The Power of One, The Power of Many
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Eastern Academy of Management 45th Annual Meeting Program The Power of One, The Power of Many May 14-17, 2008 Marriott Crystal City • Washington, D.C. Co-Hosts: • George Washington University • Monmouth University • George Mason University • Johns Hopkins University • American University Co-Sponsors: • Western New England College • Rowan University • New Jersey Institute of Technology • SUNY College at Old Westbury • Marymount University • New York Institute of Technology • Northrop Grumman MANY THANKS TO OUR INSTITUTIONAL SUPPORTERS CONFERENCE CO-HOSTS The Columbian College of Arts & Sciences, The Graduate School of Education & Human Development, The School Of Business School of Public Policy, School of Management CONFERENCE CO-SPONSORS WELCOME TO THE 45th ANNUAL MEETING OF THE EASTERN ACADEMY The Power of One, The Power of Many The theme for this year’s conference comes, in part, from a novel that has had a significant impact on everyone I know who has read it. “The Power of One” by Bryce Courtenay (1989, New York: Ballantine Books) is a powerful and sweeping saga of a young boy coming of age in 1930’s South Africa, and the impact his simple actions have on thousands. So often in the management field we think of power in terms of formal authority, whether it be a manager over employees, a governing board over an organization, or a leader over followers. In all of these conceptions of power, some one or thing exerts power over another one or thing. In the novel, “The Power of One” the main character, Peekay, exerts no power over others; his power comes from the impact his courageous actions have on others. And so we described power, for the purposes of this conference, in the broadest possible sense: authority, influence, and impact as they pertain to managerial issues, practices, and pedagogy. Over the next few days, we will examine this broadly defined power concept through papers, panels, symposia, cases, exercises, workshops, and what will assuredly be interesting and lively discussion. This year EAM received over 200 submissions. The tireless work of an outstanding Program Committee and the excellent feedback of countless reviewers has resulted in a stimulating and exciting program. In addition to our exceptional traditional sessions, please join us for our two keynote speakers. On Thursday, May 15 at 5:15pm, our keynote speaker is Dr. David W. Hagy, current Director of the National Institute of Justice, and formerly a founding member of the Department of Homeland Security. Dr. Hagy will speak about the Power of Integration in the Department of Homeland Security. A light hors d’oeuvres reception will follow. On Friday, May 16th at 2:00pm we have a joint CASE/EAM panel featuring keynote Navin Gurnaney, Regional Director of Starbucks Corporation. Mr. Gurnaney will focus on “Managing the Entrepreneurial Spirit: Personal Experience at Starbucks.” Immediately following this panel, we have scheduled an hour-long break, so that we can continue our conversations about this exciting topic. Our fellows have once again been hard at work to create wonderful consortia, and I encourage you to participate. Theo Peridis has done an amazing job creating programs for doctoral students and for junior faculty. Joan Weiner has once again put together a wonderful program for mid-career and senior faculty. Every year members of EAM bring together the collective power of many to create one powerful conference, and this year is no exception. This conference would never be possible without the commitment and dedication of so many. Thank you to all the Track Chairs for your hard work and your very kind patience. Liz Davis and the members of the Local Arrangements Committee have worked tirelessly to create a wonderful conference for us all – you have my undying gratitude. Our conference relies on the generosity of our sponsors and our exhibitors, and the people who bring them in to EAM: Liz Davis, Madeline Crocitto, Mark Addleston, Shanthi Gopalakrishnan, and Ed Christensen – thank you all! I look forward to having a great conference with all of you in Washington, D.C.! Laurel R. Goulet VP of Program, 2008 -1- Eastern Academy of Management DIRECTORS OFFICERS President Ed Christensen, Monmouth University Vice - President, Program Laurel Goulet, U.S. Coast Guard Academy Vice - President, Arrangements Liz Davis, George Washington University Vice - President, Membership Craig Tunwall, Empire State College President - Elect Dilip Mirchandani, Rowan University Vice - President, Program-Elect John Ogilvie, University of Hartford Treasurer Raza Mir, William Paterson University Secretary – Elect Frances Amatucci, University of Pittsburgh Secretary Carol Cirka, Usinius College Newsletter Editor Joanne Scillitoe, Michigan Technological University Vice - President at Large David Fearon, Central Connecticut State University Web Manager Jerzy Letkowski, Western New England Term expires 2008: Kathleen Dechant, University of Connecticut Shanthi Gopalakrishnan, NJIT dt ogilvie, Rutgers University Herb Sherman, Long Island University Term Expires 2009: Kristin Backhaus, SUNY New Paltz Tim Golden, Rensselear Polytechnic Institute Term Expires 2010: Susan Baker, Morgan State University Diana Stork, Emmanuel College EAM FELLOWS Bonnie Betters-Reed Nick Beutell Tony Butterfield Carolyn R. Dexter William P. Ferris Martin J. Gannon Joel Harmon David H. Holt Mariann Jelinek Alison Konrad Michael J. Kavanagh D. Jeffrey Lenn Joseph Litterer Craig Lundberg Mzamo Mangaliso Steven I. Meisel Dilip Mirchandani Judith A. Neal David D. Palmer Theodore Peridis Gary N. Powell Joseph Seltzer Henry P. Sims, Jr. John F. Veiga Heidi Vernon Joan Weiner John N Yanouzas PAST PRESIDENTS John G. Hutchinson Rocco Carzo, Jr. Joseph A. Alutto D. Jeffrey Lenn David D. Palmer Dean F. Berry M. William Frey Henry P. Sims Jr. Nicholas J. Beutell Joan Weiner Charles E. Summer John W. Slocum, Jr. Mariann Jelinek Eugene G. Gomolka Eileen Kaplan Walter A. Hill John N. Yanounzas John F. Veiga Joseph Seltzer Alison M. Konrad C Wickham Skinner Martin J. Gannon Randall S. Schuler William P. Ferris Bonnie Betters-Reed Harold Lazarus Don Hellriegel Gary N. Powell Craig C. Lundberg Joel Harmon Ogden Hall Louis K. Bragaw Carolyn R. Dexter D. Anthony Steven I. Meisel Stanley Young Mahmoud A Wahba Michael J. Kavanagh Butterfield Mzamo Mangaliso Judi Neal dt ogilvie Eric Kessler Shanthi Gopalakrishnan LIAISON OFFICERS ABSEL: Sandra Morgan Ohio University: Amy Taylor-Bianco Suffolk University: Laurie Levesque Bryant College: Ranjan Karri Pace U. (N.Y.C. Campus): Noushi Rahman SUNY - Empire State: Craig Tunwall Central Connecticut State University: Henry T. Ulrich Pace University (Westchester Campus): Corrine SUNY - Oneonta : Rich Insinga Post Texas A&M University: Lorraine Eden Pennsylvania State University, Great Valley: Towson University: Filiz Tabak Elizabeth McCrea Tecnológico de Monterrey (Mexico): Carolyn Pennsylvania State University, Harrisburg: Buie Erdener Refik Culpan UMass Dartmouth: Matt Roy Rensselaer Polytechnic: Timothy Golden University of Baltimore: Regina Bento Rider University: Mark Sandberg University of W. Ontario: Alison Konrad Rhode Island College: John O'del Utrecht University, (Netherlands): Hetty van Sacred Heart University: Jill Woodilla Emmerik Shenandoah University: Miles Davis William Alanson White Institute: Marc Maltz Siena College in Loudonville: Andrea SmithWorcester State College: Jay Mahoney Hunter CUNY- Staten Island: Matveev Alexei Emmanuel College: Diana Stork George Mason University: Mahesh Joshi LaSalle University: Steven I. Meisel Manhattan College: Richard Fitzpatrick Merrimack College: Deborah Litvin Morehead State University: Jim Turner Netanya College, Israel: Aharon Tziner N.J.I.T.: Marguerite Schneider Northeastern University: Kimberley Eddleston -2- 2008 Program Committee Vice President of Program Laurel R. Goulet, U.S. Coast Guard Academy Track Chairs Business Strategy and Entrepreneurship Jose Santos, University of Hartford Management Education & Development Claudia Harris Careers Yasmin Purohit, Robert Morris University Organizational Behavior & Theory Priscilla Elsass, Clark University CASE David Desplaces, College of Charleston Potpourri / Edge Research Theodore Peters, Hartwick College Entrepreneurship Joseph LiPuma, Drexel University Professional Development Workshops Raza Mir, William Paterson University Experiential Learning Association (ELA) Catherine Giapponi, Fairfield University Donald E. Gibson, Fairfield University Technology & Information Systems Paul Szwed, U.S. Coast Guard Academy Gender and Diversity Kim Eddleston, Northeastern University Works in Progress Andrea Hornett, Penn State Great Valley Carla Messikomer, The Acadia Institute Human Resources Management Vicki Fairbanks Taylor, Shippensburg University Proceedings Editor Judith Babcock International Management Kathleen Dechant, University of Connecticut 2008 Local Arrangements Committee Vice President of Local Arrangements Elizabeth Davis, George Washington University Mark Addleson, George Mason University Mahesh Joshi, Goerge Mason University Neal Chalofsky, George Washington University Shaista E. Khilji, George Washington University Lorri Cooper, Marymount University Jeff Lenn, George Washington University P.B. Garrett, George Washington University Matt Queen, Northop Grumman Ellen Goldman, George Washington University Toni Ungaretti, Johns Hopkins University Victoria Grady, George Washington University Exhibitors Coordinators: Madeline Crocitto, SUNY, The College at Old Westbury; Mark Addleston, George Mason University Registration Coordinators: Neal Chalofsky, and Ellen Goldman, George Washington University AV Coordinators: Jeff Lenn, and P.B. Garrett, George Washington University Special Thanks to all the Fellows and other members that contributed in a variety of ways throughout this year of planning but may have been omitted from the program. -3- EAM 2008 Reviewers Augustus Abbey Rikki Abzug Irfan Ahmed Margaret S. Ake Kehinde Adeola Alebiosu James Almeida Frances M. Amatucci Craig Armstrong Mattson Atsunyo Jay Alan Azriel Elsie Omolara Babajide Paul Bacdayan Kristin Backhaus Ravindra Singh Bangari Gustavo A. Barboza Marcelo Barrios Nicole Berube Constant D. Beugre Vasanthakumar Bhat Jerry Biberman Susan M. Bosco Marcia M. Bouchard Paul C. Boyd Edmina Bradshaw Gil Brookins Hille Christine Bruns Terrence Cahill Elizabeth A. Carroll James J. Carroll Rod Carveth J. Michael Cavanaugh Neal Chalofsky Ravi Chinta Jack Chopoorian Ed Christensen Valerie L. Christian Carol C. Cirka Mark Clark Timothy S. Clark Janine L. Clarke Steven W. Congden Elizabeth Cooper Lorri Cooper Andrew Jared Critchfield Refik Culpan Denise Daniels Jamey Austin Darnell Elizabeth Bound Davis Walter D. Davis Kathleen Dechant Irem Demirkan Edward Desmarais David E. Desplaces Marco DiRenzo Paul Eder Ann-Lorraine Edwards Kenneth N. Ehrensal Alan B. Eisner Priscilla Elsass Joseph P. Eshun Souha R. Ezzedeen Bertrand Fauré David S. Fearon João José Matos Ferreira Mary Kuchta Foster Terrill Frantz Jonah Friedman Neri Ruiz Gantuangko Naomi A. Gardberg Catherine Connelly Giapponi Donald E. Gibson Gregory T. Gifford Don Goeltz Ellen F. Goldman Laurel Goulet Regina Greenwood Andre Guimaraes Vishal K. Gupta Timothy L. Harper Claudia Harris Patricia Raber Hedberg Robert Alexander Herring Diane Holtzman Margaret Horan Andrea Hornett Stephanie Hurt David Carroll Jacobs Lara Jelenc Kathleen Kane Erastus Karanja Kristine Kelly Linzi Kemp Younsung Kim Bradford Knipes Vijay Krishna Robert M. Krug Nancy Marie Landreville Thomas C. Leach Peggy Daniels Lee Kenneth Levitt Huiping Li Waheeda Lillevik Richard G. Linowes Barrie Elise Litzky Arun Madapusi Joe Magee Terrell G. Manyak Terry L. Maris Carmen Leonor MartinezLopez Stacy McCracken Patrick James McGuigan C. J. McNair-Connolly Steven Meisel Carla Masciocchi Messikomer John Peter Meyer Lynn E. Miller Sushanta Kumar Mishra Ram B. Misra Dawn Mrozak Bahaudin Ghulam Mujtaba Edward Francis Murphy Anil Nair Sudhir Nair Behnam Nakhai Brian Jacob Nienhaus Deborah Ann Noble Dave O'Connell Nils Olsen Jane Parent Theodore D. Peters Jodi Potter Mark Promislo Shalini Rahul Pramila Rao Catalin Ratiu Iris Reychav Derek Rich - Outstanding Reviewers -4- Caroline V. Rider Mary Tone Rodgers Betty M. E. Ross Stanley Clark Ross Jaime Ruiz-Gutierrez Angelo Russo Regina M. S. Rutter Arun Aditya Sahay Mark E. Sandberg Donald H. Schepers Terry Schumacher Claudine SchWeber Craig Richard Seal Joseph Seltzer Ping (Tyra) Shao Rob Sharkie Timothy Shea Rita J. Shea-Van Fossen Herbert Sherman Diane C. Shichtman Claire Simmers Sheetal Singh Tripti Singh Janice Witt Smith Mark Starik Megan Michelle Stevens Lisa T. Stickney Bryan Stinchfield James A. F. Stoner Sarah Stookey Diana Stork Kathleen Suchon Paul S. Szwed Vicki Fairbanks Taylor Patrice Torcivia Natalya Totskaya Keeley Townsend Aharon Tziner Julie Urda Michael Valerio Markus Vodosek Bruce W. Warren Jill Woodilla Yongheng Yao Suli Zheng David B. Zoogah Outstanding Award Nominees Outstanding Conceptual Paper Award Nominees Best Experiential Exercise Award of the Experiential Learning Association TOWARD ASSESSING STUDENTS’ TEAMWORK COMPETENCIES AQUARIUS ADVERTISING REVISITED: A CASE BECOMES AN EXPERIENCE Joao Neves, The College of New Jersey Behnam Nakhai, Millersville University Waheeda Lillevik, The College of New Jersey Kristin Backhaus, SUNY - New Paltz THURSDAY, 1:45pm - 3:15pm in Crystal View THURSDAY, 12:00pm - 1:30pm in Potomac E CAN WE USE EXPERIENTIAL EXERCISES IN ONLINE AND HYBRID CLASSES? THE CASE OF AN EI EXERCISE THAT CAN FLEX BETWEEN ONLINE AND ON-GROUND STUDENT POPULATIONS WITHIN THE SAME COURSE INTERROGATING CORPORATE CITIZENSHIP: LESSONS FOR ORGANIZATIONAL THEORY Raza A. Mir, William