova, Detelina Managing Revenue Across Retail Channels: The Interplay of Service Performance and Direct Marketing . Journal of Marketing. Sep2014, Vol. 78 Issue 5, Pg99-118.

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Increased internal pressure to make marketing accountable, combined with market pressure from the proliferation of new service delivery channels, requires retailers to better understand the differential impacts of marketing efforts across channels now more than ever. In this article, the authors (1) develop and test a theoretically grounded framework for the interplay of objective service performance and direct marketing in shaping retail revenue over time through two distinct service delivery channels (on-site and remote) and (2) conceptualize service delivery channel--

specific servicescapes as facilitative mechanisms for the effectiveness of objective service performance and direct marketing. The authors test the conceptual framework with multisource data from a major national pizza retailer comprising a field study based on a time series of 223 weeks across five stores of objective marketing and performance data (delivery time) and a cross-sectional survey of the retailer's customers. They find that objective service performance and direct marketing interact by exhibiting a trade-off effect contingent on specific aspects of the servicescape. When both objective service performance and direct marketing levels are high, servicescape quality design perceptions alleviate the trade-off effect in on-site delivery channels, and servicescape time/effort cost perceptions do so in remote delivery channels. The authors conclude with a discussion of implications for research and practice.

Homburg, Christian ,Hahn, AlexanderThe   Role   of   Chief   Marketing   Officers   for Venture Capital Funding: Endowing New Ventures with   Marketing   Legitimacy. Journal of Marketing Research

 Oct2014, Vol. 51 Issue 5, Pg.625-644.

A b s t r a c t

Research on new ventures has indicated that poorly conducted marketing is among the main reasons for new venture failure. To acquire urgently needed initial funding, new ventures strive to conform to investors' expectations of appropriate marketing capabilities because these capabilities may endow them with legitimacy in the eyes of potential investors. Drawing on organizational legitimacy and human resource theory, the authors argue that the characteristics of the chief marketing officer (CMO) may endow new ventures with marketing legitimacy. Employing a two-stage selection hazard rate analysis to simultaneously account for potential selection bias and right-censored observations, the authors analyze a comprehensive data set of 2,945 high-technology new ventures. Bearing in mind that this research is a first exploratory attempt to illuminate the role of marketing for new venture funding using correlational secondary data, the results indicate that CMO education, marketing experience, and industry experience are positively related to the likelihood of funding. Moreover, the relationships between CMO characteristics and funding are

contingent on task-related uncertainty and industry legitimacy. These findings provide initial insights for entrepreneurs, venture capitalists, and public policy makers.

Creativity and InnovationAlthuizen,Niek, Wierenga, BerendSupporting Creative Problem Solving with a Case-Based Reasoning System.Journal of Management Information Systems. Summer2014, Vol. 31 Issue 1, Pg.309-340.

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Attention for the division of work between computers and humans is growing due to ever-increasing computer capabilities. Over the past decades, creativity support systems (CSSs) have gained ground as a means to enhance individual, group, and organizational creativity. Whereas prior research has focused primarily on the main effects of CSSs, we explore the interaction effects with the creative ability of the individual. In this paper, we investigate the use of the case-based reasoning (CBR) technology, which is based on the principle of analogical reasoning, to aid

individuals in solving business problems creatively. The expectations as to why the CBR technology should enhance individual creativity, and under what conditions (i.e., the type and number of cases that are made available), are derived from creative cognition theory, and are tested empirically. In a series of studies, a CBR system loaded with a diverse set of cases was found to enhance the performance of individuals with lower creative ability, but it did not help the most creative individuals. Although the literature suggests that cases from remote problem domains should lead to more novel solutions, loading the CBR system only with cases closely related to the problem domain proved more effective than remote cases only. Finally, loading the CBR system with a larger set of diverse cases was found to positively influence the creativity of the solutions. These findings have the following implications for CSSs and creative cognition theory: (1) when considering the effectiveness of CSSs it is important to take into account the creative ability of the individual (i.e., "one size does not fit all"), (2) making a sufficiently large and diverse set of cases available is better for stimulating creativity, and (3) providing cases that are too remote may be counterproductive. On a practical note, organizations

seeking to redesign their division of labor between individuals and machines can easily follow the CBR approach presented here using their own set of cases. 

Revelle, Jack B.First   creativity , then   innovation . Industrial Engineer: IE. Nov2014, Vol. 46 Issue 11, Pg.31-35.

