The journal of applied management and entrepreneurship最新文献

{"title":"Event System Theory of Instrumental Leadership: The Case of General Nathanael Greene","authors":"Jason Owen, David R. Marshall, M. Novicevic","doi":"10.9774/gleaf.3709.2015.ju.00004","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ju.00004","url":null,"abstract":"Significant scholarly research suggests that leaders are a key component in ensuring organizational success through their strategic decision making and social influence (Kaiser et al., 2008). Indeed, because leaders are such an integral piece of the organization, scores of academic studies are devoted to increasing our understanding of leadership theory (Avolio et al., 2009). However, scholars argue that not all leadership theory is created equal; the most important leadership theories explore the influence leaders have on the underlying processes that lead to organizational success (Dinh et al., 2014). Effective leadership entails both interpersonal interaction and strategic objectives and task accomplishment (Fleishman et al., 1992). Transformational and transactional perspectives of the \"full-range\" theory put forth by Bass (1985) primarily explain interpersonal or \"consideration\" behaviors but explain little of the strategic and task focus of \"initiating structure\" behaviors (Judge et al., 2004). Accordingly, Antonakis and House (2014) suggest that critical components of leadership missing from the \"full-range\" theory include identifying organizational strategies and goals, providing task direction and resources, monitoring and adapting to the external environment, and evaluating individual performance and offering quality feedback. As such, these scholars suggest an \"extended, full-range\" theory in which instrumental leadership complements transformational and transactional leadership forms by accounting for important strategic leader activities that require leader expert task-related knowledge (Antonakis & House, 2002).The instrumental leadership perspective highlights the importance of leaders accounting for the environment in their strategic decisions (Antonakis & House, 2014). Instrumental leaders monitor their internal and external environments and examine the impact of environmental occurrences on leadership and organizations at the event-level (Hoffmann & Lord, 2013). This research stream is grounded in event system theory. The event systems theory (Morgeson et al., 2015) suggests that individual leaders are shaped as their knowledge and expertise are affected by the events which occur over time. Thus, instrumental leaders closely scan and react to environmental events and, as a result, acquire expertise about these very events. We seek to approach such event-level theorizing by examining the instrumental leadership of Major General Nathanael Green through the events of diverse features that occurred during his time in the American Revolutionary War.Nathanael Greene rose through the ranks of the resource-strapped Continental Army and became one of the most reputable of George Washington's generals by experiencing both successes and failures while being exposed to a flux of specific defining events to which he instrumentally responded in his military career. Grounding our examination of his instrumental leadership in event system theor","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"92 1","pages":"8"},"PeriodicalIF":0.0,"publicationDate":"2015-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83787908","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":"Rediscovering Lost Values: Exploring Contextual and Universal Views of Values within Leadership","authors":"W. Williams, M. Novicevic, Anthony P. Ammeter","doi":"10.9774/gleaf.3709.2015.ju.00007","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ju.00007","url":null,"abstract":". . .the first principle of value that we need to rediscover is this: that all reality hinges on moral foundations (Dr. Martin Luther King, Jr. in his sermon, \"Rediscovering Lost Values\").Dr. martin luther king, jr. delivered the \"Rediscovering Lost Values\" sermon as a guest minister at Second Baptist Church in Detroit, MI in 1954. Throughout the sermon, Dr. King (a civil rights leader and pastor of Ebenezer Baptist Church in Atlanta, GA) discusses his belief that our values have taken a turn for the worse. He states that people tend to change their values and morals to fit the given situation, and urges the congregation to understand that \"all reality hinges on moral foundations.\"While Dr. King delivered this sermon many years ago, the concept of valuesbased approaches to leadership (i.e., transformational, authentic, spiritual, servant, charismatic, ethical, etc.) is still a current and highly researched topic in leadership. The basic tenet of values-based approaches to leadership is that leaders can and should influence followers' values in order to motivate employees and achieve superior performance (Avolio et al., 2009). This idea is not new, as Chester Barnard (1938, p. 279) stated, \"the distinguishing mark of managerial responsibility is that it requires not merely conformance to a complex code of morals but also the creation of moral codes for others.