Search results

How can managers reduce information asymmetry in dyadic manager-external stakeholder relationships in a complex and evolving environment? Addressing this question has significant implications for firm survival, growth, and competitive advantage.

We have adopted a multiparadigm approach to theory building, known as metatriangulation. We integrate the dynamic capabilities, sensemaking, and evolutionary theory literatures to theorize how managers can relate to stakeholders in a complex and evolving environment.

We propose, via a conceptual framework and three propositions, “evolutionary sensemaking” as the managerial metacognitive dynamic capability that helps managers hone their understanding based on the evolutionary changes in the stakeholder’s interpretations of information quality preferences. The framework unfolds across three evolutionary stages: sensing preferences' variation of the stakeholder, seizing preferences, and transforming for complexity alignment and retention. The propositions focus on managing complexity in stakeholder information quality preference, employing cognitive capabilities to simplify, interpret, and align interpretations for effective information asymmetry reduction.

To develop the metacognitive dynamic capability of evolutionary sensemaking, managers need to train for and foster the underlying complex cognitive capabilities by enhancing their (1) perception and attention skills, (2) problem-solving and reasoning skills, and (3) language, communication, and social cognition skills, focusing specifically on reducing the complexity embedded in stakeholder cognition and diverse stakeholder preferences for information quality. Contrary to the current advice to “keep things simple” and provide “more” information to the stakeholders for opportunism reduction, trust-building, and superior governance, our framework suggests that managers hone their cognitive capabilities by learning to deal with the underlying complexity.

The proposed framework and propositions address research gaps in reducing information asymmetry. It enriches the dynamic capabilities literature by recognizing complexity (as opposed to opportunism) as an alternative source of information asymmetry, which needs to be addressed in this stream of research. It extends the sensemaking literature by identifying the complexity sources – i.e. stakeholder preferences for diverse information quality attributes and the associated cognitive preference interpretation processes. The article enhances evolutionary theory by delving into microprocesses related to information asymmetry reduction, which the existing literature does not thoroughly investigate.

The purpose of this paper is to increase the student's knowledge of the value chain and its importance in managing costs.

The approach takes the form of a teaching case with practical implications, which also includes teaching notes.

It is important to effectively manage a company's value chain. A clear understanding of the value chain, combined with effective management of all aspects of the value chain can often lead to a competitive advantage in today's business environment.

A company can improve decision making with a clear understanding of the value chain.

This case presents a practical and straightforward approach for instructors to explain the value chain concept and how important managing the value chain can be to the company's overall success.

As more and more information is moved around the organization and the world using the growing E‐mail and electronic messaging infrastructure, what technologies are available to ensure that these messages are protected, that the recipient is positive of the sender′s identity and that messages are not damaged or altered in transit? The paper‐based world of message exchange takes these capabilities for granted by using envelopes and signatures. How are these and similar protection mechanisms implemented in the world of electronic documents, E‐mail and electronic messaging? Provides a survey of the technology used to provide digital signatures, message authentication and message protection. It explains how these technologies work and how they can be used in an existing messaging infrastructure to allow the sending and receiving of sensitive information.

Power cannot be studied simply by observing the outcomes of contested decision making or by focusing on the possession of physical or structural resources, as an outline of some of the power processes at Bettavalve Placid suggests. Power exists and is mobilised even when “nothing happens” in the normal sense. To fully understand the processes of power in organisations generally and in industrial relations in particular, the use of ideology, legitimising principles and rhetoric and the ways in which these are used continually to reinforce and reproduce structures of power and domination need to be studied. It is demonstrated how the unitarist ideology of the Bettavalve Placid management was continually reinforced by the use of various legitimising principles and articulated via certain rhetorics.

Praises the contribution of John Elliott in the development of academic governance at the University of Southern California: twice elected president of the Faculty Senate, he led its most influential committees and was concerned with faculty rights and responsibilities, promotion and tenure policy, academic freedom, faculty participation in university decision making, and the creation of a faculty handbook defining faculty citizenship in terms consonant with AAUP standards.

Considers the mismanagement of car dealerships and looks at the institutional causes. Discusses the traditional management style and organization of car dealerships with their inefficiences and limited philosophies. Outlines a number of outside influences that are forcing dealerships to re‐evaluate the way they manage. Highlights the proactive approach used by one forward thinking company, showing how it has experienced more favourable results than its competitors.

This paper aims to investigate the relationship between residential real estate prices and unemployment rates at the Metropolitan Statistical Area (MSA) level.

This paper uses a long time-series of MSA-level quarterly data from 1990 to 2018. It uses an instrumental variable approach to estimate the effects of residential real estate prices on unemployment rates using the geography-based land constraints measure of Saiz (2010) as the instrument.

The results show that changes in residential real estate prices do not have a causal effect on unemployment rates in the same quarter. However, it takes 9-12 months for an increase (decrease) in real estate prices to decrease (increase) unemployment rates. This effect is significant during both pre- and post-financial crisis periods and robust to control for the economic characteristics of MSAs.

This paper contributes to the emerging literature that studies the real effects of real estate. Particularly, the methodology and the findings can be used to investigate causal relationships between housing prices and small business development or economic growth. The findings are also of interest to policymakers and practitioners as they illustrate how and when real estate price shocks propagate to the real economy through unemployment rates.

This study’s findings have important implications for academics, policymakers and investors as they provide evidence of a snowball effect associated with shocks to real estate prices: increasing (decreasing) unemployment rates following a decrease (increase) in real estate prices exacerbates the real estate price movements and their economic consequences.

This paper analyzes a significantly longer period, from 1990 to 2018, than the existing literature. Additionally, it uses the MSA-level land unavailability measure of Saiz (2010) as an instrument to explore the effects of residential real estate prices on unemployment rates and when those effects are observed in the real economy.

Examines a team system using a case study approach in a sewn products plant that transitioned to the team system almost ten years ago. The theoretical framework utilized in the analysis of data was participative management, wherein it has been found that there is a relationship between employee knowledge and performance. Specific themes that arose were successes in the transition to the new team system, including benefits to the plant, and ongoing challenges of the new team system. Data were based on 16 in‐depth personal interviews, observations, written documents, and informal conversations with plant employees. The key elements of success in the transition were commitment by upper level managers, education for all employees, and the establishment of open communication among employees and with management. The team system resulted in a number of benefits and challenges to the plant as a whole.

IT would be a hard‐hearted man who could speak harshly of the Book Society without some inward pang of regret or remorse. Was there ever a more praiseworthy institution? Or one that set out with a more unselfish desire to improve the minds of humanity? So amiable are its figureheads, so admirable its objects, so harmless and well‐intentioned its activities, that the scoffer is silenced and the cynic rebuked. What cause of complaint can one find in a Selection Committee which contains Hugh Walpole, John Boynton Priestley, Clemence Dane, Sylvia Lynd, and George Gordon?

John West is one of Britain's most famous and best known brands, easily recognised on any supermarket shelf, not only for its canned fish products, but also for a wide range of other canned food lines, which include fruits, in particular fruits in juice, and meats, such as corned beef. But it's for its fish that John West is best known, having earned an unrivalled reputation for quality and excellence among all its customers. From the ever popular salmon and tuna, to more specialist items such as dressed crab or king prawns, John West Foods prides itself in supplying the very best possible product.