Paterson University Ali Mir, William Paterson University Richard Marens, California State University, Sacramento William P. Ferris, Western New England College SATURDAY, 8:00am - 9:30am in Monticello C THURSDAY, 1:45pm - 3:15pm in Crystal View THE ROLE OF PERSPECTIVE TRANSFORMATION IN SUSTAINING A PLANNED BEHAVIOR CHANGE: A CONCEPTUAL MODEL CASE Association: Best First Case Submission Edmina Bradshaw, The George Washington University Andrea Casey, The George Washington University SUSTAINABILITY AND ENVIRONMENTAL STANDARDS: SEEKING COMPETITIVE DISTINCTION AT DAMAÍ LOVINA VILLAS THURSDAY, 12:00pm - 1:30pm in Monticello C Nicole Darnall, George Mason University Mark B. Milstein, Cornell University Outstanding Empirical Paper Award Nominees FRIDAY, 10:15am - 11:45am in Mount Vernon CONFORMITY OR DIFFERENTIATION? THE CONTENT OF CROSS-BORDER MERGERS AND ACQUISITIONS BY CHINESE MNES 1981-2006 STAFFING FOR EXPANSION: DEVELOPING HUMAN CAPITAL FOR FINCA MEXICO'S RAPID GROWTH Ivana Lisa Fertziger, Former Emerging Markets Development Advisor (EMDAP) Richard G. Linowes, American University Monica Yang, Adelphi University SATURDAY, 8:00am - 9:30am in Monticello A THURSDAY, 12:00pm - 1:30pm in Mount Vernon THE LENS AND LANGUAGE OF POWER: SENSEMAKING AND COMMUNICATION IN THE AFTERMATH OF HURRICANE KATRINA WORKING WITH A CLEAN SHEET OF PAPER: THE DESIGN AND MANAGEMENT OF A NEW ORGANIZATION Joe Magee, New York University Frances Milliken, New York University Nancy Lam, New York University Daniel Menezes, New York University Michael H. Schuster, U.S. Coast Guard Academy FRIDAY, 10:15am - 11:45am in Mount Vernon FRIDAY, 10:15am - 11:45am in Monticello C CASE Association: Best Mentored Case HOW PERSONALIZED AND SOCIALIZED POWER MOTIVATION FACILITATE ANTISOCIAL AND PROSOCIAL DECISION-MAKING STAFFING FOR EXPANSION: DEVELOPING HUMAN CAPITAL FOR FINCA MEXICO'S RAPID GROWTH Ivana Lisa Fertziger, Former Emerging Markets Development Advisor (EMDAP) Richard G. Linowes, American University Joe Magee, New York University Carrie Langner, California State University, Sacramento FRIDAY, 4:00pm - 5:30pm in Monticello C THURSDAY, 12:00pm - 1:30pm in Mount Vernon Michael J. Driver Best Careers Paper in the Regions Award WORK AND FAMILY STRATEGIES OF HIGH ACHIEVING WOMEN Souha R. Ezzedeen, York University Kristen G. Ritchey, Comcast Corporation FRIDAY, 8:30am - 10:00am in Potomac F -5- Thursday, 8:30am - 11:45am in Potomac D Wednesday, May 14 Junior Faculty Consortium Coordinator: Theo Peridis, York University Board of Governors Meeting: from 12:00pm to 5:00pm in Monticello A This year, we have structured the Doctoral and Junior Faculty Consortia in a coordinated design that involves both parallel and plenary sessions. We intend to create not only an opportunity for each group to dialogue with some senior and accomplished faculty on issues that pertain to the particular phase of their career development, but also have constructive conversations about some of the common concerns and challenges both groups face, such as early publishing and making wise choices about journals. As part of the program, we have incorporated a distinguished editors' panel to dialogue with all participants and help them navigate through the maze from research to writing and publication. Registration: from 3:00pm to 6:00pm in Business Center Lobby Wednesday, 6:00pm - 7:00pm in Monticello C Cash Bar Cocktail Hour The Junior Faculty consortium will tackle topics facing young academics who are making a transition into scholarship and are challenged to establish a strong research record, juggle multiple demands on their time, build strong mentorship relationships and nurture a collegial network that will propel their careers. Wednesday, 7:00pm - 9:00pm in Monticello C Welcome Buffet Dinner (Pre-registration required) Faculty panelists include: Jim Bailey, George Washington University Cyril Bouquet, York University D. Antony Butterfield, University of Massachusetts, Amherst William Ferris, Western New England College Timothy Golden, Rensselaer Polytechnic Institute Jeffrey Lenn, George Washington University Joe Seltzer, La Salle University Debra Shapiro, University of Maryland Wednesday, 9:00pm - 11:00pm in Chesapeake (3rd Floor) Conversation & Collegiality Thursday, 8:30am - 11:45am in Potomac E Doctoral Consortium Thursday, May 15 Coordinator: Theo Peridis, York University This year, we have structured the Doctoral and Junior Faculty Consortia in a coordinated design that involves both parallel and plenary sessions. We intend to create not only an opportunity for each group to dialogue with some senior and accomplished faculty on issues that pertain to the particular phase of their career development, but also have constructive conversations about some of the common concerns and challenges both groups face, such as early publishing and making wise choices about journals. As part of the program, we have incorporated a distinguished editors' panel to dialogue with all participants and help them navigate through the maze from research to writing and publication. Board of Governors Meeting: from 8:30am to 11:45am in Monticello A Registration: from 8:00am to 5:00pm in Business Center Lobby Exhibitors: from 12:00pm to 5:00pm in Lobby The Doctoral consortium will address issues on dissertation strategies, landing a first job, and career path considerations. Thursday, 7:30am - 8:30am in Foyer Breakfast Faculty panelists include: Jim Bailey, George Washington University Cyril Bouquet, York University D. Antony Butterfield, University of Massachusetts, Amherst William Ferris, Western New England College Timothy Golden, Rensselaer Polytechnic Institute Jeffrey Lenn, George Washington University Joe Seltzer, La Salle University Debra Shapiro, University of Maryland Thursday, 8:30am - 10:00am in Mount Vernon CASE: Pre-Conference Workshop: Case Writing Presenters: David Wylie, Babson College; Mike Welsh, University of South Carolina -6- HOW SAFE IS TOO SAFE: PSYCHOLOGICAL SAFETY IN THE MANAGEMENT CLASSROOM Thursday, 10:00am - 10:15am in Foyer Refreshment Break Jonah Friedman, Fordham University Janine L. Clarke, Trinity Washington University In the context of management education and experiential learning, educators are increasingly aware of the value psychological safety plays in the learning environment. Such safety is a positive factor; suggesting individual growth, ease with ambiguity, and cooperation with co-learners and current and future managers. On the other hand, many aspects of today’s complex and chaotic business environments are often beyond the control of the manager. Their power to foster conditions of psychological safety may also inhibit types of learning, creativity and innovation. Critics of management education call for classroom experiences that better mirror true managerial work and diagnostic processes. Thursday, 10:15am - 11:45am in Mount Vernon CASE: Pre-Conference Workshop Presenters: David Wylie, Babson College; Mike Welsh, University of South Carolina Thursday, 12:00pm - 1:30pm in Crystal View ELA: Innovation in the Management Classroom Facilitator: Cheryl Tromley, Fairfield University Thursday, 12:00pm - 1:30pm in Monticello B A CALL FOR RE-INVIGORATING OUTBOUND EXPERIENTIAL LEARNING: INCORPORATING EXPLORATIONS INTO CREATIVITY, INNOVATION, ENVIRONMENTAL COMPLEXITY AND KNOWLEDGE MANAGEMENT IN TEAMS Strategy: Power at the Top: Corporate Governance & Top Management Teams Facilitator: Marcia M. Bouchard, University of Maryland, College Park Ravindra Singh Bangari, Indian Institute of Management We identify a need for more innovative design in OEL activities, as they are currently practised, as we deal with more educated and aware participants and organizations seek to relate OEL more closely to workplace related performance enhancements. We suggest simple design changes to overcome above shortcomings. The suggested design interventions enable facilitators to maintain higher level of involvement amongst the participants and help to generate discussion at two levels: starting first with task-related discussion, which is more closely aligned to organizational workplace requirements; moving (unobtrusively) on to their interpersonal interactions; thus, achieving the dual objectives of OEL. THE MANAGERIAL THESIS REVISED: INDEPENDENT DIRECTORS AND THE "CEO DIRECTORATE" Allen Kaufman (deceased), University of New Hampshire Ernie Englander, The George Washington University Christopher Tucci, Ecole Polytechnique Fédérale de Lausanne This paper makes two claims. The first, CEOs, active and retired, have disproportionately filled the independent director positions mandated by Sarbanes-Oxley and the private exchange reforms. The second, corporate control has shifted from focal firm managerial teams to a CEO-inter-corporate directorate. To test these hypothesis, we examine board demographics of publicly-traded corporations whose CEOs are members of The Business Roundtable, the premier lobbying organization of U.S. corporate managers. Our hypotheses will resolve conflicting assessments among agency theorists and corporate strategy scholars on independent directors' promised redemptive effects for resolving issues of excessive CEO pay and reconciling CEO pay for performance. EVIDENCE-BASED INSTRUCTION: A CLASSROOM EXPERIMENT COMPARING NOMINAL AND BRAINSTORMING GROUPS Lynn E. Miller, La Salle University Brainstorming groups consistently produce fewer ideas, and fewer high quality ideas, than nominal groups, whose members work alone before pooling their ideas. Yet, brainstorming continues to be perceived as an effective method for enhancing creativity. This paper describes an engaging classroom "experiment" that reliably demonstrates the superiority of nominal over brainstorming groups for idea generation. Analyses of data from 105 student groups, collected from 12 classes, show that typical differences between the two group methods are sizable. Beyond lessons about group techniques, this exercise shows students the limits of intuition and the value of evidence-based management practices. WHAT DOES "OWNERSHIP" MEAN TO STOCKHOLDERS? CORPORATE GOVERNANCE MEETS MANAGEMENT STRATEGY Caroline V. Rider, Marist College This paper examines what "ownership" means to stockholders, and suggests that the logic of shareholder ownership requiring highest priority on share price and/or on per share earnings is inherently flawed. This sheds a new light on what is required of a Board of Directors when it tries to fulfill its fiduciary duty to the corporation, and then to the shareholders, as required by law. It is argued that the Board's highest priority must be profitability in the service of viability of the business, with return to shareholders as its very important, but secondary focus. -7- Thursday, 12:00pm - 1:30pm in Monticello C Thursday, 12:00pm - 1:30pm in Mount Vernon CASE: Round Table 1: Entrepreneurship, HR & Strategy OBT: Organizational Change Facilitator: Jamey Austin Darnell, Virginia Commonwealth University Facilitator: Steven W. Congden, University of Hartford CLIMATE FOR CYNICISM, TRANSFORMATIONAL LEADERSHIP AND THEIR EFFECTS ON EMPLOYEES’ CYNICISM ABOUT CHANGE MORTGAGING THE FUTURE FOR THE PRESENT? TO BUY OR NOT TO BUY A 2-FAMILY HOUSE PARTS A, B, C Herbert Sherman, Long Island University, Brooklyn Campus Daniel J. Rowley, University of Northern Colorado Natalia Lorinkova, University of Maryland, College Park This theoretical paper integrates research from leadership, organizational change and organizational cynicisms literature to develop a theoretical model. Merging these three areas I propose that leadership behavior of both middle managers and CEOs affect individual change related attitudes and more specifically individual’s cynicism about organizational change. Additionally, aggregating individual cynical attitudes towards the organization I suggest that the shared team perceptions of organizational cynicism - treated as team level climate construct - have both direct and interactive effect on individual’s cynicism about change. Theoretical and practical implications follow. This three-part field-based disguised case describes the steps and processes that an individual potential investor in an unknown real estate market goes through in order to determine the viability of purchasing a small commercial rental property. The steps include not only doing a rough calculation of cash flow but also determining the asking price. The case has a difficulty level appropriate for a junior level course. TRUTH SOUL ARMOR Timothy Redmer, Regent University John Martin, a retired successful entrepreneur, wanted to help others financially, especially budding entrepreneurs. He realized that there was no limit on the number of start-up companies needing an influx of seed capital. John was particularly intrigued with Truth Soul Armor-a company he had just visited in California that seemed on the brink of success. Jeff Ray, the president, was seeking an investment of up to $750,000 from one or more silent partners to move his operation into full production mode. John contemplated his options and questioned if this was the right company in which to make an investment. Nominee: Outstanding Conceptual Paper Award THE ROLE OF PERSPECTIVE TRANSFORMATION IN SUSTAINING A PLANNED BEHAVIOR CHANGE: A CONCEPTUAL MODEL Edmina Bradshaw, The George Washington University Andrea Casey, The George Washington University Sustaining behavior change in the long term remains an elusive goal—not only for the individuals and groups that attempt change but also for researchers who seek to understand it. This paper reviews the behaviorist approach to change and contrasts it with a constructivist approach, which focuses on learning and considers dynamic environmental factors. One particular key to sustained behavior change seems to be transformation of the