List of Top 25 Articles of Management

Science
Jul-Sep 2014

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Sr. No
1

Title
Authentic leadership development: Getting to the root of positive forms of leadership
Abstract:
This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in
2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging
field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that
may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its
contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual
foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership
development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining
features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are
subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct
definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality,
along with a discussion of promising directions for future research.

Business Models, Business Strategy and Innovation

Abstract:
Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the
design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining
the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to
profit. It thus reflects management's hypothesis about what customers want, how they want it, and how the enterprise can organize to
best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business
models and explore their connections with business strategy, innovation management, and economic theory.

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Cloud computing - The business perspective

Abstract:
The evolution of cloud computing over the past few years is potentially one of the major advances in the history of computing. However,
if cloud computing is to achieve its potential, there needs to be a clear understanding of the various issues involved, both from the
perspectives of the providers and the consumers of the technology. While a lot of research is currently taking place in the technology
itself, there is an equally urgent need for understanding the business-related issues surrounding cloud computing. In this article, we
identify the strengths, weaknesses, opportunities and threats for the cloud computing industry. We then identify the various issues that
will affect the different stakeholders of cloud computing. We also issue a set of recommendations for the practitioners who will provide
and manage this technology. For IS researchers, we outline the different areas of research that need attention so that we are in a position
to advice the industry in the years to come. Finally, we outline some of the key issues facing governmental agencies who, due to the
unique nature of the technology, will have to become intimately involved in the regulation of cloud computing.

Organizational culture, innovation, and performance: A test of Schein's model

Abstract
Innovation is the key to organizational survival and therefore the study of processes that support innovation should be of interest to
researchers and practitioners alike. Schein's multi-layered model of organizational culture offers a useful framework for thinking about
processes that foster innovation. A defining characteristic of the model is the subtle but important distinctions between the varied
layers of organizational culture (i.e., values and norms, artifacts and behaviors). The basic assumption of this study is that Schein's
model offers a tractable explanation of cultural processes that support organizational innovation, especially in service firms. Despite the
intuitive appeal and practical value of Schein's conceptual framework, empirical research in relation to the model is limited. This paper
develops a rationale for an empirical model based on Schein's conceptual model; the study reports a test of an empirical model. Data
collected from approximately 100 principals of law firms provides a suitable empirical context for a test of the model. The findings
generally support the hypothesized relationships. A key result is how layers of organizational culture, particularly norms, artifacts, and
innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The findings have
implications for theory and practice, especially in relation to building an organizational culture within professional service firms that
fosters innovative behavior.

Developing holistic leaders: Four domains for leadership development and practice
Abstract
Leadership development and practice have traditionally been quite narrow, with a decided focus on the analytical realm of leadership.

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However, the contemporary climate of corporate scandal and resultant loss of societal confidence, coupled with the evolving demands,
needs, and expectations of employees, point to the potential need for a more holistic approach to leadership. Thus, this article proposes
how management education and leadership development programs can develop holistic leaders that are adept at operating in the
analytical, conceptual, emotional, and spiritual domains of leadership practice. An integrated model for holistic leadership development
and practice that addresses all four of these domains is proposed, and grounded in both established and emerging leadership
development theory. Additionally, a leadership development classification scheme is proposed based on classroom, job, and
organizational contexts.

