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A Monthly RIT Central Library, ServiceA Monthly RIT Central Library, ServiceSeptember 2014September 2014

September 2014 Page 1

LeadershipCraig. L. Pearce. Christina L. WassenaarIS Shared Leadership The Key to Responsible Leadership?Academy of Management Perspectives.2014, Vol. 28 Issue 3, Pg.275-288

This article is about responsible leadership and how shared leadership processes can potentially support it. In particular, an emerging literature on the topic of responsible leadership offers promise to refine and move our thinking forward in an integrative way that bridges what we know about corporate social responsibility and leadership. In this article we first define shared leadership and how it is linked to the notion of responsible leadership. We elaborate on the risk of irresponsibility in leadership, which can result from a purely hierarchically based and centrally concentrated influence that does not allow for the natural balance fostered by Shared leadership processes, and illustrate this risk through a brief description of irresponsible leadership practices observed in Nigeria by the first two authors. Subsequently, we clarify specific actions that hierarchical leaders can take to

facilitate the ongoing development of shared responsible leadership and avoid irresponsible leadership, provide multiple examples of shared responsible leadership based on recent ethnographic research on shared leadership, and offer some concluding thoughts to shape future research and practice regarding responsible leadership.

Antje DudenSuccessful learning is changeInternational Jr. of Management Cases . 2014, Vol. 16 Issue 4, Pg.56-64.

Trust in an organization's members and leadership is the basis of a lived learning culture. This paper summarizes in part the findings of a case study in a small to medium-sized organization in South Germany in relation to current theory. To understand this phenomenon, we need to look beyond the primary literature of experts such as Schein's three culture levels, Argyris and Schön's double-loop learning or Senge's fifth discipline of systemic learning. Cultural rituals and opportunities surrounding face to face communication are becoming more important in today's digital existence. This culminates in trust and

engaged members and leaders. Results of a content analysis with qualitative problem-centred interviews and an analysis of quantitative secondary data provide input concerning positive learning effects in an organization. With a feeling of cultural security and a good mix of communication, different operational principles are accepted and as a result the majority of organizational members perform better.

MarketingDe Swaan Arons, Marc van den Driest, FrankThe Ultimate   Marketing   Machine. Harvard Business Review Jul/Aug2014, Vol. 92 Issue Pg.54-63.

Though social and digital media are rapidly transforming marketing and new tools emerge daily, in most firms the organization of the function hasn’t changed in 40 years. How should marketers revamp their strategies, structures, and capabilities to meet the new realities? To find out, the consultancy Effective- Brands and its partners conducted a study involving 10,000 marketers from 92 countries, which examined what separated high-performing marketers from the pack. High performers, the study showed,

excelled in three areas: integrating data about what customers are doing with an understanding of why they are doing it; communicating a brand purpose (the functional, emotional, and societal benefits of the offering); and delivering a “total experience” to customers. To provide this kind of experience, high performers break down silos and enlist the help of the entire organization. That means they must link marketing strategy tightly to business strategy and to other functions; inspire employees across the company with the brand’s purpose; focus and align around a few key priorities; set up nimble, cross-functional teams; and build internal capabilities through extensive training at all levels. Surprisingly, few companies have been able to put all these pieces together. Only half of even high-performing organizations excel on some of these capabilities. But that shouldn’t be discouraging; rather, it just illuminates where there’s work to do.

Joshi, Aditya Giménez, EduardoDecision-Driven   Marketing . Harvard Business Review. Jul/Aug2014, Vol. 92 Issue , Pg. 64-71.

The gap between marketers’ aspirations and what their organizations can accomplish

creates intense pressure to reshape how marketing is done. In recent years some leading companies have developed an innovative approach that focuses on the seams between marketing and the other functions it interacts with--the C-suite, IT, sales, finance, and so on. It is at these seams that communication most often breaks down and processes stall. Typically, three categories of marketing-related decisions cross organizational seams: strategy and planning; execution; and operations and infrastructure. When marketing works closely with other units to execute key decisions, it can get things done far more quickly and effectively than in the past. But divergent assumptions or a lack of alignment and shared commitment between functions can get in the way. When the authors asked people in marketing and other relevant units what roles they played in a decision, the answers were all over the map. In a classic example, both marketers and product developers in one automaker’s European division believed that they had the final say on which features to include in a new model. The authors provide a tool for revamping the decision process at the boundaries between functions and describe how Target, Nordstrom, and other large companies have identified

important decisions at the seams and increased the impact of their marketing organizations.

