College of Business
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The Mission of the Jake Jabs College of Business & Entrepreneurship (JJCBE) is to provide excellence in undergraduate and select graduate business education.
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Item Consumer‐based brand equity: Comparisons among Americans and South Koreans in the USA and South Koreans in Korea(2008-02) Jung, Jaehee; Sung, Eunyoung (Christine)Purpose – The purpose of this study is to measure and compare the consumer‐based brand equity of apparel products by three consumer groups across cultures – Americans in the USA, South Koreans in the USA, and South Koreans in Korea. Also examined was cross‐cultural effects of brand equity on purchase intention. Design/methodology/approach – A total of 300 college students were recruited for the survey from local universities and organizations in the USA and South Korea. The MBE and OBE models were used to measure brand equity of the three apparel brands (i.e. Polo, Gap, and Levi's). Findings – Among the elements of brand equity, the perceived brand quality and brand awareness/association reported by American college students were significantly greater than those reported by South Koreans in the USA and Korea. For both South Korean groups, brand loyalty was the most important element of brand equity. In the relationship between elements of brand equity and purchase intention, brand loyalty showed positive correlation with purchase intention across all three consumer groups. Research limitations/implications – Further research might include more apparel brands in different price points. An investigation of the prices of various apparel brands in different countries will be useful for cross‐cultural comparisons. Originality/value – With a lack of brand equity studies on fashion products and even fewer studies of cross‐cultural comparisons in brand equity, this study should be valuable information for firms branding their products and making marketing strategies from the global perspective.Item The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge(2003) Bryant, Scott E.Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.Item The Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing: An Empirical Study in a Software Firm.(2005-06) Bryant, Scott E.Managing organizational knowledge creation and sharing effectively has become an important source of competitive advantage for firms. Peer mentoring is becoming increasingly common and may be an effective way to facilitate knowledge creation and sharing. This article provides an empirical test of the relationship between peer mentoring and knowledge creation and sharing in a high-tech software firm. Results suggested that a peer mentor training course increased perceived levels of peer mentor knowledge and skills. Results also indicated that higher perceived levels of peer mentoring were related to higher perceived levels of knowledge creation and sharing.Item Does Emotional Intelligence – as Measured by the EQI – Influence Transformational Leadership And/or Desirable Outcomes?(2006) Brown, William F.; Bryant, Scott E.; Reilly, Michelle D.Purpose – This study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations. Design/methodology/approach – Using a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐On's Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership. Findings – The results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership. Originality/value – EI may be a useful concept in understanding leadership and social influence; however, unlike previous studies no indication was found that EI as operationalized and measured by the EQI is of particular value in that exploration.Item A Dynamic Theory of Expertise and Occupational Boundaries in New Technology Implementation: Building on Barley's Study of CT Scanning(2004-12) Black, Laura J.; Carlile, Paul R.; Repenning, Nelson P.In this paper, we develop a theory to explain why the implementation of new technologies often disrupts occupational roles in ways that delay the expected benefits. To explore these disruptions, we construct a dynamic model grounded in ethnographic data from Barley's widely cited (1986) study of computed tomography (CT) as implemented in two hospitals. Using modeling, we formalize the recursive relationship between the activity of CT scanning and the types and accumulations of knowledge used by doctors and technologists. We find that a balance of expertise across occupational boundaries in operating the technology creates a pattern in which the benefits of the new technology are likely to be realized most rapidly. By operationalizing the dynamics between knowledge and social action, we specify more clearly the recursive relationship between structuring and structure.Item Knowledge Sharing and Trust in Collaborative Requirements Analysis(2008-11) Luna-Reyes, Luis F.; Black, Laura J.; Cresswell, Anthony M.; Pardo, Theresa A.Many information technology projects fail due to problems in requirements definition. Possible leverage points in improving requirements analysis lie in collaborative processes crossing functional and organizational boundaries, in which stakeholders learn about the problem and together identify possible solution requirements. Establishing trust among parties is critical to collaborative work, particularly in the early stages of information systems projects. However, there are few guidelines on how to establish trust among project participants. This paper draws on empirical work from the Center for Technology in Government facilitating interagency groups and system dynamics to generate a simple model of the role of knowledge sharing in building trust during the requirements analysis phase of a complex information systems project. Analysis of the model suggests that trust can depend on the pace of knowledge sharing among participants. More broadly, this examination offers a closer look at some of the “soft” variable dynamics that play critical roles in project progress.Item Has Strategic Management Shed the Normal Science Straightjacket?: Revisiting Bettis' (1991) Critiques(2006-09) Crook, T. Russell; Bratton, Virginia K.; Street, Vera L.; Ketchen, David J.In a 1991 essay, Bettis challenged strategic management researchers to break free of a ''normal science straightjacket." We consider the extent to which strategy research has addressed Bettis' five critiques in the intervening years. Based on examining 725 studies, we conclude that significant progress has been made in addressing two critiques, but that substantial challenges remain. Turning to the present, we identify two limitations in current research. Specifically, we suggest that conceptual fragmentation and methodological issues inhibit knowledge accumulation in the field.Item An Examination of the Dysfunctional Consequences of Organizational Injustice and Escapist Coping(2004-12) Zellars, Kelly L.; Lui, Yongmei; Bratton, Virginia K.; Brymer, Robert; Perrewé, PamelaThis field study examined the role of procedural justice on escapist coping at work, affective outcomes, and intentions to quit. Results indicated that even after controlling for problem-solving coping, escapist coping mediated the effects of procedural justice on job satisfaction. Further, lower job satisfaction and higher strain mediated the effects of escapist coping on intentions to turnover. Managerial implications and suggestions for future research are offered.Item Interactive Effects of Impression Management and Organizational Politics on Job Performance(2004-08) Zivnuska, Suzanne; Kacmar, K. Michele; Witt, A.; Carlson, Dawn S.; Bratton, Virginia K.The purpose of this research was to explore the interactive effect of organizational politics and impression management on supervisor ratings of employee performance. We hypothesized that the negative relationship between organizational politics and supervisor-rated performance is weaker among employees who are high in impression management than among those low in impression management. Data were collected from a matched sample of 112 white-collar employees and their supervisors. Results indicated that the interaction of organizational politics and impression management explained a significant incremental amount of variance in supervisor ratings of employee performance. These findings demonstrated that the extent to which an individual engaged in impression management in a non-political atmosphere may have been a key component to receiving favorable performance ratings.Item Situational and Dispositional Factors as Antecedents of Ingratiatory Behaviors in Organizational Settings(2004-10) Kacmar, K. Michele; Carlson, Dawn S.; Bratton, Virginia K.This study examined both situational and dispositional antecedents of four ingratiatory behaviors: other-enhancing, opinion conformity, favor rendering, and self-promotion. The two situational variables (i.e., role ambiguity and leader-member exchange) and the four dispositional variables (i.e., self-esteem, need for power, job involvement, and shyness) were considered as antecedents to each of the ingratiatory behaviors. Results from a sample of 136 full-time employees suggested that each of the ingratiatory behaviors had a unique set of antecedents and that the dispositional variables explained significant additional variance beyond the variance explained by the situational variables.