Event tourism: Definition, evolution, and research

Abstract:
This article reviews event tourism as both professional practice and a field of academic study. The origins and evolution of research
on event tourism are pinpointed through both chronological and thematic literature reviews. A conceptual model of the core
phenomenon and key themes in event tourism studies is provided as a framework for spurring theoretical advancement, identifying
research gaps, and assisting professional practice. Conclusions are in two parts: a discussion of implications for the practice of event
management and tourism, and implications are drawn for advancing theory in event tourism.
Corporate accountability and human rights disclosures: A case study of Barrick Gold Mine in Tanzania
Abstract
Analysis and debate on the roles of accounting in human rights issues is an emerging topic of research. This study draws attention to
certain human rights dilemmas arising from investment initiatives of transnational corporations within the Tanzanian socio-political and
economic context. Evidence is provided on how accounting operates in resolving such dilemmas through an examination of foreign direct
investment episodes where the state has agreed contracts with transnational corporations in the mining sector of Tanzania. The study
finally considers the possibility of corporate governance reforms informed by accounting ideas in order to promote realisation of human
rights alongside other interests.
How corporate social responsibility pays off
Abstract
Proponents of corporate social responsibility (CSR) are convinced that it pays off for the firm as well as for the organization's
stakeholders and society. This paper examines social responsibility programmes which create strategic benefits for firms. Five strategy
dimensions are identified which help to assess the value created for the firm by CSR programmes: centrality, specificity, proactivity,
voluntarism and visibility. Guidelines for managers to incorporate these dimensions into a strategic analysis of their social responsibility
are presented to encourage more support for these mutually beneficial programmes.
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Tougher competitive conditions in recent years have put pressure on firms to examine their philanthropy and other social responsibility
activities. Cutbacks have occurred in many organizations because the rationales for continuing or upgrading these programmes have not
been clearly articulated. However, a fundamental belief among its business supporters and business-and-society scholars is that
corporate social responsibility pays off for the firm as well as for the firm's stakeholders and society in general. But the failure to find
strong empirical support for the relationship between socially responsible behaviour and financial performance1. and 2. has been
troubling. Rightly or wrongly, this lack of a clearcut empirical relationship between social responsibility and the bottom line is perceived
by some executives and students as evidence that it is irrelevant for successful corporate performance, perhaps even antithetical to it.

We're all connected: The power of the social media ecosystem

Abstract
Consumers are adopting increasingly active roles in co-creating marketing content with companies and their respective brands. In turn,
companies and organizations are looking to online social marketing programs and campaigns in an effort to reach consumers where they
live online. However, the challenge facing many companies is that although they recognize the need to be active in social media,
they do not truly understand how to do it effectively, what performance indicators they should be measuring, and how they should
measure them. Further, as companies develop social media strategies, platforms such as YouTube, Facebook, and Twitter are too often
treated as stand-alone elements rather than part of an integrated system. This article offers a systematic way of understanding and
conceptualizing online social media, as an ecosystem of related elements involving both digital and traditional media. We highlight a
best-practice case study of an organization's successful efforts to leverage social media in reaching an important audience of young
consumers. Then, we conclude with several insights and lessons related to the strategic integration of social media into a firm's marketing
communications strategy.

10

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives
Abstract
Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of
diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we
conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The
Leadership Quarterly,Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management
Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision
Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss,
Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and
levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future
leadership research and theory.

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11

Usage, barriers and measurement of social media marketing: An exploratory investigation of small and medium B2B brands
Abstract
Previous research has established the benefits of branding for business-to-business (B2B) organizations. Various tools can be used to
support B2B brands, including the internet and other interactive technologies. Yet research on how organizations use Social Networking
Sites (SNS) to achieve brand objectives remains limited. This study addresses the gap by focusing on B2B SMEs and their social
networking practices, particularly, usage, perceived barriers, and the measurement of effectiveness of SNS as a marketing tool. Findings
from a mail survey show that over a quarter of B2B SMEs in the UK are currently using SNS to achieve brand objectives, the most popular
of which is to attract new customers. On the other hand, the most significant barrier is the lack of perceived relevance for particular
sectors. Notably, the overwhelming majority of users do not adopt any metrics to assess SNS effectiveness. Almost half of the sample of
SMEs that currently use SNS have indicated their intention to increase their marketing spending on this channel, highlighting the growing
importance of SNS in a B2B context.

12

Performance management and employee engagement

Abstract:
Many contemporary organizations are placing a greater emphasis on their performance management systems as a means of generating
higher levels of job performance. We suggest that producing performance increments may be best achieved by orienting the
performance management system to promote employee engagement. To this end, we describe a new approach to the performance
management process that includes employee engagement and the key drivers of employee engagement at each stage. We present a
model of engagement management that incorporates the main ideas of the paper and suggests a new perspective for thinking about how
to foster and manage employee engagement to achieve high levels of job performance.

