bluuebunny/crossref_metadata_2025_split huggingface dataset:
Uncertainty, Navigating of: From Scenarios to Flexible Options
Authors: Schoemaker Paul J. H. 
Published: January 2015

Abstract
This article describes how entrepreneurs can use external uncertainty, ambiguity, and turmoil to advantage by reframing them as hidden opportunities. A three‐step process discusses how and why. First, future uncertainties need to be analyzed and then synthesized into a limited number of possible scenarios that are beyond the control of the company. Second, the current strategy should be stress‐tested against these scenarios and adjusted in case it results in misfortune in one or more of the scenarios. The basic idea is to separate parts of the strategy that are robust across scenarios (meaning they work well in each scenario) from those strategy components that are fragile (meaning they work well in just one or two scenarios but not all of them). Third, investments in the fragile elements need to be approached from an options perspective in as far as possible. Rather than bet fully on fragile elements of the plan, entrepreneurs need to retain enough flexibility to adjust the plan if and when necessary. This means carefully monitoring and scanning those external events that could affect the strategy, either to exercise the embedded options in the strategy or to pull the plug on losing investments. The key is to manage these three‐step process as a dynamic compass for navigating the future.
University Spin‐Outs
Authors: Lockett Andy , Siegel Donald , Wright Mike 
Published: January 2015

Abstract

University spinouts (
USO
s) are a distinctive subset of new technology based firms, which relate to the university environment from which they emerge and the associated role of the academic within the new firm. In this essay, we explore the distinctive nature of
USO
s, and review four important dimensions of
USO
research. Drawing on the taxonomy developed by Mustar
et al
. (2006), we examine issues relating to: (i)
USO
creation, particularly in relation to the relationship with the parent university; (ii) USO development over time including growth; (iii) the staffing of
USO
s in relation to the nature and composition of the USO team; and (iv) the financing of
USO
s.
Venture Capital Research
Authors: Shepherd Dean A. , Zacharakis Andrew 
Published: January 2015

Abstract
Venture capital has had an outsized influence on funding high growth ventures, backing such companies as Google, eBay, and Twitter amongst others. This article places venture capital into the funding context by classifying types of venture capital firms (corporate and traditional) amongst other equity sources like individuals (angels) and brokers. The article then details what do; specifically, it looks at the pre‐ and post‐investment activities. Although venture capital has been extensively researched, there are still plenty of opportunities for continuing study. In the pre‐investment stage (includes all activities up and to signing the investment contract), fruitful avenues include deeper study of investment biases, differing investment contexts, quality of information surrounding investments, and the due diligence
process. In the post‐investment stage (all activities undertaken after the investment has been made), research might investigate conflict management between the entrepreneur and venture capitalist, and how reputation impacts the ability of the venture capitalist to add value. Finally, more recent research has started to study the founding of venture capital firms, specifically around raising funds. Venture capital continues to be a critically important source of capital for new ventures and an area for fruitful research.
Women's Entrepreneurship
Authors: Brush Candida G. , Greene Patricia G. 
Published: January 2015

AbstractThe growing rate of ventures being started by women and the increased proportion of the small business population accounted for by women are highlighted. Questions are raised as to why this growth has not been accompanied by a parallel increase in scholarly work on women entrepreneurs. Some of th key findings regarding women as entrepreneurs are summarized. Reasons for the lack of attention to important scholarly questions surrounding women's entrepreneurship are identified and explored. A number of key research questions are highlighted.
Dividend Growth Model
Authors: Barnes Paul 
Published: January 2015

Abstract
Gordon's dividend growth model (1962) is still the simplest and most practical method of estimating the intrinsic value of a stock/share. The difficulty applying it is the estimation of future growth of dividends and discount rate, the firm's cost of capital. Differences between the estimated stock value and the market price are attributable to differences between the analyst's growth forecast and the market's expectations. The model assumes a constant growth rate, although there are similar models that may be applied if the user needs to vary the growth rate at certain points in time.
Short‐Termism
Authors: Demirag Istemi S. 
Published: January 2015

Abstract

Short‐term pressures (
STP
s), could be defined as factors acting upon (or within) an organization, which cause decision‐makers (explicitly or implicitly) either to use a discount rate higher than its cost of capital or to choose some time horizon beyond which future revenues are ignored altogether, or both. Short term pressures are determined by internal and external factors that affect time horizon of firms' decision making resulting in sub optimal and /or economically irrational choice of investment decisions. While during the early 1990s many UK's private companies appeared to have suffered from short‐ termism, research into recent global financial crisis and public private partnerships (
PPP
s) suggest that UK banks and successive governments may have also suffered from the same short term pressures.
Ethnic Discrimination
Authors: Budjanovcanin Alexandra 
Published: January 2015

