The journal of applied management and entrepreneurship最新文献

{"title":"Toward a Conceptual Model of the Role of Entrepreneurship in the Family Office","authors":"J. Roure, J. Segurado, D. Welsh, Kirby Rosplock,","doi":"10.9774/gleaf.3709.2013.oc.00005","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2013.oc.00005","url":null,"abstract":"This study explores the development of the family office as an entrepreneurial process.We focus on how multigenerational family ownership groups reinvent themselves to manage and govern a family office beyond its main operating business as if it was its main business for the purpose of wealth acceleration across generations. There is a diverse understanding of what a family office is across family-owned firms. We draw attention to the entrepreneurial nature of the process of implementation and development of the family’s other investments, ventures, and services, which is conceptually more widely understood by those family enterprises that do not consider themselves as having a family office. We examined 32 enterprising families, of which 40 individuals were interviewed. We put forth a conceptual model that incorporates entrepreneurship antecedents, elements, and consequences whose factors are keys to sustainability of the family office. Six propositions are suggested for future research.Implications are discussed.","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"5 1","pages":"42"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75475666","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 Risk Driven Business Model: Four Questions That Will Define Your Company","authors":"B. Mujtaba","doi":"10.9774/GLEAF.3709.2015.ja.000013","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.ja.000013","url":null,"abstract":"The Risk Driven Business Model: Four Questions That Will Define Your Company Karan Girotra and Serguei Netessine Harvard Business Review Press, 2014 $20.95 (hard cover), 256 pagesIt is a known fact that organizational success is not necessarily final or long-lasting. Similarly, failure in business does not always have permanency as things can change at any time. Ultimately, it is the courage to continue, move on, and reinvent one's business model that counts because both personal and organizational success can be seen as the progressive realization of worthwhile goals. Each morning, entrepreneurs and professionals have a choice to get up, take action, and move ahead toward worthwhile destinations by making incremental or radical changes in their business models to serve their customers better than their competitors. The Risk Driven Business Model: Four Questions That Will Define Your Company , by Karan Girotra and Serguei Netessine, helps companies outsmart risks that they face in their ongoing operations by making incremental innovations for success in the short-term and long-term horizons.Risk is typically defined as the potential for losing valuable assets or opportunities for increasing future investment returns. Sadly, many firms increase their risk of failure by becoming complacent due to their past successes. ?It's impossible to overstate how easily businesses can become hostages of their own success, looking to the past for keys to their future? (Girotra and Netessine, 2014, p. 26) and we know past success does not guarantee continuity in the future as variables change and competitors catch up. In today's world of international business, we need to learn to selectively forget past successes and develop a discipline for experimentation and adjusting. Therefore, successful businesses must develop ways of continually questioning what they do, when they do it, who does it, and why they do it. Risks should be proactively tracked and planned for strategically; otherwise, damaging risks can announce their presence sooner or later in a reactive, urgent, or crisis manner. According to Girotra and Netessine, ?The damage they cause is at times apparent in well-recognized pain points-phenomenon that drive down demand, margins, sales, and asset utilization, or just lead to waste?, and, at other times, ?the impacts of risks on our business models are apparent only as wild variations in performance, which is often misconstrued as good or bad fortune? (2014, p. 41). As such, through an auditing process, managers should start with a systematic process of searching for evidence of how value is reduced and lost from risk-driven inefficiencies.Girotra and Netessine focus specifically on helping companies design their business models to manage risks associated with information risk and incentive-alignment risk. Information risk is similar to the concept of \"satisfying\" where you make management decisions without having all the needed information; and incentiv","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"178 1","pages":"119-121"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76651866","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":"Manager Behaviour, Generation, and Influence on Work-Life Balance: An Empirical Investigation","authors":"A. Gilley, K. Waddell, Ashley Hall, S. Jackson, J. Gilley","doi":"10.9774/GLEAF.3709.2015.JA.00003","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.00003","url":null,"abstract":"IntroductionWork-life balance is a growing topic of interest in the field of management. As the employee landscape changes with the addition of more women in the workplace accompanied by three different generations of employees, management will be forced to pay more attention to the work-life balance needs of employees. The increasing amount of focus on work-life balance and the introduction of more family friendly policies, such as flexible work arrangements, have made managers' responses to work-life balance issues more critical (Cennamo & Gardner, 2008).Baby Boomers (born between the years of 1946 and 1964), Generation X (born between the years of 1965 and 1979) and Millennials (born between the years of 1980-2000) are the three largest generations found in the current workforce, with a 54-year age gap between the oldest baby boomer and the youngest millennial. The Millennials and the Baby Boomers have the biggest presence among the three (Glass, 2007). With a number of Baby Boomers planning to work beyond retirement, this age gap will continue to grow as younger Millennials enter the workforce (Toosi, 2006).The current literature reveals no significant difference in the need or desire for work-life balance based on an employee's age. However, a difference does exist when employee age is combined with how the manager affects work-life balance for the individual employee (Darcy, McCarthy, Hill, & Grady, 2012). Consequently, managers must be aware of the types of work-life balance options available and how they personally contribute to their employees' experience of work-life balance.Despite the recent proliferation of research on work-life balance, gaps in the literature exist relative to managerial demographics and their influence on promotion of work-life balance within organizations. Specifically, current literature fails to address the relationship between a manager's age and corresponding generation relative to an individual employee's experience level of work-life balance. The challenges resulting from the age differences between managers and employees pose the potential for work-life conflict if and when multiple generations lack understanding of each other's wants and needs. The absence of research in this area presents an opportunity to explore how managers of different ages promote work-life balance via their personal behaviors, skills, and characteristics. Identification of trait differences may lead to a greater awareness of the impact of managerial actions on employees' perceptions, and concurrently enhance managers' ability to increase work-life balance. The purpose of this paper is to answer two questions: Does the age of the manager affect employee perceptions of work-life balance within the organization? What behavioral characteristics of managers contribute to employee perceptions of work-life balance?Theoretical BackgroundWork-life balance has been defined in numerous ways. Recent definitions include, \"how individuals choose ","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"98 1","pages":"3-23"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80970862","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":"Executive Interview. From the Mission Control Room to the Board Room: Interview with the Director of Mission Operations of NASA, Johnson Space Center, Paul Sean Hill","authors":"Walter E. Natemeyer, Leslie C. Tworoger","doi":"10.9774/GLEAF.3709.2015.AP.00009","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.AP.00009","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"34 1","pages":"112"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73381687","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":"Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability","authors":"S. Siegel","doi":"10.9774/GLEAF.3709.2015.ja.000012","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.ja.000012","url":null,"abstract":"Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability Faisal Hoque and Drake Baer McGraw-Hill Education, 2014 269 pages, Hardcover, $30.00Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability proposes the overarching premise that if leaders and their organizations want to do well in the long term, they must have a clear path for orientation to the long term. This book is a guide for reaching this goal. The text begins with a forward by Marshall Goldsmith commenting that its cover sports a bicycle chain that metaphorically likens the ideas in the book as being challenging, self powered and sustainable just as a bicycle chain is self powered and sustainable in nature. The book describes holistic solutions to problems in organizations and in our lives. In doing so, the authors demonstrate with philosophically, organizational and leadership examples that \"everything connects\".In our ever changing environment, leaders are continuously challenged to provide a context for followers and their organizations to keep creating, innovating and \"untying the knots inside and outside the organization\" that stop progress. Faisal Hoque, a self described \"serial entrepreneur\" and creative thinker, who with journalist, Drake Baer present the reader with a holistic approach to problem solving and creative solutions for their businesses and for their lives in Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability. The authors combine organizational behavior and management theory, Eastern philosophy, neuroscience, psychology, self-improvement and spirituality to connect the understanding of ourselves and our businesses. The journey that the reader takes in Everything Connects leads to a discovery of what psychological practices predict creativity, what behaviors predict innovation and which organizational structures initiate continuous sustainability. Organizations must continually adapt and its leaders need to understand and embrace the \"holistic\" nature of its people.Hoque and Baer begin the book with the metaphor of an organization being like a Russian \"matryoshka\" or nesting doll, with layer upon layer found within. The wise leader is one who understands all the layers of the \"matryoshka \" doll or the organization and all the layers of his/her people. The role of the leader is to provide alignment of the humanity of their employees and the business. This is what Everything Connects is about and what holistic business is about; to show leaders how to provide alignment to propel those human beings in their organizations to accomplish something together by understanding