Creativity and InnovationMalhotra, Arvind Majchrzak, AnnManaging Crowds in   Innovation   Challenges. California Management Review . Summer2014, Vol. 56 Issue 4, Pg.103-123.

Crowdsourcing for innovation is typically conducted as an "innovation challenge." Despite the popularity of innovationchallenges, there appears to be a growing consensus that innovation challenges do not succeed at generating solutions with competitive advantage potential. This article presents three ways in which managers can assure that their innovationchallenges are fruitful: foster different crowd roles to encourage contribution diversity; offer knowledge integration instructions and dual incentives; and offer explicit instructions for sharing different types of knowledge. Innovation challenges, also known as innovation tournaments and idea contests,are a manifestation of crowdsourcing.1 When running

an innovation challenge, a company posts an open call on the Web to solicit solutions from a diverse range of individuals. For example, GE’s Innovation Challenge solicited new technologies for its sustainability product line and a Lego Challenge asked the public to suggest unique Lego products as new revenue streams. By 2017, over half of consumer goods producers are projected to employ crowdsourcing for 75%of their consumer innovations

Despite the popularity of innovation challenges, there is a growing consensus that the current manner in which innovation challenges are implemented fails to yield solutions that provide the competitive advantage potential sought by the companies sponsoring the Challenges.3 Competitive advantage potential as judged by executives at the company sponsoring the Challenge means that the solutions proposed by the crowd provide new strategies and alternatives that can help the company differentiate itself from competitors. The failure to deliver solutions with potential for generating competitive advantage potential has led some analysts to argue against the use of innovation challenges when new perspectives on ill-defined problems (such as new business models or new

sources of revenue) are needed. As a result, innovation challenges are increasingly relegated to a form of buzz marketing and customer engagement

Gordin,Valery Dedova, Mariya

Cultural   Innovations   and Consumer Behaviour: the Case of Museum Night.

International Journal of Management Cases . 2014, Vol. 16 Issue 2, Pg. 32-40.

The purpose of this study is to explore creativity dimensions of the Museum Night event held in St. Petersburg for the sixth time in 2013. This distributed event annually organised throughout more than 160 countries, is characterized in St. Petersburg by a number of single events arranged in the same time and devoted to one theme during late hours. The study uses mixed-method approaches applied for two editions of the event in 2012 and 2013. Visitors' surveys (911 respondents in total) and semi-structured interviews (62 interviews in total) were conducted with managers of cultural institutions (museums, exhibition halls, galleries, creative spaces, libraries), who are engaged in preparation and organisation activities of the event. In addition, semantic analysis of text visitors'

comments left on the official site of the Museum Night was made. The study addresses creativity and innovativeness of the event in terms of consumer behaviour and cultural institution development. The results reveal that the event affects visitors' behaviour and leads to shifts in structure of target audiences for particular cultural institutions. While organising the event cultural institutions utilize innovative solutions applying more creative approach towards arranged activities and visitors. This, in its turn, encourages positive development of internal communication network at the cultural institutions. Moreover, the event promotes second tier museums, which are often in the shadow of "brand" museums. There are more than 200 museums in the city and most of them are not even known by residents and tourists. Raising awareness, creation of positive image and attracting of visitors to plethora of St. Petersburg's museums are key functions of the event. The paper provides a detailed insight on the importance of the Museum Night event as an effective tool for development of creative methods in cultural institutions and attraction of visitors to cultural institutions.

Strategy

Dar,Osman ,Buckley,Emmeline J.Integrating Health Into Disaster Risk Reduction   Strategies : Key Considerations for Success.American Journal of Public Health . Oct2014, Vol. 104 Issue 10, Pg.1811-1816.

The human and financial costs of disasters are vast. In 2011, disasters were estimated to have cost $378 billion worldwide; disasters have affected 64% of the world’s population since 1992. Consequently, disaster risk reduction strategies have become increasingly prominent on national and international policy agendas. However, the function of health in disaster risk reduction strategies often has been restricted to emergency response. To mitigate the effect of disasters on social and health development goals (such as risk reduction Millennium Development Goals) and increase resilience among at-risk populations, disaster strategies should assign the health sector a more all encompassing, proactive role. We discuss proposed methods and concepts for mainstreaming health in disaster risk reduction and consider barriers faced by the health sector in this field.

