Nada Sanders

The dominance of journal lists in evaluating research has locked business schools into a collective discourse about the value of research has shifted to focus more on journal list rankings than on the quality, value, and impact of research. The research culture of a business school has become more like that of a sales department looking to hit its targets than an academic community. This article published in AACSB Insights covers the challenge and how business schools could move towards a better approach that emphasises impact and values diversity.

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The Journal of Service Research published a 10-min video on our article on Corporate Digital Responsibility (CDR). It is nice to hear from all four authors. Enjoy! https://lnkd.in/dycXCZ2C Werner Kunz Nicole Hartley Jimmy Tarbit #AI #ArtificialIntelligence #IntelligentAutomation #ChatGPT #LLM #generativeAI #GenAI #Digital #Digitization #DigitalMarketing #BusinessModels #CorporateDigitalResponsibility #CDR #CSR #Ethics #Privacy #GDPR #ESG #BusinessEthics #Marketing #MarketingAutomation #ServicesMarketing #ServiceManagement #CustomerService #HospitalityManagement #Hospitality

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Financial Express (India) review of our book #FusionStrategy. Last line made our day: From the perspective of an industrial leader whose intent is to transition from a physical product-oriented company to a digital-services entity, Fusion Strategy is a goldmine. It is comprehensive and practical, and offers invaluable understanding of the future of industrial innovation by two people who have devoted their lives to strategy and technology.  https://lnkd.in/eKS2cMy7 Felicia Sinusas Julie Devoll Alexandra Kephart Venkat Venkatraman

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A thoughtful article on the decline in citations of Informs journals. I am surprised and confused why the impact factor only included citations of recent papers. Strong methodological papers can be cited for decades. These accounting issues aside, there may be another contributing factor… the inexorable upward spiral of theoretical research, and the resulting bias toward stylized problems rather than real applications. David is sensitive to this issue in supply chain research, but it is very hard to fix. Referees like theory, and universities (in the OR community) tend to hire faculty with strong math skills. It is a self-reinforcing process. Working in an engineering school at Princeton, I have always worked close to many colleagues in the physical sciences who stay well grounded by laboratory research which keep them close to real applications. But once you start going down an analytical path, as most (but not all) Informs journals have, it is hard to contain the bias toward favoring more theoretical papers.

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"The program, called “AI-Enhanced Pedagogy: Exploring Generative AI as a Collaborative Partner,” includes seven “events,” each with a different activity or project. According to the program’s website, participants will use “at least” 3 generative AI tools, review and revise a course or teaching approach, and create a video that can be distributed to students that explains their instructional philosophy concerning generative AI."

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Accelerated Manufacturing Program with a focus on local content in design and procurement..part of diversification strategy in Saudi Arabia

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Very much looking forward to joining this panel at #AOM2024 to discuss innovation in critical management education!

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I am exciting to share about a book on Strategic Management for corporate strategists, doctoral scholars, Master of Management, MBA, BBA participants. The 18th Edition of "Strategic Management: A Competitive Advantage, Concept and Cases" published by Pearson, authored by Fred R David, Forest R. David, and Meredith E. David. This latest edition, released in December 2022, is packed with invaluable insights on navigating the complexities of today's business landscape and achieving sustainable competitive advantage. Here's what makes it stand out: New Cases: Dive deep into the strategies of industry giants like AirBnb, Uber, Tesla, and Apple, and learn how they tackle internal and external challenges to stay ahead. Updated Material: With 35% of the content refreshed, including discussions on diversity, equity, and inclusion, financial tools, governance trends, and cultural differences, you'll stay on top of the latest industry trends and practices. Assurance of Learning Exercises: Sharpen your analytical skills with end-of-chapter exercises, now including a cohesion case on McDonald's, offering practical application of key concepts. Mini Cases and Questions: Explore real-world scenarios featuring companies like Ford, Microsoft, and Macy's, bringing chapter contents to life and sparking insightful discussions. Strategist, Global, and Ethics Capsules: Gain inspiration from individuals showcasing exceptional strategic management skills, understand the relevance of global operations, and learn the importance of ethical considerations throughout the strategic management process. Whether you're a student, educator, or industry professional, this edition equips you with the tools and knowledge needed to thrive in today's dynamic business environment. Don't miss out on this essential resource for honing your strategic management prowess! #StrategicManagement #CompetitiveAdvantage #BusinessEducation #ProfessionalDevelopment

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Better data leads to better policies, for everyone...

