Showing papers in "Business Horizons in 2009"

TL;DR: In this article, the authors argue that social media is a hybrid element of the promotion mix because in a traditional sense it enables companies to talk to their customers, while in a nontra-ditional sense it enable customers to talk directly to one another.

TL;DR: In this article, the authors describe two lean implementation projects within the same company: a global manufacturer of food processing machines and equipment, and highlight a number of lessons learned, all of which may help other organizations ensure the success of their own lean implementation and improvement efforts.

TL;DR: The increasing importance of virtual social worlds is addressed, how firms can make use of their potential in the areas of advertising/communication, virtual product sales, marketing research, human resources, and internal process management are discussed.

TL;DR: In this paper, the authors draw on previous research about situational leadership during resuscitation in a trauma center, in order to derive a general strategy of how a leader can best develop his or her own personal theory of leadership which best works for their unique circumstances.

TL;DR: In this paper, the transition between exploration and exploitation activities within organizations is discussed as a vital part of strategic entrepreneurship; this transition process can involve various types of internal firm challenges and mechanisms through which firms can overcome them.

TL;DR: In this paper, the authors conducted an in-depth analysis of 19 New England-based firms and found that fast-growing companies exhibit different rates and patterns of growth: some display rapid growth trajectories (Rapid Growth Pattern), some, slower, more measured rates (Incremental Growth Pattern); others, episodic periods of quick growth followed by sharp retrenchment (Episodic Growth Pattern).

TL;DR: In this article, King, Dalton, Daily, and Covin discuss the major reasons for failure of mergers and acquisitions and discuss why executives often delay too long the divestiture of poorly performing businesses that were acquired.

TL;DR: In this paper, the authors examined the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy and provided insights regarding some of the key correlates of company venturing performance.

TL;DR: McGregor as mentioned in this paper argues that the ability to continually innovate is the ability of successful companies to engage in an ongoing innovation revolution and that innovation drives success, and that companies can either become victims of this innovation revolution or they can join the revolution.

TL;DR: In this article, a framework for understanding new patterns of innovation and commercialization that are most easily observed in Clusters of Innovation (COI) and in the global connections established among them is presented.

TL;DR: In this paper, the authors identify and assess firm-specific political risks, termed micro political risk, and present an innovative methodology by which executives can address these variables and develop an assessment of their firm's micro-political risk.

TL;DR: In this article, a W-shaped curve with five distinctive phases, depending on the strategic positioning of a company, is described for the relationship between Branding and financial performance in a business-to-business (B2B) environment.

TL;DR: In this article, a cross-industry survey of senior marketing managers in publicly-traded U.S. firms showed that firms that successfully employ an ambidextrous strategy outperform those which overemphasize either efficiency or innovation.

TL;DR: The authors found that the cheating culture is not just a capitalistic phenomenon, but attitudinal differences are driven by gender, country corruption, and socioeconomic environment, and that future business leaders are also being shaped by news reports of scandal, and may be learning to inextricably combine cheating culture with best business practices.

TL;DR: In this article, a survey of 263 franchisors was conducted to understand how they choose between the chain builder and turnkey strategies, and they found that the chain building strategy can strike a balance between standardization and innovation by building resources that foster trust and encourage knowledge sharing with franchisees.

TL;DR: Only a greater public awareness that encourages national legislative action can enhance eHealth's potential to improve the quality and accessibility of healthcare while reducing its cost.

TL;DR: In this article, the authors explore the various competitive strategy contexts in which incremental innovations can be leveraged effectively against the backdrop of successful radical innovations and the fact that home runs are generally infrequent.

TL;DR: In this article, a series of visits to a Fortune 500 wholesale distribution company of technology products revealed a changing perspective regarding building and implementing reverse logistics programs, and five major initiatives define the reverse logistics program design process at this company: (1) Gain senior management support and turn reverse logistics into a companywide initiative; (2) Involve your customers in the reverse distribution process; (3) Give distinct recognition to the employees involved in handling returns within the firm; (4) Implement carefully developed written rules and procedures that reflect both internal and external concerns; and (5) Assign

TL;DR: In this article, the authors highlight explanations of the grief process and how it can be managed by individuals and organizations to enhance learning, by using a dual process model for recovering from grief, innovators can learn more from their project failures.

TL;DR: In this paper, the authors consider the notion of perceived premium degree of a brand as a function of its category, and what they term the degree of adjacency between its product categories.

TL;DR: The authors discusses some of the potential risks that must be faced when a company outsources internal support functions, and describes how the Committee of Sponsoring Organizations of the Treadway Commission's Enterprise Risk Management (ERM) model can assist in managing and controlling these risks.

TL;DR: In this article, the authors identify four main types of service saboteurs: Thrill Seekers, Apathetics, Customer Revengers, and Money Grabbers, and provide a series of suggestions regarding how managers might effectively address service sabotage in their firms.

TL;DR: In this paper, the authors propose a six-step approach for dealing with unprofitable customers, a framework referred to as the ABCs of Unprofitable Customer Management: A void their acquisition in the first place, B ear in mind potential rescue operations, C atch the possibility of abandonment, D raw up a cost-benefit analysis, E nsure familiarity with your environment, and F acilitate biting the bullet.

TL;DR: The entrepreneurial society refers to places where entrepreneurship has emerged as a focal point for economic growth, sustainable job creation, and competitiveness in global markets as mentioned in this paper, and it is key to taking advantage of the opportunities afforded by globalization by enhancing the innovation prowess of a nation.

TL;DR: The U.S. Customs and Border Protection reports that counterfeit goods seizures were up 83% in 2006 and reported that counterfeiting was the most effective anti-counterfeiting strategy.

TL;DR: In this paper, the authors explore the additional potential usefulness of scenario planning as a tool for promoting innovation and corporate entrepreneurship in the context of exogenous shocks in a complex business environment.

TL;DR: This article analyzed the conditions that lead to brand decline and brand death, highlight signs that may suggest an impending decline, offer insights into assessing the viability of reviving a brand, and suggest various approaches that can be used to strengthen the brand and give it a second life.

TL;DR: In this article, a conceptual model of career development is presented, which should prove useful to service managers in evaluating their own career development efforts, as well as a framework for tying together many disparate career development that have heretofore been handled separately.