Orit Gadiesh, Robin Buchanan, Mark Daniell and Charles Ormiston
The legal framework for extending innovation beyond the corporate boundary is the Strategic Alliance (or partnership) Agreement. Before entering into any type of alliance…
Abstract
The legal framework for extending innovation beyond the corporate boundary is the Strategic Alliance (or partnership) Agreement. Before entering into any type of alliance involving a joint development arrangement, every company whose core assets are comprised of intellectual property should conduct an internal Intellectual Property Audit. Make certain what you own (or control through licenses) it may be more or less than you think. The second phase of the Intellectual Property Audit is to make sure your Intellectual Property Assets are protected. Begin drafting the Alliance Agreement by articulating the goals of the alliance as specifically as possible. Define the product to be developed or area to be explored in detail. The Alliance Agreement should define the what technology is proprietary to each party. Determine in advance who collects the money, how is the money split, and who does the accounting. Each party should be individually responsible for the cost of defending any claims of infringement. Options can be tied to the development and testing milestones that allow you to get out of the deal entirely or reduce it from an exclusive to a non‐exclusive arrangement.
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Alan Bird, Robin Buchanan, Paul Rogers and Marcia Blenko
Companies that systematically and continuously put the right leaders in the right jobs outperform companies that don’t – by a wide margin. In this article, the authors argue that…
Abstract
Companies that systematically and continuously put the right leaders in the right jobs outperform companies that don’t – by a wide margin. In this article, the authors argue that chief executives must recognize and act on the consequences of how they deploy their best managers.
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Orit Gadiesh, Robin Buchanan, Mark Daniell and Charles Ormiston
Mergers may be the truest test of great leaders.
When it comes to leadership, companies that systematically and continuously put the right leaders in the right jobs outperform companies that don’t – by a wide margin. Despite…
Abstract
When it comes to leadership, companies that systematically and continuously put the right leaders in the right jobs outperform companies that don’t – by a wide margin. Despite this profound observation, the subject of leadership still does not warrant the attention it deserves. Granted, there is no shortage of literature on the need for better business leadership in general, but there is little to explain what it really takes to make it happen.
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Howard Thomas and Lynne Thomas
This paper aims to focus on leadership in business schools. It seeks to advocate examining strategic leadership processes through the exploration of interactions between such…
Abstract
Purpose
This paper aims to focus on leadership in business schools. It seeks to advocate examining strategic leadership processes through the exploration of interactions between such multiple constituencies as the dean, faculty, university councils and advisory boards.
Design/methodology/approach
A range of models of the leadership process are identified and illustrated, namely, the strategic leadership process model, a model of leadership dynamics and an interactionist model, involving an examination of leadership characteristics, context and leadership style.
Findings
The current financial crisis and criticisms of the business school in the modern university require deans to address changing models and contingencies, globalisation and moral values in curriculum evaluation and leadership of the business school. The importance of further in‐depth case studies of strategic leadership is emphasised.
Originality/value
Three areas of important research are identified, namely, the skills of leadership characteristics, leadership styles and change and leadership training. It is concluded that leadership can be taught but must be reinforced with on‐the‐job experience.
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Using archival data from the American Civil Liberties Union of Eastern Missouri and current data from Fatal Encounters (FE), this study descriptively compared concentrated…
Abstract
Using archival data from the American Civil Liberties Union of Eastern Missouri and current data from Fatal Encounters (FE), this study descriptively compared concentrated incidents of fatal police shootings of civilians in St. Louis, Missouri at two points in time – 1970 to 1980 and 2000 to 2010. This study also explored connections to race and income by mapping the composition of Black residents and levels of concentrated economic disadvantage using 1980 and 2010 United States Census data. Geographic Information Systems (GISs) results revealed noticeable similarities in the sites of fatal police shootings of civilians across the two time periods. Specifically, most of the incidents occurred in the northern and southeastern sectors of St. Louis City in neighborhoods with a higher number of Black residents and impacted by economic disadvantage. All of the individuals shot and killed by the police were male, and a majority were 22 years old or younger, and armed during the incident. Results from police perceptions studies from the 1970s and early to mid oughts are also discussed to posit that a persistence of police violence historically and presently may help offer key insights into how legal estrangement may ensue.
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Sergey Kutia, Maxim Kriventsov, Gennady Moroz, Elvina Gafarova and Nazar Trofimov
In the recent decades, energy drinks consumption has increased dramatically. Many researches found their adverse effects on the structure and function of organs and systems, with…
Abstract
Purpose
In the recent decades, energy drinks consumption has increased dramatically. Many researches found their adverse effects on the structure and function of organs and systems, with nervous and cardiovascular systems most studied. Liver is one of the priority target organs in case of beverages consumption. The purpose of this paper is to explore the effects of energy drink consumption on morphofunctional conditions of liver.
Design/methodology/approach
A search in PubMed, Web of Science, Scopus and eLIBRARY.ru databases was performed using relevant keywords.
Findings
Both clinical and experimental data concerning effects of energy drink use on structure and function of liver are summarized and systematized in this review. Most of them documented hepatotoxicity after prolonged over-consumption of energy drinks. Probable mechanisms of action of their basic ingredients (sugars, caffeine, taurine, D-glucuronolactone, vitamin B3) on morphology and functioning of liver as well as combined use of energy drinks with alcohol are described.
Originality value
This review paper represents evidential information about the negative impact of energy drink consumption on morphofunctional conditions of liver.
Nicolas Kervyn, Judith Cavazos Arroyo, Fernando Rey Castillo Villar and Rosa Andrea Gomez Zuñiga
Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the…
Abstract
Learning outcomes
Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy.
Case overview/synopsis
This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive.
Complexity academic level
This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing
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Shane Connelly and Brett S. Torrence
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of…
Abstract
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.