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Register for the Journal of Management Scientific Reports "Pub" Crawl The Southern Management Association (SMA) is proud to present a comprehensive three-part paper development workshop aimed at facilitating the publication (i.e., “pub”) of high-quality research papers in the Journal of Management Scientific Reports (JOMSR). For the inaugural “Guided JOMSR “Pub” Crawl,” the workshop will focus on developing papers for JOMSR’s Special Issue on Theory Testing and Replications in Leadership Science. The “Guided JOMSR “Pub” Crawl” will guide participants through every step of the process from developing a research question (Part 1), to refining the study design (Part 2) and supporting research costs (Part 3), and culminating in a face-to-face presentation and feedback workshop at SMA 2024 (or a virtual presentation for international participants who are unable to attend the SMA conference) to a panel of JOMSR Editorial Members (Part 4). After completion of the first two parts of the Guided JOMSR “Pub” Crawl, participants can apply for $1000.00 in grant funding (per proposal) to be used for approved research expenses (e.g., data collection, software expenditures) that aid in the completion of the paper being developed through the Guided JOMSR “Pub” Crawl process. In addition, conference registration fees for the SMA 2024 annual meeting (to be held in San Antonio, TX) will be waived for all participants who complete Parts 1 and 2 of the Guided JOMSR “Pub” Crawl. Those who participate in all four parts of the workshop should be ready to submit their full paper to the JOMSR Special Issue on Theory Testing and Replications in Leadership Science in advance of the Special Issue’s December 1, 2024 deadline. All papers generated through the “Guided JOMSR “Pub” Crawl” will still be subject to the peer-review process/editorial review at JOMSR. Please note that participation in the “Guided JOMSR “Pub” Crawl” does not guarantee acceptance in the special issue, nor is participation in the “Guided JOMSR “Pub” Crawl” a requirement for submission to the special issue. The deadline to register is 11:59 PM ET on May 15, 2024. Session details, including access details, will be shared with registrants approximately three days before each respective session. Complete details about the session dates and times are available on SMA's website at: https://lnkd.in/ed-zFTMg

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NEW PAPER: In our new paper, published in the Production and Operations Management Society (POMS) Journal, Dwaipayan Roy, Kingshuk Sinha, and I challenge the notion that supplier diversity comes at the cost of performance. At a time when budgetary pressures are forcing companies to cut down on supplier diversity programs, our research provides a data-driven perspective and an urgent reminder of the value small diverse businesses bring to the table. Our study examines 30,902 R&D contracts executed by 9,927 contractor firms for 49 U.S. federal agencies. The findings are as follows: 1) R&D contracts awarded to small businesses through the set-aside program (the US federal government's flagship small business contracting program) showed LOWER schedule and cost overruns compared to those awarded through open competition, after controlling for a multitude of differences in contract and business characteristics. 2) Set-aside contracts performed even better when awarded to small businesses with more diverse client experience. 3) Set aside contracts awarded early in the fiscal year outperformed those awarded later. These results have significant implications: A) For policymakers: The set-aside program isn't only about social goals—it can drive better fiscal performance. Consider refining policies to provide diverse client and domain experience for small businesses and review the time of the year when small business contracts are awarded (“timing” matters). B) For large businesses: Our findings provide concrete results that engaging small, diverse suppliers can enhance procurement outcomes. It's time to reassess procurement strategies and refrain from viewing supplier diversity as a checkbox exercise (even when the returns may not be apparent in the short run). C) For small businesses: Diversifying your client base and breadth of experience can make you more attractive in a competitive marketplace. Consider how you can broaden your experience portfolio. We are grateful to Brad Staats and the editorial review team at Production and Operations Management Journal for pushing us to develop our research to this level. Read the full paper for more insights that could reshape your procurement strategy: https://lnkd.in/g9JaEZkP #SupplierDiversity #Procurement #SmallBusiness #ResearchFindings #POM

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More publication news! New evidence out in Management Science on digitization in firms, this time with insights into organizational design. INFORMS https://lnkd.in/g9aqi7Nq We unpack how the internet reshaped production chain organization in the U.S. Manufacturing sector. Overall, we find significant internet-driven decrease in vertical integration. However (echoing past tech revolutions!) the devil is in the organizational details. Businesses that had made prior organizational investments in flexibility showed the biggest response. What kinds of investments? What constraints and complements were at work? We dig DEEP in this paper, leveraging underutilized U.S. Census Bureau data on within-firm shipments, capacity utilization, and different approaches to leveraging the new communication technology. I know, I know....everyone seems focused on A.I. these days. The internet? Perhaps easier than predicting the future, we can look into the recent past to learn from this earlier -- but likewise fast-moving and widespread --technology shock. Folks ask me a lot how firms can organize to be more adaptable to digital transformation. Well, we have some evidence-based answers! Working paper available at https://lnkd.in/g7XBQpgb

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This article appears in an upcoming issue JIPE, Journal of Innovation in Polytechnic Education. Keywords: agile leadership, strategic flexibility, manufacturing, mid-sized firms, value creation, data analytics, technology innovation, workforce transformation, dynamic capability.

