{"title":"Multi-factor Modeling as an Enabler of Supply Chain Risk Management","authors":"William G Cook","doi":"10.28945/5198","DOIUrl":"https://doi.org/10.28945/5198","url":null,"abstract":"Supply chains of large-scale, technologically complex products rely on a vast network of suppliers. While supply chain efficiency has improved with the expansion of globalization, supply chain resiliency appears to have worsened. Some would argue, in light of the effects of a global pandemic and war in Eastern Europe, that supply chains are increasingly fragile. Since 2000 academic research has expanded to address Supply Chain Risk and its focus on resiliency, going beyond Supply Chain Management which focuses instead more on efficiency. In this paper the author explores the application of multi-factor models in identifying and assessing risk factors that impact supply chain resiliency. This study describes efforts underway by the author to develop a data analytics tool to illuminate and assess the risks in supply chains for large scale weapon systems procured by the US Department of Defense.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"132 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135267610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Examination of Unaddressed Research Gaps in Reward-Based Crowdfunding Performance and Success","authors":"matthew grace","doi":"10.28945/5210","DOIUrl":"https://doi.org/10.28945/5210","url":null,"abstract":"Entrepreneurs’ options for raising capital in the 21st Century have changed dramatically. Of the new options for individuals and businesses to raise funds, none has received more attention in the last decade than Crowdfunding. Crowdfunding, having emerged from crowdsourcing, allows fundraisers to collect funds from funders, usually via the internet, and most often through an intermediary, the crowdfunding platform. The most studied type of crowdfunding is reward-based crowdfunding in which funders receive a reward from the funder for pledging funds to a campaign. What factors impact the performance of reward-based crowdfunding campaigns is of vital importance. Similarly, knowledge of the recent advances in the field including the remaining research gaps, which have so far been underexplored, is also pressing. The purpose of this systematic review was therefore to answer two interrelated, questions: first, what performance and success factors have been recently discovered in the RBCF literature (2018-2021)? Second, what are the remaining unaddressed research gaps in reward-based crowdfunding performance and success? This review produced several key findings. In addition to the many gaps already identified in previous crowdfunding reviews, this review identified several novel gaps. First, the extant literature has not addressed the importance of macroeconomic factors in determining the performance of campaigns. Second, there is a paucity of research concerning the impact of the COVID-19 Pandemic on campaign performance, or how funder motivations and behaviors have been affected. Third, there has been a lack of research on fundraisers whose campaigns are “self-hosted” on their own websites bypassing crowdfunding platforms altogether. Lastly, this review did not identify any studies that attempted to understand the effects of funders canceling or decreasing previously made pledges to a campaign, or what motivates funders to change their pledges mid-campaign.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262609","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Assesing Marketing Strategy: Towards an integrated Maturity Model","authors":"Juan Manuel Harraca","doi":"10.28945/5213","DOIUrl":"https://doi.org/10.28945/5213","url":null,"abstract":"Maturity models are a simple but powerful tool applied across an ample range of business disciplines. Originally emerging out of quality management and software engineering, these conceptual models help assess the quality of certain processes or strategies; and identify opportunities and actions needed to move to the next stage in maturity (Wendler, 2012). However, there is a lack of such a useful tool in the vast marketing management area of knowledge. Marketing textbooks and research are mostly focused on describing a set of definitions and proper conditions for marketing decisions, rather than having discussions on the way managers should make marketing decisions to improve the impact of those strategies (Wierenga, 2011). This needs to change. Managers who are properly guided in the marketing strategy formulation process are benefitted by minimizing intended-realized marketing strategy gaps. They also tend to maximize the ability of the marketing strategy to achieve business goals and increase the quality of that business process. The proposed theory intends to answer two key questions: How could managers systematically improve their ability to assess the maturity of their current marketing strategy formulation process? How to develop marketing plans that, because of their content, result in an increased ability to be implemented and a potentially higher success rate? To answer these questions, I propose an integrated 5-stage Maturity Model that will help managers identify the maturity of their current marketing strategy, and determine proper areas for improvement, either in the formulation process or its content.