LeeLi,Gongming QianInconsistencies in International

Product   Strategies   and Performance of High-TechFirms.Journal of International Marketing . Sep2014, Vol. 22 Issue 3, Pg.94-113.

This article explores two unresolved issues in the international business literature. First, it is not clear why high-tech firms should standardize their product strategies across countries. Second, the rationale for high-tech firms to forge international strategic alliances (ISAs) is unknown. Drawing on organizational ecology and structural inertia theories, this study proposes that the interactions between a firm's structural inertia and environmental hostility are hazardous to firm performance and that ISAs weaken their impacts. Using data from 167 Canadian high-tech firms, this study supports that hypothesis and uncovers important implications for research and practice. Firms' structural inertia makes inconsistency in international productstrategies destructive. When structural inertia interacts with the environmental hostility associated with high-tech industries, the impacts can be stronger. High-tech firms resort to ISAs, using their partners to implement different product strategies to avoid adverse outcomes. Thus, ISAs are mechanisms that high-tech firms use to reduce

the strategy inconsistencies across countries.

Inf. & Knowledge Management

Zhao, Kexin Xia,MuForming Interoperability Through Interorganizational Systems Standards.Journal of   Management   Information   Sys tems . Spring2014, Vol. 30 Issue 4, Pg.269-298.

Interoperability is a crucial organizational capability that enables firms to manage information systems (IS) from heterogeneous trading partners in a value network. While interoperability has been discussed conceptually in the IS literature, few comprehensive empirical studies have been conducted to conceptualize this construct and examine it in depth. For instance, it is unclear how interoperability is formed and whether it can improve organizational performance. To fill the gap, we argue that interorganizational systems (IOS) standards are a key information technology infrastructure facilitating formation of interoperability. As an organizational ability to work

with external trading partners, interoperability's development depends not only on capability building within firm boundaries but also on community readiness across firm boundaries. Using data collected from 194 organizations in the geospatial industry, we empirically confirm that interoperability is formed via these two different paths. Furthermore, our results show that interoperability acts as a mediator by enabling firms to achieve performance gains from IOS standards adoption. Our study sheds new light on formation mechanisms as well as the business value of interoperability.

Vij, Sandeep Farooq, RayeesKnowledge   Sharing Orientation and Its Relationship with Business Performance: A Structural Equation Modeling Approach.IUP Journal of   Knowledge   Management . Jul2014, Vol. 12 Issue 3, Pg.17-41.

This study endeavors to find the impact of Knowledge Sharing Orientation (KSO) of business on its performance. Knowledgesharing orientation is one of the important dimensions of knowledge management orientation. A purposive sample of 300 key informants (CEOs, top level and middle level managers who were key decision makers in the

organizations) from different manufacturing and service organizations has been taken from the National Capital Region (NCR), India, for the study. Self-designed non-disguised questionnaire has been used for the study. The relative performance of the organization compared to the major competitor for the last three years has been considered as the measure for business performance. The scales used for the survey were validated using Confirmatory Factor Analysis before applying Structural Equation Modeling for studying the relationships. The hypothesized relationship between KSO and business performance has been tested for two multi-group moderators, including firm size (based on number of employees/based on investment) and nature of industry. The results provide the evidence that KSO significantly and positively impacts the business performance. Firm size significantly moderates the relationship between KSO and business performance. The findings of the study will helpknowledge management researchers and practitioners in devising strategies for better business performance.

TechnologyNagisetty, Ramune Booth, Cory

The New Paradigm: When Authentication Becomes Invisible To The User.Intel   Technology   Journal . 2014, Vol. 18 Issue 4, Pg. 198-209.

Today's model for user authentication is based on an outdated computing paradigm where multiple users accessed a stationary system and the same applications on that system. Unfortunately this model has not changed while the devices, applications, and services have been through decades of iteration and revolution, with computing becoming more mobile, personal, and even wearable. New devices cater to multiple user needs and desires with hundreds of thousands of applications available at the swipe of a finger. The outdated model of user ID and password was not intended for this future and is a fundamentally flawed process for accessing multiple applications and services across many devices throughout the day as users currently do. This article describes a vision of the future where smart devices, wearables, and integrated computing will drive new authentication modes and schemes, with authentication ultimately becoming a background process invisible to the user.