AbstractDiscrimination can take many forms, and is experienced differently by various groups in the workplace. Historically, racial and ethnic minorities have suffered from unequal treatment at work, manifested in wage inequalities, slow advancement, and exclusion from training opportunities, among others. Data from multiple countries, both in Europe and beyond (including United States and Canada), suggest that this is a global problem. Although traditionally legislation has sought to address these inequalities, there has been a shift in recent years (1990s onwards) to a more proactive “diversity management” approach to combating ethnic and racial discrimination in organizations. This approach focuses on the competitive advantage, that can be gained by embracing diversity in the workplace and promoting equality.
Evaluation of Training
Authors: Guest David E. 
Published: January 2015

Abstract

The aim of training evaluation is to determine whether the training has met its aims. It may be formative or summative. Formative evaluation provides feedback during training to aid learning. Summative evaluation occurs after the training and can address reactions, learning, changes in attitudes and behavior, and impact on individual and organizational performance. The feasibility of all stages of systematic evaluation is a function of the nature and complexity of the training. It is therefore more difficult for management development or organizational development (
OD
) than for routine skills training.
Executive Search Agencies
Authors: Faulconbridge James R. , Hall Sarah J. E. , Beaverstock Jonathan V. 
Published: January 2015

Abstract
Executive search agencies now play a central role in elite labor markets. This article traces the rise of the industry in the 20th century and the globalization of key agencies. The role of executive search agencies in the identification, selection, and recruitment of executives is described, and the techniques developed by search firms are outlined. The article concludes by considering how the role of executive search agencies in elite labor recruitment has become institutionalized, with the use of agencies now seen as best practice by the world's leading corporations.
Health and Safety
Authors: Turner Nick , Dueck Paul M. 
Published: January 2015

Abstract

Do human resource management (
HRM
) practices affect occupational health and safety? We first describe the prevalence of workplace injuries as an indicator of occupational health and safety in the United States, and then describe existing research on the relationship between HRM systems (e.g., “high‐performance work systems”) and occupational safety. This research helps to affirm evidence that some of the same mechanisms that encourage high organizational performance also have a beneficial relationship with occupational health and safety. We then focus on two particular
HRM
practices, namely, autonomous work design and relative compensation, detailing evidence of their effects on occupational health and safety at the individual and organizational levels of analysis.
Human Resource Management and Performance
Authors: Peccei Riccardo , Voorde Karina Van De 
Published: January 2015

Abstract
Research dealing with the relationship between human resource management (HRM) and performance has been highly dynamic and has evolved over time, both theoretically and empirically. We provide a selective overview of relevant theory and research in the area as it has developed over the past 20 years. We first review the empirical evidence concerning the association between HRM and performance. We then examine key conceptual and theoretical developments in the area focusing, in particular, on core issues having to do with the nature of both HRM and performance, major potential mediators and moderators of the HRM‐performance relationship, and the growth of multilevel approaches in the area. We conclude by highlighting important avenues for future research.
Job Design
Authors: Parker Sharon K. 
Published: January 2015

Abstract
Job design concerns the content and organization of tasks and activities into jobs and roles, and includes individual‐ and group‐level characteristics such as autonomy, variety, significance, and demands. The way that jobs are designed can have a significant impact on employee job attitudes and behaviors. Early theories relevant to job enrichment and autonomous work groups have been expanded to keep pace with wider social and technological developments that have affected the nature of work. For example, more attention is now being given to social and relational aspects of work, as well as how employees influence and craft their own job designs.
Labor Turnover
Authors: Burch Tyler C. , Lee Thomas W. , Mitchell Terence R. 
Published: January 2015

Abstract
Owing to the organizational disruption and associated high costs incurred when workers leave an organization, both scholars and practitioners alike have sought to better understand labor turnover (i.e., the cessation of an individual's membership in an organization). The following review represents a summary of how organizational scholarship has advanced on the subject. In this we provide a comprehensive definition of labor turnover, followed by a discussion of both traditional, linear models as well as alternative, unfolding models of voluntary turnover. We also address newer theories on the factors that govern the employees' ease of movement from the organization, specifically highlighting theories on job embeddedness and the cybernetic process of job searching. Finally, we review the key forces that influence an employee's motivation to leave the organization.
Organizational Exit
Authors: Guest David E. 
Published: January 2015

