Curriculum Internationalization at AACSB Schools: Immersive Experiences,Student Placement,and Assessment

This article presents results from a survey of AACSB-accredited business schools’ progress in internationalizing their curricula in view of a recent AACSB report. We present data on the use of immersive experiences, degree of success in student placement in internationally oriented careers, and assessment of internationalization efforts. The results indicate growth of internationalization activities at virtually all schools as expected, but these efforts may not always match AACSB recommendations. For instance, AACSB criticized business programs for not coordinating internationalization activities in a strategic manner to improve courses and develop skills needed by international managers. Our survey finds that many schools do not attempt to tie their international experiences to specific courses, but they report the experiences are used to build skills students need. Most institutions also do not examine job placement as a measure of curriculum internationalization success. We find that many schools do not assess the outcomes of their internationalization efforts in a way that can demonstrate whether or not recent AACSB suggestions are being met.     

Location,Marketing, and the Financial Flexibility of Nonprofit Performing Arts Organizations in Second Tier Cities

This article examines the effect of location relative to other marketing factors on the financial flexibility of nonprofit performing arts organizations (PAOs). While product development and promotional and pricing strategies are important marketing factors, locational advantages have become an important strategic asset for the arts industry. Yet very little research has been done on the locational dimensions of this industry. Based on a survey of PAOs in six second tier U.S. statistical metropolitan areas (SMAs), that is, Buffalo, Pittsburgh, Cleveland, Columbus, Cincinnati, and Milwaukee, this article investigates the extent to which location and other marketing mix factors influence the financial flexibility, and thereby success of PAOs. All six SMAs have a population range of 1 million to 2.5 million. The statistical analysis suggests that location and product selection are particularly significant marketing mix factors that contribute positively to financial flexibility, and therefore organizational success of the PAOs in the cities.     

Competition versus cooperation: How technology-facilitated social interdependence initiates the self-improvement chain

Consumers are increasingly using technologies such as wearables or mobile apps to achieve their self-improvement goals. Such technologies often contain features that enable social interdependence (competition or cooperation) among users to support them in improving their engagement, performance, and well-being (life satisfaction and personal growth). However, the critical question remains: does competition or cooperation best serve users in attaining these self-improvement goals? Evidence from an online experiment and a field study reveals that competition is more effective in driving performance and personal growth, while cooperation is superior in terms of behavioral engagement and life satisfaction. Furthermore, the results indicate that the effects are mediated by strive for success and fear of failure, two counteracting psychological processes. While competition is the stronger trigger for both pathways, downstream effects vary depending on the self-improvement goal considered. This research thus provides insights into whether and how users can best realize their self-improvement goals using technologies that include social features.     

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Ethical misconduct and violations seriously harm individuals and organizations and lead to massive fines or the dismissal of employees and CEOs. Many firms have implemented ethics programs to prevent unethical behavior but these are often ineffective and take a traditional approach. Ethics officers are often responsible for running and developing ethics programs, in collaboration with other departments. They can, therefore, play a key role in improving ethics program effectiveness. We postulate that ethics officers need to adopt a more innovative approach in order to achieve ethical behavior among employees and managers, and that such an innovative approach requires certain personality traits. This study investigates how ethics officers’ personality traits and innovative work behaviors relate to the effectiveness of ethics programs and normative ethical behavior through an online questionnaire conducted among 110 ethics officers in large Dutch organizations. Structural equations modeling showed that innovative work behavior mediated the relationship between ethics officers’ openness to experience and ethics program effectiveness which, in turn, is related to more normative ethical behavior. Future research must examine the (partial) mediation effects, including other characteristics of ethics officers in relation to ethics program effectiveness and ethical behaviors at work, and replicate the study multi‐nationally.     