13

Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria
Abstract:
This paper provides some thoughts about success criteria for ISIT project management. Cost, time and quality (The Iron Triangle), over
the last 50 years have become inextricably linked with measuring the success of project management. This is perhaps not surprising, since
over the same period those criteria are usually included in the description of project management. Time and costs are at best, only
guesses, calculated at a time when least is known about the project. Quality is a phenomenon, it is an emergent property of peoples
different attitudes and beliefs, which often change over the development life-cycle of a project. Why has project management been so

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reluctant to adopt other criteria in addition to the Iron Triangle, such as stakeholder benefits against which projects can be assessed? This
paper proposes a new framework to consider success criteria, The Square Route.

14

Role of social media in online travel information search

Abstract:
Social media are playing an increasingly important role as information sources for travelers. The goal of this study is to investigate the
extent to which social media appear in search engine results in the context of travel-related searches. The study employed a research
design that simulates a traveler's use of a search engine for travel planning by using a set of pre-defined keywords in combination with
nine U.S. tourist destination names. The analysis of the search results showed that social media constitute a substantial part of the search
results, indicating that search engines likely direct travelers to social media sites. This study confirms the growing importance of social
media in the online tourism domain. It also provides evidence for challenges faced by traditional providers of travel-related information.
Implications for tourism marketers in terms of online marketing strategies are discussed.

15

Ethical leadership: A review and future directions

Abstract
Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that
share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing
broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of
ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and
practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries
and leaders opportunities to improve their effectiveness.

16

Social media: The new hybrid element of the promotion mix

Abstract:
The emergence of Internet-based social media has made it possible for one person to communicate with hundreds or even thousands of
other people about products and the companies that provide them. Thus, the impact of consumer-to-consumer communications has
been greatly magnified in the marketplace. This article argues that social media is a hybrid element of the promotion mix because in a

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traditional sense it enables companies to talk to their customers, while in a nontraditional sense it enables customers to talk directly to
one another. The content, timing, and frequency of the social media-based conversations occurring between consumers are outside
managers direct control. This stands in contrast to the traditional integrated marketing communications paradigm whereby a high
degree of control is present. Therefore, managers must learn to shape consumer discussions in a manner that is consistent with the
organization's mission and performance goals. Methods by which this can be accomplished are delineated herein. They include providing
consumers with networking platforms, and using blogs, social media tools, and promotional tools to engage customers.

17

Social media? Get serious! Understanding the functional building blocks of social media
Abstract
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and
services. Increasingly, however, consumers are utilizing platformssuch as content sharing sites, blogs, social networking, and wikisto
create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a
firm's reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they dont understand
what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social
media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As
different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications
that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations
regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.

18

Do social media marketing activities enhance customer equity? An empirical study of luxury fashion brand
Abstract
In light of a growing interest in the use of social media marketing (SMM) among luxury fashion brands, this study set out to identify
attributes of SMM activities and examine the relationships among those perceived activities, value equity, relationship equity, brand
equity, customer equity, and purchase intention through a structural equation model. Five constructs of perceived SSM activities of
luxury fashion brands are entertainment, interaction, trendiness, customization, and word of mouth. Their effects on value equity,
relationship equity, and brand equity are significantly positive. For the relationship between customer equity drivers and customer
equity, brand equity has significant negative effect on customer equity while value equity and relationship equity show no significant

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effect. As for purchase intention, value equity and relationship equity had significant positive effects, while relationship equity had no
significant influence. Finally, the relationship between purchase intention and customer equity has significance. The findings of this study
can enable luxury brands to forecast the future purchasing behavior of their customers more accurately and provide a guide to managing
their assets and marketing activities as well.

19

Business Model Innovation: Opportunities and Barriers

Companies commercialize new ideas and technologies through their business models. While companies may have extensive investments
and processes for exploring new ideas and technologies, they often have little if any ability to innovate the business models through
which these inputs will pass. This matters - the same idea or technology taken to market through two different business models will yield
two different economic outcomes. So it makes good business sense for companies to develop the capability to innovate their business
models.
This paper explores the barriers to business model innovation, which previous academic research has identified as including conflicts with
existing assets and business models, as well as cognition in understanding these barriers. Processes of experimentation and effectuation,
and the successful leadership of organizational change must be brought to bear in order to overcome these barriers. Some examples of
business model innovation are provided to underline its importance, in hopes of inspiring managers and academics to take these
challenges on.