\" However, the question of the origin of these values differs within leadership approaches, where the specific role of values tends to fall within two separate views. Some approaches view leader values as universal; in other words, the leader always espouses his/her personal values to their followers. Other approaches contend that the leader's espoused values depend on the context, and could be either the leader's personal values, those of the organization, or even aligned to meet the expectations of their followers (Shamir, 2007). This distinction is important because followers often link the leader's espoused values with their own, which impacts their commitment to the leader's mission and their overall performance (Brown and Trevino, 2009). Values-based leadership depends on the moral content conveyed (Burns, 1998), and the leader may impart the values set forth by the organization or the situation instead of the leader's personal values (Carlson and Perrewe, 1995).Therefore, the purpose of this paper is to explore the alignment of values within leadership in order to approach the universal versus contextual debate. To that end, we begin with a review of the current literature, which includes an overview of values, as well as context-specific and universal approaches to valuesbased leadership. Next, we provide an overview of our focal leader (Dr. Martin Luther King, Jr.) and the values lexicon methodology used to assess his espoused values through his most prominent speeches and sermons. Finally, results are presented, followed by the discussion section and conclusion.Literature reviewValu","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"30 1","pages":"75"},"PeriodicalIF":0.0,"publicationDate":"2015-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83994816","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":"Blending Art with Commerce to Expand Aesthetic Leadership: Insights from Steve Jobs and Jerry Garcia","authors":"B. Barnes","doi":"10.9774/gleaf.3709.2015.ju.00008","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ju.00008","url":null,"abstract":"This paper aims to help expand and contribute to the understanding of the nascent Aesthetic Leadership theory, which recognizes the importance of both art and science in the practice of effective leadership. This paper also posits that in addition to drawing on both art and science to be effective, aesthetic leaders blend art with commerce in the products and services they create. Additionally the paper proposes that Aesthetic Leadership theory can be expanded with four antecedents from Shared Leadership: shared purpose, social support, voice and transparency. The paper achieves this by drawing from the experience of two nearly mythical Bay Area leaders-Steve Jobs at Apple, and Jerry Garcia of the Grateful Dead. After overcoming business struggles, both leaders and their businesses ultimately thrived in two dramatically different industries. They left behind one business that continues to be a driving force in changing the world-Apple; and another business-the Grateful Dead and Grateful Dead Productions, which mostly dissolved on the passing of Garcia, yet continues to provide a model for others in the still turbulent music industry.This paper begins with a brief biographical look at the surprising similarities in the backgrounds of Jobs and Garcia as well as their differences. Following this is a brief discussion of Shared Leadership theory with an emphasis on four of its elements that may be useful in expanding Aesthetic Leadership theory. Next is a discussion of the emerging Aesthetic Leadership theory, its characteristics and outcomes, followed by examples of those characteristics for both Jobs and Garcia. The paper concludes with implications of the insights gained from the examination of Jobs and Garcia as both Shared and Aesthetic leaders.A short history of Jerry GarciaJerry Garcia was born in San Francisco in 1942 and died there in 1995 of a heart attack shortly after his 53rd birthday. His childhood presented him with a number of challenges including the death by drowning of his father, and the loss of part of his right middle finger in a family accident. Garcia was raised primarily by his grandmother while his mother ran a local bar that catered to sailors. During his life he was married three times and fathered four daughters (Jackson, 1999).Garcia began his love affair with the guitar when he got his first one for his 15th birthday. He didn't finish high school but did attend classes at the San Francisco Art Institute, and this cemented his love of the visual arts in addition to his passion for music. His artwork has become highly valued, and interestingly, he used an Apple Macintosh for his early visual artistic pursuits (McNally, 2002).Garcia was strongly influenced by the Beat Generation writers, artists, and poets in the Bay Area, and he hung around local book and music stores in Palo Alto where the Beat scene was giving way to the folk scene and what would become the Hippie scene in the late 1960s. It