Big Data

“Big data” describes technologies that promise to fulfill a fundamental tenet of research in information systems, which is to provide the right information to the right receiver in the right volume and quality at the right time. For information systems research as an application-oriented research discipline, opportunities, and risks arise from using big data. Risks arise primarily from the considerable number of resources used for the explanation and design of fads. Opportunities arise because these resources lead to substantial knowledge gains, which support scientific progress within the discipline and are of relevance to practice as well. From the authors’ perspective, information systems research is ideally positioned to support big data critically and use the knowledge gained to explain and design innovative information systems in business and administration – regardless of whether big data is in reality a disruptive technology or a cursory fad. The continuing development and adoption of big data will ultimately provide clarity on whether big data is a fad or if it represents substantial progress in information systems research. Three theses also show how future technological developments can be used to advance the discipline of information systems. Technological progress should be used for a cumulative supplement of existing models, tools, and methods. By contrast, scientific revolutions are independent of technological progress.     

The catholic work ethic

In a recent Commentary in The International Executive (1992), Rüdiger Pieper complained that some, if not many of the (American) teachers in the new European business training institutes and schools knew relatively little about the cultures for which they were making management proposals. Further, the proposals themselves, based as they often were on American research, could not, he rightly felt, be directly applied to a business problem regardless of context. One could extend that observation to other business activities, including attitudes toward work. In particular, it would be useful to consider the “work ethic,” as it applies to Americans working abroad, and inquire about how it might affect international executives when they come to America.     

Corporate Governance, Ethics, and the Backdating of Stock Options

Backdating of stock options is an example of an agency problem. It has emerged despite all the measures (i.e., new regulations and additional corporate governance mechanisms) aimed at addressing such problems? Beyond such negative controlling measures, a more positive empowering approach based on ethics may also be necessary. What ethical measures need to be taken to address the agency problem? What values and norms should guide the board of directors in protecting the shareholders’ interests? To examine these issues, we first discuss the role values and norms can play with respect to underlying corporate governance and the proper role of directors, such as transparency, accountability, integrity (which is reflected in proper mechanisms of checks and balances), and public responsibility. Second, we discuss various stakeholder approaches (e.g., government, directors, managers, and shareholders) by which conflicts of interest (i.e., the agency problem) can be addressed. Third, we assess the practice of backdating stock options, as an illustration of the agency problem, in terms of whether the practice is legally acceptable or ethically justifiable. Fourth, we proceed to an analysis of good corporate governance practice involving backdating options based on a series of ethical standards including: (1) trustworthiness; (2) utilitarianism; (3) justice; and (4) Kantianism. We conclude that while executive compensation schemes (e.g., stock options) were originally intended to help remedy the agency problem by tying together the interests of the executives and shareholders, these schemes may have actually become “part of the problem,” and that the solution ultimately depends upon whether directors and executives accept that all of their actions must be based on a set of core ethical values.     

Top management teams and corporate success in an emerging industry

This longitudinal study investigates changes in top management teams of a cohort of firms established in an emerging, high growth industry-the minicomputer industry. Given the turbulent conditions that organizations in this industry must contend with, top management teams do not remain stagnant. Most firms in the industry require a new set of executives to bring forth the organizational changes necessary to cope with major shifts in the environment.Little consensus exists in the literature on the impact of new executives on organizational performance. Studies have found that executive succession may be either positively, negatively, or unrelated to subsequent organizational effectiveness. The authors argue that a weakness of the existing research stream is a failure by scholars to adequately consider either the characteristics and skills of newly appointed executives or the patterns of change in management characteristics over time. The authors propose that organizational performance implications of executive succession events can be clarified by examining who the newly recruited executives are.When executive replacements are made, new successors often have characteristics which widely deviate from those of their predecessors. Such deviations in top management characterisics are shown to be pronounced where top management changes are made in response to crisis. In crises, successors are apparently recruited in an attempt to compensate for the shortcomings of their predecessors. However, while both high and low performing organizations make executive replacements as they evolve, the types of top management revisions they make differ. This study provides evidence that the types of senior management team changes made and the characterisics of newly recruited top management are related to organizational performance. High performing firms recruit new top management with new skills that are appropriate to the evolving environment. Lower performing firms somehow replace executives in response to crises, but seem to make the wrong executive recruitment decisions, apparently because the successors in the lower performing organizations do not match the changing competitive conditions in the industry. Low performing firms appear to recruit executives that entirely lack the types of top executive expertise are necessary for new environmental conditions.Although the majority of minicomputer firms required sizable changes in their executive teams over time, a small but significant subgroup of exceptional firms were identified that defy conventional wisdom. These extraordinary organizations were led by visionary CEOs—capable of maintaining management team stability as they successfully repositioned their firms' strategies to cope with continual environmental change. Among the conventional theories that these exceptional managers defy are: 1. Firms in high growth industries can be highly successful even if they retain their CEO/ Founders well beyond the embryonic stage. 2. Firms in high growth industries can retain a significant proportion of management ownership and still grow exponentially without financial crises. 3. Firms in high growth industries can maintain a high level of insider recruitment and still not become inbred.There appear to be two entirely distinct patterns of CEO/executive team success:Pattern 1 involves firms with no CEO change. This visionary CEO tends to be a founder who appears to be able to systematically recruit a limited number of external recruits in the top management team, selecting recruits who fit a changing environment yet also making maximum use of the existing team's longstanding experience and relationships. To maintain the necessary external perspective and avoid an inbred mindset, these firms a) tend not to allow the CEO to also be chairman, b) encourage a modest level of external ownership.Pattern 2 involves firms in which there is extensive turnover in both CEO and senior management teams, once again bringing in the kind of skills needed to match the changing environment. The CEO tends also to be chairman, and the external perspective is provided by having many external recruits plus low level of management ownership.     

