Learning to live with complexity

Business life has always featured the unpredictable, the surprising, and the unexpected. But in today's hyperconnected world, complexity is the norm. Systems that used to be separate are now intertwined and interdependent, and knowing the starting conditions is no guide to predicting outcomes; too many continuously changing interactive elements are in play. Managers looking to navigate these difficulties need to adopt new approaches. They should drop outmoded forecasting tools-for example, ones that rely on averages, which are often less important than outliers. Instead, they should use models that simulate the behavior of the system. They should also make sure that their data include a good amount of future-oriented information. Risk mitigation is crucial as well. Managers should minimize the need to rely on predictions-for instance, they can give users a say in product design. They can decouple elements in a system and build in redundancy to minimize the consequences of a partial system failure, and turn to outside partners to extend their own company's capabilities. They can complement hard analysis with "soft" methods such as storytelling to make potentially important future possibilities more real. And they can make trade-offs that keep early failures small and provide the diversity of thought needed in a nimble organization faced with complexity on virtually every front.     

Learning Through Interactions: Improving Project Management Through Communities of Practice

Communities of practice are a possible mechanism for improving knowledge sharing among project managers, both within and between organizations. Based on intrinsic and extrinsic motivation, we theorize a model of participation intensity in communities of practice by project managers and explore the use of Web 2.0 technologies to increase this participation. Using structural equation modeling, we test the research model and find that the factors of reputation, enjoyment, and management support impact the participation intensity of project managers in communities of practice. However, we do not find support for the impact of Web 2.0 technologies on participation intensity. This study provides evidence that participation in communities of practice can result in individual benefits for the project manager, as well as in more far‐reaching organizational benefits.     

这日子没法过了

去年一年,在北京、香港几个投资会议上,每每碰到投行的兄弟姐妹,打招呼的方式不再是诸如“你那个deal（交易）怎私样了？上没上？”而是“有没有要privatize的？介绍一下”。     

Liberal and Communitarian Defenses of Workplace Privacy

In this paper, I survey liberal and communitarian defenses of privacy, paying particular attention to defenses of privacy in the workplace. I argue that liberalism cannot explain all our of intuitions about the wrongness of workplace invasions of privacy. Communitarianism, on the other hand, is able to account for these intuitions.     

Behavioural factors in young people's fruit consumption

This study aims to find out the determinant factors affecting fruit consumption behaviour in Portuguese young people, based on the Health Action Process Approach (HAPA) model, and determine if this model explains differences according to gender, age and rural/urban environments. This research is innovative because it tests the HAPA model with young people, and because it adds social support to the HAPA model as an extra predictor of young people's behaviour. To gather the data, a questionnaire survey was applied in two public schools, one in a rural area and the other in a city. The survey was answered by 266 Portuguese young people, aged 15–21 years, from the 10th to the 12th grades. Authorization for the survey was given in advance, from the Ministry of Education, schools and parents, after which the survey was performed. Before applying the questionnaire, two pre‐tests were carried out, each with ten participants and with similar characteristics to the population studied. This study analyses action self‐efficacy, outcome expectancies, action planning, risk perception, intention, maintenance self‐efficacy and social support variables. The result was obtained through a two‐step process, by determining the measurement and structural model, using Smart PLS 2.0. The results show that young females have more factors determining fruit consumption, with greater social support for action self‐efficacy, greater maintenance self‐efficacy through action self‐efficacy, and greater perception of risk regarding fruit consumption. In terms of age, young people over 16 years present greater outcome expectations for the intention, greater perception of risk and action self‐efficacy for fruit consumption. The multi‐group analysis referring to differences between young people living in rural or urban environments did not show proof of the model giving a better explanation of one situation or the other. It can be concluded that the HAPA model is appropriate to the investigation of behaviour factors that influence young people's fruit consumption. The results also indicate that in the scope of the behaviour analysed the proposed model gives a better explanation for females and for those over 16 years.     

Managing the reputation of the banking industry after the global financial crisis: Implications of public anger,processing depth and retroactive memory interference for public recall of events

The global financial crisis of 2007/2008 devastated the reputation of the UK banking industry. This paper examines possible connections between the depth of an individual's cognitive processing of information about the banking industry's role in the onset of the crisis obtained from UK media (and elsewhere) and the subsequent extent and accuracy of the person's memory of events. Depth of processing was posited to depend on the level of an individual's feelings of anger at the banks' reported behaviour before and during the crisis and on the degree to which a person had suffered financially as a consequence of the crisis. A number of hypotheses were developed on the basis of Nabi's (1999) cognitive functional model and were tested via a survey of 413 members of the public in Greater London. It was further hypothesised that, because media coverage of the banks' involvement in the crisis was largely hostile, many members of the public attributed blame for the crisis mainly to the banks, resulting in extensive feelings of anger and hence deeper cognitive processing.     

The value captor's process: getting the most out of your new business ventures

The high failure rate among new business ventures is usually chalked up to the fundamental uncertainty of the process. In actuality, say McGrath and Keil, flawed ways of assessing and managing ventures may account for the disappointing amount of value they generate. Instead of taking the go/no-go approach, whereby a project either advances toward launch or is killed, decision makers should consider a range of alternatives: recycling the venture by aiming it at a new target market; spinning it off to other owners or a joint venture; spinning it in to an established business unit; or salvaging useful elements such as technologies, capabilities, knowledge, and patents. Firms that excel in value extraction--the "value captors" whose practices and mind-set this article explores--have created formal processes to systematically mine successes, failures, and everything in between. They know that a venture should be treated like a scientific experiment, in which learning plays a critical role. They are ready to seize new opportunities if a venture falters on its original course. They foster networks to promote cooperation and collaboration between established business leaders and venture teams and involve people from throughout the company in the venture review process. They don't allow financial criteria to dominate the reviews, and they recognize that the best people to launch a business may not be the ones who developed the idea. If your innovation pipeline is dry, your promising projects are being strangled for lack of a speedy payback, or someone else has made a fabulous business out of a slightly altered idea that you abandoned, consider the value captor's path.     

Dialogic Communication and Thought Leadership: Twitter Use by Public Relations Agencies in the United States

Abstract

This study examined how the 117 Twitter profiles maintained by U.S. headquartered agencies appearing in the 2017 Global Top 250 PR Agencies list from the Holmes Report are using this platform to communicate with their publics. Guided by the dialogic communication theory, a content analysis of 1,120 tweets (from the 112 agencies identified as having public active accounts) published between January and October 2017 were analyzed to better understand the content strategies implemented by these agencies as well as the relationship between levels of public engagement and the implementation of dialogic principles. Additionally, this study placed a special emphasis on thought leadership and the means being employed by agencies to introduce and promote their ideas. The study’s results suggest that while media vividness increases the public’s levels of engagement, interactivity has an inverse effect. At the same time, the findings indicate that agencies are not fully employing the dialogic capacity of Twitter. From a strategic point of view, this study provides significant implications for social media communication practices by public relations agencies.