individual’s perspective. A model of sustained change is outlined, and plans to explore the model are addressed. Thursday, 12:00pm - 1:30pm in Mount Vernon CASE: Round Table 2: Entrepreneurship, HR & Strategy Facilitator: Alan B. Eisner, Pace University TRANSLATING INDIVIDUAL ADAPTATION AND ROLEMAKING INTO ORGANIZATIONAL CHANGE: THE ROLE OF FLEXIBLE ORGANIZATIONAL ROUTINES BOOTSTRAPPING BACKWOODS BREW Elizabeth Ann McCrea, Seton Hall University Walter D. Davis, University of Mississippi Randy Evans, University of Arkansas at Little Rock Lucy Gilson, University of Connecticut While commuting back and forth to their accounting internships, Jesse and Paul became good friends and shared their hopes for the future. But they didn’t dream of debits and credits; they dreamed of owning their own beer company. This case describes how two partners used their very limited resources to create a unique product, devise a marketing strategy (including the package design), and construct a value chain. Over the years they finally managed to get Backwoods Brewing, Inc. up and running. But, by the end of the case, environmental factors and personal issues threaten the continued success of the firm. Recent perspectives on organizational flexibility and change propose that routine flexibility is a key determinate. In this paper, we argue that routine flexibility is determined in large by individual agency and the social context of the routine. Individuals adjust and redefine routines by way of role-making and adaptation. Further, the social context of a routine plays a critical role in translating individual agency into organizational change. We conclude by examining organizational practices that should facilitate routine flexibility, thereby linking theory and practical applications that should result in the future researchers being able to empirically test the propositions derived herein. -8- THE DEALFINDER VENTURE AT A CROSSROADS: PUNT, PASS, OR RUN UP THE MIDDLE? Thursday, 12:00pm - 1:30pm in Potomac D EDGE: The Power of Decision-Making, Citizenship Behavior, & Language Gerald DeFrancisco, Pace University Don Goeltz, Pace University The case examines DealFinder, a venture that provides a business networking service for attendees and exhibitors at tradeshows and conferences. The DealFinder service is designed to create a more orderly and efficient process for tradeshow attendees to find relevant exhibitors, for vendors to locate and engage with potential customers, and for show promoters to increase the satisfaction of their customers, and thereby increase attendance and exhibitor participation. This case is intended for use by students in entrepreneurship, venture creation or business strategy to examine how an opportunity is recognized, and the process of creating a new business. Facilitator: Theodore D. Peters, Hartwick College ENCOURAGING ORGANIZATIONAL CITIZENSHIP BEHAVIORS AMONG COLLEGE FACULTY Paul Bacdayan, University of Massachusetts, Dartmouth Colleges and universities perform better when faculty exhibit high levels of organizational citizenship behavior (OCB), defined as extrarole service that benefits the larger organization (Organ, 1988). This paper aims to identify strategies to encourage faculty to volunteer for service activities. Many of these strategies connect to literature on OCB, intrinsic motivation, and leadership. While the research setting is higher education, the results of this work may also apply to volunteer organizations such as professional associations, civic groups, and charities. Like colleges, these organizations face the challenge of persuading ordinary members to assume timeconsuming, unpaid leadership roles. Thursday, 12:00pm - 1:30pm in Mount Vernon CASE: Round Table 3: Entrepreneurship, HR & Strategy Facilitator: David Stiles Wylie, Babson College ENVIRONMENTAL UNCERTAINTY IN DECISIONMAKING: BUILDING THE CASE FOR A META-ANALYSIS OF THE CONSTRUCT EXXON MOBIL CORPORATION: DOWNSTREAM FUELS MARKETING IN THE OIL INDUSTRY Mzamo P. Mangaliso, University of Massachusetts, Amherst Robert J. Mockler, Saint John's University Sheryllan Dwarika, Saint John's University Marc E. Gartenfeld, Saint John's University Uncertainty has been defined as the difference between the amount of information required to perform a task and the amount already possessed by the organization (Galbraith,1973). In the management discourse, uncertainty is generally related to the lack of information about the firm's environment. This paper discusses how the concept of uncertainty is understood differently under different management theoretical contexts. It recommends that a future research program needs to be pursued to gain a more comprehensive understanding of uncertainty. Such a program should proffer an overarching typology of environmental uncertainty that can then inform future discourse on the topic. In 2005, ExxonMobil was a global corporation engaged in oil and gas exploration, development and production, marketing, and distribution and sales in every major accessible area in the world. In light of future uncertainties and strong competition, ExxonMobil management faced key decisions including product offering; marketing, advertising and sales promotion issues to undertake for the different classes of customers to achieve market effectiveness and its goals. The main question to be resolved was how to differentiate ExxonMobil Corporation from its competition and to achieve a wining edge over competitors within intensely competitive, rapidly changing immediate, intermediate, and long-term time frames. SPEAKING OF POWER: AN ANALYSIS OF EXECUTIVES' LANGUAGE CASE Award Nominee: Best First Case Submission & Best Mentored Case STAFFING FOR EXPANSION: DEVELOPING HUMAN CAPITAL FOR FINCA MEXICO'S RAPID GROWTH Andrea Hornett, Penn State Great Valley This paper presents evidence from a study examining executives' understanding of power. The Fortune 50 executives in this case narrated conflicts between their collective team project and their positional responsibilities in the corporation. They were articulate about their teamwork, less so when discussing power. The CEO was their project sponsor but they were unable to convince the company to implement their recommendations. Analysis of their narratives, gathered over multiple interviews, suggests that new theories of power co-exist with older theories of power in a large organization employing a variety of forms of organizational structures including newer forms like virtual teams. Ivana Lisa Fertziger, Former Emerging Markets Development Advisor (EMDAP) Richard G. Linowes, American University The Bolivian executive director of FINCA Mexico (F/M), a very successful affiliate of microfinance institution FINCA International, is looking for strategies to expand and develop his human capital to sustain rapid growth. His dedicated team of field staff managers lack leadership and managerial skills that must be developed to further grow the organization and expand their services over a wider crosssection of Mexico. They have an important role to play in combating poverty in Mexico so they are pursuing ambitious goals for growth. -9- Thursday, 12:00pm - 1:30pm in Potomac E Thursday, 12:00pm - 1:30pm in Potomac F MED: Education in the Classroom & the Boardroom IM: Values, Culture, and Organizational Performance Facilitator: Timothy S. Clark, The George Washington University Facilitator: Kathleen Dechant, University of Connecticut MAKING MANAGERS: TOWARDS AN UNDERSTANDING OF HOW TEXTBOOKS, LECTURES AND MANAGEMENT CASE STUDIES INTERACT TO INCULCATE LINGUISTIC AND MANAGERIAL HABITUS IN UNDERGRADUATE BUSINESS STUDENTS CULTURAL EFFECTS IN INTERNATIONAL BUSINESS ORGANIZATIONS: WHEN NATIONAL CULTURE MEETS ORGANIZATIONAL CULTURE Natalya Totskaya, Concordia University Globalization brings new insights to cross cultural studies. This paper addresses cultural effects on organizational structure, dy-namics and outcomes. A model of cultural effects in international organizations is developed, suggesting stronger effects of organiza-tional culture comparing to national culture. A new hybrid culture and its effects are also proposed. Kenneth N. Ehrensal, Kutztown University Habitus, whether it is labeled as such or as managerial/organizational socialization, acts as the principle means of control among white collar professional workers within organizations. This paper takes a Bourdieusian perspective on both the issues of governmentality and the inculcation of appropriate habitus in traditional age undergraduates, and examines in particular how that part of the undergraduate curriculum that consists of textbooks, lectures and management case studies focus on one particular element of this general managerial habitus, specifically, the inculcation of a new linguistic habitus that both shapes how these proto-managers both speak about and begin to view the world. INTERGENERATIONAL VALUE CHANGE: A CROSSCULTURAL EMPIRICAL TEST Regina Greenwood, Nova Southeastern University Shaista Ehsan Khilji, The George Washington University Edward Francis Murphy Jr., Embry-Riddle Aeronautical University Sankalp Chaturvedi, National University of Singapore Jaime Ruiz-Gutierrez, Universidad de los Andes Dora Luk, City University of Hong Kong Sergio Madero, Tec de Monterrey Terrell G. Manyak, Nova Southeastern University Bahaudin Ghulam Mujtaba, Nova Southeastern University THE POWER OF WORK EXPERIENCES: CRITICAL CHARACTERISTICS TO DEVELOPING EXPERTISE IN STRATEGIC THINKING Ellen F. Goldman, The George Washington University Deliberate practice is identified as the cornerstone of expertise development and work experience is considered the "practice" field for adults and the catalyst of executives' learning. However, not all work experiences result in expertise, regardless of how diligently they are approached. This paper presents research findings indicating the importance of specific characteristics of work experiences to developing expertise in strategic thinking. The requisite characteristics vary with the experience but do follow some general themes. We explored intergenerational value change by means of a study of 6,497 working adults classified as Generation Y, X and Baby Boomers in developed (United States, United Kingdom, Singapore, Hong Kong, Iceland, Japan and Korea) and developing (Afghanistan, Brazil, Colombia, China, Mexico, Thailand, and the Philippines) countries. The study expanded intergenerational value change theory concerning similarities and differences in the generations. Research results indicated intergenerational value differences between developed and developing countries, but also crossvergence of motivational and value domains. Implications for managers and for future research were also highlighted. Nominee: Outstanding Conceptual Paper Award TOWARD ASSESSING STUDENTS’ TEAMWORK COMPETENCIES Joao Neves, The College of New Jersey Behnam Nakhai, Millersville University Waheeda Lillevik, The College of New Jersey THE REORGANIZATION OF LOCAL AND EXPATRIATE WORKFORCE IN SAUDI ARABIA: AN EMOTIONAL INTELLIGENCE PERSPECTIVE This paper focuses on the challenges of evaluating students teamwork competencies for pedagogical and learning outcome assessment purposes. We discuss the nature of teamwork and the skills necessary for effective team performance, and we examine different instruments that have been used to assess team member competencies (knowledge, skills, and abilities). An assessment strategy is proposed for classroom-based teams and an exploratory assessment instrument is presented. Muhammad Asad Sadi, King Fahd University of Petroleum & Minerals This paper discusses an EQ measurement model based on Goleman (1995) and assesses its relevance within the context with the reorganization of workforce in the tourism industry in Saudi Arabia. The main thrust of the investigation is to explore the question of whether the EQ model supports the notion of replacing expatriate workers with locals as the best means to eliminate unemployment and promote superior work performance in tourism industry. The results of the study do not validate this proposition, but indicate that replacing expatriates without a detailed analysis of the implications of the policy could impede efficiency and productivity. -10- Thursday, 1:45pm - 3:15pm in Crystal View Thursday, 1:45pm - 3:15pm in Monticello B ELA: Best Experiential Exercises Strategy: The Power of Change Facilitator: Catherine Connelly Giapponi, Fairfield University Facilitator: Steven W. Congden, University of Hartford Nominee: Best Experiential Exercise Award of the Experiential Learning Association AQUARIUS ADVERTISING REVISITED: A CASE BECOMES AN EXPERIENCE FIRST-MOVER ADVANTAGE AND CHANGE MANAGEMENT IN HIGHER EDUCATION: CHANGING EARLY FROM TRADITIONAL, SYNCHRONOUS, ONSITE PROGRAMS OF STUDY TO UNTRADITIONAL, ASYNCHRONOUS, ONLINE PROGRAMS OF STUDY Kristin Backhaus, SUNY - New Paltz George L. De Feis, Iona College/Pace University In an adaptation of a classic Organization Theory case, students have the opportunity to play the role of advertising agency specialists. The exercise emphasizes the importance of organization design that supports organizational goals and objectives. It also focuses on communication and horizontal linkages. The main focus of this paper is that schools need to change (“change management") early (“first-movers”) by adopting distance learning technologies in order to attract the non-traditional learners more readily in the marketplace. Change elements and theories of change – individual change and organizational change – from the viewpoint of the higher education industry, as it changed from traditional (onsite) schools to non-traditional (distance education) schools in higher education will be considered. The aspects of first-mover advantage and late-mover advantage are then considered. Theories