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The article focuses on the need for creativity and innovation in engineering product designs. It notes that industrial engineers are well-positioned by education and experience to work creatively and lead innovative projects in all economic sectors. Use of tools and statistical techniques in improving efficiency and effectiveness of manufacturing processes in the aerospace industry that led to creativity and innovation within the industry. No matter what you may be doing, continuing with the status quo may feel like a safe option, but in the long run it can be much riskier than dreaming up and trying new ways of creating better products, approaches, processes or services. If you don’t make the changes, you can be sure someone else will and that someone else can soon take the competitive lead via their

creative and innovative approach.

StrategyDanziger, Shai, Hadar, Liat

Retailer Pricing   Strategy   and Consumer Choice under Price Uncertainty.Journal of Consumer Research. Oct2014, Vol. 41 Issue 3, Pg.761-774.

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This research examines how consumers choose retailers when they are uncertain about store prices prior to shopping. Simulating everyday choice, participants made successive retailer choices where on each occasion they chose a retailer and only then learned product prices. The results of a series of studies demonstrated that participants were more likely to choose a retailer that offered an everyday low pricing strategy (EDLP) or that offered frequent small discounts over a retailer that offered infrequent large discounts. This choice advantage for the retailer that was cheaper more often manifested even when its average price was judged to be higher. The same results were obtained when choices were made a day apart, when price feedback was only given for the chosen retailer, and when price feedback was given for

both retailers. Participant’s expectations of future prices but not their judgments of retailer’s past average prices predicted their subsequent retailer choice. 

Davison, Edwin D.Corporate   Strategy . Corporate Strategy -- Research Starters Business. 2014, Pg.1-8.

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This paper explores the topic of corporate strategy and how it fits within the strategic management process. Specifically, we'll examine the various types of corporate strategy, providing a framework to recognize when a given strategy is most appropriate. Also, we'll provide real-life examples of corporate strategy in action, along with an overview of corporate portfolio tools used in corporate strategy formulation. Corporate strategy does not exist in a vacuum — it is a smaller, yet integral part of a larger and distinct process known as the strategic management process, interrelating with the formulation of a firm's business strategy, as well as its functional strategy. Is there one best corporate strategy? The answer is an unequivocal no — there is no single best corporate strategy. Likewise, the process of developing corporate strategy has become

a more daunting task in light of the global competitive forces firms must confront. Corporate strategy is dependent on numerous factors as outlined with respect to industry attractiveness and the relative competitive strengths of the respective company. Once again, the fact that corporations operate in a global environment greatly complicates the formulation and coordination of corporate strategy. Hence, the formulation of corporate strategy is a dynamic, interactive, iterative process, sometimes requiring midstream adjustments as a result of unexpected changes in the firm's competitive environment. Therefore, the wrong corporate strategy choices, in addition to improper implementation, can mean the difference between success and failure.

Inf. & Knowledge ManagementWienclaw, Ruth A.Information   System Project   Management . Information System Project Management -- Research Starters Business. 2014, Pg.1-6..

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The development of new information systems is a

complex task and often falters due to unforeseen problems. Despite the tools available for project management, all too many information system projects fail to meet one or more of the criteria for success by being significantly behind schedule, drastically over budget, or by failing to meet the technical specifications of the system. To help ensure the success of an information systems project, it is essential that the project manager be involved in risk management on an on-going basis. In addition to the use of project and risk management tools, it is important to ensure that the project personnel have four types of knowledge: Process, domain, institutional, and cultural. In addition, projects should be monitored for signs of failures so that short- and long-term recovery methods can be applied in a timely manner and projects can meet their goals.State of the art information technology allows businesses toexchange data and information faster and more accurately than ever before. As advances in information technology continue, the ways that it is combined into information systems that support organizations also proliferate. However, the development of new information systems is a complex task and often falters due to unforeseen problems.

By some estimates, although approximately $255 billion is spent every year on the development of information systems in the United Sates, only one third of the projects meet all three criteria of success (i.e., on time, within budget, and technically adequate) while the rest are considered "troubled." Although some reports indicate that the success rate for information systems projects is increasing, project failure is still a major concern. In addition, many information systems projects are becoming increasingly ambitious and complex, so concerns about success continue to be an issue.

Flynn, Simone I.Special Topics in   Management . Special Topics in   Management   -- Research Starters Business. 2014, Pg.1-1

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This article will focus on special topics in management that cut across management fields and areas of expertise. The special topics of this article - which include human resources management, information management, crisis management, and issues management within organizations - will be of special interest to students, scholars, and practitioners of management. An overview of

the field of management, including the history of management, management careers, and management roles and skills, will be provided and serve the foundation for the discussion of special topics in management. 