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135311988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Magic Spark Model: The Future of Leadership Development","authors":"Mostafa Sayyadi, Michael j Provitera","doi":"10.28945/5092","DOIUrl":"https://doi.org/10.28945/5092","url":null,"abstract":"The crucial role in developing transformational leadership skills for the future is at the heart of business acumen today and while our model worked in this environment, we encourage additional experimentation using the magic spark model. In our experiment, we found a new way of leadership succession planning which is crucial for business success. Without selection and progression of leadership, the organizational life cycle will end with death. The magic spark model will help organizations better plan leadership succession and help them stay vital on the organizational life cycle. This article offers novel insights into the future of leadership succession planning. As executives across the globe develop a solid foundation that builds upon the idea of passing the torch (i.e., Succession Planning), they will be able to withstand any tumultuous activity facing organizations in our hypercompetitive work environment.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Rethinking Disruptive and Social Innovation: The Impact Model","authors":"Mostafa Sayyadi","doi":"10.28945/5175","DOIUrl":"https://doi.org/10.28945/5175","url":null,"abstract":"The leadership literature often emphasizes innovation coupled with disruption as a source of competitive advantage based on the assumption that, without it, organizations constrain social progress in organizations. We identify a new model that comprehensively considers not only disruptive innovation but also the social impact of future decision-making. We create a comprehensive framework which we call the impact model. There is a lack of an effective model that can support internal entrepreneurs in their social innovation. This new model fills the gap, taking organizations in the direction of training internal entrepreneurs, thus known as intrapreneurs, to start initiatives that affect society and ensure their survival in diversity, equity, and inclusion (DEI). Organizations cannot innovate without taking into concern diversity, equity, and inclusion. On the other hand, diversity, equity, and inclusion should not be tantamount in place for innovation. Organizations must address diversity, equity, and inclusion as they innovate and evaluate what becomes disruptive for both a product and social concern.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262578","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What strategies can motivate businesses to consider implementing ESG?","authors":"Jeff Gold","doi":"10.28945/5207","DOIUrl":"https://doi.org/10.28945/5207","url":null,"abstract":"The problem addressed by this research is that some businesses are not motivated to incorporate environmental, social and governance (ESG) into their plans. As a result, progress toward global sustainability has been impeded. The purpose of this study was to identity those strategies that motivate businesses to embrace ESG. Among the barriers impeding ESG is the lack of agreement whether it can coexist with corporate profit maximization goals and the insufficiency of standard measurements to assess its effectiveness. Another challenge is that businesses deal with diverse groups of stakeholders whose objectives may not coincide with corporate priorities. Among the key stakeholders are corporate boards who balance financial and ESG priorities while recognizing and maintaining the reputations/brands of their firms. One way to motivate businesses to embrace ESG is by integrating ESG initiatives into their strategic plans while focusing on finances, risk, board diversity, brand management, and stakeholder relationships. Since the key influencers of the business may include the next generation of leaders who are more attuned to sustainability needs, stakeholder theory is the lens through which this assessment was performed. I applied the principles of evidence-based management to address this problem and research gap involving business motivations to pursue ESG. I used the Rapid Evidence Assessment (REA) methodology which entailed identifying the business problem and research question, conducting a literature review, searching for and evaluating evidence, and coding to develop results consisting of themes and actionable recommendations.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"169 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Employee Attrition in Pharmaceutical Sales: ASA Theory","authors":"Amit Garg","doi":"10.28945/5212","DOIUrl":"https://doi.org/10.28945/5212","url":null,"abstract":"Work values shifted in the face of profits versus layoffs during the Covid 19 pandemic. Employees working from home were intellectually stunted without learning opportunities to stay engaged and flailing to find inspiration. Business as usual now needed the new leader to emerge in a virtual environment. With revenue goals to meet, and increased pressure to perform with newly approved FDA medications, management was unable to engage employees leading to high levels of turnover. The result was losing talented individuals and creating an inability to market essential life extending and saving biopharmaceuticals to health care providers that treat rare diseases. Management was faced with carrying