our collective humanity. These layers all connect. In understanding and nurturing that connection, long term value is provided in our organizations.The book is divided into three sections, which sequentially show how being holistic, humanistic and oriented to","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"33 1","pages":"115-118"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75255450","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":"Lead Positive: What Highly Effective Leaders See, Say, and Do","authors":"J. Santangelo","doi":"10.9774/GLEAF.3709.2015.JA.000011","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.000011","url":null,"abstract":"Lead Positive: What Highly Effective Leaders See, Say, and Do Author: Kathryn D. Cramer Josey-Bass Kindle Edition $15.49, 2014In Lead Positive: What Highly Effective Leaders See, Do, and Say, author Kathryn Cramer teaches us about the value of focusing our thoughts and energies on the positive aspects of a given situation or challenge. She teaches the fundamentals of Asset Based Thinking (ABT) and how, if practiced effectively, it can change the way we approach difficult and challenging situations both at work and home. In the beginning of the book she explains how humans have developed the tendency to be more focused on the negative than the positive. While focusing on the negative aspect of a problem can allow us to solve the problem at the same time it truly prevents us from seeing the opportunities that often exist when facing a challenging situation. The book uses findings from the scientific fields of neuroscience and cognitive and social psychology to explain how our thoughts direct our actions and stimulate specific regions of our brain. When you perform a leadership act, the same neurons fire in your brains as in your team members. This truly put in perspective for me the importance of positive thinking.Per the title, the book is broken down into 3 primary areas of focus:What Highly Effective Leaders SeeWhat Highly Effective Leaders SayWhat Highly Effective Leaders DoThe book Lead Positive is definitely not just for leaders; it is for anyone who truly wants to expand on their ability to take on life's challenges from a new perspective. The author explains how we see with our brain not with our eyes. People follow people not ideas. This book, for me, has become an instruction manual for how to inspire and lead through my thoughts, my words, and my actions. The first example of ABT in action had me captivated to the point where I could not put the book down and anticipated each page with excitement. Right from the start, Cramer shows us an example of ABT during a press conference given by New York City Mayor Rudy Giuliani in the aftermath of the 9/11 tragedy. At the start of the conference the Mayor was asked how many people were killed. He responded by stating \"I don't think we want to speculate on the number of casualties. The effort now has to be to save as many people as possible.\" Within two hours he had more volunteers show up than they could handle and had to turn some people away. …","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"125 1","pages":"113-114"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78856107","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":"On the Edge: The Art of High Impact Leadership","authors":"P. Bryant","doi":"10.9774/GLEAF.3709.2015.JA.00009","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.00009","url":null,"abstract":"On The Edge: The Art of High Impact Leadership Authors: Allison Levine - Forward by: Mike Krzyzewski (Duke Basketball Coach) Grand Central Publishing Hard cover $17.55, 2014, 272 pagesIn On the Edge, The Art of High Impact Leadership, Allison Levine provides a context of what it takes to lead under extreme conditions. The book chronicles Allison Levine's quest to conquer the summit of Mount Everest and demonstrates the types of critical leadership skills required to not only build a winning team but to manage and lead such a team under the most daunting conditions. These skills are translated into the business world as the author makes a most credible case toward managing day to day operations when key business decisions are at stake. The book begins with a wonderful forward by esteemed Duke University basketball coach Mike Krzyzewski who speaks eloquently about building a winning team, filled with individuals with high amounts of \"performance egos\" which must then be transformed into a \"team ego\" that significantly enhances an organizations probability of success. The forward makes the point that often times a winning team is filled with \"stars\" displaying some of the highest levels of competence and personal accomplishments. Such egos are to be embraced and not thwarted. Translating such talent into a winning team takes a very strong leader capable of synergizing such talent in way that generates a common focus toward group success.The author covers a series of variables required to ensure leadership success under extreme conditions that include:Hardcore PreparationWhy Backward is Often the Right Direction?Choosing Your TeamGet Your Network OnMaking the Most of WeaknessesBuilding Trust and LoyaltyDo the Right Thing, AlwaysWhat's Your Mantra?Embracing FailureAs presented, these carefully selected areas provide an outstanding overlay of how to succeed in leadership under extreme conditions. Individuals in leadership positions will be able to incorporate these skills, strengthen their decision making processes, and enhance future leadership endeavors. The leadership skills that enhance one's ability to succeed under extreme conditions are predicated upon first building a winning team. Team membership selection seems an important component that any manager or leader can relate. Although leaders may be more apt to choose individuals we know and trust, these close