was here that he began a lif","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"33 1","pages":"92"},"PeriodicalIF":0.0,"publicationDate":"2015-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73268482","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":"Opportunities and Challenges of Small Business Entrepreneurship: A Conversation with Daniel L. Eberly, RLA","authors":"M. Hiatt, Gregory Quinet, Donald L. Ariail","doi":"10.9774/gleaf.3709.2015.ju.00009","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ju.00009","url":null,"abstract":"College graduates may see their dream job as being employed by a large business- one with more than 500 employees. This career path is sometimes assumed as the best way for a college educated person to become wealthy and lead a happy life. While this route to success may be the right one for many, a small business alternative should also be considered.Many college graduates seeking employment fail to realize that \"small business is big business.\" According to the Small Business Administration (SBA), businesses with 500 or fewer employees account for 63% of new jobs and 46% of the U.S. private non-farm GDP. As reported by the SBA, U.S. Census Bureau data for 2011 indicated that \"there were 5.68 million employer firms in the United States. Firms with fewer than 500 workers accounted for 99.7 percent of those businesses, and businesses with less than 20 workers made up 89.8 percent.\" So, college graduates needing employment, which has recently been somewhat hard to find, should not just focus on getting a job with a large firm-there are a lot more of the small ones.In addition, working for a small business is good training for starting your own business; for \"learning the ropes\" before taking the entrepreneurial route to financial success. In their excellent book titled The Millionaire Next Door: The Surprising Secrets of American's Wealthy, Thomas J. Stanley and William D. Danko indicate that while only 20% of the population are self-employed, 66% of U.S. millionaires (those with a net worth of over a million a dollars) come from this group: \"three out of four. . .who are self-employed consider themselves entrepreneurs.\" Most of the others are self-employed professionals such as doctors and accountants. In addition, the majority (80%) of this group of small business entrepreneurs are college graduates.Millionaire entrepreneurs may operate small businesses in the trades, such as plumbing, electrical, heating and air conditioning, welding contractors, etc.; own businesses in professions such as law, engineering, and medicine; or own start-ups in innovative businesses such as in the computer/high-tech area. In other words, successful and lucrative small business entrepreneurships are not limited to white collar endeavors. While small business entrepreneurship can be quite challenging, it can also be very rewarding-both extrinsically in the form of financial rewards and intrinsically in the form of the satisfaction that comes with being independent and developing and growing a business.Dan Eberly is an example of such a successful small business entrepreneur in the field of engineering. Eberly & Associates, Inc. (EAI), which he founded in 1982, was started as a land planning firm but within 6 months added site civil engineering to its list of services. In a basic sense, Eberly's business can be described as a firm that designs land to receive buildings. Throughout his career Dan has stressed the advantage of having both civil engineers and landscape ar","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"81 1","pages":"108"},"PeriodicalIF":0.0,"publicationDate":"2015-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77655434","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":"Sustainable Mobility in China and its Implications for Emerging Economies","authors":"F. Zhao, Han Hao, Michael Zhang","doi":"10.9774/GLEAF.2350.2015.JU.00003","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.JU.00003","url":null,"abstract":"The Journal of Sustainable Mobility Volume 2 Issue 1 June 2015 © Greenleaf Publishing 2015 driven by rapid economic growth and urbanisation, China’s transport sector underwent profound changes over recent years, with mass motorisation as one of its major characteristics. China’s vehicle stock grew from 16 million in 2000 to 154 million in 2014, implying an annual growth rate of 17.5%, which is comparable to the highest growth rates of developed countries during the same historical period (National Bureau of Statistics, 2014). The rapid growth of vehicle ownership raises concerns over several issues, including urban traffic congestion, energy security, air pollution and climate change. In Beijing, vehicles were responsible for 31.1% of PM2.5 emissions from local sources, topping any other single source (Beijing Municipal Environmental Protection Bureau, 2014). China’s transportassociated CO2 emissions accounted for about 8% of total CO2 emissions from fuel combustion in 2011, and is increasing faster than any other sectors (IEA, 2013). Recent research suggests that energy consumption and greenhouse