Füller, Johann Hutter, KatjaUser Roles and Contributions in

Innovation-Contest Communities.Journal of Management Information Systems. Summer2014, Vol. 31 Issue 1, Pg.273-308.

.Organizations increasingly initiate Internet-based innovation-contest communities through which individuals can interact and contribute to the innovation process. To successfully manage these communities, organizations need to understand what roles members assume, how they communicate and vary in their contribution behavior. In this exploratory study, we investigate the heterogeneous roles of contest participants based on an international innovation-contest community. We identify six user types associated with various behavioral contribution patterns by using cluster and social network analysis. The six user types further differ in their communicative content and contribution quality. Our paper contributes to a better theoretical understanding of distinctive user types in innovation-contest communities, their role in the community, and their contribution to the success of innovation contests in the era of social software. From a managerial perspective, the study provides guidance for contest platform design and appropriate reward structures.

Training & DevelopmentYuntao Dong Myeong-Gu SeoNo Pain, No Gain: An Affect-Based Model Of Developmental Job Experience And The Buffering Effects Of Emotional Intelligence.Academy of Management Journal . Aug2014, Vol. 57 Issue 4, Pg.1056-1077.

Drawing on an overarching framework of transactional stress theory, this study develops and tests an affect-based model of developmental job experience (DJE) that explicates the affective mechanisms through which DJE is associated with both positive and negative individual outcomes—advancement potential and turnover intention— and the buffering role of emotional intelligence (EI) in the affective processes. In a sample of 214 early-career managers, we found DJE to be related to increased advancement potential by boosting employees’ pleasant feelings, but also that it can fail in this regard by increasing their unpleasant feelings. Moreover, whereas it is not surprising that there was a negative relationship between DJE and turnover intention mediated by pleasant feelings, our results also demonstrated a positive relationship via

unpleasant feelings, depending on employees’ levels of EI. Specifically, they suggested that DJE was positively related to turnover intention for only low-EI employees, but not for high-EI employees.

Njoroge, Caroline NgonyoThe Impact of Social and Emotional Intelligence on Employee Motivation in a Multigenerational Workplace.International Journal of Information, Business & Management. Nov2014, Vol. 6 Issue 4, p163-170.

In today's globally competitive corporate environment, effective employee motivation is essential to the success of any organization. The classical perspective of management was essentially analytical and rational, and employee's emotions were not considered. Nonetheless, it is crucial for organizations to recognize that employee motivation goes beyond the usual monetary reward systems for a multigenerational workforce. In motivating today's human capital, organizations have to engage their minds and captivate their hearts, which can be achieved by incorporating social and emotional intelligence. Social and emotional intelligence equip managers with skills to turn challenges of generational differences into positives.

These skills assist managers attend to individual employee needs irrespective of their generation. Socially and emotionally intelligent managers enable their organizations to offer an environment that motivates and develops employees despite the generational differences in the workplace. This study discusses the implications of emotional and social intelligences by outlining how these skills can enable organization to cultivate cultures that enhance employee motivation.

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FinancePozniak, LaetitiaUnregulated Markets and Internet Financial Communication: Qualitative and Quantitative Approaches.Review of Business &   Finance   Studies . 2015, Vol. 6 Issue 1, Pg.109-120.

This research examines voluntary financial communication on the Internet by companies quoted on Brussels' unregulated markets. In the absence of obligation to communicate, we wish to know if companies quoted on these markets are proactive regarding financial disclosure on their website? We also identify determinants of the level of internet financial communication. Have the characteristics of the SME an

impact on this level? What brought the managers of these SME to disclose or not financial information on the Internet? Do companies quoted in Paris disclose more financial information on their websites than those quoted in Brussels? The general methodology of this thesis follows Grounded Theory principles. This paper aims at showing the contribution of an inductive positioning and the complementary of quantitative and qualitative approaches.

Boateng, Gilbert O. Boateng, Akwasi A.Microfinance and Poverty Reduction in Ghana: Evidence from Policy Beneficiaries.Review of Business &   Finance   Studies . 2015, Vol. 6 Issue 1, Pg.99-108.

