There is no theory in strategic management and other related fields for identifying decision problems that cannot be solved by organizations using rational analytical technologies of the type typically taught in MBA programs.
Inspired by recent discussions of the systematic costs that external rankings impose on academic institutions, and the undeniable shifts in the landscape of institutional data, a concerted and pragmatic re-evaluation of ranking efforts has begun. In this study, multiple administrators and researchers representing both public and private institutions across the United States weigh in on these issues.
We consider the inventory management problem of a firm reacting to potential change points in demand, which we define as known epochs at which the demand distribution may (or may not) abruptly change. Motivating examples include global news events (e.g., the 9/11 terrorist attacks), local events (e.g., the opening of a nearby attraction), or internal events (e.g., a product redesign).
Many managers today are spending more and more time working cross-functionally. For example, a recent Corporate Executive Board survey of over 20,000 employees found that 60-70% reported working in groups that involve individuals from other internal functional areas or other external stakeholders. Similarly, a Best Companies for Leadership survey, jointly sponsored by Businessweek.com and the Hay Group, found that more than 96% of managers in the top 20 performing global companies agreed with the statement, "My organization operates in a highly matrixed structure," where one of the main goals behind matrix structures is to pull together representatives from different functional groups to make decisions.
Much of the recent empirical IO research has been conducted in the context of relatively mature, stable (often consumer packaged goods) markets. In these markets, consumer preferences and competitive interaction are often characterized by relatively stable patterns over time.
The study of congruence is central to organizational research. Congruence refers to the fit, match, similarity, or agreement between two constructs and is typically framed as a predictor of outcomes relevant to individuals and organizations. Previous studies often operationalized congruence as the algebraic, absolute, or squared difference between two component variables.
This paper investigates changes in firm spending following changes in shareholder taxes. We show that firms with less elastic demand for equity capital will expand operations less than other firms following shareholder tax cuts. Since financial constraint is a factor that diminishes a firms demand elasticity for capital, we predict that financially constrained firms expand less than other companies following shareholder tax reductions.
Socialization theory has focused on enculturating new employees such that they develop pride in their new organization and internalize its values. We draw on authenticity research to theorize that the initial stage of socialization leads to more effective employment relationships when it instead primarily encourages newcomers to express their personal identities.
Operational systems increasingly rely upon specialized experts who can provide high-quality service. However, these experts, by definition, only address one part of an overall problem and so individuals are needed to coordinate the overall service provision. In many services, this coordination responsibility may be shared across multiple parties serving in the role of a gatekeeper.
The Kenan Institute of Private Enterprise welcomed Key Square Group Founder, CEO and CIO Scott Bessent on Wednesday, March 7, to have lunch with its Kenan Scholars and field questions about hedge fund management, economics education and starting an investment career.
Conventional wisdom dictates that convenience goods should be distributed as intensively as possible. Still, exclusivity arrangements are rapidly gaining way in grocery retailing.
Many time series are sampled at different frequencies. When we study co-movements between such series we usually analyze the joint process sampled at a common low frequency.
During retailer-initiated price wars (PWs), hundreds of brands are involved simultaneously, affecting brands’ and retailers’ positioning and ultimately making the performance outcome for individual brands difficult to predict. Likewise, the impact on brand performance after the PW, when prices are restored, is unclear.
Recognizing the importance of the person who occupies the chief marketing officer (CMO) position, we posit that a CMO’s managerial capital, as signaled by his or her education, origin, and experience, indicates what a new CMO can bring to the table.
This monograph introduces Management Accounting to Operations Management researchers and illustrates how unleashing this accounting information perspective into the world of Operations Management can improve our understanding of topics of interest to Operations Management researchers and practitioners.
The Kenan Institute announces the publication of “The New Oxford Handbook of Economic Geography,” edited by Gordon L. Clark, Maryann P. Feldman, Meric S. Gertler and Dariusz Wójcik. Feldman is the S.K. Heninger Distinguished Professor of Public Policy at the UNC College of Arts & Sciences, and a professor of finance at Kenan-Flagler Business School.
...and some have no effect or even a negative effect. We address this gap using an inductive, theory-building approach that mobilizes rich fieldwork within the cohorts of eight early US...
Designing modern call centers requires an understanding of callers’ patience and abandonment behavior. Using a Cox regression analysis, we show that callers’ abandonment behavior may differ based on their contact history, and changes across their different contacts.
This article examines what happens to firms that become affiliated with ‘dealmakers’—individuals who are unusually well connected in local social networks.