AbstractOrganizational exit occurs for a number of reasons. Some may be largely out of the control of the organization such as voluntary labor turnover and retirement. Some may be more influenced by organizational decisions including involuntary turnover/dismissals and redundancy. Organizational exit should be viewed as the final stage in an HR process and should be recognized as influenced by preceding processes such as selection. Excessive unplanned exit can become a problem for organizations. To avoid this, organizations should undertake flexible workforce planning, should insure that their grievance, discipline, and redundancy procedures are carefully thought out and adhered to and should consider providing support as appropriate to staff who are leaving.
Employment Pensions
Authors: Sutcliffe Charles 
Published: January 2015

AbstractThere are three main types of pension ‐ state pensions, employment pensions, and private pensions. Employment pensions are usually either defined benefit or defined contribution schemes. Pensions are a form of remuneration and can be used to attract, retain and motivate employees. Defined benefit schemes can also be used to encourage employees to retire and to attract higher quality employees. In addition, defined benefit schemes allow the employer to effectively bond the workforce not to take industrial action.
Presenteeism
Authors: Johns Gary 
Published: January 2015

Abstract
Presenteeism is attending work even though one is ill. As such, it represents a state between sickness absenteeism and healthy, full work engagement. Scholars in human resources, organizational behavior, and occupational health have generally been interested in determining the factors that precipitate the act of presenteeism, while those in occupational medicine have mainly been interested in documenting the association between various medical conditions and consequent productivity loss incurred due to attending when ill. Universally, this productivity loss, in the aggregate, is said to be greater than that due to absenteeism. Research suggests that the following variables motivate presenteeism: heavy job demands, lack of backup, draconian absence management policies, job and financial insecurity, perceived job significance, teamwork requirements, workplace cultures that extol attendance, and personal beliefs that absence is illegitimate behavior. Although many medical conditions have been associated with reported productivity loss, the most prominent correlates include allergy, arthritis, depression, migraine, and musculoskeletal and respiratory problems.
Team‐Working
Authors: Guest David E. 
Published: January 2015

Abstract

Teams are groups that work together to produce a wide variety of goods and services. They have distinctive characteristics including undertaking complete tasks, possessing workers with a variety of skills, member interdependence, autonomy, and accountability. The evidence suggests that well‐constituted teams have a positive impact on outcomes but that there is a wide diversity of team performance. The more effective teams possess the core characteristics, are appropriately staffed and have good team processes.
HR
challenges include designing team structures and processes and selecting, training, and rewarding team members to ensure team effectiveness.
Labor Unions
Authors: Gall Gregor 
Published: January 2015

AbstractLabor unions are the quintessential collective means by which workers in the capitalist employment relationship seek to represent their interests. Although labor unions act in the political arena and are often allied to particular political parties, the fundamental basis of their influence and presence is to be found within the workplace. Yet labor unions have in most countries experienced profound decline in recent decades, so whether they can continue to provide this historical role remains open to question.
Interim Management
Authors: Bach Stephen 
Published: January 2015

Abstract
Interims are temporary appointments at senior management level, that take on a specific role or change management project for a limited time period. Employers use interim managers when they are seeking to address a short‐term problem without taking on a long term employment obligation. Individuals become interims for a variety of reasons, but are keen to stress that it is not a “stop‐gap” move in between permanent work but is a conscious career choice, albeit sometimes precipitated by redundancy or dissatisfaction with corporate life. Interims emphasize that being an interim requires different skills from permanent employees, requiring rapid acclimatization to a new workplace. Interims highlight the challenge and variety of their work and the ability to avoid corporate politics by being in an organization for a time‐limited period. The main downside of the role relates to unpredictable earnings and insecurity and the stress this can engender. Despite the financial crises, as the industry continues to mature, interim management is establishing itself as an integral component of HR resourcing rather than a passing fad.
Training
Authors: Goldstein Irwin L. 
Published: January 2015

Abstract
Training is concerned with the systematic design of learning in organizations. It typically involves a needs assessment, the actual training, and development and evaluation of the outcomes. Methods of training vary greatly from traditional classroom methods to use of advanced technologies. It may occur on‐ or off‐the‐job. Understanding of the psychology of learning and of learners and appreciation of the context for learning can facilitate effective training. Provision of sufficient resources is also essential to ensure successful training outcomes.
Behaviorally Anchored Rating Scales (
BARS
)
Authors: Bernardin H. John 
Published: January 2015

