Shareholder activists take bold steps to manage corporate behavior
In his research, Stuart Gillan, a visiting assistant professor of finance at the W. P. Carey School of Business, writes that some shareholders register their reaction to a company's performance by simply buying or selling stock.
ERP may fall short of evolving business process agility goals
Business-process agility is top-of-mind for many business and technology executives these days. But just what is it? Why do companies need it? How do they get it? And what role does technology play?
Teams cozy up to the fans with CRM's 'personalized marketing' strategy
Imagine a software strategy that allows an organization to combine the disparate data threads it collects about customers, then, using the Web and other technologies as well as non-technical methods, put the data to work to develop closer ties with customers.
Workplace relationships set the tone for job performance
Your workplace relationships with co-workers as well as bosses have a huge impact on how you view the organization, and whether you perceive your work as being worthwhile.
Play ball: Sports sponsorships require an evolving marketing plan
For major marketers, competing and winning in the sports arena means more than simply affiliating a product with the team that posts the most points or the athlete who stands out in the draft picks.
Customer rage: It's not always about the money
Seventy percent of American consumers report having a bad customer-service experience that left them "upset" or "extremely upset" in the last 12 months, according to a new national survey.
Details, details: Small survey errors may produce fallacies in research results
Businesses rely on research to gather data and process it into the knowledge needed to identify markets and satisfy customers. When exploring questions about attitudes, beliefs and other intangibles, researchers use Structural Equation Modeling (SEM) to analyze data.
'Deviant' management can turn a losing company into a winner
In 1997, Yellow Transportation landed in Fortune magazine's least-admired companies list. "We were a $2.5 billion company," says Greg Reid, senior vice president. "But we kept operating the same old way.
'Know thyself' is the first step to successful knowledge management
Knowledge Management (KM) systems have provided companies with a tool that allows them to collect and provide access to the collective expertise of their employees. The appeal is obvious: Sharing experiences and lessons leads to efficiency and innovation.
'Services Science:' The next big thing in business schools?
Progressive American universities will need to create a new academic discipline, services sciences, management and engineering, to provide the necessary high-value, services-centric graduates of the future.