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This study explores the influence of police coercive actions during Stop, Question, and Frisk (SQF) encounters on citizen complaints of police misconduct in 76 precincts in New York City.

Using data from NYPD's SQF reports, Citizen Complaint Review Board, and demographic measures, the analysis focuses on specific coercive actions (frisk, search, summons, physical force, and arrest) and their association with citizen complaints (excessive force, abuse of authority, discourtesy, and offensive language).

Bivariate and multivariate analyses revealed frequent lower-level coercive actions, such as frisks and summons, are linked to increased citizen complaints. Surprisingly, higher levels of coercive actions involving force and arrests do not substantially impact complaints, challenging conventional assumptions.

The research underscores the importance of transparency, accountability, and positive police-community relations. Addressing precinct-specific characteristics influencing the relationship between coercive actions and citizen complaints is crucial for fostering a more constructive and accountable policing approach in New York City precincts.

This study challenges assumptions by providing a distinctive perspective on the impact of police coercive actions during SQF encounters on citizen complaints. The unexpected finding that higher levels of coercive actions, typically involving force and arrests, do not substantially impact complaints contributes to the discourse on police-community interactions, offering a nuanced understanding of the relationship between specific coercive actions and citizen complaints.

The case is written based on publicly available data from primary sources such as the company’s annual reports, company website and the company’s presentations, as well as from secondary sources comprising newspaper articles, research papers, research magazines, magazine articles, industry reports, research reports, etc. as indicated in the references. The company’s financials and peer data are sourced from the Thomson Reuters Eikon database.

The case examines the financial position of Macy’s, Inc., America’s largest and one of the oldest premier departmental stores, with a consolidated annual turnover of US$18,097m in the fiscal year 2020/2021 (FY, 2021). Over the previous few years, the company had been struggling with decreasing market share and profitability mainly due to increasing competition from online retailers and deep discounters, which was affecting the company’s share price. With the appointment of a new chief executive officer (CEO) in fiscal year (FY) 2017, Macy’s, Inc. undertook several changes to revive its financial health and improve its market share. However, it still registered heavy losses of US$3,944m in the FY 2020/2021, the company’s first time in the past decade. With many retailers filing for bankruptcy, was there more that Macy’s could do to improve the company’s position and regain lost investor confidence? Will its entry into emerging markets play a crucial role in its turnaround?

The case can be used in undergraduate and postgraduate courses such as accounting for managers, financial statement analysis, management accounting, introduction to accounting and advanced financial statement analysis. The case can also be effectively used to understand the primary fundamental analysis of the company that involves understanding the company’s positioning and strengths, weaknesses, opportunities and threats analysis. The case would also help business management and entrepreneurship students to get a preliminary idea about the change management process. Finally, the case can be used to familiarize students with using Microsoft Excel to build financial analysis worksheets.

Teaching notes are available for educators only.

This study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development.

This study uses a survey design with data collected from the North American operations of a large global telecommunications company.

This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect.

The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees.

Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.