Abstract
Behaviorally anchored rating scales (BARS) are graphic performance rating scales with behavioral anchors defining points along the scale for each dimension. Direct comparisons to behavioral observation scales (BOS) found, raters preferred the BOS format. Ratings of relative frequency result in higher levels of reliability in ratings.
Collective Bargaining
Authors: Delaney John T. 
Published: January 2015

Abstract
Collective bargaining is a process through which unionized employees and their employers meet and confer to jointly determine the terms and conditions of employment. The subjects and nature of bargaining are set by national and local laws, which generate different outcomes for public and private employees and across local and national borders. Collective bargaining has a political aspect, especially for public employees, and unions devote considerable efforts to support friendly politicians and legislation. Although the political aspect of collective bargaining has always been controversial, it has received much less attention than the outcomes of labor‐management negotiations. In general, workers covered by bargaining typically receive higher wages and better benefits than similar non‐covered workers. Because collective bargaining reduces income inequality, it is likely to receive much attention over the next decade.
Job Insecurity and Employability
Authors: Witte Hans De , Cuyper Nele De 
Published: January 2015

Abstract
We define (perceived) job insecurity and (perceived) employability, and detail their antecedents and consequences. Antecedents concern variables at the macro, meso, and micro level. Health and well being and employee attitudes and behaviors are potential consequences. We then discuss explanations for the relationship between job insecurity/employability and the outcome. Finally, the relationship between job insecurity and employability is looked at from different perspectives, including mediation (employability → job insecurity → outcome) and moderation (employability buffers the effects associated with job insecurity).
Realistic Job Previews
Authors: Earnest David R. 
Published: January 2015

Abstract

Realistic job previews (
RJP
s) are used to present realistic and accurate information to applicants concerning open positions. The primary purpose of RJPs has been to reduce employee turnover through the reduction of discrepancies between applicant expectations and employee experiences and the presentation of accurate perception generating information related to applicant fit. Over 50 years of research upholds a modest consentient effect of RJPs on the reduction of employee turnover.
Adaptation
Authors: Hinds Pamela 
Published: January 2015

AbstractAdaptation refers to the adjustments that organizations or workers make as they collaborate globally. Adaptation is necessary for global work because processes and practices vary between cultural contexts (e.g., Behfar, Kern, and Brett, 2006). As people strive to work together across cultural boundaries, some adaptation is often required to reduce reliance on practices that are inappropriate or ineffective in a given location or that are incompatible across locations. The process of adaptation involves sensemaking and experimentation, but whether it does and should result in convergence of practices across locations is unclear.
Competition
Authors: Bridoux Flore 
Published: January 2015

Abstract
Competition traditionally refers to the actions that firms take in a product market to outperform rivals in attracting customers and generating revenues. Yet, competition extends beyond product markets to other arenas such as factor markets, where firms compete for resources, and the political arena, where firms compete for legitimacy and favorable regulation. In addition, some firms meet the same rivals across multiple markets, which affect their competitive behavior in any particular market. Competition is thus best seen as a dynamic process in which firms can take actions in multiple competitive arenas simultaneously to gain temporary competitive advantages, which will dissipate as rivals respond.
International Management Control
Authors: Beamish Paul W. , Farah Bassam E. 
Published: January 2015

Abstract

International management control (IMC) refers to a set of
control mechanisms
that an international business engages in to
direct
,
monitor
,
evaluate
,
regulate
, and
integrate
its international trade and/or global
activities
to achieve its desired purpose(s). IMC mechanisms can be classified into three types: regulative, financial, and normative. International businesses following different internationalization strategies – such as international, multinational, global, and transnational strategies – use different sets of control mechanisms to integrate their activities.
Cross‐Cultural Training
Authors: Gluesing Julia C. 
Published: January 2015

Abstract
Cross‐cultural training is of interest to scholars and practitioners alike in this age of rapid globalization of business. While there is considerable research on the effectiveness of cross‐cultural training and the performance of expatriate managers, this research has had mixed results because of methodological flaws and the lack of a unifying theory. The increasing cross‐cultural interaction in the workplace, not only among expatriates but also among domestic employees, especially multicultural distributed teams, means that research of cross‐cultural training effectiveness, both qualitative and quantitative, is more important than ever.