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An Exploratory Investigation of Negative Perceptions of the Affordable Care Act among Patient-Facing Professionals and Intentions to Leave 一项探索性调查的负面看法负担得起的医疗法案在面对病人的专业人员和意图离开
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.AP.00007
Kathryn Ostermeier, Kerri M. Camp
{"title":"An Exploratory Investigation of Negative Perceptions of the Affordable Care Act among Patient-Facing Professionals and Intentions to Leave","authors":"Kathryn Ostermeier, Kerri M. Camp","doi":"10.9774/GLEAF.3709.2016.AP.00007","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00007","url":null,"abstract":"HEALTH CARE EXPENDITURES INCLUDING HOSPITAL visits, medications, and other services represent approximately 17% of the U.S. gross domestic product (GDP) (Center for Medicare & Medicaid Services, 2014). Through a combination of hospitals, clinics, and other types of health care organizations, the health care industry employs over 11 million people including 7.84 million as health care practitioners and technical occupations and 3.94 million in health care support occupations (Bureau of Labor Statistics, 2014). However, as an industry that is now heavily regulated by the federal government, it is greatly affected by public policy changes. It is unsurprising, then, that health care in the U.S. significantly changed when the Patient Protection and Affordable Care Act (hereafter ACA) was signed into law in 2010 (Department of Health & Human Services, 2015). Forbes notes that the health care industry, which for several years has been on brink of upheaval, is now in a state of emergency with the launch of the ACA (Llopis, 2014). One of the major critiques of this public policy is that it requires more of health care providers but, ultimately, pays them less. This not only creates a disincentive to join the health care profession, but also threatens the profitability and sustainability of the thousands of health care organizations across the country that are already dealing with increasing health care costs rising faster than inflation (Patton, 2015).Compounding these business concerns resulting from the ACA, the industry faces the challenge of attracting and retaining health care professionals, as analysts have projected the health care industry to be the fastest growing segment of the U.S. economy over the next decade (ASHHRA, 2011), in part due to the increase in baby boomers who will need medical care. Despite the ever-growing need for health care workers, many are leaving the industry entirely. Research indicates that 30-50% of all new nurses elect to change positions or leave nursing entirely within the first three years of working in the field (AACN, 2003; Aiken et al., 2002; Cipriano, 2006). In addition to nurses prematurely exiting the field, there is a substantial exodus of nurses from patient care in general, one reason being, according to Lafer (2005), the suboptimal working conditions and the high amount of stressors (e.g. job tension) placed on nurses. The ACA is predicted to add to these stressors due to the increased bureaucracy. As a result, nursing workforce projections indicate that by 2025 the RN shortage may exceed 500,000 (AACN, 2010). Unfortunately, nurses are not the only professionals exiting direct patient care. A recent poll suggests that 34% of physicians plan to leave patient care within the next 10 years, citing health care reform as a primary reason for departure (Sofranec, 2012). Doctors surveyed about the ACA believe that it should be repealed (55%) and that it would not improve the quality of health care (61%) (Sofranec,","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"26 1","pages":"95-112"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77576208","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}
引用次数: 5
Differences in the Observed Frequency Distributions of Male and Female Feedback Behaviors 观察到的男女反馈行为频率分布的差异
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.AP.00003
D. Roebuck, Reginald L. Bell, Madison E. Hanscom
{"title":"Differences in the Observed Frequency Distributions of Male and Female Feedback Behaviors","authors":"D. Roebuck, Reginald L. Bell, Madison E. Hanscom","doi":"10.9774/GLEAF.3709.2016.AP.00003","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00003","url":null,"abstract":"In the workplace, the process of evaluating and discussing the performance of both employees and managers involves the giving and receiving of feedback. According to Alvero et al. (2001) performance feedback has been defined in a number of different ways. Some of these definitions include: (a) information that is given to persons regarding the quantity or quality of their past (Prue & Fairbank, 1981); (b) information transmitted back to the responder following a particular performance (Sulzer-Azaroff & Mayer, 1991); (c) information that tells performers what and how well they are doing (Rummler & Brache, 1995); and (d) information about performance that allows an individual to adjust his or her performance (Daniels, 2000). The process generally involves a discussion of the individual's strengths or weaknesses with suggestions on how to improve upon weaknesses. The role of feedback is to align workplace behavior with the overall goals of a team or an organization (Harms & Roebuck, 2010).An organization's feedback environment has been defined as the amount and availability of positive and negative feedback from different sources (Steelman et al., 2004). Clearly, employees receive feedback information