How market oriented are business studies degrees?

When business courses are being reviewed and validated, academics will often claim that the course prepares students for their future careers in business and management. However, contacting graduates of long standing (who are well established in their profession and who would arguably be the best judges of the course's value) does not always happen.

The objective of the research was to make contact with ex‐students, who graduated some time ago, with the aim of obtaining useful information on the following inter‐related topics:

1. Their post‐university career pathway;

2. The vocational relevance of their course;

3. Their attitudes to and take‐up of postgraduate and professional qualifications;

4. Their opinions of course structure and content; and

5. An assessment of market needs in the development/ modification of courses.

Graduates of the BA (HONS) Business Studies degree were contacted and the above objectives were achieved. The methodology used should be transferable to other institutions and disciplines.     

Market Orientation: An Iterative Process of Customer and Market Engagement

ABSTRACT

Research Purpose. The objective of this research was to examine market orientation in organisations that deliver manufacturing-based services to both client organisations and their customers.

Research Approach. The case study research method employed three data collection methods: in-depth, semi-structured interviews, document analysis and physical artefact analysis. Embedded study units comprising groups of different stakeholders with distinctly different perspectives provided a basis for replication logic to enhance validity of the findings.

Findings. The research revealed that a firm's transition toward a market-oriented state is progressive. At a given point in time, a firm may be adjusting to its markets intuitively or cognitively; market responsiveness may be occurring in specific pockets of the firm, or as an enterprise-wide strategy; and some of the conditions specified may be met, some may be partly met and others may remain to be addressed in the future. A specific customer focus was important to the conceptualisation of market orientation in the case organisation.

Research Implications. Key implications of the research are as follows:

• In conceptualising market orientation as a process as opposed to an ideal state, important issues of structural and policy alignment and senior executive vision and drive are revealed;

• in addition to customer and competitor orientations and intra-organisational co-ordination, other dimensions of a market orientation revealed in the research context are a customer focus and a new knowledge orientation; and

• both inter- and intra-organisational co-ordination facilitate the development of market driven and market driving customer value.

Practical Implications. While the senior executives were aware of the significant performance benefits to be achieved through a national, market-oriented vision, the lack of a co-ordinated plan to achieve cultural change resulted in incremental achievements towards the vision. One key factor inhibiting the envisioned cultural change was the power base of those within the organisation who perceived that a national, market focus would eliminate local autonomy. Specific policy was required to align rewards with required behavioural change.

Contribution. This research provides a unique perspective of market orientation as process of organisational development directed towards aligning the organisation with its served markets. Intervention strategies and incremental changes attempted to achieve a national market perspective, highlight the importance of aligning structure, human resource management strategy, top management commitment and leadership drive in achieving such a cultural change.     

A Research Model for Consumers' Intention of Buying Private Label Frozen Vegetables

This article aims at identifying the factors that affect consumers' intentions of buying private label frozen vegetables, developing a related research model, and testing this model using quantitative data from a consumers' sample in Greece.

The field research was carried out in Athens and the sample comprised 282 consumers. Data analysis was performed using Structural Equation Modeling. The results confirmed that:

• Consumers' intention of buying private-label frozen vegetables is directly affected by consumers' attitudes toward this type of products.

• Consumers' attitudes toward private-label frozen vegetables are directly affected by the perceived benefits and indirectly affected by consumer trust and perceived economic situation.

     

The Perceptions of Ethical and Sustainable Leadership

Sustainable and ethical leadership in the financial industry expand in importance since the financial crisis of 2007–2009. This research examined the level of sustainable and ethical leadership of leaders in mortgage loan originator (MLO) organizations, as perceived by loan originators. The Perceived Leadership Survey (PLIS) developed by Craig and Gustafson (Leadersh Q 9(2):127–145, 1998) and the Sustainable Leadership Questionnaire (SLQ) developed by McCann and Holt (Int J Sustain Strat Manage 2(2):204–210, 2011) were utilized for this research. The survey results yielded high levels of both ethical and sustainable leadership. Employees also felt their leadership was encouraging ethical and sustainable behavior. However, correlations between the PLIS and SLQ did not prove to be dependent or closely correlated.     