The Many Paths to Covenantal Leadership: Traditional Resources for Contemporary Business

Many corporate managers are increasingly looking to the covenant model for inspiration, guidance, and most of all, practical business wisdom. While some managers seemingly exploit the religiously inspired language of covenant for purely self-interested reasons, other managers and executives like Tom Chappell of Tom's of Maine, Max De Pree of Herman Miller, Aaron Feurstein of Malden Mills, and C. William Pollard of ServiceMaster, express an authentic attachment to the idea. While these executives have been the most articulate and the most extreme spokesmen for the application of the covenant model for business, other companies have attempted to benefit from the concept, albeit in less explicitly religious terms.Our research suggests that the most fundamental answer to the question of what makes a "business covenant" work is – covenantal leadership. Simply put, but easily forgotten, the one thesis which emerges over and over again in our research is that covenantal organizations require covenantal leadership.Covenantal leadership is not a single characteristicor virtue, rather there are many paths to covenantal leadership. This article introduces some of these andexamines their applications to contemporary business.     

Cone,Fairfax M. The Blue Streak. Chicago: Crain Communication, 1976

Abstract

This survey, conducted among 17 of the 25 largest advertising agencies, highlights the reduction of entry-level employment opportunities, for college graduates, when 1974 is compared to 1973. The survey also gives indication of the relative popularity various schools enjoy as preparers of future advertising executives. The author closes with an appeal to the advertising industry concerning the need to increase the number of entry-level opportunities.     

Why Firms Should Not Always Maximize Profits

Though corporate social responsibility (CSR) is on the agenda of most major corporations, corporate executives still largely support the view that corporations should maximize the returns to their owners. There are two lines of defence for this position. One is the Friedmanian view that maximizing owner returns is the social responsibility of corporations. The other is a position voiced by many executives, that CSR and profits go together. This article argues that the first position is ethically untenable, while the latter is not supported by empirical evidence. The implication is that there may be good reason for firms to deviate from a maxim of profit maximization. Ivar Kolstad is Senior Researcher at the Chr. Michelsen Institute (CMI). He is the head of the CMI Human Rights Programme, and the coordinator of the institute programme Business Ethics for Multinational Corporations in Developing Countries. He has published internationally on the topics of social norms and development economics.     

The logic of being illogical in strategic marketing planning

This article challenges the validity and usefulness of a conventional model of the sequence of stages in strategic marketing planning. Quite simply the conventional model ignores the organisational and human realities facing the planner. This paper proposes an “illogical” but iterative model of strategic marketing planning which is driven by the managerial understanding of the environment and knowledge of what tactical imperatives exist and constrain implementation. The advantages of explicitly recognising this “illogical” aspect of the planning process lie in: coping better with information demands made by executives in planning; allowing for psychological planning constraints and the obstacles created by the real nature of the manager's job; and in gaining the implementation of strategic marketing plans, with all that this implies for organisational and cultural change. The argument leads to an agenda of issues to be considered by the executive responsible for managing the strategic marketing planning process.     