from various sources (Greller, 1980; Morrison, 1993), and some authors have suggested that supervisor and coworker feedback sources are the most practical and relevant from the feedback recipient's point of view. Ashford (1989) did find the most commonly used source of feedback was supervisors or managers (Alvero et al., 2001).The giving and receiving of feedback has long been used as a tool for facilitating improvement and advancement within organizations and businesses (Levy & Williams, 2004). Giving feedback involves exhibiting respectfulness and professionalism when recognizing the strengths and improvement areas in others. Receiving feedback focuses on an individual's ability to accept feedback without becoming defensive or perceiving that he or she is being personally attacked. In addition, receiving feedback also includes being able to reflect on the feedback received and to integrate it to enhance one's development (Swank & McCarthy, 2013).McCarthy and Garavan (2001) suggested employees must receive constant support and feedback on their performance and have opportunities to gain more expertise in their roles through learning and development programs. Prior research has shown that weekly feedback is the most common frequency for feedback delivery (e.g. Alvero et al., 2001), whereas Balcazar et al. (1985) found that daily feedback has been the most frequently used. Two studies, one involving a manufacturing environment and the other in retail management, found daily feedback to be key to better relationships and to enhance the effectiveness of a performance management intervention (Cooper, 2006; Pampino et al., 2003).Other researchers believe feedback provides a potentially valuable resource for employees to enhance their development and to impr","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"62 1","pages":"6-25"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74584503","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}
引用次数: 6
Notes for Contributors 贡献者须知
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.ap.00012
J. Gibson
{"title":"Notes for Contributors","authors":"J. Gibson","doi":"10.9774/GLEAF.3709.2016.ap.00012","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.ap.00012","url":null,"abstract":"B E R T A L M O N is Professor , D e p a r t m e n t o f E n g l i s h , U n i v e r s i t y o f A l b e r t a . H e has p u b l i s h e d e i g h t c o l l e c t i o n s o f poetry , i n c l u d i n g Mind the Gap (Ekstasis 1 9 9 6 ) . H i s Earth Prime ( B r i c k B o o k s ) w o n t h e W r i t e r s ' G u i l d o f A l b e r t a P o e t r y A w a r d i n 1 9 9 3 . H e is c o m p l e t i n g a b o o k o n W i l l i a m H u m p h r e y .","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"66 1","pages":"128-128"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78102395","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}
引用次数: 0
Executive Interview: Helping Others through Fair Trade: A Conversation with Terry Marshall of Come Together Trading Company 高管访谈:通过公平贸易帮助他人:与Come Together贸易公司的Terry Marshall的对话
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.AP.00008
J. Cater
{"title":"Executive Interview: Helping Others through Fair Trade: A Conversation with Terry Marshall of Come Together Trading Company","authors":"J. Cater","doi":"10.9774/GLEAF.3709.2016.AP.00008","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00008","url":null,"abstract":"Terry and Tammy Marshall own and operate a fair trade retail store called Come Together Trading in Tyler, Texas. The Marshalls are members of the Fair Trade Federation, an organization which fosters the growth of fair trade throughout the United States. The Fair Trade Federation (FTF) is comprised of retail businesses and wholesalers that sell only fair trade products in North America. The FTF is part of the global fair trade movement and its main goals are to build equitable and sustainable trading partnerships as well as creating opportunities to alleviate poverty. Formed in 1994 as the North American Alternative Trade Organization (NAATO), the group changed its name to the Fair Trade Federation in the following year. The FTF has grown from 17 members at its inception in 1994 to over 250 members in 2015. The FTF requires its members to employ an entirely (or dedicated) fair trade business model that requires fair trade retailers to purchase goods only from FTF member wholesalers to insure the legitimacy of fair trade merchandise.Born in Austin, Texas, Terry Marshall attended public schools in Dallas and then worked for several car dealerships before joining his parents in a recreational vehicle dealership. Terry worked for his parents for four years and enjoyed the family business. Then, his father offered to help Terry and his wife, Tammy set up their own recreational vehicle business in Canton, Texas, which is about 100 miles east of Dallas on Interstate 20. Tammy Marshall, who is also from Dallas, had a retail background working for an import company called World Bazaar. The Marshalls, who have now been married for over 27 years, have a daughter named Taylor. The couple started the RV business with one employee and owned and operated the dealership for 17 years. At its peak, the Marshalls had 12 employees and did several million dollars in annual sales. Then, hard times fell on the RV industry and the Marshalls were able to sell their business in 2009.Author: Please describe your decision to leave the recreational vehicle business.Terry Marshall: I have always been an