operating costs for employees that were unable to reach customers. Yet, there was a lack of transformation in leadership to engage the customer facing employees. This led to above average attrition, creating a need for new people to be hired. Training for newly hired employees was implemented, increasing costs, and creating gaps in sales cycles. Disruption amongst teams was evident as management experienced a communication gap with front-line employees. Post Covid 19, sales leadership must emerge out of its cocoon, and spread its four wings. Grounded in transformational leadership theory (Burns, J. 1978), idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration must be adapted in a hybrid virtual world. Leader management exchange theory may be practiced but the key emphasis should be on attraction selection attrition (ASA) theory.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135311064","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How to Optimize Your Recruitment for Post Pandemic?","authors":"Mostafa Sayyadi","doi":"10.28945/5199","DOIUrl":"https://doi.org/10.28945/5199","url":null,"abstract":"As the world recovers from the COVID-19 crisis, the world economy is still in flux. Many jobs disappeared from the scene as many organizations adjust their workforce. Attracting the best skills and best talent has also been a challenge for many organizations. Traditional recruitment methods are outdated, and our recommendation is to move to use a competency and knowledge-based recruitment process. The competency and knowledge-based method of recruitment revolutionizes the process of recruiting and attracting future human resources for the organization and brings extraordinary results. Results such as developing innovation and assembling a pool of top talent to better meet the ever-increasing needs of today's ever-changing business environment will be enhanced with this new process.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262587","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Social Exchange Theory: Supporting Frameworks for Innovation","authors":"Paul W Tripp","doi":"10.28945/5176","DOIUrl":"https://doi.org/10.28945/5176","url":null,"abstract":"In their efforts to remain competitive, organizations are routinely faced with the challenge of adapting to changeable environments and ensuring employees possess the necessary skills to compete. However, businesses often must contend with forces, whether internally or externally generated, that tend to discourage or undermine innovation, leaving practitioners to question how their organizations may effectively and practically promote employee innovation in the face of countervailing forces. This article is intended to present social exchange theory as a ready tool for practitioners to assess the effectiveness of potential answers to that question. The question posed in this paper is how can social exchange theory be used to encourage employee innovation? By contrasting social exchange theory with principles of economics, this article aims to answer this question, providing practitioners not only a deeper understanding of theory but a means of evaluating the applicability of social exchange theory to proposed pro-innovation frameworks. In addition, by considering particular resources employers might offer their employees in exchange for innovative work behavior, this article also offers examples of how social exchange theory may be applied in practice to explain workplace behavior and, thereby, test proposed pro-innovation frameworks.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135262611","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Interviews with 34 Japanese Leaders and Employees Reveal the Secrets of Success and Long-Term Survival of Japanese Companies","authors":"Mostafa Sayyadi","doi":"10.28945/5211","DOIUrl":"https://doi.org/10.28945/5211","url":null,"abstract":"Japanese leadership style has encompassed worldwide success and criticism. For example, Toyota is an example of a leading and successful Japanese company in industry. With its new and creative ideas, this company was able to rebuild the marginalized image of Japanese cars in the international business scene and take a large share of the car market in the world. Our interviews with 34 Japanese leaders and employees and our observations as senior consultants in Japanese organizations have shown that the innovative and agile organization of these organizations minimizes inefficiencies in the two prominent areas of human resource and leadership development. However, a quote from a Japanese business leader posits that “non-Japanese employees of Japanese firms frequently mention the penchant that many Japanese managers have for public criticism. Whereas Americans would prefer to receive negative feedback in private, Japanese seem to prefer to give it in public. And in some cases, the negative feedback goes one step beyond into the realm of “chewing out,” or just plain yelling.” We identified 5 secrets of success and long-term Survival of Japanese companies. They are strategy, social capital, new competencies, leadership development and systems approach. Now we will look at the five secrets of the success of these organizations so that managers can use them.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135312379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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