TechnologyPaul, SantanuThe Impact of   Technology   on Skill Development.Indian Journal of Industrial Relations. Jan2014, Vol. 49 Issue 3, Pg.401-408.

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Technology is the defining buzzword of the 21st century. Our smartphones and tablets have made quantum leaps in usability and transformed our lives. One major domino effect of technology is being felt in the education and training sector. With its multiplier effect, technology can become a mighty social leveller, creating access and success for all. Melding new technology with existing infrastructure to create click-and-mortar platforms can empower the current generation with job-ready skills. Technology deployment for skill development can lead to lower costs, higher quality, and greater reach, while

reducing the burden on physical infrastructure. Social innovations are blooming in a world that has become a global village due to the collapse of geographical and temporal boundaries. Learning by doing is the new mantra for vocational education and skill development

Hall,Jeremy, Bachor,VernonDeveloping and Diffusing New   Technologies : STRATEGIES FOR LEGITIMIZATION.California Management Review. Spring2014, Vol. 56 Issue 3, Pg.98-117.

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This article investigates legitimization processes and organizations' strategies for developing and diffusing new technologies. Drawing on cases in agricultural transgenic technology and genomics in forestry, the authors provide a framework to help managers develop strategies for more efficient technology development and diffusion. Strategies that fail to consider legitimization processes, especially in controversial social environments and/or varying institutional settings, could result in costly delays or promising technology left sitting on the shelf. Technology developers need to identify key technological, commercial,

organizational, and societal uncertainties during the early phases of the technology's development, allowing them to shape the technology for more efficient diffusion. 

Training & DevelopmentJayakumar, G. S. David Sam Sulthan, A.Modelling: Employee Perception on   Training   and   Developme nt . SCMS Journal of Indian Management. Apr-Jun2014, Vol. 11 Issue 2, Pg.57-70.

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The purpose of this study is to bring out the employee perception on the training and development program that is given in the industry. Workers in an organisation are always in need of training and development programs that help to develop their skills that are necessary at work. Every organisation spends money and time for these programs. In industry these programs are given at regular intervals and the management wants to know the perception of employees towards the provided training and development program. The study employs competing model selection by proposing

three structural equation model to bring out the employee perception. Among these three proposed models, model no-2 and model no-3 is best according to Akaike information criterion and Schwartz Bayesian information criterion. So, any of these models can be used to measure Employee perception of training and development of a manufacturing industry.

Weiss, W. H. training   methods and programs.Supervision. Feb2014, Vol. 75 Issue 2, Pg.18-22.

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The article examines employee training. The need for formal training departments within organizations as they grow past small size is cited. Advantages of such departments including their ability to research training needs create, training programs and communicate on training within management are examined. Training methods including sensitivity training, cross-training and seminars are discussed.

In the early years of an organization or company, training and developing people is carried out almost exclusively on the job. There is no training staff. When new people are hired, their

immediate supervisors are required to trainthem in whatever skills they need on the job. In some organizations, this situation continues even as they grow much larger. Yet, most companies of any size eventually reach the point where management recognizes it would be an economical move to provide a staff to help line managers train and develop their people. The limitations of on-the-job training are apparent when a company is growing rapidly or turnover is high; most line managers simply don’t have the time to do it. Furthermore, many managers make poor instructors. Line managers become qualified fortheir positions for reasons other than their teaching ability. It may take a great deal longer for new employees to become proficient and productive on the job if you rely online managers alone to train them.

FinanceBooth,Laurence Chang,BinWhich Analysts Lead the Herd in Stock Recommendations?Journal of Accounting, Auditing & Finance. Oct 2014, Vol. 29 Issue 4, Pg.464-491.

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This article identifies a leader–follower relationship in stock

recommendations and documents the characteristics of lead analysts. We develop a metric for identifying lead analysts based on the observation that lead analysts have directed a “path” for the consensus in the past year. We find that recommendations are more likely to direct a path for the consensus when they are issued by lead analysts, accompanied by concurrent earnings forecast in the same direction from the same analysts, away from the consensus, followed by price momentum, issued on large and high growth firms, and issued by analysts from large brokers with less frequent recommendations. This result still holds even after controlling for public information, excluding news announcement dates, Regulation Fair Disclosure legislation, and other robustness checks. Empirical analysis shows that there is a greater market reaction to the recommendations of lead analysts than others. 