and models will be discussed briefly, and propositions will be developed which focus on first-mover advantage. Nominee: Best Experiential Exercise Award of the Experiential Learning Association CAN WE USE EXPERIENTIAL EXERCISES IN ONLINE AND HYBRID CLASSES? THE CASE OF AN EI EXERCISE THAT CAN FLEX BETWEEN ONLINE AND ON-GROUND STUDENT POPULATIONS WITHIN THE SAME COURSE William P. Ferris, Western New England College ORGANIZATIONAL CHANGE IN HEAVILY REGULATED INDUSTRIES: CHANGING FIRST OR SECOND. DOES IT REALLY MATTER? This original experiential exercise will involve on-ground and online students from the same hybrid or blended course in the same exercise either synchronously or asynchronously. It utilizes a webcam and electronic blackboard system such as generally available in all universities as well as an original survey tool to facilitate the debriefing periods. The exercise is a role play between two student teammates who find themselves in an interpersonal conflict within the team. It is preceded by readings on emotional intelligence (EI). Advantages of online processing of experiential exercises as well as use of video clips in enriched debriefing are described. Kathryn Woodbury Zeno, Ramapo College of New Jersey/Pace University Controversy remains as to why organizations are successful as a late mover and in some cases are able to perform better than the first mover. This contradiction with fundamental first mover theory is reviewed within the context of organizational change in a heavily regulated environment. Previous first mover research focused on innovation or change in primarily unregulated environments and industries which did not have the constraints of a regulatory body. This paper argues for the significant influence a regulatory body has in shaping the nature of the change and in providing unique advantages especially to a late mover. Thursday, 1:45pm - 3:15pm in Monticello A EDGE: Symposium: Power to the People: Critical Management Studies & EAM THE STRATEGIC TRANSFORMATION PROCESS: TOWARD PURPOSE, PEOPLE, PROCESS AND POWER Joel P. Rudin, Rowan University Diana Sharpe, Monmouth University Raza A. Mir, William Paterson University Sarah Stookey, Central Connecticut State University Kenneth N. Ehrensal, Kutztown University Elizabeth Bound Davis, The George Washington University James Edwin Kee, The George Washington University Kathryn Newcomer, The George Washington University Across the world both private and public sector leaders face hypercompetitive markets, turbulent socio-political-economic environments, and in some locations threats of terrorist activities - all of which adds additional risks and uncertainties for organizations to act strategically. Addressing this complex, constantly evolving conditions requires leaders to develop processes which create organizational conditions for self-generation, creativity, resilience and action from the organization’s stakeholders. In this paper we provide an organizational-level integrative framework for strategic transformation for leaders who are committed to effective stewardship and organizations, while producing desired strategic outcomes in turbulent environments. Critical Management Studies (CMS) is the fastest-growing interest group in the Academy of Management, yet none of the regional Academies of Management offer CMS tracks. The purpose of this symposium is to explain why a CMS track should be added to the Eastern Academy of Management. Our symposium’s presenters will define CMS, demonstrate the lack of a CMS perspective within the current structure of this conference, and outline the advantages of making room for CMS within the Eastern Academy of Management. -11- Thursday, 1:45pm - 3:15pm in Monticello C Thursday, 1:45pm - 3:15pm in Potomac D PDW: Promoting Civility in our Classrooms by Understanding "Millennial" Culture OBT + G&D: Emotion at Work Facilitator: Priscilla Elsass, Clark University Debra R. Comer, Hofstra University Susan D. Baker, Morgan State University EMOTIONAL ABILITY AS A MODERATOR BETWEEN EMOTIONAL COMPETENCY AND PERFORMANCE How can management educators address the rise of behavior problems in our classrooms? We attribute classroom incivility partly to cultural characteristics of our current undergraduates. Participants will learn six Millennial characteristics that affect their classroom behavior. They will then acquire specific techniques, based on transactional and transformational leadership theories, to help prevent classroom incivility, to respond to it, and to fortify themselves against it. Combining easy-to-implement transactional techniques that appeal to Millennials with more substantive strategies that transform our pedagogy to meet their unique learning styles, participants will learn methods to engage students, enhance their teaching, and promote classroom civility. Craig Richard Seal, Niagara University The purpose of this paper is to propose a new theoretical and empirical model of emotional intelligence (EI) that incorporates two dominant paradigms in the field today, emotional ability (EA) and emotional competency (EC). The paper proposes that EA moderates the relationship between EC and performance outcome variables. The model potentially resolves the content domain question by integrating the two dominant paradigms of EI into a unitary construct. The two paradigms of EI are reviewed, the justification for the model is explored, and the potential limitations in testing the model are discussed. LEADER INFLUENCE ON FOLLOWER EMOTION Thursday, 1:45pm - 3:15pm in Potomac E Jamey Austin Darnell, Virginia Commonwealth University Over the last decade there has been a significant focus in management research on emotions in organizations. More recently this research has centered on leaders and their relationship with followers. This paper will investigate the potential for leaders to influence the moods and emotions of followers, the various methods of influence, and the possible reasons behind such influence. Subsequently, the ethical implications of emotional influence will be explored and potential unethical influence will be identified. Ent: Teaching and Practicing Entrepreneurship Facilitator: Jay Alan Azriel, York College of Pennsylvania JUST A LEMONADE STAND? AN INTRODUCTION TO STUDENT ENTREPRENEURSHIP Vishal K. Gupta, University of Nebraska at Omaha Despite the increasing popularity of entrepreneurship among students in colleges and university, there is a surprising scarcity of theoretical or empirical research on this topic. In this paper, we define the concept of student entrepreneurship, delineate its domain and demarcate its boundaries. We propose a preliminary typology of student entrepreneurship rooted in the works of three leading Austrian economists- Joseph Schumpeter, Israel Kirzner, and Ludwig Lachmann. We also identify and discuss some important challenges associated with the practice of student entrepreneurship. The paper concludes by advancing a future research agenda for the study of student entrepreneurship. WORK-LIFE BALANCE AND MIXED EMOTIONS: A POTENTIAL LINK TO EMPLOYEE WELL-BEING Mark Promislo, Temple University Introduces a theory to explain how concerns over work-life balance generate emotions, which in turn can lead to negative effects on employee well-being. Emotions, rarely examined in the work-life balance literature, represent an opportunity to better understand the dynamics of managing work and non-work domains. I apply Affective Events Theory (Weiss & Cropanzano, 1996) to work-life balance by emphasizing events as the primary causes of emotions at work and home. Due to the complexity of work-life balance, a mix of emotions can occur, particularly for married women who work and often shoulder the majority of family and home tasks. SURVIVING INFANCY: THE ROLE OF ENTREPRENEUR PERSONALITY & LEADERSHIP STYLE Marco DiRenzo, Drexel University Donna DeCarolis, Drexel University Lee J. Zane, Drexel University Thursday, 1:45pm - 3:15pm in Mount Vernon Incorporating theory from entrepreneurship, personality, leadership, and organizational culture, this paper proposes a model of new venture survival. Firms in the infancy stage of their organizational life cycle confront different obstacles than more mature firms. They face an unstable environment in which merely staying afloat is often the immediate goal. Hence, new venture survival is used as a proxy for infancy stage success. Ultimately the model illustrated here is a predictive representation of venture success and finally provides insight as to the effect of the entrepreneurial personality on new ventures. CASE: Meet the Editors Facilitator/Panelist: Herb Sherman, Editor for the New England Journal of Entrepreneurship, Long Island University Panelists: Margaret Naumes, Editor for The CASE Journal, University of New Hampshire; William Naumes, University of New Hampshire; Mike Welsh, President for NACRA, University of South Carolina; Deborah R. Ettington, Past Editor for the Case Research Journal, The Pennsylvania State University -12- WHY DO PEOPLE BECOME SOCIAL ENTREPRENEURS? A THEORY OF MORAL ENGAGEMENT Thursday, 3:30pm - 5:00pm in Crystal View ELA: Win-Win: A Duo of New Negotiation Exercises Constant D. Beugre, Delaware State University This paper develops a theory of moral engagement to explain social entrepreneurs’ motivation. The fundamental premise of the theory is that three deontic principles, moral outrage, moral obligation, and personal responsibility influence social entrepreneurs’ motivation to start social ventures. The paper uses the examples of two social entrepreneurs, Mohammad Yunus of the Grameen Bank and 2006 Nobel Peace Laureate, and Victoria Hale of OneWorldHealth Institute to illustrate the theory of moral engagement. The paper concludes with a discussion of the research implications of the theory of moral engagement. Facilitator: Kristin Backhaus, SUNY - New Paltz PAPA PAGONE'S PIZZERIA: AN EXPLORATION OF THE ROLE OF AGENTS AND ETHICS IN NEGOTIATION Mary Kern, Baruch College - CUNY Gail Berger Darlow, Northwestern University Papa Pagone's Pizzeria is a highly interactive 2-party experiential exercise designed to teach students the power of one's alternatives, the difficulties associated with using agents, and ethical dilemmas that can arise in negotiation. This exercise is written to be used in conflict management, negotiation, or organizational behavior courses for undergraduate and MBA students. Thursday, 1:45pm - 3:15pm in Potomac F RIVERTON PRESS: A PRINCIPLED NEGOTIATION EXERCISE HRM: Performance Management and HRM Control Systems Joseph Seltzer, La Salle University Ed and Frank have decided to end 10-year business relationship and use a Principled Negotiation process to divide the assets of the small print shop from which they publish the Riverton Review. The student reads the role play instructions for either Ed or Frank and works in a small group to develop a negotiation plan based on ideas of Principled Negotiation. Students then role play in pairs and the class discusses the outcome in the context of the framework of Principled Negotiation. A short summary of the theory, teaching notes and examples of classroom use and student responses are provided. Facilitator: Bruce W. Warren, Simmons College HIGH PERFORMANCE WORK SYSTEMS: SLOGAN OR SUBSTANCE? Mary Kuchta Foster, Morgan State University David Carroll Jacobs, Morgan State University This paper explores the definition, origins, contributions, and merit of high performance work systems (HPWS) using multiple perspectives (employee, employer, and the Budd efficiency, equity and voice model). The author concludes that using a pluralist definition, taking into consideration workers perspectives, the evidence indicates that effective implementation of HPWS does improve firm efficiency, increase employees wages and also yield worker benefits such as increased trust, intrinsic motivation and workplace commitment. Thus, high performance work systems appear to be more than a slogan, they are a practice with real substance and the potential to address challenges facing workers and businesses today Thursday, 3:30pm - 5:00pm in Monticello A Meet the Editors: Organization Management Journal and Journal of Management Education Panelist: William Ferris, Editor, Organization Management Journal; and Section Editors from Organization Management Journal THE GOVERNANCE OF LABOR-MANAGEMENT RELATIONS: AN EXPLORATORY APPLICATION OF THE SIMONS MODEL OF CONTROL Thursday, 3:30pm - 5:00pm in Monticello B Michael H. Schuster, U.S. Coast Guard Academy WIP: Networks & Images: Know How, Know Who Now What? Corporate governance structures specify rights and responsibilities in a corporation. An exploratory study of the governance of labormanagement relations using the Simons (1995) model of control is used. The governance of labor-management relations consists of the organizational structure, power, and tools for implementing corporate labor strategy. A case study (large manufacturer) was conducted to test the appropriateness of the Simon model. The results demonstrated that the Simons model can be effectively deployed to govern labor-management relations. Future research to validate the model and extend it to broader governance of the HR function is suggested. Facilitators: Andrea Hornett, Penn State Great Valley Carla Masciocchi Messikomer, The Acadia Institute IS IT WHAT YOU KNOW OR WHO YOU KNOW? AN EXPLORATION OF SOCIAL CAPITAL IN THE BUYERSUPPLIER RELATIONSHIP Peggy Daniels Lee, Penn State Great Valley We take the importance of networking to find a new job or get a good deal on a new car for granted, relying on our social capital to achieve a favorable result. This paper proposes that the nature of the supply manager’s relationship with suppliers has a positive impact on the performance of the purchase