Denis B. Kilroy and Michael T. McKinley
The last 15 years or so have seen the emergence of a powerful management philosophy known as value‐based management (VBM). The premiss underlying this philosophy is that…
Abstract
The last 15 years or so have seen the emergence of a powerful management philosophy known as value‐based management (VBM). The premiss underlying this philosophy is that management’s primary responsibility is to maximize value for shareholders. Much of the work which has been done in this field has focused on value measurement rather than value creation. Argues that we need to shift the focus from value measurement to value creation and to do this, we need to accept that shareholder value creation is a creative act, not an analytical process. Value creation requires a combination of creative and analytical thinking skills. These skills can be developed, and if properly integrated into a hybrid thinking process, can lead to better strategies, better financial performance and much more satisfied employees.
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Barry Eichengreen, Michael Haines, Matthew Jaremski and David Leblang
The 1896 presidential election between William Jennings Bryan and William McKinley has new salience in the wake of the 2016 presidential contest. We provide the first systematic…
Abstract
The 1896 presidential election between William Jennings Bryan and William McKinley has new salience in the wake of the 2016 presidential contest. We provide the first systematic analysis of presidential voting in 1896, combining county-level returns with economic, financial, and demographic data. We show that Bryan did well where interest rates were high, railroad penetration was low, and crop prices had declined. We show that further declines in crop prices or increases in interest rates would have been enough to tip the Electoral College in Bryan’s favor. But to change the outcome, the additional changes would have had to be large.
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John C. Edwards, William McKinley and Gyewan Moon
Building on the enactment perspective and past work on the self‐fulfilling prophecy, this paper explores how organizational decline can be enacted through self‐fulfilling…
Abstract
Building on the enactment perspective and past work on the self‐fulfilling prophecy, this paper explores how organizational decline can be enacted through self‐fulfilling prophecies of decline. We present two self‐fulfilling prophecy‐based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline.
Ebony M. Duncan-Shippy, Sarah Caroline Murphy and Michelle A. Purdy
This chapter examines the framing of the Black Lives Matter (BLM) Movement in mainstream media. An analytic sample of 4,303 articles collected from the Dow Jones Factiva database…
Abstract
This chapter examines the framing of the Black Lives Matter (BLM) Movement in mainstream media. An analytic sample of 4,303 articles collected from the Dow Jones Factiva database reveals variation in depth, breadth, and intensity of BLM coverage in the following newspapers between 2012 and 2016: The St. Louis Post-Dispatch, The New York Times, The Washington Post, The Wall Street Journal, and Al Jazeera English. We review contemporary literature on racial inequality and employ Media Framing and Critical Race Theory to discuss the implications of our findings on public perceptions, future policy formation, and contemporary social protest worldwide.
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Short-term military simulations of scenarios or conditions that U.S. military personnel might meet are generally the largest, in terms of cost and personnel, of all operational…
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Short-term military simulations of scenarios or conditions that U.S. military personnel might meet are generally the largest, in terms of cost and personnel, of all operational training events. That at least six such exercises were scheduled for September 11, 2001 raises serious questions about whether or not the events of 9/11 were at least partially orchestrated by U.S. command.
In light of the aforementioned military exercises and the fact that the 9/11 Commission's Final Report barely mentions them, neither were they significantly discussed nor investigated during the hearings, this essay briefly explores four key questions that will hopefully stimulate further inquiries, investigations and perhaps subpoenas that will ultimately break the silence and force declassification of the information surrounding the war games.1.Has there been a high-level suppression of information about the military drills?2.Might the military drills have been a significant factor in the success of the attacks?3.Who was in charge of the military drills and what motives may have been operating for this person?4.In what way might Zacarias Moussaoui, the only person charged in the United States for the attacks, be a link that connects to the person in charge of the games to another tragedy that may have been “an inside job” – i.e. Senator Paul Wellstone's death, and how might Moussaoui connect all of this to the Pentagon?
Gerald R. Ferris, Michael G. Bowen, Darren C. Treadway, Wayne A. Hochwarter, Angela T. Hall and Pamela L. Perrewé
Theory and method are inherently intertwined in the creation and maintenance of most areas of scientific inquiry. The organizational sciences, in general, and the occupational…
Abstract
Theory and method are inherently intertwined in the creation and maintenance of most areas of scientific inquiry. The organizational sciences, in general, and the occupational stress area, in particular, are no exceptions. In this paper, we argue that an implicit supposition of linear independent–dependent variable forms has driven both theory and method, and as such, presents a characterization of organizational science and stress scholarship that is incomplete at best. We also review stress literature that has acknowledged the potential for nonlinear stressor–strain associations and offer empirical examples of both restricted and non-restricted nonlinearity. We conclude by offering prescriptions for scholars conducting research that extends beyond the examination of linear forms exclusively.
Soon after the Lehman crisis, the International Monetary Fund (IMF) surprised its critics with a reconsideration of its research and advice on fiscal policy. The paper traces the…
Abstract
Soon after the Lehman crisis, the International Monetary Fund (IMF) surprised its critics with a reconsideration of its research and advice on fiscal policy. The paper traces the influence that the Fund’s senior management and research elite has had on the recalibration of the IMF’s doctrine on fiscal policy. The findings suggest that overall there has been some selective incorporation of unorthodox ideas in the Fund’s fiscal doctrine, while the strong thesis that austerity has expansionary effects has been rejected. Indeed, the Fund’s new orthodoxy is concerned with the recessionary effects of fiscal consolidation and, more recently, endorses calls for a more progressive adjustment of the costs of fiscal sustainability. These changes notwithstanding, the IMF’s adaptive incremental transformation on fiscal policy issues falls short of a paradigm shift and is best conceived of as an important recalibration of the precrisis status quo.
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Billy Tat Wai Yu and To Wai Ming
This paper aims to describe an application of key concepts in agency theory to organizational development. Specifically, it seeks to highlight that formal control systems, the…
Abstract
Purpose
This paper aims to describe an application of key concepts in agency theory to organizational development. Specifically, it seeks to highlight that formal control systems, the ways to regulate employees' performance, are associated with an important factor for organizational development – the capacity for improvement.
Design/methodology/approach
The paper presents a literature review on organizational development and agency theory, and an empirical examination of the relationships between bureaucratic control systems, task programmability and the organization's capacity for improvement. The hypotheses of interrelationships among different control systems, task programmability and the capacity for improvement were tested with a sample of 237 employees in the service industry.
Findings
Results indicate that input control is a significant factor in determining an organization's capacity for improvement, and task programmability moderates the relation between a bureaucratic control and the organization's capacity for improvement.
Research limitations/implications
The results are based on a cross‐sectional self‐report study. It is advisable to include managers' assessment of subordinates' capacity of improvement in further research.
Originality/value
The effect of formal controls on organizational performance was controversial. This paper reveals the moderating role of task programmability in a control‐performance relationship. In doing so, this paper sheds light on how a manager can enhance his/her subordinates' performance on organizational improvement through different control tactics.