Dichev,Ilia D., Huang, KellyThe Dark Side of Trading.Journal of Accounting, Auditing &  Finance . Oct2014, Vol. 29 Issue 4, Pg.492-518. A b s t r a c t

This study investigates the effect of high trading volume on observed stock volatility controlling for fundamental information. We investigate a

number of settings, including two natural experiments (exchange-traded funds [ETFs] and dual-class shares), the aggregate time-series of U.S. stocks since 1926, and the cross-section of U.S. stocks during the last 20 years. Our main finding is that there is an economically substantial positive relation between trading volume and stock volatility, especially when trading volume is high. The conclusion is that stock trading can inject volatility above and beyond that based on fundamentals. 

GlobalizationHoagland, Steven R.Management of   Globalization . Management of  Globalization   -- Research Starters Business. 2014, pg1-10

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Management of globalization is a timely topic and its recent applications are attracting a great deal of attention. Subscribing to a perspective that emphasizes doing things right, this essay directs attention to the dependence of desired outcomes on institutional structures and managerial processes. Those structures and processes can generate desired enhancements to the global status of developing countries and their internal standards of

living. Globalization is an increase in the flows of goods, services, capital, labor, and information across the borders of nation-states. In reality, the impacts of globalization and institutions are measurable. Three international institutions hold the tasks of managing globalization. They are the World Trade Organization, the World Bank, and International Monetary Fund. Among the items of interest, the latter two institutions generate predictions suggesting that China will become the third largest economy of the world and India will become the fourth largest by 2015. The complexion of free trade is becoming more dynamic with new entrants, yet the complexities of free trade appear static and/or stagnant. Prospective managers of globalization will need to address widely held perceptions that it hinders developing countries more than it helps them. From an educational viewpoint, the case study approach can be a highly effective learning tool as a method for expanding small successes into larger ones. Drawing attention to some key assessments and critiques on the management of globalization, the author of this essay challenges readers and students alike to contemplate opportunities to make a favorable impact as they gain a better

understanding of international institutions, challenges, and cultures.

Bremmer, Ian

The New Rules of   Globalization .

Harvard Business Review. Jan/Feb2014, Vol. 92 Issue 1/2, Pg.103-107

A b s t r a c t

Until 2008 going global seemed to make sense for just about every company in the world. Since then, we've entered a different phase, one of guarded globalization. Governments of developing nations have become wary of opening more industries to multinational companies. They are defining national security more broadly and perceiving more and more sectors to be of strategic importance, taking active steps to deter foreign companies from entering them and promoting domestic, often state-owned enterprises. Indeed, the rise of state capitalism in some of the world's most important emerging markets has altered the playing field. To factor globalization's new risks into strategy, executives must consider their industry's strategic importance to the host government and their home government. They can then choose among various approaches: strike alliances with local players, look for new

ways to add value abroad, enter multiple sectors, or stay home. INSET: The New Risks.

Must KnowH-INDEX

The h-index is an index that attempts to measure both the productivity and citation impact of the published body of work of a scientist or scholar. The index is based on the set of the scientist's most cited papers and the number of citations that they have received in other publications. The index can also be applied to the productivity and impact of a scholarly journal[1] as well as a group of scientists, such as a department or university or country.[2] The index was suggested in 2005 byJorge E. Hirsch, a physicist at UCSD, as a tool for determining theoretical physicists' relative quality[3] and is sometimes called the Hirsch index or Hirsch number. The h-index is intended to measure simultaneously the quality and quantity of scientific output.

How to Determine your h-index

A researcher's h-index can be calculated manually by locating citation counts for all published papers and ranking them numerically by the number of times cited. However, Web of Science, Scopus and Google Scholar can also be used to calculate an h-index. Key h-index tools

Scopus and Web of Science collect and organize citation counts and can calculate an individual’s h-index. Likewise, Google Scholar collects citations and calculates and author's via Google Scholar Citation. However, each source may determine a different value of the h-index for each individual. Sometimes the variation in the h-index between sources can be large.

Scopus  - multi-disciplinary citation database of peer-reviewed literature with tools to track, analyze and visualize research

Web of Science  - use the Author Finder option to search this multi-disciplinary citation database of peer-reviewed literature with tools to track, analyze and visualize research

Google Scholar Citations  - provides a simple way to check who is citing your publications and graph citations over time

To determine the h-index of a researcher, organize articles in descending order, based on the number of times they have been cited. Thus, if an individual has eight papers that have been cited 33, 30, 20, 15, 7, 6, 5 and 4 times, the individual’s h-index would be 6. The first paper 33, gives us a 1 – there is one paper that has been cited at least once, the second paper gives a 2, there are two papers that have been cited at least twice, the third paper, 3 and all the way up to 6 with the sixth highest paper –the final two papers have no effect in this case as they have been cited less than six times

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