decision. A supply manager is more likely to do business with a known or familiar company than an unknown or unfamiliar one. This paper uses the concept of social capital to investigate the effect of social ties on supply chain performance. Thursday, 3:15pm - 3:30pm in Foyer Refreshment Break -13- PICTURE THIS: IMAGES OF AGING IN MARKETING ASSISTED LIVING Thursday, 3:30pm - 5:00pm in Monticello C OBT: Perspectives on LMX Carol C. Cirka, Ursinus College Carla Masciocchi Messikomer, The Acadia Institute Anne Siegfried, Lankenau Institute for Medical Research Facilitator: Timothy L. Harper, Skidmore College INGRATIATION AND THE DEVELOPMENT OF LMX IN MIXED-GENDER VS. SAME-SEX DYADS This paper reports the results of study of marketing assisted living (AL)which was conducted over a six month period. More than 500 print ads and 1,100 photographs were collected from 20 subscription and non-subscription newspapers. Two categories of variables were coded: 1)113 variables associated with the text of the ad; and 2)22 variables associated with photographic content. Analysis showed that AL providers portray aging as a period of rebirth; rely on real estate and hospitality business models; project AL as a lifestyle choice; deemphasize the functional needs of the resident population; and uniformly depict seniors as healthy, active, robust. Alan Smagler, Pace University The purpose of this field study is to test the theory that the use of ingratiation tactics by members will lead to higher quality LeaderMember Exchange (LMX) as perceived by their leaders in the work environment. I propose there are differences in the effectiveness of these tactics between same-gender dyads and mixed-gender dyads, and its subsequent impact on the development of LMX. Although there have been a handful of studies specifically examining the effects of gender and LMX, no study has been designed specifically for the purpose of examining the gender effect of ingratiation on the development of LMX. PUBLIC PRIVATE PARTNERSHIPS: SUGGESTION FOR EMPIRICAL STUDY OF NON-FORMATION Mary Tone Rodgers, Pace University JUSTICE,LEADER-MEMBER EXCHANGE, AND JOB PERFORMANCE: ARE THEIR RELATIONSHIPS MEDIATED BY ORGANIZATIONAL CULTURE? This study suggests a model to fill a gap in the empirical literature about public private partnership formation working with a uniquely appropriate data set. Drawing from the transaction cost, institutional and resource-based frameworks, this paper forms seven hypotheses to test under which conditions, when given a stimulus and opportunity to form, infrastructure partnerships between public actors and private actors may not form. Aharon Tziner, Netanya University College Tom Fisher, Tel-Hai Academic College Tamar Shultz, Netanya Academic College This paper examines the hypothesis that organizational justice is linked to leader-member exchange (LMX), which in turn affects job performance. Moreover, it was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both LMX and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted chain, organizational justice – LMX – job performance. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn impacted on LMX. The theoretical implications of the results are discussed. STRATEGIC INTEGRATION OF KNOWLEDGE IN A BUSINESS NETWORK – TOWARDS A CONCEPTUAL UNDERSTANDING Shalini Rahul, Management Development Institute Arun Aditya Sahay Sr., Management Development Institute the quest for competitive advantage for firms has been complicated by the shift of focus in the strategic management literature on Networks and Knowledge management.Stemming from the Knowledge based view and resource dependency theory, we argue that knowledge integration among the firms in the business network setting should result in a competitive advantage. however, the efficacy of knowledge integration depends on efficiency, scope and flexibility. extensive literature review has revealed certain research gaps which have been addressed through the relevant research questions. the interesting aspect of the study is the research design proposed to address the research questions. MOTIVATION AND LEADER-MEMBER EXCHANGE: SOME EVIDENCE COUNTER TO SIMILARITY ATTRACTION THEORY John E. Barbuto Jr., University of Nebraska-Lincoln Gregory T. Gifford, University of Nebraska-Lincoln This study tests the similarity attraction paradigm using a measure of work motivation and leader-member exchanges. Seventy-five elected officials were sampled along with 368 of their staffers. Results indicate actual differences in sources of work motivation were not predictive of leader-follower exchanges—which is counter to the similarity attraction paradigm. It is argued that perceived similarity offers greater prediction of leader-member exchange quality than objectively measured differences. Thursday, 3:30pm - 5:00pm in Mount Vernon CASE: Round Table 1: Embryo Session Facilitator: Herbert Sherman, Long Island University, Brooklyn Campus ASSESSING ORGANIZATIONAL CULTURE IN A CLIMATE OF CHANGE Vicki Fairbanks Taylor, Shippensburg University -14- LEARNING TOGETHER: KOLB'S EXPERIENTIAL LEARNING THEORY AND ITS APPLICATION SCRAPBOOKING ROCKS! GAINING A COMPETITIVE FOOTHOLD IN THE SCRAPBOOKING INDUSTRY Devi Akella, Albany State University Valerie L. Christian, Sacred Heart University MARKETING CULTURE-BASED PRODUCTS THE INSTITUTE OF CONTEMPORARY ART: CAN IT GROW TO THE NEXT LEVEL? Irfan Ahmed, Sam Houston State University Parimal Bhagat, Indiana University of Pennsylvania Steven C. Dinero, Philadelphia University Robert Alexander Herring III, Winston Salem State University Thursday, 3:30pm - 5:00pm in Potomac F Thursday, 3:30pm - 5:00pm in Mount Vernon G&D: Diversity in the Workplace CASE: Round Table 2: Embryo Session Facilitator: Nicole Berube, Concordia University Facilitator: Margaret J. Naumes, University of New Hampshire AGE, ORGANIZATIONAL COMMITMENT AND REMINDERS OF RETIREMENT CREATING A SPIRITUALLY FRIENDLY COMPANY James A. F. Stoner, Fordham University Nicole Berube, Concordia University Linda Dyer, Concordia University LOBSTER ROLLS NEW YORK STYLE! This study investigated the relationship and age - both chronological age and subjective age (the age group one identifies with), and organizational commitment. It was proposed that reminders of retirement would mediate the relationship between both types of age and commitment. Survey participants were 146 middle managers, and results suggested that subjective age was linked to continuance commitment, while chronological age was marginally related to affective commitment. Particular reminders of retirement were related to both forms of commitment, and to chronological and subjective age. We found weak evidence that retirement reminders mediated the relationship between subjective age and continuance commitment. David E. Desplaces, College of Charleston Laquita Blockson, College of Charleston Roxane DeLaurell, College of Charleston SAME STORE SALES GROWTH: A QUESTION OF ETHICS? Mary Kuchta Foster, Morgan State University Augustus Abbey, Morgan State University Thursday, 3:30pm - 5:00pm in Mount Vernon THE POWER OF CULTURAL DETERMINANTS: IS CULTURAL SOCIALIZATION ANTECEDENT TO ACHIEVEMENT MOTIVATION? CASE: Round Table 3: Embryo Session Elena Lvina, Concordia University Terri Lituchy, Concordia University Martin L. Martens, Concordia University Facilitator: William Naumes, University of New Hampshire GATEWAY HEALTHCARE, INC: ENTERPRISE SOFTWARE OPTIONS (AND RISKS) FOR THE SME This study examines the relationships between individual-level measures of cultural influence and components of achievement motivation. Scenario and survey responses from 408 students participating in a business strategy game were collected to examine the relationship at the individual level. The results of regression analyses support the hypotheses that the proposed cultural dimensions influence competitive, risk and uncertainty components of achievement motivation and that the differences in motivations can be predicted on the basis of cultural dimensions. We argue that university professors, multinationals and local organizations with diverse workforce might gain insights from the results of the study. Timothy Shea, University of Massachusetts, Dartmouth Jack Chopoorian, University of Massachusetts, Dartmouth HOLOGRAPHIC CONTROLS, INC.: THE ORDEAL OF A LONE INVENTOR Steven W. Congden, University of Hartford HONDAJET: A VETERAN AT TAKING RISKS Ryan Johnson, Embry-Riddle Aeronautical University Janet Kay Tinoco, Embry-Riddle Aeronautical University Thursday, 3:30pm - 5:00pm in Mount Vernon CASE: Round Table 4: Embryo Session Facilitator: Timothy W. Edlund, Morgan State University OF LILLIPUT AMONG GULLIVERS: HOW TOWNE BANK THRIVED AMIDST LARGE NATIONAL BANKS Joseph David Trendowski, Old Dominion University Anil Nair, Old Dominion University -15- TRYING TO PUT NEW WINE IN OLD WINESKINS: A QUALITATIVE ANALYSIS OF WORK EXPERIENCES OF WOMEN AND MINORITIES IN BUSINESS AND ACADEME AS COMPARED TO CAUCASIAN MALES Janice Witt Smith, Winston Salem State University Work by Nkomo (1992), Yoder and Aniakudo, P. (1997), Calasanti and Smith (1998) on experiences of women and minorities indicated three key findings: (1) Same occupation can be experienced differently by race/ethnicity and gender, even when individuals work for same organization; (2) Groups differ greatly based on intersection of race and gender and should be examined separately; (3) Research confirmed critiques of tokenism, re-emphasizing need to examine power relations as well. Reported preliminary study looks at qualitative responses of academic faculty and business professionals, by race and gender, examining extent to which reports of workplace experiences were similar or different. Thursday, 5:15pm - 6:15pm in Mount Vernon CASE Board Meeting Thursday, 5:15pm - 6:15pm in Potomac D & E All EAM Keynote – The Power of Integration Dr. David W. Hagy, Director of the National Institute of Justice, and founding member of the Department of Homeland Security will discuss the founding of the Department of Homeland Security, and the integration of the agencies to form it. Thursday, 6:30pm - 7:30pm in Monticello A & B All EAM Light Hors D’oeuvres Reception Thursday, 7:15pm - 8:00pm in Potomac F EAM International Meeting Want to fly down to Rio in June 2009? Learn how from Kate Suchon, Miles Davis, and other members of the Rio de Janeiro planning team. Bathing suits not required. Thursday, 9:00pm - 11:00pm in Chesapeake (3rd Floor) Conversation & Collegiality -16- Friday, May 16 Friday, 8:30am - 10:00am in Monticello A IM: Symposium: What Does (Pick a Term) Mean in Arabic? French? Mandarin?, etc.: Insights into Conducting Cross Cultural Research Registration: from 8:00am to 5:00pm in Business Center Lobby Kathleen Dechant, University of Connecticut Bonita L. Betters-Reed, Simmons College Dilip Mirchandani, Rowan University Theo Peridis, York University Exhibitors: from 8:00am to 5:00pm in Lobby As management professors in the ever-changing world of international business, we must become more proficient at conducting cross-cultural research. Our goal should not only be to seek to transform our instructional content using perspectives derived from others’ global research but also to engage in our own cross-cultural research to extend our understanding and enhance our personal development. The objective of this panel is to provide insights and advice on methodological approaches to research based on the experiences of the presenters in designing, conducting and interpreting studies that are both cross-cultural and international in nature. Friday, 7:30am - 8:30am in Foyer Breakfast Friday, 7:30am - 8:30am in Mount Vernon CASE Hot Buffet Breakfast (CASE Members only, please) Friday, 8:30am - 10:00am in Monticello B Friday, 8:30am - 10:00am in Crystal View Strategy: The Power of Faultlines, Perceptions, and Decision-Making on Strategic Management ELA: New Experiences in Negotiation and Conflict Management Facilitator: Mark E. Sandberg, Rider University Facilitator: Frances M. Amatucci, Slippery Rock University FINDING MORE THAN ONE WAY TO SOLVE A CONFLICT: A MEDIATION SKILLS TRAINING DESIGN DIVERSITY, FAULTLINES, AND TOP MANAGEMENT TEAMS Steven Meisel, La Salle University David S. Fearon Sr., Central Connecticut State University Natalya Totskaya, Concordia University Top management team characteristics influence executive team composition and dynamics, and team and firm performance. Prior research has established some pat-terns relating top managers’ demographic characteristics and firm outcomes, but failed to demonstrate consistent links between personality-related characteristics, top management team processes and outcomes. This paper reviews and synthesizes research on top team behavior, work group diversity, and faultlines. The paper pre-sents a new conceptualization of faultlines in upper echelons context, as well as a framework for studying top management team dynamics. The utility of mediation as a form of alternative dispute resolution has been well documented. This technique is implemented in interpersonal conflict, neighborhood mediation, and business disputes over corporate governance or shareholder actions. Mediation is also used in dealing with everyday employee-employer and employeeemployee conflict. This activity introduces learners to the uses and techniques of mediation and creates hands-on practice in managerial dispute resolution. The experiential exercise may be adapted for use in graduate courses, executive education, as well as undergraduate courses. PAPER CLIP NEGOTIATION INFORMATION QUALITY: EFFECTS ON STRATEGIC DECISION-MAKING Markus Vodosek, University of Utah Timothy S. Clark, The George Washington University This experiential exercise is designed to explore basic negotiation principles such as setting goals and taking into account