September 2, 2014
We’re pleased to congratulate Journal of Accounting, Auditing and Finance Editor Bharat Sarath of Rutgers University who was a winner of the prestigious 2013 Abacus Best Manuscript Award! Bharat Sarath and co-author Joshua Ronen of New York University received the award for their paper entitled “Financial Statements Insurance.” The paper appeared in the Accounting Foundation owned journal Abacus.
The award was formally announced at the American Accounting Association meeting held on August 3rd at the Hilton Atlanta.
In honor of the award, the current issue of Journal of Accounting, Auditing and Finance can be read online for free for the next 30 days! Click here to access the Table of Contents!
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August 26, 2014
Congratulations to Crina O. Tarasi, Ruth N. Bolton, Anders Gustafsson and Beth A. Walker, winners of the 2013 Best Article Award from Journal of Service Research! Their award-winning article entitled “Relationship Characteristics and Cash Flow Variability: Implications for Satisfaction, Loyalty, and Customer Portfolio Management” appeared in the May 2013 issue of Journal of Service Research and can be read online for free for the next 30 days by clicking here!
Service firms seek customers with high revenues, profits, or lifetime value. However, they frequently ignore variations in consumption that lead to cash flow variability and adversely influence service operations and financial performance. This study shows that variation in individual customers’ consumption or spending on services can be decreased in ways that are actionable by most managers, without decreasing revenues or profits. First, customer satisfaction has a “double-whammy” effect: lower cash flow variability and higher cash flow levels. This finding is important because firms can increase satisfaction in many ways. Second, customers who participate in loyalty programs have more variable cash flows, but not higher average cash flows. Hence, firms should design loyalty programs to improve customer satisfaction or intangible benefits (e.g., membership recognition), rather than offering economic incentives. Third, customers who purchase many different offerings, or allocate a large share of their purchases to the firm, have higher cash flow variability and higher average cash flows. Firms can optimize the customer portfolio by combining customers with high variability with customers who have different, offsetting cash flow patterns. Fourth, personal characteristics, such as age and income, also influence cash flow variability. Empirical findings are robust across two settings: telecommunications and financial services. The study describes sensitivity analyses of how different service and relationship marketing strategies influence a firm’s business outcomes. The article concludes with insights into how to integrate service management principles, which emphasize consistency or low variability in processes, with customer relationship management principles that emphasize growing relationships and cash flows.
We’re also pleased to honor Seigyoung Auh of Thunderbird School of Global Management who is the recipient of the 2013 Journal of Service Research Best Reviewer Award!
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August 25, 2014
The September issue of Administrative Science Quarterly is now available and can be read online for free for the next 30 days. This issue offers a range of astute articles on organizational studies as well as insightful book reviews.
The lead article entitled “Beyond Occupational Differences: The Importance of Cross-cutting Demographics and Dyadic Toolkits for Collaboration in a U.S. Hospital” was authored by Julia DiBenigno and Katherine C. Kellogg both of MIT Sloan School of Management. You can read the abstract here:
We use data from a 12-month ethnographic study of two medical-surgical units in a U.S. hospital to examine how members from different occupations can collaborate with one another in their daily work despite differences in status, shared meanings, and expertise across occupational groups, which previous work has shown to create difficulties. In our study, nurses and patient care technicians (PCTs) on both hospital units faced these same occupational differences, served the same patient population, worked under the same management and organizational structure, and had the same pressures, goals, and organizational collaboration tools available to them. But nurses and PCTs on one unit successfully collaborated while those on the other did not. We demonstrate that a social structure characterized by cross-cutting demographics between occupational groups—in which occupational membership is uncorrelated with demographic group membership—can loosen attachment to the occupational identity and status order. This allows members of cross-occupational dyads, in our case nurses and PCTs, to draw on other shared social identities, such as shared race, age, or immigration status, in their interactions. Drawing on a shared social identity at the dyad level provided members with a “dyadic toolkit” of alternative, non-occupational expertise, shared meanings, status rules, and emotional scripts that facilitated collaboration across occupational differences and improved patient care.
Click here to access the Table of Contents of the September issue of Administrative Science Quarterly. Want to know about all the latest from Administrative Science Quarterly? Click here to sign up for e-alerts!
August 22, 2014
In her editorial of the September issue of Business and Professional Communication Quarterly, Melinda Knight explains,
There is universal agreement among educators in the academy and managers in the workplace that critical thinking skills are essential for success at all levels. Over a century ago, the American sociologist William Graham Sumner defined what we now call critical thinking as “the examination and test of propositions of any kind which are offered for acceptance, in order to find out whether they correspond to reality or not.” He further argued that “it is our only guarantee against delusion, deception, superstition, and misapprehension of ourselves and our earthly circumstances,” and education “teaches us to act by judgment” (Sumner, 1906, pp. 632-633).
Hiring managers have long recognized how important critical thinking is in their talent searches. Wall Street Journal reporter Marisa Taylor (2010) argued that “while the ability to think critically is, well, critical in the workplace, employers have long complained that many of the young college graduates they hire seem to lack this skill.”
But what can be changed to help improve the critical thinking skills of college graduates? In their article “Cultivating Critical-Thinking Dispositions Throughout the Business Curriculum,” Janel Bloch and Sandra E. Spataro explore what can be done in the business school module to promote these skills.
Critical thinking is an essential component of managerial literacy, yet business school graduates struggle to apply critical-thinking skills at work to the level that employers desire. This article argues for a dispositional approach to teaching critical thinking, rooted in cultivating a critical-thinking culture. We suggest a two-pronged approach of (a) clearly defining critical thinking and selecting an accessible model for applying it and (b) integrating critical thinking consistently throughout the business curriculum. We illustrate implementation of this strategy in our revised MBA curriculum and conclude by challenging others to consider adopting a cultural and dispositional approach.
Click here to read “Cultivating Critical-Thinking Dispositions Throughout the Business Curriculum” and here to read the September editorial entitled “Finding Ways to Teach Critical Thinking in Business and Professional Communication” for free from Business and Professional Communication Quarterly. Want to know about all the latest from Business and Professional Communication Quarterly? Click here to sign up for e-alerts!
August 21, 2014
Read the latest offering from The Journal of Entrepreneurship entitled “Entrepreneurship and Competitive Strategy: An Integrative Approach.”
The two fields of strategic management and entrepreneurship have been viewed as inseparable twins and the relationship has been coined strategic entrepreneurship by a number of scholars. Though the integrative studies of the two areas continue, there seems to be a dearth in the study of the two areas at business (competitive) strategy level. This is a conceptual article which aims to show how business strategy can be integrated with entrepreneurship to enhance firm competitiveness. Whether one argues that strategy subsumes entrepreneurship or that entrepreneurship subsumes strategy, an apparent intersection exists. The integrated strategy is termed entrepreneurial competitive strategy and the article presents a framework for this integration. As with any other literature based model, this model can still be improved and needs to be tested for practical application.
Click here to read “Entrepreneurship and Competitive Strategy: An Integrative Approach” from The Journal of Entrepreneurship. Want to read all the latest from The Journal of Entrepreneurship? Click here to sign up for e-alerts!