entrepreneur and rarely worked for anyone else. It started in 2007 when several of the big manufacturers, like Holiday Rambler and Fleetwood, that had been around for 50 and 60 years, went out of business. I believe over 75 manufacturers went out of business. There were a lot of mom and pop dealers who had been in the industry for years, but the economy really hurt that industry because it was a luxury item. Our market got down to people who were using RVs for work or were extremely wealthy. The demand dropped in half overnight.Author: What event had a profound effect on you?Terry Marshall: We took a trip with Compassion International-we had never been outside the country, except for cruises to Cancun and things like that. We decided in 2009 to take a trip to Kenya, Africa with Compassion International, not as wealthy people who go on a safari, but to see poverty first hand. We","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"267 1","pages":"113-118"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74937578","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}
引用次数: 0
A New Look at Transformational Leadership and Organizational Identification: A Mediation Effect of Followership Style in a Non-Western Context 变革型领导与组织认同的新视角:非西方背景下追随风格的中介效应
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.AP.00006
Mohamed H. Behery
{"title":"A New Look at Transformational Leadership and Organizational Identification: A Mediation Effect of Followership Style in a Non-Western Context","authors":"Mohamed H. Behery","doi":"10.9774/GLEAF.3709.2016.AP.00006","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00006","url":null,"abstract":"THE FOLLOWER-LEADER RELATIONSHIP DOES NOT operate in a vacuum (Bjugstad et al., 2006). Since followers and leaders are linked together in interrelated roles and are dependent on each other, the importance of followers cannot be underestimated (Yukl, 2002). While organizations continue to devote time and money to the development of leadership, followership is what enables leadership to succeed (Oyetunji, 2013). The integrated model of followership and leadership styles can be applied and matched to fit different organizational cultures and goals (Kark et al., 2003). Organizations may tend to have certain predominant leaders and/or follower types and so organizations have to be able to fit the two types together (Yukl, 1989, 1998).In today's global market, companies must recognize that success or failure is a result of both leaders' and followers' roles (Bennis, 2010; Hollander & Offermann, 1990; Kelley, 1992; Oyetunji, 2013). Leadership and followership co-exist; there can be no leaders if there are no followers (Hollander, 1992; Kelley, 2008). Numerous developments in the study of leadership have made evident the practical significance of follower perceptions of the leader-follower relationship (Hollander & Kelly, 1990; Hollander, & Webb, 1955). Followers are as important as leaders, yet in management and organizational behavior literature, the focus is largely on the concept of leadership, while follower behavior is often ignored (Blanchard et al., 2009; Ekundayo et al., 2010; Hollander, 1964).This present study contributes to the literature by raising three questions. First, \"What are the different complements of transformational leadership behaviors that exert their influence on followers in this research context, the UAE?\" The second question we focus on is, \"What are the possible effects of these different behaviors on followers' styles in this research context, the UAE?\" The third is, \"What are the effects of such leadership behaviors and followership styles on organizational outcomes like organizational identification in this research context, the UAE?\" To this end, the current study develops and tests a theoretical model (see Fig. 1) to explore individual-focused and group-focused transformational leadership behaviors, as well as followers' style and their impact on organizational identification.A comprehensive revision of the literature of the different variables of the study is first presented. Second, I present the research model and hypotheses development. The research methodology is discussed later. Last, the research results, the implications and a future research agenda are described.Theory and literatureTransformational leadershipTransformational leadership is one of the most prevalent approaches to understanding individual, group and organizational effectiveness (Bass, 1997). Transformational leadership is a multifaceted construct (Podsakoff & MacKenzie, 1994; Podsakoff et al., 1990, 1996; Yukl, 1989). It displays certain types o","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"155 1","pages":"70-94"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73646366","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}
引用次数: 7
Special Report: A Current Look at Salaries and Faculty Demand within the Field of Entrepreneurship 特别报道:创业领域的薪酬和师资需求现状
The journal of applied management and entrepreneurship Pub Date : 2016-04-01 DOI: 10.9774/GLEAF.3709.2016.AP.00005
Todd A. Finkle