the needs and interests of negotiation partners. Before students come to class, they complete a series of trades starting with a paper clip and ending with an item that is substantially more valuable. Students explore their different negotiation strategies in breakout groups as well as in a discussion with the entire class. The exercise can be used to discuss the role of basic negotiation principles and to hone students' negotiation skills. Among the complicating factors in strategic decision-making, the quality of information communicated with and between decisionmakers is considered. After theoretical context is reviewed, five different steps in each decision-making process are detailed within a model of ongoing cycles of related decision processes, and the possible effects of varying levels of understanding between parties are theorized. Finally, implications for related theory and avenues of research are discussed. -17- UNDERSTANDING CUSTOMERS’ REVEALED SATISFACTION PREFERENCES: AN ORDER PROBIT MODEL FOR CREDIT UNIONS THE MEASUREMENT OF DISPOSITIONAL AND SITUATIONAL AFFECT IN ORGANIZATIONAL BEHAVIOR Gustavo A. Barboza, Clarion University of Pennsylvania Kevin Jay Roth, Clarion University of Pennsylvania Given the widespread acceptance of the construct dubbed affect, it is surprising to find the abundance of problems associated with creating predictable measurement tools. Predominantly this issue stems from the struggle to reach agreement about whether or not negative and positive affect exist and, if they do, what constitutes them, what their interrelationships are, and whether the two are bivariate/independent. Thus, the ability to effectively measure affect is highly questionable. As a result, this paper will attempt to outline the assumptions and desired outcomes behind each of the major tests in order to derive one dominant measure of affect. Jonathan David Raelin, Loyola College in Maryland The issue of customer satisfaction has consistently surfaced as a central tenet in descriptive models regarding consumers' behavior. Satisfaction/dissatisfaction as a construct has been subject to a wide range of measurement alternatives and applied in many different industry sectors. This paper examines revealed customer satisfaction in the credit union sector of the financial services using an Order Probit Model. Empirical results indicates that a higher probability of achieving excellent overall customer satisfaction is directly affected by high satisfaction in courtesy, privacy and waiting indicators. These results are particularly relevant for strategic management design of credit union product/service strategy. Friday, 8:30am - 10:00am in Mount Vernon CASE: Round Table 1: Developing Cases 1 Friday, 8:30am - 10:00am in Monticello C Facilitator: David E. Desplaces, College of Charleston OBT: Organizational Context: Trust, Status, and Affect A TOAST TO CORPORATE CITIZENSHIP - DIAGEO PLC Patrick James McGuigan, Pace University Facilitator: Lorri Cooper, Marymount University Diageo was formed in 1997, following the merger of Guinness Plc and GrandMetropolitian. Diageo is headquartered in London and does business in 180 countries on five continents. The company operates in four regions: North American, Europe, Asia and International. The Company focuses on global priority brands that represent 55% of the market and local priority brands. Diageo’s revenue is £9.92 billion ($17.36 billion) in annual revenue and they employ over 22,250 people worldwide with offices in around 80 countries. How can Diageo retain their position in the marketplace? How can Diageo’s be a better corporate citizen? IDENTIFYING THE INDICATORS OF ORGANIZATIONAL TRUST Rob Sharkie, Charles Sturt University Iris Reychav, Holon Institute of Technology Organizations need to access the knowledge and skills of employees if they are to innovate and improve their performance. Because extrarole behaviors are discretionary, there is a need to understand why employees contribute. This research on 325 employees of 5 different Regional Councils/Local Government Authorities in New South Wales. Australia has found that perceptions about management values, psychological support and management credibility were strong indicators of organizational trust, which in turn was positively correlated with employee extra-role behavior. The above findings highlight the important factors that employees use to determine their trust and which can lead to discretionary employee effort. MATTEL’S MISFIT TOYS: SAFETY RECALLS IN THE TOY INDUSTRY Naomi A. Gardberg, Baruch College - CUNY Donald H. Schepers, Baruch College - CUNY This case concerns toy recalls that occurred in 2007. These recalls involved both production (lead paint) and design (small, easily detached magnets) flaws. Prominent names in the toy industry, most notably Mattel and RC2, were involved in the recalls. Between June and November, over a dozen different product recalls exceeding 25 million units occurred. Through mid-November 2007 the U.S. Consumer Product Safety Commission recalled over 25 million units through 60 recalls. These recalls affected consumer confidence in the toy industry. This case affords students the opportunity to examine this set of events from strategic, international management, and social responsibility perspectives. PROCESSES OF STATUS LEVELING AND ‘EQUALITY THEORY’ IN ORGANIZATIONAL CONTEXTS David A. Morand, The Pennsylvania State University Status leveling devices -- elimination of executive dining rooms, reserved parking, and so forth -- are a taken for granted feature of many workplace involvement programs, yet no prior research has investigated or modeled the presumed effects. This article enumerates devices commonly used to level status, and presents a number of propositions intended to capture the major effects. Leveling is posited to lead to several proximate outcomes: increased cross-status interaction and contact, literal blurring of status, role flexibility, and low power distance. These in turn are conceptualized as mediating the relation between leveling and several broader organizational outcomes. -18- STAKEHOLDERS AND CORPORATE ENVIRONMENTAL DECISION MAKING: THE BP WHITING REFINERY CONTROVERSY Friday, 8:30am - 10:00am in Mount Vernon CASE: Round Table 3: Developing Cases 1 Bryan Stinchfield, Southern Illinois University Facilitator: Margaret J. Naumes, University of New Hampshire In 2007, BP received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana, and had the project gone forward as planned the refinery would have discharged significantly higher levels of pollutants into Lake Michigan. Not surprisingly, this event triggered a firestorm of controversy from multiple segments of society. Using stakeholder theory as framework of analysis, this case study draws from secondary sources to examine the factors that led to BP's decision not to increase its discharge into the lake. Relevant stakeholders include citizen and environmental organizations, political groups, trade associations, and BP's employees and stockholders. THE COUNTRY GROCER: GROWING TO THE NEXT LEVEL Lisa Morrison, University of Ottawa Ajax Persaud, University of Ottawa The Country Grocer is a medium-sized, independently-owned fullline grocery store located in Ottawa, Canada. The store was opened by François Bouchard twelve years ago. Today, the business is comprised of a physical store, an online store, and a catering business. Most retail customers are from a 2-mile radius of the store’s location, while online customers are located around the entire metropolitan area. Since opening, the store has grown an average of 3.6% annually. However, growth for the past several years has remained flat. Francois is looking for ways to grow his business but is constrained by a limited marketing budget. Friday, 8:30am - 10:00am in Mount Vernon CASE: Round Table 2: Developing Cases 1 THE GOLF INDUSTRY: DRIVERS OF CYCLICALITY. WITH FAZIO GOLF COURSE DESIGNERS, INC., THE NATIONAL GOLF FOUNDATION, AND PULTE HOMES Facilitator: Herbert Sherman, Long Island University, Brooklyn Campus BUILD-A-BEAR WORKSHOP Margaret S. Ake, Endicott College Kristine Kelly, Endicott College Courtney Holloway, Endicott College Nemanja Marinkovic, Endicott College Jake D. Kidder, Endicott College Lauren Fournier, Endicott College Alan B. Eisner, Pace University Lucia Vojtkova, Pace University Dan Baugher, Pace University While Build-a-Bear celebrated its 10th anniversary with the making of its 50 millionth furry friend in 2007, its future prospects were questionable. Following a huge success in the early years of operations, Build-A-Bear Workshop was piling with a decline in same store sales as of 2007. Could the soon to be launched Build-ABearville website compete with the building popularity of Webkinz World, an online world for plush animals where kids played games and cared for virtual pets? This case is intended for use in an introductory or intermediate economics course. It provides an opportunity for students to think critically about the cyclical nature of the U.S. economy and its impact on industry. The golf industry, in 2006, provides an excellent example of an industry faced with an imbalance of supply and demand. At the end of 2006, for the first time since the end of World War II, the number of golf courses that closed exceeded the number of courses that opened. There was reason for concern in the golf course development industry. XIZI CASE STUDY & TEACHING NOTE Huiping Li, Ramapo College of New Jersey/Zhejiang University Xiaobo Wu, Zhejiang University Suli Zheng, Zhejiang University Friday, 8:30am - 10:00am in Mount Vernon The case describes the role of Xizi Group in building core competence by forming a joint venture with Otis. Group also negotiated with Otis, to become its supplier to the JV. Trust was the Xizi subsidiary that filled this role. However, the JV believes that the Trust has not been able to lower the price enough to satisfy the competitive pressure of the Otis. Trust realized that by prioritizing JV, Trust has lost some of other viable business. Group feels that it's important for Trust to have a sense of urgency to satisfy Otis's demand, continue to serve the JV. CASE: Round Table 4: Developing Cases 1 Facilitator: Kathleen Suchon, University of Massachusetts, Dartmouth INFOSYS TECHNOLOGIES LIMITED: THE GLOBAL TALENT PROGRAM Ram Subramanian, Montclair State University Tripti Singh, Indian Institute of Management - Bangalore Ram B. Misra, Montclair State University C. Jayachandran, Montclair State University Infosys Technologies Limited, the Bangalore, India-based information technology company embarked on a global recruitment program in 2006. The first batch of U.S. recruits were brought to the company's Mysore, India training facility and put through a 16-week training program. Three foreign batches had been trained at the end of 2007. The company's CEO has challenged the HR head to step up foreign recruiting significantly. The HR head was concerned about the impact of increased recruits on the company's training function. -19- PEACE CORPS: THE SHOREST JOB YOU WILL EVER LOVE TESTING THE IMPACT OF DRAMATURGICAL TEACHING: FROM THE POWER OF ONE EXPERIENCE TO THE POWER OF MANY INTER-CONNECTED EXPERIENCES Paul M. Swiercz, The George Washington University Laura Lee Hagmann, The George Washington University John E. Barbuto Jr., University of Nebraska-Lincoln The Peace Corps Act of 1965 restricts employment with the agency to five years, and disallows former staffers from returning to the agency until the passage of a period of time equal to their prior length of service. Known as the "5-Year Rule", this provision of the law was included to "place the Peace Corps staff in essentially the same position as that of the volunteer. With time, exceptions to this rule have been instituted and other work-a-rounds have allowed people to stay beyond 5 years. Many wonder if the rule has out lived its usefulness. Paper presents a pedagogical approach to leadership education that takes experiential learning to the next level of faculty-student interaction and experience. Dramaturgical teaching involves the instructor displaying the leadership style(s) in and out of the classroom so that students experience the leadership style while learning about it. Proposed course structures, special instructions for faculty using this teaching method, preliminary qualitative evaluations of the method, quantitative assessment of the method’s helpfulness to learning, and implications of dramaturgical instruction are discussed. Friday, 8:30am - 10:00am in Potomac D MED: Approaches to Classroom Experiences Friday, 8:30am - 10:00am in Potomac E WIP: Toughing it Out: Stressors, Oppressors, & Procrastinators Facilitator: Sarah Stookey, Central Connecticut State University MAKING IT REAL: USING SERVICE LEARNING IN AN INTRODUCTORY ENTREPRENEURSHIP CLASS Facilitators: Andrea Hornett, Penn State Great Valley Carla Masciocchi Messikomer, The Acadia Institute Elizabeth Ann McCrea, Seton Hall University Despite fairly wide-spread recognition that entrepreneurship occurs in profit and not-for-profit enterprises, a relatively recent review of “experiential learning” techniques in entrepreneurship education curiously does not mention service-learning in its list of instructional methods. Yet, service-learning can be a powerful pedagogy for teaching the skills and unique content of entrepreneurship. This article presents an example of how service-learning was integrated into an introductory undergraduate entrepreneurship course. Preliminary, informal feedback from clients and students, suggestions for improvement, a grading rubric, and other course materials are included. EXPLAINING PERSISTENCE: ROLE OF AFFECT, FEEDBACK AND LEARNING OPPORTUNITY Sheetal Singh, University of Maryland, College Park