20

The theory of planned behavior

Abstract
Research dealing with various aspects of the theory of planned behavior (Ajzen, 1985 and Ajzen, 1987) is reviewed, and some unresolved
issues are discussed. In broad terms, the theory is found to be well supported by empirical evidence. Intentions to perform behaviors of
different kinds can be predicted with high accuracy from attitudes toward the behavior, subjective norms, and perceived behavioral
control; and these intentions, together with perceptions of behavioral control, account for considerable variance in actual behavior.
Attitudes, subjective norms, and perceived behavioral control are shown to be related to appropriate sets of salient behavioral,
normative, and control beliefs about the behavior, but the exact nature of these relations is still uncertain. Expectancy-value formulations
are found to be only partly successful in dealing with these relations. Optimal rescaling of expectancy and value measures is offered as a
means of dealing with measurement limitations. Finally, inclusion of past behavior in the prediction equation is shown to provide a
means of testing the theory's sufficiency, another issue that remains unresolved. The limited available evidence concerning this question
shows that the theory is predicting behavior quite well in comparison to the ceiling imposed by behavioral reliability.

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21

Leadership competencies for implementing planned organizational change

Abstract
This paper bridges the leadership and organizational change literatures by exploring the relationship between managers' leadership
competencies (namely, their effectiveness at person-oriented and task-oriented behaviors) and the likelihood that they will emphasize
the different activities involved in planned organizational change implementation (namely, communicating the need for change,
mobilizing others to support the change, and evaluating the change implementation). We examine this relationship using data from 89
clinical managers at the United Kingdom National Health Service who implemented change projects between 2003 and 2004. Our results
lend overall support to the proposed theory. This finding suggests that treating planned organizational change as a generic phenomenon
might mask important idiosyncrasies associated both with the different activities involved in the change implementation process and
with the unique functions that leadership competencies might play in the execution of these activities.

22

Issues in Supply Chain Management

Abstract
Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to
determine how to successfully accomplish this integration. We present a framework for supply chain management as well as questions
for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple
members of supply chains are used to illustrate the concepts described.

23

Crowdfunding: Tapping the right crowd

Abstract
With crowdfunding, an entrepreneur raises external financing from a large audience (the crowd), in which each individual provides a
very small amount, instead of soliciting a small group of sophisticated investors. This article compares two forms of crowdfunding:
entrepreneurs solicit individuals either to pre-order the product or to advance a fixed amount of money in exchange for a share of future
profits (or equity). In either case, we assume that crowdfunders enjoy community benefits that increase their utility. Using a
unified model, we show that the entrepreneur prefers pre-ordering if the initial capital requirement is relatively small compared with
market size and prefers profit sharing otherwise. Our conclusions have implications for managerial decisions in the early development
stage of firms, when the entrepreneur needs to build a community of individuals with whom he or she must interact. We also offer
extensions on the impact of quality uncertainty and information asymmetry.

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24

Ethics, character, and authentic transformational leadership behavior

Abstract
The morality of transformational leadership has been sharply questioned, particularly by libertarians, grass roots theorists, and
organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral
foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo-transformational leadership
on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the
leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical
choices and action in which the leaders and followers engage and collectively pursue.
The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by
Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and
distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for
congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations
of authentic transformational leadership.

25

Users of the world, unite! The challenges and opportunities of Social Media
Abstract:
The concept of Social Media is top of the agenda for many business executives today. Decision makers, as well as consultants, try to
identify ways in which firms can make profitable use of applications such as Wikipedia, YouTube, Facebook, Second Life, and Twitter. Yet
despite this interest, there seems to be very limited understanding of what the term Social Media exactly means; this article intends
to provide some clarification. We begin by describing the concept of Social Media, and discuss how it differs from related concepts such
as Web 2.0 and User Generated Content. Based on this definition, we then provide a classification of Social Media which groups
applications currently subsumed under the generalized term into more specific categories by characteristic: collaborative projects, blogs,
content communities, social networking sites, virtual game worlds, and virtual social worlds. Finally, we present 10 pieces of advice for
companies which decide to utilize Social Media.

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