{"title":"Special Report: A Current Look at Salaries and Faculty Demand within the Field of Entrepreneurship","authors":"Todd A. Finkle","doi":"10.9774/GLEAF.3709.2016.AP.00005","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00005","url":null,"abstract":"THE PURPOSE OF THIS ARTICLE is to fill a gap within the field of entrepreneurship by examining the trends in salaries and demand of entrepreneurship faculty over the past 10 years from 2004 to 2015. There has been a significant amount of research done within the field of entrepreneurship education on a wide variety of topics (see Buller & Finkle, 2013; DeTienne & Chandler, 2004; Finkle, 1998, 2002, 2006, 2007a, b, 2008, 2010a, b, c, 2011, 2012a, 2013a, b, 2014; Finkle & Buller, 2012a, b; Finkle & Deeds, 2002; Finkle et al., 2001, 2004, 2006, 2009; Finkle & Greenwood, 1996; Finkle & Kuratko, 2004; Finkle & Mallin, 2010; Finkle & Scoresby, 2012; Finkle & Shrader, 2015a, b; Finkle & Thomas, 2008; Katz, 2003, 2004; Kuratko, 2005; Mallin & Finkle, 2011; Stetz et al., 2008; Thomas et al., 2010; Vesper & Gartner, 1997).Despite all of this research, sparse work has been done on the subject of salaries for entrepreneurship faculty. Information does exist on faculty salaries in places like the Chronicle of Higher Education and websites like HigherEdJobs, but most of the time entrepreneurship is coupled with other fields like management, marketing or even business. This article will provide entrepreneurship faculty with a quick way to determine what their tangible market value is within academia.Faculty in the field of entrepreneurship desperately need a source to benchmark their true value in the academic marketplace. The findings of this study are also important to schools because they need to understand the salary and faculty demand trends that are occurring within the field. This article will answer the following four research questions: (1) What are the salaries for entrepreneurship faculty by rank at AACSB schools within the US from 2004 to 2015? (2) What are the salaries for entrepreneurship faculty by gender at AACSB schools within the US from 2004 to 2015? (3) What are the salaries for entrepreneurship faculty by type of school at AACSB schools within the US from 2004 to 2015? and (4) What is the demand for entrepreneurship faculty at AACSB schools within the US from 2005 to 2015?Previous researchOne of the first people that investigated salaries within the field of entrepreneurship was Katz (2004) with a study that was sponsored by the Ewing Marion Kauffman Foundation. He examined salaries, stipends, travel and research funding, and course loads for endowed chairs in the field of entrepreneurship and related areas (e.g. small business, family business, free enterprise, private enterprise, etc.). He found that the average annual salary for an endowed chair was $162,018 (median = $148,500).The only other studies done on salaries (Finkle et al. 2010, 2012, 2013) were studies that examined entrepreneurship center directors. Their first study in 2012 found that the average annual salary of a US center director was $145,948. In 2013 they found that the average US entrepreneurship center director's annual salary was $136,989 versus $131,250 for an intern","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"5 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78339331","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}
引用次数: 5
Management Accounting Systems in Micro-SMEs 微型中小企业的管理会计制度
The journal of applied management and entrepreneurship Pub Date : 2016-01-01 DOI: 10.9774/gleaf.3709.2016.ja.00004
J. Shields, J. M. Shelleman
{"title":"Management Accounting Systems in Micro-SMEs","authors":"J. Shields, J. M. Shelleman","doi":"10.9774/gleaf.3709.2016.ja.00004","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00004","url":null,"abstract":"THE SMALLEST OF SMALL AND medium-sized enterprises (SMEs)-micro enterprises (or micro businesses)-are an important segment of the U.S. economy. They constitute the vast majority of all businesses (97.7%) (SBA Office of Advocacy, 2012; U.S. Census, 2012), employing approximately 42 million workers with an annual payroll approaching US$300 billion (U.S. Census, 2012).Management accounting systems in organizations facilitate decision making and thereby business performance. While larger firms routinely employ management accounting systems to enhance business performance, there is little known evidence on the use and effects of management accounting systems in micro enterprises (micro-SMEs) in the U.S. (see, for example, NFIB, 2007; Wijewardena et al., 2004). Given the common business advice to small businesses exhorting the importance of planning and control functions (U.S. Small Business Administration, 2013) such as establishing a budget, computing breakeven to determine pricing, and comparing actual to budgeted expenses, this is somewhat surprising. For example, breakeven analysis, computation of the point where revenues equal costs (Garrison et al., 2015), is viewed as a \"key part\" of a business plan that provides an \"important reality check\" (Baron and Shane, 2008, p. 217). Attention to such accounting considerations is integral to small business success (Hunter, 2011; d'Amboise and Muldowney, 1988). However, both the extent of use of different elements of management accounting systems and, more importantly, their relationship to business performance in micro-SMEs is unknown.This research seeks to address this gap in our understanding of micro-SME management. Information on the use and outcomes of management accounting systems in micro-SMEs will extend understanding of the management of very small businesses, as distinct from larger SMEs and large firms. Acknowledgment of these businesses as a separate category such as the European Commission has done (European Commission, 2005) denotes not only their importance to the economy but also highlights their distinctive characteristics and potentially different management