Fads and Trends in Business and Information Systems Engineering and Information Systems Research – A Comparative Literature Analysis

The business and information systems engineering (BISE) discipline, dominating in the German-speaking countries, where it is called“Wirtschaftsinformatik”, is currently undergoing a phase of increasing internationalization and the U.S.-based Information Systems (IS) discipline is often considered an ideal. Studies show that BISE has often dealt with fads in the past – for IS there are no findings reporting on the diffusion of fads. The objective of the paper is to close this research gap. The authors conducted a literature analysis to investigate the development of topics and terms in BISE and IS from 1994 to 2007. Titles, abstracts and keywords of 2,564 articles in three BISE journals and 5,647 articles in five IS journals were analyzed. The results show that BISE is topically more diverse and concrete than IS. In addition, the rate of fads is higher in BISE than IS. Being engaged in fads is not necessarily negative – rather, it may considerably contribute to the relevance of research. However, it has to be considered that an overly intense orientation on fads may negatively influence a cumulative research progress. Hence, the authors conclude that for BISE and IS, which both have a theoretical and pragmatic mission, a balanced ratio of short- and long-term topics seems appropriate.     

The Expatriate Glass Ceiling: The Second Layer of Glass

The corporate glass ceiling continues to be a challenge for many organizations. However, women executives may be facing a second pane of obstruction – an expatriate glass ceiling – that prevents them from receiving the foreign management assignments and experience that is becoming increasing critical for promotion to upper management. The responsibility to break the expatriate glass ceiling lies with both female managers and the multinational corporations that utilize expatriates. In this paper, we propose pre-assignment, on-assignment, and post-assignment strategies for breaking the expatriate glass ceiling.     

Do the Right Thing: The Imprinting of Deonance at the Upper Echelons

This study expands the application of deonance theory into organizations’ upper echelons by examining how CEOs imprinted with a sense of duty can influence managerial decision-making. We hypothesize an imprint of bounded autonomy, an ought-force that constrains their decision-making and understanding of behavioral freedom, influences duty-bound CEOs to self-report errors in past financial reporting. We test deonance theory propositions of instrumentality for behavioral expansion, namely loss avoidance and gain attainment, related to institutional ownership concentration and CEO equity ownership. We use CEOs that are graduates of U.S. service academies as a proxy for duty-bound executives and find firms they lead are more likely to issue a financial restatement to correct a previous reporting error. This finding is robust to alternate explanations such as being error-prone, earnings management, auditor oversight, and risk behaviors. We also find evidence that deonance may be subject to behavioral expansion. The likelihood of issuing a restatement decreases as institutional ownership concentration and CEO equity ownership increases. This study shows imprinted deonance within the C-suite influences important organizational outcomes.

     

The Impact of Culture on the Efficacy and Fairness of Whistleblowing: A Contrast Between Brazil and the United States

The possibility of denouncing malpractice at corporations listed on the US stock exchange is a relatively recent requirement as promoted by the US Sarbanes‐Oxley 2002 Act. This organizational alert mechanism acts as a tool for fostering the exercise of control within a structured entity. However, a study in Brazil revealed that the anonymous whistleblowing mechanisms were occasionally utilized for maligning someone when use of the instruments was significantly restrained. This article examines the critical decisions made by the top‐level executives (headquarters) to effectively control subsidiaries and particularly with regard to hotlines that allow whistleblowing and its overall impact on organizational climate using Brazil as a case study. © 2015 Wiley Periodicals, Inc.     

Environmental complexity,importance, variability and scanning behavior of Hong Kong executives

With the recent handover of Hong Kong to the People's Republic of China, Hong Kong executives face the challenge of formulating strategies in a very complex and uncertain environment. Using a sample of 55 Hong Kong Chinese executives, this study explored how executives' perceptions of their firm's external environment can affect their scanning behavior as measured by frequency and level of interest. Results indicated that executives intensified their scanning when perceived strategic importance of an environmental sector increased. Contrary to expectations, however, increased perceived environmental complexity did not decrease but increased executives scanning efforts of environmental sectors. No significant relationship was found between perceived strategic variability and scanning behavior.     

Corporate Social Strategy and the Generation of Benefits: Case Studies in the Brazilian Electricity and Supermarket Industries

In recent years, scholars and executives alike have devoted attention to the implications of Corporate Social Responsibility policies and practices as well as their relationship to strategy. The objectives of the present article are to investigate the interaction between corporate social responsibility and strategy and the benefits that this relationship can yield to companies. For this purpose, a qualitative multiple case study was made of four Brazilian corporations, two in the supermarket sector and two in the energy distribution sector, comparing a competitive and a monopolized sector in Brazil. The data were collected through interviews with executives from social and environmental areas and through secondary sources. The study finds that corporate social strategy provides several benefits, among them attracting and retaining valuable human resources and enhancing company image and reputation     

Animal crackers: making progress on The Penguin's Progress

The vast majority of academic articles, according to eminent literary critic John Sutherland, read like they're written by robots in a Japanese car factory. And that a Toyota-style recall is sorely needed. This statement may or may not be true, but many scholars would surely concede that remedial writing measures are necessary. This paper describes one such measure, an illustrated novel that's similar to Shrek, only with advertising characters like the Michelin Man instead of fairytale characters like the Gingerbread Man. After an apt introductory anecdote, the rationale for The Penguin's Progress is explained, the difficulties surrounding its creation are itemised, and an extract from the work-in-progress is presented.     

