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News agencies are important stakeholders for large organizations, since the news they distribute will be adopted by other news outlets, which influence public opinion and hence corporate reputation. The purpose of this paper is to advance the understanding of how corporate earnings press releases are transformed into financial news by investigating whether the frames introduced by companies are adopted or reframed by news agencies.

A content analysis of framing techniques in corporate earnings releases and their corresponding news-agency releases was performed, focussing on the financial figures and benchmarks presented, performance attributions, and the tonality of the texts.

The findings suggest that news agencies reframe earnings releases at the textual-pragmatic level by reducing their length, using fewer financial figures, and changing the position of these figures in the texts; they increase transparency by avoiding adjusted financial figures, qualifying figures, and adding analyst assessments; and they change the tonality by down-toning positive statements and highlighting negative aspects.

This paper makes a contribution to the field of corporate financial communication, which has not shed much light on the transformation of earnings press releases into financial news. In addition, this paper contributes to the stream of research on journalistic transformations of corporate press releases in general, which has ignored the influential role of news agencies as both manufacturers and wholesalers of news.

Effective project learning can prevent projects from repeating the same mistakes; however, knowledge codification is required for project-to-project learning to be up-scaled across the temporal, geographical and organisational barriers that constrain personalised learning. This paper explores the state of practice for the structuring of codified project learnings as concrete boundary objects with the capacity to enable externalised project-to-project learning across complex boundaries. Cross-domain reconceptualisation is proposed to enable further research and support the future development of standardised recommendations for boundary objects that can enable project-to-project learning at scale.

An integrative literature review method has been applied, considering knowledge, project learning and boundary object scholarship as state-of-practice sources.

It is found that the extensive body of boundary object literature developed over the last three decades has not yet examined the internal structural characteristics of concrete boundary objects for project-to-project learning and boundary-spanning capacity. Through a synthesis of the dispersed structural characteristic recommendations that have been made across examined domains, a reconceptualised schema of 30 discrete characteristics associated with boundary-spanning capacity for project-to-project learning is proposed to support further investigation.

This review makes a novel contribution as a first cross-domain examination of the internal structural characteristics of concrete boundary objects for project-to-project learning. The authors provide directions for future research through the reconceptualisation of a novel schema and the identification of important and previously unidentified research gaps.

This purpose of this descriptive case study is to examine students’ experience engaging in stand-up meetings during the team project for the application development course in their Management Information Systems (MIS) program. Although the body of research on agile stand-up meetings is growing, there is little research on the experience of students who are engaging in stand-up meetings. The majority of research focuses on business professionals instead of students.

This study uses a mixed methods approach to collect data by anonymously surveying students. This exploratory study is a prelude to implementing a larger-scale investigation of student perceptions of stand-up meetings. The research was conducted using a mixed methods approach that used a survey instrument with both open-ended and closed-ended questions to gather students’ perceptions. The qualitative data was analyzed using a thematic coding approach.

The results of this study demonstrate that students’ experiences with stand-up meetings are overwhelmingly positive, with students describing how stand-up meetings helped them communicate and collaborate with their team and solve problems together as a team. The majority of students in this study reported that participating in stand-up meetings helped them overcome roadblocks.

The main limitation of this descriptive case study is the sample size, since only one section of the course was available during the spring semester for the survey. Consequently, the findings may not be broadly generalizable to other contexts. An additional limitation is that the sample was obtained from a school primarily serving nontraditional adult students from underserved groups. One other limitation of this study is that the course surveyed was a synchronous online section with a limited amount of time for class sessions.

This case study should serve as a starting point for faculty, particularly information systems faculty, who are seeking to incorporate stand-up meetings into their courses. The benefits that students cited were clear. As one student stated, stand-up “allows us to vet through our work, help build interpersonal relationships and strengthen our skills.” The larger impact and contribution of this research is that encourages faculty to adopt the practice of stand-up meetings to enhance students’ communication, collaboration and problem solving.

Incorporating stand-up meetings into coursework benefits students by fostering collaboration, communication and problem-solving. The results of this study demonstrate that students’ experiences with stand-up meetings are overwhelmingly positive, with students describing how stand-up meetings helped them communicate and collaborate with their team and solve problems together as a team. The majority of students in this study reported that participating in stand-up meetings helped them overcome roadblocks.

This descriptive case study examines students’ experience engaging in stand-up meetings during the team project for the application development course in their MIS program. Although the body of research on agile stand-up meetings is growing, there is little research on the experience of students who are engaging in stand-up meetings. The majority of research focuses on business professionals instead of students.

The purpose of this paper is to examine the impact of regular mindfulness meditation practice on five personal qualities that an extensive literature review deems critical for successful leadership in an age of rapid organizational change and uncertainty.

In this eight-week study, the authors investigated whether a weekly, 45-minute mindfulness practice routine (n=20) would significantly improve five leadership qualities when compared with a weekly, three hour graduate level leadership course (n=21), which in contrast incorporated theoretical instruction, skills practice, and experiential learning. Both samples included organizational leaders throughout the Minneapolis/St Paul area.

Results of a pre-post survey confirmed that when compared with participants in the leadership course condition, participants in the mindfulness practice condition demonstrated a significant increase in promotional regulatory focus and a significant reduction in trait anxiety and stress. No significant changes were seen for resilience or tolerance for ambiguity. This study also uncovered significant inter-correlations between scores on trait anxiety and a number of variables, most notably promotional regulatory focus. Implications exist for numerous bodies of research concerning leadership, well-being and the leadership development programs they influence, which include leadership psychology, organization development, and mindfulness-based stress reduction.

This is the first study of its kind (to date) to investigate the impact of mindfulness practice on leadership qualities, which according to research, are critical to leadership performance.

Current publication practices in the scholarly (International) Business and Management community are overwhelmingly anti-Popperian, which fundamentally frustrates the production of scientific progress. This is the result of at least five related biases: the verification, novelty, normal science, evidence, and market biases. As a result, no one is really interested in replicating anything. In this essay, the author extensively argues what he believes is wrong, why that is so, and what we might do about this. The paper aims to discuss these issues.

This is an essay, combining a literature review with polemic argumentation.

Only a tiny fraction of published studies involve a replication effort. Moreover, journal authors, editors, reviewers and readers are not interested in seeing nulls and negatives in print. This replication crisis implies that Popper’s critical falsification principle is actually thrown into the scientific community’s dustbin. Behind the façade of all these so-called new discoveries, false positives abound, as do questionable research practices meant to produce all this allegedly cutting-edge and groundbreaking significant findings. If this dismal state of affairs does not change for the good, (International) Business and Management research is ending up in a deadlock.

A radical cultural change in the scientific community, including (International) Business and Management, is badly needed. It should be in the community’s DNA to engage in the quest for the “truth” – nothing more, nothing less. Such a change must involve all stakeholders: scholars, editors, reviewers, and students, but also funding agencies, research institutes, university presidents, faculty deans, department chairs, journalists, policymakers, and publishers. In the words of Ioannidis (2012, p. 647): “Safeguarding scientific principles is not something to be done once and for all. It is a challenge that needs to be met successfully on a daily basis both by single scientists and the whole scientific establishment.”

Publication practices have to change radically. For instance, editorial policies should dispose of their current overly dominant pro-novelty and pro-positives biases, and explicitly encourage the publication of replication studies, including failed and unsuccessful ones that report null and negative findings.

This is an explicit plea to change the way the scientific research community operates, offering a series of concrete recommendations what to do before it is too late.