A reexamination of the Internal Auditors' Code of Ethics

This study empirically examined the views of Certified Internal Auditors (CIAs) concerning the role of Code of Ethics for members of the Institute of Internal Auditors. It is a continuation of an earlier study which examined the usefulness of the Code to CIAs. Among the questions asked were what is the primary reason for the Code of Ethics, how useful is it, have you used it, should more enforcement actions be taken against members who violate the Code, and what are the legal and moral responsibilities of the CIA to report serious ethical violations, e.g., environmental pollution, to outsiders when top management and the board of directors are aware of the matter but are not doing anything to correct it. The results indicate strong support for the Code, its enforcement, and use as an instrument to encourage the internal flow of ethical behavior by embers and others.Philip H. Siegel is currently the Fiesta Mart Professor of Accounting at the University of Houston-Downtown. Formerly the Coopers & Lybrand Professor at San Francisco State University, Dr. Siegel received his Ph.D. in 1985. He holds CPA certification in Florida.John O'Shaughnessy is Associate Professor at San Francisco State University. Currently the Director of the Internal Audit Program at SFSU, Dr. O'Shaughnessy received his Ph.D. in 1990. He holds CPA and CIA certification.John T. Rigsby is Associate Professor at Mississippi State University. Author of numerous papers published in leading academic journals, Dr. Rigsby received his Ph.D. in 1986. He holds CPA certification.     

A framework for innovative service design

Drawing on research from design science, marketing, and service science, our paper provides an integrated framework for evaluating and directing innovative service design. The main goal of our review is to highlight the strengths of existing frameworks and to suggest how they can be enhanced in combination with design science principles. Based on our review, we propose a new framework for the design of innovative services that integrates several key paradigmatic approaches and identifies fundamental open research questions. Our approach is unique as it combines three service disciplines, namely services marketing, service science, and design science, and provides a new framework that describes step by step the procedure that needs to be taken and the conditions that need to be met for developing innovative services. We believe that providing such a framework is a valuable addition to the literature.     

Founding Family Firms,CEO Incentive Pay,and Dual Agency Problems

This paper contributes to the literature on agency theory by examining relations between family involvement and CEO compensation. Using a panel of 362 small U.S. listed firms, we analyze how founding families influence firm performance through option portfolio price sensitivity. Consistent with the dual agency framework, we find that family firms have lower CEO incentive pay, which is further reduced by higher executive ownership. Interestingly, such incentive pay offsets the positive impact that families have on firm valuation. Collectively, our results show that, compared with nonfamily firms, lower incentive pay adopted by family firms due to lower agency costs mitigates the direct effect of family involvement on firm performance. Once accounting for CEO incentive pay, we do not observe performance differences between family and nonfamily firms.     

EU vor der Zerreißprobe – wie sieht die gemeinsame Zukunft aus?

In the midst of the EU’s current “polycrisis “, several serious dangers threaten the future of Europe’s unity. The looming Brexit vote as well as the refugee crisis and–above all–the rise of nationalistic, right-wing extremist parties demonstrate the fragility of the EU. One of the EU’s fundamental problems is its institutional design in general. In particular the role of the European Central Bank is not fit for the challenges of the time. Moreover, the EU is facing disintegrative pressures while simultaneously pursuing moves towards deepening the Union as a reaction to the multiple crises. Against this background, it is highly likely that differentiation within the EU will increase. Deeper cooperation among small groups of member states will likely increase efficiency but may also reduce transparency, accountability and cohesion within the EU. If handled well, differentiation may also open new pathways for cooperation with the EU’s neighbours and accession countries. The foundation for a fresh start in Europe is the Franco-German relationship, as only these two Member States together can prevent Euroscepticism from spreading even further and the new radical right from taking control of Europe.     

Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality

Drawing on cognitive moral development and moral identity theories, this study empirically examines the moral antecedents and consequences of authentic leadership. Machiavellianism, an individual difference variable relating to the use of the ‘end justifies the means’ principle, is predicted to affect the link between morality and leadership. Analyses of multi-source, multi-method data comprised case studies, simulations, role-playing exercises, and survey questionnaires were completed by 70 managers in a large public agency, and provide support for our hypotheses. Our findings reveal that Machiavellianism offsets the positive relationship between moral reasoning and authentic leadership. Specifically, we show that when Machiavellianism is high, both the positive relationship between moral reasoning and authentic leadership, and the positive relationship between authentic leadership and moral actions, are reversed. This study offers new insights on the underlying processes contributing to the emergence of leaders’ authentic behavior and moral action. Implications for the moral development of leaders, and directions for improved leadership training are provided.