colleagues and friends may not always be the best team members required to effectively complete a particular task. This behooves leaders to reach out to others within the company or industry (although we may not be personally familiar with them initially) whose skills and experiences better match present circumstances and goals. …","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"22 1","pages":"109-110"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86472777","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":"Job Security and Entrepreneurship: Enemies or Allies?","authors":"B. Randolph-Seng, Ronald K. Mitchell, A. Marín, Jaehwan Lee","doi":"10.9774/GLEAF.3709.2015.JA.00004","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.00004","url":null,"abstract":"In a synthesis of the relevant social cognition, human resources, stakeholder, and entrepreneurship literatures, this article explores how perceptions about entrepreneurship affect entrepreneurial behavior and job security seeking. Definitions and reasons for the apparent incompatibility of entrepreneurship and job security are analyzed, with the impact of cognitions about the two terms being addressed. Next, a model of when and how entrepreneurship vs. traditional job seeking may be the chosen method of economic security is proposed. This Steady State Model of Security Seeking in an Imperfect Economy describes a cyclical process in which individuals make three fundamental decisions concerning their economic security. Finally, arguments are presented in support of the conclusion that entrepreneurship can reliably provide an alternative to the traditional job seeking means of obtaining economic security.","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"68 1","pages":"24-49"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85681779","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":"Redefining Operational Excellence: New Strategies for Maximizing Performance and Profits across the Organization","authors":"M. Park","doi":"10.9774/gleaf.3709.2014.oc.00013","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2014.oc.00013","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"96 1","pages":"125"},"PeriodicalIF":0.0,"publicationDate":"2014-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76029386","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":"Transformational Leadership and Its Effects on Organizational Learning and Innovation: Evidence from Dubai","authors":"E. Alsalami, Mohamed H. Behery, Salam Abdullah","doi":"10.9774/gleaf.3709.2014.oc.00006","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2014.oc.00006","url":null,"abstract":"Peter Drucker argued, \"As the trees are rotten from the head and die, organizations are suffering from degradation and destruction when the managing director of that organization can't manage it\" (quoted in Hassan & Faezeh, 2011, p. 422). This statement highlights the significant role that managers play in the success or failure of organizations. Indeed, senior managers are critical not only with regard to the articulation of organizational goals, but also the execution of strategies needed to make a corporation competitive in a given market.As a result of rapid changes in technology, globalization, and shortening product life cycles, most organizations have been compelled to adapt to ensure their survival in this dynamic environment (Garcia-Morales, Llorens-Montes, & Verdu-Jover, 2007). However, organizations are largely unable to adapt and achieve success unless they have managers who are able to motivate employees to be innovative in their pursuit of both short and long-term goals.In this way, innovation is a key contributor to the development of an organization's competitive advantages in a market and, therefore, its success. Innovation increases the efficiency and effectiveness of organizational activities and facilitates the improvement of products and services that organizations offer, thereby promoting long-term survival (Gumusluoglu & Ilsev, 2009b). Owing to its significance for organizational outcomes, many researchers have sought to identify the factors that can affect organizational innovation. Some researchers have found that leadership style is an important factor in this regard (e.g., Jung, Chow, & Wu, 2008). Using Burn's (1978) model, Sabir, Sohail, and Asif Khan (2011) identified two leadership styles that affect innovation: transformational and transactional leadership. Transformational leaders emphasize the necessity of organizational change in dynamic markets and promote creativity and innovation. In contrast, transactional leaders tend to favor the status quo and foster performance through well-defined tasks designed to meet specific performance objectives (Eisenbiess, Knippenberg, & Boerner, 2008).Transformational leaders motivate subordinates to achieve their organizational goals through four behavioral elements: charisma, intellectual stimulation, consideration, and inspiration (Jaskyte, 2004). Moreover, transformational leaders indirectly support innovation by affecting employee commitment and cultivating an organizational atmosphere that motivates employees to generate new ideas geared towards sustaining organizational survival in the longterm (Avolio, Zhu, Koh, & Bhatia, 2004). As a result, employees of transformational leaders tend to be more satisfied with their work environment and more likely to develop innovative contributions to organizational success (Elenkov & Manev, 2005).Most research on the relationship between leadership styles and innovation has been performed on Western nations. Comparatively few studies h","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"63 1","pages":"61"},"PeriodicalIF":0.0,"publicationDate":"2014-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75209710","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}