From Supply Chains to Supply Ecosystems: Implications for Strategic Sourcing Research and Practice

Traditionally, sourcing decisions such as what to buy and from whom to buy it were viewed as clerical in nature. Today, however, many executives view sourcing decisions as strategic and these decisions are being made from more prominent positions within firms. Indeed, over time more companies are embracing the concept of strategic sourcing—making acquisition decisions with the intent of creating value and achieving a competitive advantage. In this article, we introduce the Special Topic Forum articles on strategic sourcing and performance. Each offers important implications for strategic sourcing research and practice. An overall implication is that some traditional supply chains appear to be giving way to supply ecosystems, which represent a set of interdependent and coordinated organizations that share common adaptive challenges and that collectively shape the creation and nurturing of a sourcing base that contributes to competitive advantage and superior performance. We offer several theoretical perspectives that hold promise for explaining supply ecosystem functioning and outcomes. In terms of practice, firms need to adapt their strategic sourcing to this evolution or run the risk of being weakened.     

International Executives,Identity Strategies and Mobility in France and China

The strategies of multinational firms increasingly rely in Asia Pacific Region on processes of socialising their employees, who are seeking to develop and reinforce a “global” company culture, without endangering the cultures of local subsidiaries. Specialists have coined the term “cross-cultural management”. A role of “company ambassador” is allocated to a new generation of international executives in Asia whose mission will be to play an effective role as interface between head office its the subsidiaries – and between the subsidiaries themselves – once they have been suitably “impregnated” with the company culture and the particular features of different markets.

The repeated experience of international mobility that executives live through means that the individual may well be living in conflict with previous identities. It is true to say that nobody stays long in an internationally mobile situation without running the risk of there being strong divergence between the domestic and residential worlds, the life of the community and the world of the company. This article has been written as a result of in-depth research into the way executives of a large French oil company built up their identities and as a result of a study examines intercultural learning based on French expatriates' experience in China. We consider how French expatriates experience China and what imaginary underlies their perception. Analysis of daily socialization and interaction processes shows intercultural competence develops along distinct immersion stages: immersion–adjustment, immersion–comprehension, and immersion–integration. Individually, adjustment and comprehension support intercultural practice. The ultimate immersion stage leads to enlightened pragmatism stemming from “nomadic intelligence”. Where a researcher in the social sciences or a business man might have expected to have found an homogenous international elite, international executives building an “international system”, the heterogeneous nature of the identity strategies of international executives give the lie to the myth of the large company as a space for the irreversible assimilation of its members. At an individual level, being an international executive is a unique way of living the experience abroad, or rather, several different ways of experiencing identity strategies linked to the manipulation of one's ethnicity in a context of significant geographical and functional mobility.     

Ethical principles for decision makers: A longitudinal survey

This paper is based on a five-year study of the ethical principles considered by executives, middle managers, and students as appropriate guidelines for making decisions. Out of the fourteen principles surveyed, nine seem to be standards that can be applied with no further thought or research required by the decision maker. The other six principles may suggest decisions makers need clearer guidelines as to what to do or what not to do when faced with an ethical dilemma that exists outside defined systems of corporate ethics. Phillip V. Lewis is Chairman and the Duniven Professor of Management in the Department of Management Sciences at Abilene Christian University. Dr. Lewis' most recent book is Organizational Communication: The Essence of Effective Management (Wiley, 1987). He is the author of Defining Business Ethics: Like Nailing Jello to A Wall (JBE October 1985).     

Yuan and marketing: The perception of Chinese owner-managers

Entrepreneurship researchers point to the lack of any substantial assessment of the state of research into entrepreneurship in regions other than North America. Thus, to advance entrepreneurship research and build an indigenous model, this paper attempts to explain Yuan or external locus of control [cf. Rotter, J. B. (1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs, 80 (Whole No. 609)], in the context of Chinese owner-managers. This paper undertakes a narrative analysis of the interviews conducted with 48 Chinese, 26 Hong Kong and 28 Taiwanese owner-managers and/or chief marketing executives of small and medium enterprises about how Yuan affects their marketing practices. Four dimensions of Yuan (e.g., association, quality, matching and attitude) were identified. A two-dimensional model using the optimal scaling method was applied to determine the interdependence of the four dimensions. Four groups, namely Yuan accepters, anti-Yuan-ers, stuck in the middlers, and dedicated Yuan believers, emerged. The results suggest that Yuan believers tend to exhibit higher company performance.