How Strategic Purchasing Orientation and Transformational Leadership Impact Performance: The Mediating Role of Information and Communication Technologies

Purpose: Purchasing orientation (greater efficiency, use of information and communication technologies; ICT) is becoming an underlying part of company strategy in an increasing number of business organizations. Transformational leadership by purchasing managers is also emerging as a tool to generate more intense and effective use of ICT and as a means of enhancing performance. The present research pursues 2 goals: firstly to explore how the strategic nature of the purchasing function and transformational leadership of purchasing managers impacts ICT use intensity and purchase efficiency, and secondly to pinpoint how the use of ICT affects purchase performance.

Methodology/approach: The empirical work is based on an analysis of the information provided by a sample of 130 Spanish firms. Empirical verification of the proposed model was carried out through partial least squares analysis.

Findings: Findings show that the strategic importance which management attaches to the purchasing function impacts the intensive use of ICT. However, the transformational leadership exercised by purchasing managers proves relevant in achieving greater cost efficiency and coordination with suppliers.

Research implications: This work has sought to merge as determinants of efficiency both strategic aspects of the purchasing function in the firm as well as managerial aspects of said function (manager’s transformational leadership and the use of ICT). This research breaks new ground by empirically comparing the relationship between the strategic nature of the purchasing function in a firm and intensity of ICT use, a relation which has been the subject of very little inquiry and for which the mediating role of ICT in the link between strategic orientation and purchase performance is brought to light.

Originality/value/contribution: The study makes a twofold contribution. Firstly, the present research seeks to bring together strategic aspects of the purchasing function in the firm as well as other management factors involved in said function (managers’ transformational leadership and use of ICT) as drivers of efficiency. In this sense, the findings point to the important role played by the purchasing manager vis-à-vis the strategic vision of the purchasing function in achieving cost efficiency and coordination with suppliers. Secondly, this research breaks new ground by empirically verifying the link between the strategic nature of the purchasing function in a firm and intensity of ICT use, a link which has been the focus of scant attention and for which we underpin the mediating role of ICT in the relationship between strategic orientation and purchase performance.     

Gains and Losses from Preferential Trade Agreements: Some Evidence from NAFTA

In this article we integrate two topics in international trade policy that have received (separately) a lot of attention: the effects of regional trade blocs, and export pessimism regarding poorer countries. The specific issue that allows us to bring together these questions is whether regional integration adversely affects non-members. We use quarterly data on bilateral trade flows for the period 1990 through 1997 to examine U.S. imports from its NAFTA partners as well as from non-NAFTA trade partners, and more specifically, those countries expected to be hurt by NAFTA. Two measures are used:

1. “import penetration” or imports from a particular source as a share of US GDP, and

2. the income elasticity of expenditure on imports from a particular source. Both “import penetration” and the income elasticity of expenditure affect the export earnings of U.S. trade partners, a matter of particular concern for developing countries.

The broadest pattern observed in the income-expenditure elasticities is clear evidence of increased penetration by non-oil developing countries. This is in marked contrast to the stable GDP share and expenditure elasticity for developed country imports. Regional results suggest that the Caribbean and the East Asian NICs were the only area groupings that experienced a reduction in income-expenditure elasticity. But overall on the basis of U.S. income-expenditure elasticities it appears that the first four years of NAFTA were associated with trade expansion rather than trade diversion.     

Customer equity: a creative tool for SMEs in the services industry

The creative use of “Customer Equity” (CE) can be of interest to SMEs in the services industry.CE concerns:

• “Customer Acquisition”: Which customer or prospect should be acquired for present profit and future retention?
• “Customer Retention”: How can customers be made customers for life?
• “Add-on Selling”: Why selling more to existing customers is more profitable than the quest for new business.

The SME can furthermore apply two boosters to its CE policy:

• “Strategic Alliances”: When interdependence is smarter than independence.
• “External Economy of Scale”: Competition: if you cannot beat them, join them.