Poverty is a concept that applies to all humans and more seriously to people in the developing world. The deadly effect of poverty on the poor necessitated a worldwide research into ways of reducing its impact. An important tool in fighting poverty is microfinance which has gained prominence over the last few decades in countries hardly hit by the menace. Studies have shown that microfinance has produced certain successes in poverty reduction. Other schools of taught argue that microfinance has not had the much touted impact. This study ascertained

the impact of microfinance on poverty reduction in Ghana. The study employed economic and social variables such as individual income, household growth, access to education, housing and participation in social and religious activities as benchmarks for measuring the impact. Questionnaires were administered to 60 customers and beneficiaries of microfinance products of two major microfinance institutions in Ghana: Opportunity International Savings and Loans Ltd. and Sinapi Aba Savings and Loans Company Ltd. The study found a positive relationship between microfinance and the benchmark variables and recommended training for beneficiaries

GlobalizationIzberk-Bilgin ElifInfidel Brands: Unveiling Alternative Meanings of Global Brands at the Nexus of   Globalization , Consumer Culture, and Islamism.

Journal of Consumer Research . Jun2014 Supplement , Pg.158-S182.

Religion and ideology are prominent forces shaping consumption. While consumer researchers have studied both topics considerably, examinations of religious ideology remain scant. Notably lacking is research on how

religion, myths, and ideology intertwine in the marketplace, informing attitudes toward brands. This ethnography investigates how the religious ideology of Islamism informs brand meanings among low-income Turkish consumers and identifies three discourses that construct global brands as infidels. Informants use the infidel parable to characterize market societies as devoid of social equality, morality, and justice. Their critique culminates in a consumer jihad against global brands. Through the consumer jihad, informants accommodate and protest the social crises posed by modernity and globalization as they seek to recreate the Golden Age of Islam.

Bremmer, IanThe New Rules of   Globalization . Harvard Business Review. Jan/Feb2014, Vol. 92 Issue 1/2, Pg.103-107.

Until 2008 going global seemed to make sense for just about every company in the world. Since then, we've entered a different phase, one of guarded globalization. Governments of developing nations have become wary of opening more industries to multinational companies. They are defining national security more broadly and perceiving more and more sectors to be of strategic importance, taking active steps to deter foreign companies from entering them and promoting domestic, often

state-owned enterprises. Indeed, the rise of state capitalism in some of the

world's most important emerging markets has altered the playing field.

Must KnowImpact Factor

Journal Impact Factor (JIF) is a measure reflecting the average number of citations to articles published in journals, books, patent document, thesis, project reports, news papers, conference/ seminar proceedings, documents published in internet, notes and any other approved documents. It is measure the relative importance of a journal within its field, with journals of higher journal impact factors deemed to be more important than those with lower ones. Journal Impact factors are calculated in yearly/half- yearly/ Quarterly/Monthly for those journals that are indexed in Journal Reference Reports (JRR). 

Method of Calculation

In a given period (Yearly/Half- yearly/ Quarterly/Monthly), the journal impact factor of a journal is the average number of citations received per paper published in that journal during the one or two (one or more) preceding periods.

For example (Calculation of Journal Impact Factor(JIF) Yearly)  , if a journal has an impact factor of 5 in 2009, then its papers published in 2007 and 2008 received 5 citations each on average. The 2009 impact factor of a journal would be calculated as follows:

A = the number of times articles published in 2007 and 2008 were cited by journals, books, patent document, thesis, project reports, news papers, conference/ seminar proceedings, documents published in internet, notes and any other approved documents during 2009

B = the total number of "citable items" published by that journal in 2007 and 2008. ("Citable items" are usually articles, reviews, proceedings, notes or any other documents pre-reviewed before publishing it)

2009 impact factor = A/B.New journals, which are indexed from their first published issue, will receive an impact factor after indexing it immediately.

For Example a journal published fist issue in June 2011, can get Journal Impact Factor for July 2011 onwards.

The journal impact factor relates to a specific time period; it is possible to calculate it for any desired period. The Journal Reference Reports (JRR) shows rankings of journals by journal impact factor, if desired by discipline, such as mechanical engineering or human resource management.

We can find Impact Factor of various journals on following Site: http://www.impactfactorsearch.com/

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