gases (GHG) emissions from China’s transport sector are likely to keep increasing through 2030 (Development Research Center of the State Council, 2009). How to establish a sustainable mobility system is one of the greatest challenges China faces. From a scientific research perspective, there is an urgent need to understand the underlying reasons and dynamics behind changes in China’s transport sector, identifying key challenges and opportunities in addressing the emerging issues, and developing strategies and roadmaps to achieve the target of sustainable mobility (Zhang and Yazdani, 2014). In this special issue of the Journal of Sustainable Mobility, we have included four original research articles, which address the above-mentioned issues Guest Editorial","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"48 1","pages":"6-10"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81021915","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":"Transport Transitions in Beijing: From Bikes to Automobiles to Trains","authors":"Yuan Gao, P. Newman, P. Webster","doi":"10.9774/GLEAF.2350.2015.JU.00004","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.JU.00004","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"16 1","pages":"11-26"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73511170","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":"Community-Based Mobility Services as Part of a Sustainable Transport System for Suburban China: The Example of Shared Shuttles (banche) in Shanghai","authors":"Ting Sun, Jean-Franois Doulet","doi":"10.9774/GLEAF.2350.2015.JU.00007","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.JU.00007","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"21 1","pages":"54-73"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72642256","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":"Sustainable mobility in China from a global perspective [editorial]","authors":"Michael Zhang","doi":"10.9774/GLEAF.2350.2015.JU.00002","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.JU.00002","url":null,"abstract":"Reading The Newly Published Synthesis Report (SYR) on Climate Change 2014 by the Intergovernmental Panel on Climate Change (IPCC, 2015), it becomes clear that there is increasing scientific evidence of anthropogenic impact, i.e. influence of human activities, on global climate change. Of particular concern are the continued increases of CO2 emissions and CO2 concentration in the atmosphere. The SYR notes that CO2 concentrations are increasing at the fastest observed decadal rate of change (2.0 0.1 ppm/yr) for 20022011 (ibid.: 44). This reflects our summary of the changes of CO2 concentrations using previous IPCC and IEA data (Zhang and Yazdani, 2014). The magnitude of annual CO2 emissions was 30.3 gigatonnes in 2010 and the level of CO2 concentration reached 400 parts per million (ppm) in 2013 (IEA, 2012; IPCC, 2013). Over the period of 23 years between 1990 and 2013 the level of CO2 concentration rose from 353 ppm to 400 ppm giving it an average annual increase of 2.04 ppm/yr. If this trend remains unchanged CO2 concentration will by circa 2037 have reached the level of 450 ppm which is the baseline of CO2 concentration stabilisation used by many researchers for modelling global climate change. The IPCC experts estimate with high confidence that about 50% of the cumulative CO2 emissions generated by human activities during the industrial period between 1750 and 2011 occurred in the last 40 years (IPCC, 2015: 45). Indeed, in the last 30 years or so the world has witnessed marked changes in the contributions of CO2 emissions by some leading nations. As the leading industrialised country the US had been the largest CO2 emission contributor until 2007, when it was overtaken by China. In 1980 the US contributed 25.8% of the 18.0 gigatonnes of world CO2 emissions. In comparison, in the same year China's contribution of CO2 emissions accounted for only 7.9% as shown in Table 1 (IEA, 2012).","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"75 1","pages":"3-5"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72665387","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 Eco-efficiency Assessment Model and System for Automotive Products in China","authors":"Renshu Yin, Yisong Chen, Yanping Yang, Linming Xie, Haolan Liao","doi":"10.9774/GLEAF.2350.2015.JU.00006","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.JU.00006","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"30 1","pages":"41-53"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80909268","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":"Evaluating Market Competitiveness of Battery Electric Cars in the Chinese Market","authors":"Jiuyu Du, M. Ouyang, Jingfu Chen, Mingming Gao","doi":"10.9774/GLEAF.2350.2015.ju.00005","DOIUrl":"https://doi.org/10.9774/GLEAF.2350.2015.ju.00005","url":null,"abstract":"","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"58 1","pages":"27-40"},"PeriodicalIF":0.0,"publicationDate":"2015-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76496205","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}