     

Strategic Alignment,Performance, and Value

ABSTRACT

The paper discusses the reaching of superior value based on strategic alignment and the adoption of performance measurement systematics, which are based on multiple and integrated perspectives, using primary data obtained through the survey of companies of high complexity and impact in the Brazilian economy. The operationalization was developed from the adoption of multivariate analysis, which revealed the existence of correlations between the variables studied, reinforcing assumptions about reaching superior value based on the improvement of the mechanisms that support the strategic management dimensions with the backdrop of performance management practices based on the principles of Kaplan and Norton (2001 Kaplan , R. S. , and Norton , D. P. (2001). Organização Orientada para a Estratégia . Rio de Janeiro : Campus. [Google Scholar]) for organizations focused on strategy and the Balanced Scorecard approach. The findings confirm the importance of the association among strategic alignment vectors to reach a superior value and the existence of different clusters of organizations dedicated to reach and support value, mainly through combining the organization's relational capabilities (Soft Skills). The study deepens the discussion on strategic alignment of organizations through the introduction and testing of the Institutional Steering, Performance Maturity, and Balanced Performance constructs.     

The Impact of Leadership Longevity on Innovation in a Religious Organization

Navigating organizations through a chang- ing environment is central to leadership. Thus, innovativeness has proven to be critical to the process of achieving strategic competitiveness (Yukl, Leadership in Organizations, 1998). This skill is particularly needed when the firm is confronted with the unique challenges of a religious organization. The existence of innovation and the depen- dencies that encourage or restrict its existence in this environment are largely unknown. Utilizing a sample of 250 religious organizations in five geographical areas this research explores the impact of the leader tenure on the degree of organizational innovation. An analysis of variance for innovative strategy use across the three tenure groups was significant, F (2, 247) = 6.08, p < 0.01, which indicated innovation differences across the three levels of leader tenure. Post hoc analysis indicated that the low tenure leadership group was associated with lower levels of innovation than either of the other groups. Detailed findings are presented and the managerial implications and suggestions are provided. This research has strong implications for implementation of leadership development and strategic management of the increasing number of socially conscious organizations and organizations with large volunteer components.     

Towards an ethical dimension of decision making in organizations

There is a growing need to increase our understanding of ethical decision making in U.S. based organizations. The authors examine the complexity of creating uniform ethical standards even when the meaning of ethical behavior is being debated. The nature of these controversies are considered, and three important dimensions for ethical decision making are discussed: leaders with integrity and a strong sense of social responsibility, organization cultures that foster dialogue and dissent, and organizations that are willing to reflect on and learn from their actions. Leaders with integrity demonstrate consistency between vision and action that promotes trust, regularly concern themselves with developing moral standards, and are proactive agents of change in an increasingly complex world. Organizational cultures that support dialogue suspend judgments and increase their capacity to think together towards new levels of understanding. Ethical concepts evolve in these organizational cultures, and actions are informed and responsible. Organizations that reflect on their actions engage in double loop learning so that the time taken to reflect on the past and present leads to a more judicious and ethical future. In essence, the authors point to organizational guidelines for ethical decision making that lead to an increase in members' capacity to think and act ethically. Jonathan Z. Gottlieb is a consultant to organizations and a Ph.D. Candidate in Organizational Psychology. His interests include organization redesign, leadership and team development, ethics, and role definition for organization development practitioners. Jyotsna Sanzgiri is Dean of Organizational Psychology Programs at the California School of Professional Psychology — Alameda. She received her Ph.D. in business Administration and her M.B.A. Her interests include organizational theory and core values across cultures, and the historical underpinnings of organization development and behavior.     

Employee attitudes toward whistleblowing: Management and public policy implications

Managers of organizations should be aware of the attitudes of employees concerning whistleblowing. Employee views should affect how employers choose to respond to whistleblowers through the evolving law of wrongful discharge. This article reports on a survey of employee attitudes toward the legal protection of whistleblowers and presents an analysis of the results of that survey. Among the most significant findings of the survey are:

1. Recognition by employees of a hierarchy of proper whistleblowing outlets: internal first, law enforcement agencies second, and news media last.
2. Less employee support for legal protection for whistleblowers who report unethical activities than for those who report illegal conduct.
3. Very strong overall employee support for legal protection of whistleblowers, even among managerial and supervisory employees.
4. A belief among employees that a fear of being fired deters whistleblowing.

These findings have important implications for both management and public policy. Organizations that want to encourage whistleblowing clearly must protect whistleblowers from retaliation, while organizations that do not encourage whistleblowing may want to reconsider that policy. The survey results also have implications in the handling of individual whistleblowers. From a public policy perspective, the survey results provide support for increasing the legal protection of whistleblowers. On the other hand, any such increase in whistleblower protection should considerr the importance of employee loyalty and managerial discretion.     

