Computer networking among executives: A case study

Group Support Systems may be “distributed”; for nonsimultaneous use by being embedded in a Computer‐Mediated Communication System (CMCS). In this manner, large groups may use them for complex tasks over an extended period of time. Will executives use such systems, and what are their reactions? This case study of elites engaged in formulating recommendations for the White House Conference on Productivity demonstrates that executives can use such systems, given that “critical success factors”; are met. Perceived information richness is strongly correlated with perceptions of productivity enhancement as a result of system use.     

In search of E. I. DuPont de Nemours & Company: the perils of archival research

The purpose of this paper is to describe the pitfalls of archival research into the bookkeeping records of a specific firm, E. I. DuPont de Nemours & Co., and how it may lead to misinterpretation and misdirection. Traditionally, the bookkeeping records of an individual or organization have provided a great deal of information to researchers who use the records for many different research projects. Such research is costly, however. The researcher is concerned with the analytical techniques of the historian, or even the detective; the time-consuming, methodical routine of familiarization with the records; and the analysis and interpretation of the significance of the techniques and trends evident in the data base. The sources for this traditional archival research project were many, varied, and often contradictory. For the record books of the DuPont Company, an early 19th century gunpowder manufactory, the process of understanding, interpreting, and validating the record keeping led to a number of misleading, confusing, and time-consuming issues which had to be resolved. These issues may have implications for other accounting historians since the need to search for the 'story' behind a particular research project will in all likelihood be encountered in the course of other research. Researchers must understand that they are able to rely on secondary sources, when they exist, only as long as they remain circumspect when depending on the secondary interpretation of primary sources, and that even the primary sources themselves may lead the researcher astray.     

Determinants of the Physical Demand for Gold: Evidence from Panel Data

Although the role of gold in the world economy has declined since the gold standard was abandoned, it remains important as a central bank reserve, a hedge against risks, a barometer of geopolitical uncertainty, and an input for jewellery. While portfolio demand for gold has been well studied, determinants of physical demand are less understood. Certain emerging‐market countries such as China and India import substantial amounts of gold, with several factors that may contribute: low financial development, need for precautionary savings and/or strong cultural valuation of gold itself. This article uses panel data on gold imports of 21 countries to examine determinants of physical demand. We find that determinants of physical demand differ from those of portfolio demand, and that they differ between the developed and developing worlds.     

Impacts of Asynchronous Learning Networks on Individual and Group Problem Solving: A Field Experiment

An Asynchronous Learning Network (ALN) is a Computer-Mediated Communication System designed to support "anytime/anywhere" interaction among students and between students and instructors. A field experiment compared groups and individuals solving an ethical case scenario, with and without an ALN, to determine the separate and joint effects of communication medium and teamwork. Dependent variables include quality and length of the reports, and subjective perceptions of learning and satisfaction. The results indicate that that an ALN enhances the quantity and quality of the solutions to an ethical case scenario. The combination of teamwork with ALN-support increases the students' perception of learning. Although the perception of collaborative learning was similar between ALN-supported and unsupported groups, participants in computer-mediated groups reported lower perceptions of discussion quality than participants in manual groups.     

Human resource flexibility and strong ties in entrepreneurial teams

Human resource flexibility is important in entrepreneurial ventures that need to respond to the changing challenges of growing the new business. This research investigates the impact of previously well-known people (strong ties) as entrepreneurial team members on the human resource flexibility of new ventures. Data collected from German founding entrepreneurs in technology-oriented, incubator-based firms shows that choosing a well known individual to join the entrepreneurial team increases the founder's ability to modify the team member's work role, but complicates asking the team member to leave the team if required. Hence, strong ties both increase and reduce human resource flexibility. However, the effect of strong ties on role modifiability is statistically significant only with novice entrepreneurs. These research findings counsel founders to discuss role modification and exit during partnership and entrepreneurial team membership negotiations.     

Social Capital or Ethnic Enclave Location? A Multilevel Explanation of Immigrant Business Growth

The rapid increase in migration into host countries and the growth of immigrant‐owned business enterprises has revitalized research on ethnic business. Does micro (individual)‐level social capital, or meso (group)‐level location within the ethnic enclave lead to immigrant business growth? Or do you need both? We analyze quantitative data collected from 110 Chinese restaurants in Australia, a major host country. At the micro level we find that coethnic (same ethnic group) networks are critical to the growth of an immigrant entrepreneur's business, particularly in the early years. But non‐coethnic (different ethnic group) social capital only has a positive impact on business growth for immigrant businesses outside the ethnic enclave. Our findings are relevant, not only to host‐country policymakers, but also for future immigrant business owners and ethnic community leaders trying to better understand how to promote healthy communities and sustainable economic growth. © 2015 Wiley Periodicals, Inc.     

Leadership Dynamics in Partially Distributed Teams: an Exploratory Study of the Effects of Configuration and Distance

Despite the importance of leadership and the wealth of empirical studies focused on leadership effectiveness in traditional and computer-supported groups, there is little research examining leadership dynamics in partially distributed virtual teams (PDTs). Virtual teams are partially distributed when they are configured with one or more subgroups of collocated members and isolated members. This paper lays the groundwork for an in-depth study of leadership in PDTs that can be extended to other types of virtual team configurations. Using three dimensions of virtual distance (geographic, cultural and temporal), we analyze how the configuration of virtual teams interacts with leadership dynamics. We also summarize the results of an exploratory study using 12 student teams to examine the effects of distance and configuration on leadership in PDTs. Findings show significant differences in leadership dynamics (i.e., leader emergence vs. leader retention) which impacted team performance. From these results, we develop propositions on leadership and PDTs.     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.