Kathryn M. Bartol, University of Maryland, College Park Extending the literature on persistence I propose a model of task persistence for individuals. I identify the key dimensions (duration of action and effort), determinants (motivational and cognitive) and consequences (productive and non-productive) of persistence. I propose that core affect; feedback and learning opportunity are the key constructs that affect persistence. Nature of task, outcome expectancy and learning orientation moderate these relationships and self-efficacy is identified as a mediator. MEASURING SHIFTS IN STUDENT BELIEFS ABOUT LEADERSHIP: A PRELIMINARY INVESTIGATION USING CONTENT ANALYSIS IMPLICATIONS OF STOCKHOLM SYNDROME ON BUSINESS RELATIONSHIPS Paul S. Szwed, U.S. Coast Guard Academy Jason Siniscalchi, U.S. Coast Guard Academy Anne Morrissey, U.S. Coast Guard Academy Jeffrey Brewer, U.S. Coast Guard Academy Ellen Foster Curtis, The Pennsylvania State University Based on literature in economics, charismatic and narcissistic leadership, psychology, ethics, power in organizations, supply chain management, and professional relationships, this research proposes an outline of a symptomology of organizational Stockholm Syndrome. Identification of how "captor-hostage" types of relationships manifest themselves in business organizations and relationships, and what their potential negative impacts are on organizations, business relationships and society, are a focus of this research. The author will present a conceptual map linking the literature domains and will suggest some preliminary definitions of Stockholm Syndrome-like behaviors in organizations and business relationships. Understanding student beliefs is noted by many educators as an important component in teaching. This study examine a procedure for developing a coding scheme for leadership beliefs and analyzes that coding scheme using pre- and post-test content obtained in a junior year undergraduate course in leadership. The process is validated and the results of this trial content analysis are shared. -20- PROCRASTINATION IN THE WORKPLACE: AN ANALYSIS OF MOTIVATIONAL PROCESSES THROUGH SELFDETERMINATION THEORY Friday, 8:30am - 10:00am in Potomac F Careers: Career Success in Investigations in Varying Demographic Groups Cuneyt Gozu, University at Albany - SUNY The purpose of the present research is to propose a model that examines a procrastination problem from the perspectives of employees. In this respect, self-determination theory and aspects of procrastination has been evaluated together. Extrapolating from the findings of the academic procrastination literature, the proposed model posits that self-determined motivations toward work and interpersonal relationships are related to task perception, selfefficacy, emotions, and received feedback. Consequently, the negative or low values of these mediators between work and interpersonal relationships are expected to cause procrastination behavior. Facilitator: Ann Marie Gagnon, Charter Oak State College A BOUNDARYLESS PERSPECTIVE OF OCCUPATIONAL PASSION AND SUCCESS: THE CAREER EXPECTATIONS OF GENERATION Y Marco DiRenzo, Drexel University Jeffrey H. Greenhaus, Drexel University Lee J. Zane, Drexel University Ping (Tyra) Shao, Drexel University The career expectations of Generation Y are explored in order to ascertain the importance that vocational passion will play in their career choices and perceptions of success. Preliminary analyses revealed decisively boundaryless perspectives of their future. Links between the anticipation of boundarylessness and the desire to have passion for vocational pursuits are also represented. Further exploration involves the extent to which Generation Y desires to “make a difference” in our society and convergence in future male and female work/family roles. This analysis offers an understanding of emerging career paths and contributes to the development of future measures of career success. STRESS ACROSS THE SEVEN SEAS: CULTURAL INFLUNCE ON OCCUPATIONAL STRESSORS IN NURSING Noushi Rahman, Pace University Keeley Townsend, Pace University This paper explores the influence of culture on occupational stressors by examining stressor studies and comparing their findings among different culture groups. To accomplish this objective, we extracted the findings of empirical studies on occupational stressors in nursing conducted in the context of different countries. Our literature search yielded empirical studies on occupational stressors in nursing in 12 countries. Evaluating these countries along Hofstede’s culture dimensions, we derived five culture groups. Our assessment of stressors within and between each culture group suggests that occupational stressors in nursing vary between culture groups, but are fairly consistent within culture groups. Michael J. Driver Best Careers Paper in the Regions Award WORK AND FAMILY STRATEGIES OF HIGH ACHIEVING WOMEN Souha R. Ezzedeen, York University Kristen G. Ritchey, Comcast Corporation Women's pursuit of an executive career is fraught with obstacles and work-family challenges. We examined the work and life strategies of executive women in intimate relationships and inductively derived four career advancement and four life balance categories. We observed that our subjects successfully combined career and family and consequently argue that the power of one woman to have an executive career and a fulfilling family life is really the power of many, including her family, employer, and attitudes about balancing work and life. These findings call for greater optimism in the study of the career-family dynamics of high achieving women. STRUCTURATION, NEGOTIATED ORDER, AND INEFFECTIVE INTERORGANIZATIONAL LEARNING: AN ANALYSIS OF THE NIH’S SLOW RESPONSE TO THE AIDS EPIDEMIC Mark Promislo, Temple University The delay in identifying the cause of AIDS in the early 1980s led to huge numbers of deaths and missed opportunities to slow the spread of the disease. I analyze this failure by applying organizational theories to the NIH’s slow response to the epidemic. Structuration, negotiated order, and organizational learning theories are used to better understand (1) the delay by the NIH in providing grants for research on AIDS; (2) the inability of the CDC to effectively implement its research agenda; and (3) the failure of the NIH to learn from the CDC’s conclusion that AIDS is an infectious disease. WORK SCHEDULE, WORK SCHEDULE CONTROL AND SATISFACTION IN RELATION TO WORK-FAMILY CONFLICT, WORK-FAMILY SYNERGY, AND DOMAIN SATISFACTION Nick J. Beutell, Iona College This paper examines work schedules and work-family conflict and synergy using data from the 2002 National Study of the Changing Workforce. Work schedules were significantly (p < .01) related to work-interfering with family (WIF) and work-family synergy (W-FS) but not for family interfering with work (FIW). Supervisory jobrelated and family/personal support were significantly related to employee work schedule control and schedule satisfaction. Perceived control of work schedule and work schedule satisfaction was significantly related to work-family conflict and synergy. Work schedules also moderated the relationship between work-family conflict (synergy) and domain satisfaction. Implications and directions for future research were discussed. -21- Friday, 10:00am - 10:15am in Foyer Friday, 10:15am - 11:45am in Monticello A MED: Symposium: The Power of Five Minds: The Power of One Framework Refreshment Break Diana Stork, Emmanuel College Jeanie M. Forray, Western New England College John R. Ogilvie, University of Hartford Regina M. S. Rutter, Emmanuel College Mary Garlington Trefry, Sacred Heart University Jill Woodilla, Sacred Heart University Friday, 10:15am - 11:45am in Crystal View ELA: Organizational-Level Experiences Facilitator: Peggy Daniels Lee, Penn State Great Valley BEYOND "THE TOTAL ORGANIZATION": A NEW ADAPTATION OF A GREAT EXERCISE Howard Gardner’s recent book, Five Minds for the Future, provides the framework for conversation and interaction around management education. The disciplined mind, the synthesizing mind, the creating mind, the respectful mind, and the ethical minds are Gardner’s five prescriptive minds for the future. Each of the panelists provides an overview of a particular mind, identifying possible concerns and implications for management education. Symposium attendees then work together to explore Gardner’s minds as a way to think about management education, at the course, program, and school or college level. Kathleen Kane, University of San Francisco Leslie Ann Goldgehn, University of San Francisco “The Total Organization”(Cohen, et al,1992), can be for a variety of current courses, topics, and outcomes. We have successfully adapted if for the core MBA Leadership course. The participants must selforganize, choose leadership, determine roles, and develop the structure for an entrepreneurial venture. With few instructions, they struggle with the ambiguity of multiple organizational challenges including: innovation, creativity, team building and organizational design. We will demonstrate the exercise and give participants overheads and exercise instructions on CD so they can immediately use the exercise. Friday, 10:15am - 11:45am in Monticello B PDW: Use of Statistics/Quality Tools for Thinking & Decision-Making within a University NPD SIMULATION ‘START-UP’ Terry Schumacher, Rose-Hulman Institute of Technology Betty M. E. Ross, Embry-Riddle Aeronautical University The first version of a management simulation addressing new Product development is described. Participants start with a product vision, and progress to product launch where they receive feedback. They make decisions allocating their time and money resources, and receive guidance from advisors, as they: search for customers, gather customer preference data, define segments, set their price, use trade shows and focus groups, encounter problems building their product and finally, allocate funds to promotion at launch. Initial tests indicate students enjoy and learn from the experience. A 5-minute QuickTime video demonstrates the interface by playing one simulated month. Colleges and Universities provide courses on the use of statistical applications/thinking for management decisions and improvement. Many instructors have little, if any, knowledge of statistical application tools. The objective of this workshop is to provide an understanding of the basic statistical tools and planning tools for use on a daily basis. Upon completion of this workshop, the participant will have an understanding of the fundamentals of continuous improvement tools and the power of statistical thinking. A case study will be utilized in order to tackle the issues that a practitioner in a university setting encounters on a day-to-day basis. UP CLOSE AND PERSONAL: UNDERSTANDING ORGANIZATIONAL CULTURE THROUGH TEACHING AND EXPERIENCING AN ORGANIZATION'S CULTURE Friday, 10:15am - 11:45am in Monticello C OBT: Sense-making, Meaning-making, & Communication Kathleen J. Barnes, East Stroudsburg University George Smith, Albright College Organizational culture has been likened to an onion, an umbrella, sticky glue and an iceberg. Because of the multifaceted nature of the subject matter, presenting and explaining this topic to students can be a daunting task. Compound this challenge with the student’s limited work experience, especially at the undergraduate level, and streamlined text coverage and you’ve got the makings of increased student apathy for an important subject. This proposal presents an experiential teaching method that has been used with undergraduate and graduate students to illustrate and explore organizational culture. Facilitator: Kenneth Levitt, The College of Saint Elizabeth GENERALIZING MEANING-MAKING FROM ONE TO MANY: A MESO-ANALYTIC APPROACH FOR CONCEPTUALIZING GROUP CONSTRUCTIVE DEVELOPMENT Megan Michelle Stevens, Kenexa John E. Barbuto Jr., University of Nebraska-Lincoln This essay presents the foundation for a group and team development model from a constructivist perspective. This model elevates Kegan’s (1994) meaning making theory to the meso level. Meaning making involves not only the cognitive structure necessary to interpret the environment, but also encompasses inter- and intra-personal understanding, which, at the team level, is a social process that changes based on the members of the team. Several propositions are stated for further study. -22- RESILIENT DISTRIBUTED COGNITION IN U.S. COAST GUARD FLIGHT CREWS HOLLY'S AU NATURAL OATMEAL Catherine Connelly Giapponi, Fairfield University Sharlene McEvoy, Fairfield University Michael Valerio, Michael Baker Jr., Inc. Krishna J. Gajjar, The George Washington University James Douglas Orton, The George Washington University Holly DiMauro developed her premium priced all natural oatmeal in the kitchens of her Litchfield County restaurants. It became so popular that her restaurant patrons began to ask for packages of the oatmeal to take home to cook themselves. As Holly focuses on transforming the business into a $5 million company, she wrestles with important challenges: how to expand her distribution and increase her marketing; how to deal with the impact of increasing demand on her manual system of hand blending and packaging; how to secure the necessary capital to support growth? Our study of a military High Reliability Organization -- a Coast Guard C130 Aircraft and Crew engaged in Law Enforcement (LE) and Search and Rescue (SAR) -- found that organizational resiliency and its subcomponent, organizational reliability, can be achieved through the language of congregation, a specific grammar and syntax of organizing. An underlying Congregate Cognitive Map (CCM) of an organization is activated through language building that highlights the mechanism