Chapter 11: Strategic advantage and social anathema?

The United States is at a crossroad in its treatment of Chapter 11 of the Bankruptcy Code, which deals with reorganization of bankrupt organizations. It is vital that the issues surrounding the debate be properly framed. This paper attempts to do just that by reviewing the evolution of bankruptcy law, assessing the impact of Chapter 11 leniency on societal stakeholders, considering bankruptcy as a strategic option, and addressing the ethical and societal issues that arise from the use of Chapter 11 to avoid massive litigation or to abrogate labor contracts. Serious threats to the underlying fibers of the American system of enterprise are exposed and an assessment of these threats is offered.Brad Johnson is a consultant with FLR Health Resources, Dallas, Texas. His recent research has addressed health care strategic management, societal consequences of health care systems changes, and competitiveness of NFP organizations. B. R. Baliga is Assistant Professor in Business Policy and International Business at the College of Business Administration at Texas Tech University. He has written two books on Strategies of Multinational Corporations and several articles, which have appeared in Strategic Management Journaland Journal of International Business Studies. John D. Blair is Associate Professor of Management at the College of Business Administration at Texas Tech University. He is also Associate Professor of Health Organization and Management at the School of Medicine at Texas Tech University. He has written two coauthored books: The All-Volunteer Force: A Study of Ideology in the Military(University of Michican Press, 1977) and Leadership on the Future Battlefield(Pergamon Press, 1984).     

Strategic Planning in the Law Firm: Managing Practice Areas

ABSTRACT

Successful organizations depend on good leadership. But today we need a new definition of leadership and a new approach to providing it.

In the past, the CEO (leader) was the person with all the answers. Today, if an organization is going to be successful we have to understand that no leader can have all the answers. Leaders have to have a vision and a strategic plan. But the actual solutions about how to meet the current challenges have to be made by employees (teams) closest to the action.

Today leaders have to empower their employees, to challenge them, give them resources, and then hold them accountable. If they struggle with this empowerment, the leader has to be there as a facilitator, teacher, and coach. Once employees truly believe the leaders have empowered them, and they own the problem, they will improve things very rapidly. Employees that are closest to the action are very creative and have a lot more ideas than the old style of leadership that handed down or directed employee participation and commitment!     

Community involvement projects in Wharton's MBA curriculum

This article describes the evolution of extra-mural team projects in the Wharton School's new MBA curriculum, emphasizing both the benefits of doing community service and the value these projects have in providing real work opportunities for learning teams; five- or six-person student groups that do collective tasks in Foundations of Leadership and other required courses throughout the first of a two-year program. Stewart D. Friedman joined the Wharton School faculty in 1984. As director of the Wharton Leadership Program, he is responsible for the required MBA course, Foundations of Leadership. He also directs the Wharton Life Interests Project, which is concerned with work/life balance. An award-winning teacher, he writes and consults with organizations on leadership development, work/life balance, team effectiveness, and the dynamics of change.     

Managers,values, and executive decisions: An exploration of the role of gender,career stage,organizational level,function, and the importance of ethics,relationships and results in managerial decision-making

A study of 513 executives researched decisions involving ethics, relationships and results. Analyzing personal values, organization role and level, career stage, gender and sex role with decisions in ten scenarios produced conclusions about both the role of gender, subjective values, and the other study variables and about situational relativity, gender stereotypes, career stages, and future research opportunities. John H. Barnett is Associate Professor at the University of New Hampshire, has an extensive background in international business and management consulting, and is co-founder of the Circle for Executive Experential Development. His publications include: A Business Model of Enlightenment, (1985) JBE, Personal Values and Business Decisions, (1987); Strategic Management Concepts and Cases 1988; Strategic Management Text and Concepts, 1989 and Cases in Strategic Management, 1989.Marvin J. Karson is Professor of Business Statistics and James R. Carter Professor of Management at the University of New Hampshire. He was formerly Professor of Statistics at the University of Alabama. His work has been published in a number of professional journals.     