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We introduced #ProductsThatGrow as a fresh paradigm in new product design in our recent Harvard Business Review article. #ProductsThatGrow refers to products that adapt, expand, and update in ways that best suit the evolving needs of the user, marking a significant departure from the traditional practice of "planned obsolescence."   Historically, companies have relied on planned obsolescence—intentionally designing products with a limited lifespan to encourage repeat purchases. From baby shoes that are outgrown every few months to light bulbs engineered to burn out after a set number of hours, or smartphones that slow down with software updates, this approach has long fueled consistent revenue streams. However, it has come at a great cost: increasing environmental waste, eroding consumer trust, and missing opportunities to build lasting customer relationships.   As sustainability becomes a growing concern and customer loyalty gains importance, it's clear we need a new approach to product innovation. This is why our Harvard Business Review article on #ProductsThatGrow has resonated with so many readers.   A special thanks to Radio Flyer Fairphone Moxie Tesla John Deere Aretto for bringing #ProductsThatGrow to life.   Pasy Govindarajan Tarunya Govindarajan Tojin Thomas Eapen, PhD Daniel J. Finkenstadt Phil Barta Venkat Venkatraman Anup Srivastava Mahesh Sriram Indra Nooyi Marshall Goldsmith Jill Kravetz Raymond van Eck Tesla John Deere Keurig Green Mountain, Inc. Patrick Fend Delve Amy Poftak Julie Devoll The Tuck School of Business at Dartmouth Harvard Business Review Joe Pine William Lidwell Bas van Abel  Scott D. Anthony Diane Brady Jaakko Tammela Alison Beard Jeff Immelt

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My research paper has now been published in paper version. “Does Ethical Voice Matter? Examining How Peer Team Leader Ethical Voice and Role Modeling Relate to Ethical Leadership” https://lnkd.in/eJFdn5yv

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We're looking forward to discussing why #Fusionstrategy unlocks value trapped in analog modes of operations that have existed for almost a hundred years. We have seen digital shifts in "information goods" and now know the winners and losers. Incumbents misread the weak signals, and the digital natives stole a march. Will the same trend continue in "industrial sectors?" How could real-time data and AI help those manufacturing physical products across a large swath of the global economy create and deliver more value to their customers? Please join us tomorrow if you have time.

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With permission from the publisher, Human Systems Management (Sage), I share with you this temporary free access link to our article (see below). The result of a collaboration between specialists in HRM Amal ARIBI, organisational behaviour Jerzy Kociatkiewicz and marketing, this article proposes how the various departments of a company can work together to increase customer orientation, satisfaction and thus performance, by increasing the components of intellectual capital. Customer satisfaction is crucial not only for the quality of the customer relationship, but also for the company's reputation in the marketplace. By focusing on intellectual capital as the common denominator, tensions between marketing and other departments in the company can be eased. https://lnkd.in/e6NRevez

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Most previous studies on negative leadership styles have focused on abusive or negative leadership behaviors. In this article, we examined the detrimental impact of absent leaders. In this article, we found that absent leaders (Laissez-Faire leadership) have a detrimental effect on their employees' well-being and job-related stress presenteeism (inability to concentrate and be productive at work due to job stress). Our results suggest that management training programs should address the negative impacts of laissez-faire leadership on employees. Our results do not support the previously held idea that absent leaders can do no harm. Indeed, while many leadership programs are based on increasing transformational leadership behaviors, it is also important for managers in training to understand that being absent (not supporting employees, not dealing with problems, not giving clear directions can create a stressful environment for employees and lead to the development of psychological distress and job-stress-related presenteeism. Not having supervisor support seems to be associated with higher stress for employees and, as our study suggests, higher presenteeism due to job stress. Leaders are an essential part of creating or buffering stress in the workplace. Since the transactional leadership style does not seem effective in reducing employees’ job-stress-related presenteeism, organizations need to consider interpersonal and task-related skills when they hire leaders. Indeed, transactional leaders are hired based on their task-related skills; however, what is lacking in both transactional and laissez-faire leaders is the presence and the ability to listen to employees and support them. Organizations rely on healthy, productive, and focused employees to thrive. Employees beset by stressors and impacted by JSRP are the antithesis of that. Our study provides information on how leader behavior relates to stress-related presenteeism. These results stress the importance of addressing laissez-faire leadership and its adverse impacts on employees in management coaching programs and leadership development courses. I hope this article helps shed light on the negative impact of absent leaders and the importance of selecting leaders who care about the well-being of their employees and who are ready to invest in creating a safe culture. Take care of yourself and the people around you 💗

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My thoughts on why fusion frontiers at the nexus of physical and digital domains will drive the next generation of business models across industries and geographies.

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