requirements and problems. Information from this research can help small business owners target their performance enhancement efforts by incorporating practices that evidence suggests lead to more successful outcomes. Small business counselors may apply our results to pinpoint important areas for advice and training.This study provides evidence on the following research questions:1. Do micro-SMEs use management accounting systems?2. If micro-SMEs do use management accounting systems, then which elements of management accounting systems do they use?3. Does the use of management accounting systems affect micro-SME performance?Review of the literatureManagement accounting systemsManagement accounting systems are a subsystem of a broader management control system (Davila and Foster, 2005). A management control system is a \"recurring and","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"9 1","pages":"19"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75166496","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}
引用次数: 18
Tesla, SpaceX, and the Quest for a Fantastic Future 特斯拉、太空探索技术公司和对美好未来的探索
The journal of applied management and entrepreneurship Pub Date : 2016-01-01 DOI: 10.9774/gleaf.3709.2016.ja.00009
M. Dobbs
{"title":"Tesla, SpaceX, and the Quest for a Fantastic Future","authors":"M. Dobbs","doi":"10.9774/gleaf.3709.2016.ja.00009","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00009","url":null,"abstract":"Elon Musk Tesla, SpaceX, and the Quest for a Fantastic Future Ashlee Vance, Harper Collins, 2015, $21.03 (hardcover), 390 pages reviewed by Dr. Michael E. Dobbs Eastern Illinois University, USAWHAT ARE YOUR PLANS FOR preserving the human species in case of disaster? It's OK if you haven't thought about that very much because apparently that question occupies much of Elon Musk's time and attention as described in Ashlee Vance's biography Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future. Vance, a Bloomberg BusinessWeek writer, describes Musk's major business ventures-Zip2, X.com which morphed into PayPal, SpaceX, Solar City, and his most high profile company, Tesla Motors. But Vance also delves into Musk's personal life and background and adeptly peels back the public projection to reveal defining personal experiences, leadership qualities, and unusual motivations like actually saving the human race from extinction.As for specific chapters, the first and last chapters are summaries of Musk's life and business ventures. There are two chapters devoted to his early life prior to his startups which may be of particular interest to younger readers (i.e. students). The schoolyard bullying that actually landed Musk in the hospital at one point, the parental split and the mind-games his father played, and his solo escape to his maternal family's home of Canada as a route to get to the U.S. may all be relatable and inspirational to many. However, readers also are introduced to the less common traits of Musk in these early chapters such as his photographic memory, high IQ, and extreme social awkwardness (to put it mildly).Musk's seemingly superhuman work ethic and programming skills come to the fore in the chapter describing his first venture with his brother Kimbal during the nascent days of the internet in 1995. What became known as Zip2 was a company that combined online company listings with navigation-enabled online maps. In the days before MapQuest (much less Google Maps), this was a revolutionary idea but a tough sell. Musk's lack of leadership and interpersonal skills hampered his ability to effectively lead the company and he was forced out as CEO. However, the experience and the $22 million he received when the company was acquired by Compaq launched him into his next venture.Always the visionary, Musk next tried to tackle the banking industry using disruptive online technology and incorporated X.com. As Vance puts it, \"a finance start-up with a pornographic-sounding name.\" Surviving an attempted leadership coup only five months into the venture, Musk rallied his remaining troops, recruited new engineers, and launched one of the first online financial companies with more than 200,000 people signed up in just a few months and more than a million in short order. But other companies soon followed, including Confinity (with co-founder Peter Thiel) and its successful product, PayPal. In March of 2000, the two firms merged and Musk emerged ","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"12 1","pages":"83"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76945950","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}
引用次数: 9
Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results 《在盒子里领导:聪明的领导者如何引导他们的团队取得卓越成果
The journal of applied management and entrepreneurship Pub Date : 2016-01-01 DOI: 10.9774/gleaf.3709.2016.ja.000012
Drew Stapleton
{"title":"Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results","authors":"Drew Stapleton","doi":"10.9774/gleaf.3709.2016.ja.000012","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.000012","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"1 1","pages":"92"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86554918","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}
引用次数: 0
Executive Interview: Blazing New Territory in Outplacement: A Conversation with Tom Shea 高管面试:开拓新领域的再就业:与汤姆·谢伊的对话
The journal of applied management and entrepreneurship Pub Date : 2016-01-01 DOI: 10.9774/GLEAF.3709.2016.JA.00007
R. Preziosi
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