Identification,Reputation, and Performance: Communication Mediation

ABSTRACT

This study focuses on a possible mediation by communication in the identification-organizational performance and identification-corporate reputation relationships. The review of the literature indicates that (a) companies with good reputations have better performances, (b) the stronger employee identification is, the better the reputation and performance, and (c) communication plays an important role in emphasizing the mode in which the organization presents itself to its stockholders. This study reveals that communication is a partial mediator in the relationships studied, suggesting that managers early on establish the form of communication, emphasize to a greater degree managerial communication, and not concentrate all their attention on marketing communication. The study involved 1,025 employees in various organizations and applied modeling of structural equations and the method proposed by Baron and Kenny (1986 Baron , R. M. , and Kenny , D. A. ( 1986 ). “The Moderato-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations,” Journal of Personality and Social Psychology , Vol. 51 , No. 6 , pp. 1173 – 82 .[Crossref], [PubMed], [Web of Science ®] , [Google Scholar]) to evaluate the mediation between the variables.     

Bold actions needed to improve civil registration data for road traffic deaths

Abstract

Persisting problems of underreporting and poor quality of road traffic mortality data exist. Bold and sustained actions need to be undertaken by countries to improve civil registration data collection and reporting. Countries need to implement three specific actions to improve civil registration and vital statistics data systems and/or road traffic injury data collection:

• Ensure that civil registration and vital statistics systems produce high-quality cause of death data by working with the health sector to improve medical certification of cause of death and statistical coding in line with the International Classification of Diseases.

• Adopt a consistent definition of a road traffic death for use in police databases, particularly in countries with incomplete civil registration and vital statistics data, where police data are the most reliable source of information

• Link data sources – including civil registration records, police data, health records, insurance data – to improve official road traffic fatality estimates while ensuring the privacy of individual identification.

     

Alliance-Based New Product Development Success: The Role of Formalization in Exploration and Exploitation Contexts

Purpose: Although alliances offer tremendous strategic potential, firms still struggle to successfully manage new product development alliances (NPD alliances). A prominent explanation for this is the institutional economics' view (see Williamson 1985 Williamson, O. E. 1985. The economic institutions of capitalism: Firms, markets, relational contracting, New York: The Free Press.  [Google Scholar]) that, in general, a key disadvantage of alliances versus vertical integration is that administrative control mechanisms are weaker. Here, a key control mechanism is formalization (the use of explicit rules to govern business activities).

However, regarding formalization's influence on both NPD and alliance performance, conceptual views and empirical findings are mixed, which suggest that unexamined variables moderate formalization's influence on NPD performance.

Therefore, it is surprising that there is no research on whether formalization's influence differs in alliances pursuing an NPD exploration strategy versus an NPD exploitation strategy because both (1) require varying levels of freedom of action and adherence to procedural rules to achieve success, and (2) are extensively employed in NPD.

Further, there is also surprisingly little intrafirm NPD and non-NPD alliance research on formalization in exploration and exploitation contexts because here as well formalization's influence on performance (1) is central, and (2) differs based on the project's innovative and learning intent.

The purpose of this research is to begin to close important literature and industry practice knowledge gaps about formalization's influence on NPD alliance performance in exploitation versus exploration strategic contexts.

Originality, value, and contribution: This research is the first examination ever of two key NPD strategies—exploration and exploitation—in an NPD alliance context. The research sheds light on conflicting views about formalization's NPD performance-enhancing and inhibiting aspects, and offers implications for industry best practices.

Methodology/approach: Empirical examination of survey data from 151 NPD alliances via hierarchical regression and tests of group moderation.

Findings: Results shed light on when and why formalization moderates the influence of key fundamental alliance success mechanisms on NPD alliance performance based on strategic context.     

Leadership,Pragmatism and Grace: A Review

Leadership takes a central role in the public affairs agenda. This article is a review of published works on leadership focusing on the concept of grace. It discusses the role of compassion and kindness in current leadership theory and practice and whether these attributes have value in sustainable models. Findings indicate that there is conceptual confusion regarding the definition of compassion and its application in leadership practices. Kindness is not discussed within the concept of compassion and kindness itself may be viewed as a weakness in contemporary self-selected leadership characteristics. The conclusions suggest there is disconnect between contemporary models of leadership and calls for sustainable ethical leadership in the spheres of public and business environments. Compassion and kindness remain in the side-lines yet the implications for future trust and commitment are neglected in times where discretionary effort of workers and volunteers is crucial to goal achievement.