behind resilient distributed cognition. Highly resilient and reliable actions among organizational members are achievable despite changing membership or diversity of shared beliefs, values, and motivations. CASE Award Nominee: Best First Case Submission SUSTAINABILITY AND ENVIRONMENTAL STANDARDS: SEEKING COMPETITIVE DISTINCTION AT DAMAÍ LOVINA VILLAS Nominee: Outstanding Empirical Paper Award THE LENS AND LANGUAGE OF POWER: SENSE-MAKING AND COMMUNICATION IN THE AFTERMATH OF HURRICANE KATRINA Nicole Darnall, George Mason University Mark B. Milstein, Cornell University Damai Lovina Villas was a small, boutique hotel located in North Bali. General manager, Glenn Knape, was considering branding Damai as a "green" hotel. Since the hotel already had numerous environmental initiatives in place, Knape questioned whether Damai should participate in a voluntary environmental program (VEP) and use its participation as a marketing tool to attract additional hotel business. The case explores the strategic relevance of VEPs. Additionally, it helps translate the generic concept of sustainability into a framework that makes sense of the numerous existing and potential investment choices facing many firms that wish to expand their sustainability strategy. Joe Magee, New York University Frances Milliken, New York University Nancy Lam, New York University Daniel Menezes, New York University This research examines the relationship between power and sensemaking during the aftermath of Hurricane Katrina. We conceptualize a hierarchy of power amongst the networked group of actors who participated in the disaster relief effort based on a combination of their formal authority and control over critical resources. Building on psychological theories of power and construal, we hypothesized that power would affect individuals’ interpretations of events during the crisis, with high-power individuals’ interpretations displaying more abstraction (vs. concreteness), future-orientation (vs. pastorientation), positivity (vs. negativity), and certainty/confidence (vs. uncertainty/tentativeness). Analysis of individual actors’ quotations that appeared in media sources supported our hypotheses. Friday, 10:15am - 11:45am in Mount Vernon CASE: Round Table 2: Strategy, E-Commerce and OD Facilitator: Diane C. Shichtman, Empire State College GOOGLE, INC.: AN INTERNET SEARCH SERVICE COMPANY IN THE COMPUTER SERVICES INDUSTRY Friday, 10:15am - 11:45am in Mount Vernon CASE: Round Table 1: Strategy, E-Commerce and OD Robert J. Mockler, Saint John's University Sheryllan Dwarika, Saint John's University Marc E. Gartenfeld, Saint John's University Facilitator: Patrick James McGuigan, Pace University In February of 2005, almost six months after Google’s IPO of stock, CEO Eric Schmidt announced the need to develop an effective company-wide strategy in order to brace for the next level of services and products to be offered to stay ahead of the competition. In the last quarter of 2004, Google’s operating income totaled $321 million, versus $322 for eBay and $260 million for Yahoo. The overall task was to develop an effective differentiating enterprise-wide strategy especially for the company’s Internet search segment, enabling Google to survive and prosper against aggressive competition in the intermediate and long term future. CLASSY DELICATES Ram Subramanian, Montclair State University Ross Malaga, Montclair State University Classy Delicates was an online lingerie retailer. It was owned by Andy and Julia Steiner. Andy Steiner ran the business part-time while holding on to his full-time job teaching electronic commerce courses at a New Jersey university. The couple bought the business in August 2005. Using his expertise in search engine optimization, Andy Steiner improved site traffic and profitability. The business made an annual profit of around $30,000. The Steiners had four offers to sell the business. They have to make the decision to sell the company, run it as is, or invest additional money to improve the business. -23- CASE Award Nominee: Best First Case Submission WORKING WITH A CLEAN SHEET OF PAPER: THE DESIGN AND MANAGEMENT OF A NEW ORGANIZATION COMPARATIVE ANALYSIS OF GROWTH STRATEGIES OF TWO CONGLOMERATES IN EMERGING MARKETS Refik Culpan, Penn State Harrisburg Ravi Chinta, Penn State Harrisburg Michael H. Schuster, U.S. Coast Guard Academy A large packaged food manufacturer was consolidating its operations, closing several plants and planned to build a new larger facility. Employment at the new facility is expected to be approximately 500 hourly and 50 salaried. The site director was given the assignment of designing and building the new facility, purchasing, moving, and commissioning new and existing machinery and technology, selecting and developing a team of managers, and developing the HR system to select, train, and compensate the hourly workforce. The corporation’s leadership expects the new plant would be a cost-effective, high performance, organization using advanced manufacturing systems such as Lean. We studied the growth of two family-controlled MNCs, namely, Tata Group in India and Sabanci Holding in Turkey and compared their growth patterns. In a conceptual framework, we demonstrated how core competencies of these two conglomerate companies have led to their competitive advantages. Finally, we concluded that the success factors in becoming an MNC from a local company in an emerging economy depend on strategic and visionary leadership, smooth succession of the founders, strong value system and business ethics, multiple paths for growth, and the establishment of strategic alliances with western companies. CROSS LISTING OF FIRMS: TRANSACTION COST ECONOMICS, RESOURCE DEPENDENCE AND INSTITUTIONAL PERSPECTIVES Friday, 12:00pm - 2:00pm in Potomac A, B, C Sudhir Nair, University of Massachusetts, Amherst Presidential Luncheon Cross listings of shares by firms have been studied by finance scholars. However this phenomenon has not been extensively studied by organizational scholars. This paper examines this phenomenon in the context of internationalization from three perspectives. The theoretical lenses that are used in this paper are Transaction Cost Economics, Resource Dependence Theory and Institutional Theory. These lenses allow us to understand this phenomenon more holistically, while retaining an organizational framework. I show that organizational rationales for cross listing are equally important as financial reasons for cross listing. Friday, 2:00pm - 3:00pm in Monticello A & B CASE/EAM Keynote & Panel - Entrepreneurial Spirit at Starbucks Keynote: Navin Gurnaney, Regional Director, Starbucks Corporation Panelists: Margaret Naumes, University of New Hampshire; Herb Sherman, Long Island University Friday, 4:00pm - 5:30pm in Monticello B Strategy: In Search of Power: Implications for Strategy Friday, 3:00pm - 4:00pm in Foyer Refreshment Break Facilitator: Joseph P. Eshun Jr., The Pennsylvania State University ORGANIZATIONAL POWER AND DEPENDENCE: AN EXPLANATION OF CONTRADICTIONS AND IMPLICATIONS FOR INDUSTRY COMPETITION CONTROL Friday, 4:00pm - 5:30pm in Crystal View ELA Business Meeting Janet Kay Tinoco, Embry-Riddle Aeronautical University Power of a controlling organization is inversely proportional to its dependence on the resource. This conceptual study argues that the relationship is more complex and must take into account the situation where both power and dependence are high. Using the context of the military-industrial complex, two propositions are offered. First, separate from dependence, power associated with industry hierarchy plays a key role in overall organizational power. Second, a monopsony positively modifies the relationship between power and dependence thereby reducing the impacts of dependence on power. Following proposition arguments, organization control of industry competition is examined, along with future research directions. Friday, 4:00pm - 5:30pm in Monticello A IM: Maximizing Organizational Competitiveness in a Competitive Environment Facilitator: Cathleen McQuillen, Pace University A REVIEW OF EUROPEAN BUSINESS INTEGRATION: DOES EUROPEAN BUSINESS EXIST? Nicolas M. Dahan, Ramapo College of New Jersey William Frech J. Frech, Ramapo College of New Jersey This paper poses the question of the existence and extent of "European business". By reviewing empirical data along four key dimensions we conclude that European business as a specific business environment is not a reality for all firms in Europe. It very much depends on the industry. Furthermore, European business as a type of firms is clearly a small subset of firms doing business in Europe. Mistaking one for the other would a gross oversimplification. Thus, our ultimate assessment is that "European business" does exist but is not as widespread as held by popular belief. -24- STRATEGIC ENTREPRENEURSHIP: KEY-DIMENSIONS EFFECT ON STRATEGIC ORIENTATION OF SMALL FIRMS LEADERSHIP THROUGH POWER AND INFLUENCE: LESSONS FROM CINEMATIC HEROES AND VILLAINS Erin Deal, Pace University Eric H. Kessler, Pace University João José Matos Ferreira, University of Beira Interior Susana Garrido Azevedo, University of Beira Interior Power and influence are essential components of effective leadership and organization management. It is proposed that film, insofar as it reflects societal values and behavioral norms, can shed unique light on these dynamics. A conceptual model was developed and, based on this framework, the power bases and influence tactics of several AFI movie heroes were studied for frequency and manner of utilization as well as effectiveness,. In addition, these patterns were then compared with villains and Bollywood characters to explore the moderating effects of character and culture. Results revealed several interesting relationships. Implications for the research and practice are discussed. This research examines the effect of the key-dimensions of strategic entrepreneurship on entrepreneurial orientation of manufacturing small firms in a stratified sample. The four key-dimensions of strategic entrepreneurship include: life-cycle stages, resources and capabilities, external environment, and entrepreneurial orientation. The results of the study indicated a positive effect among some dimensions of the strategic entrepreneurship on entrepreneurial orientation of small firms. It was still possible to conclude that the firms which have an entrepreneurial orientation intended to grow more, seem to enhance more its capabilities, and faced more proactively the external environment. THE POWER TO BE CREATIVE AT WORK: EXAMINING THE COMPONENTIAL MODEL OF EMPLOYEE CREATIVITY THE BUSINESS INCUBATOR AS AN ENDOGENOUS MODEL OF STRATEGY IN THE KNOWLEDGE ECONOMY Joseph P. Eshun Jr., The Pennsylvania State University Paul Eder, The Center for Organizational Excellence, Inc. John E. Sawyer, University of Delaware Business incubators have rapidly emerged as a dominant organizational form for promoting entrepreneurship and stimulating new business formation. Most analyses have treated business incubators as exogenous and bounded entities outside organizations or microcosmic and independent units within organizations dedicated only to entrepreneurs. In this paper, we propose an endogenous model of the business incubator as a strategy by integrating multiple attributes including corporate entrepreneurship, creativity, and innovation which we analyze in the context of the firm. We develop propositions for research and implications for creating and implementing an endogenous model of the organization as the business incubator. Research on employee creativity has referenced two popular models: the Componential Model (which emphasizes the impact of intrinsic motivation, domain-relevant skills and creativity-relevant processes on creativity) and the Interactionist Model (which, in part, emphsizes the interaction of individual-level factors on creativity). The tenets of both models have yet to be combined fully in a single empirical study in a work environment. The current study examined a potential threeway interaction between the three components (motivation, domainreleant skills, creativity-relevant processes) in a manufacturing setting. Although no main effects were observed, there was a significant three-way interaction. Implications of these results are discussed. Friday, 4:00pm - 5:30pm in Monticello C Friday, 4:00pm - 5:30pm in Mount Vernon OBT: Personal and Social Power CASE: Round Table 1: Developing Cases 2 Facilitator: Natalia Lorinkova, University of Maryland, College Park Facilitator: Laurie L. Levesque, Suffolk University Nominee: Outstanding Empirical Paper Award HOW PERSONALIZED AND SOCIALIZED POWER MOTIVATION FACILITATE ANTISOCIAL AND PROSOCIAL DECISION-MAKING Alan B. Eisner, Pace University Keeley Townsend, Pace University James Gould, Pace University Jerome Kuperman, Minnesota State University Moorhead Joe Magee, New York University Carrie Langner, California State University, Sacramento Jamba Juice is the category-defining leader in healthy blended beverages, juices, and good-for-you snacks. While many small health food stores had juice bars offering fresh carrot juice, wheat germ, and others, dedicated juice and smoothie bars didn’t gain widespread popularity until the mid 1990s. Pioneer stores such as Jamba Juice and Smoothie King created a new segment in the food and beverage industry, offering made-to-order smoothies, fresh juices, and healthy snacks. Toward the end of 2007, Jamba Juice was leading the smoothie industry and looking to expand its product line to position itself as a healthy alternative to fast food. JAMBA JUICE In two laboratory simulations of different policy contexts, we investigate the effects of individuals’ power motivation on decisionmaking. We distinguish between two types of power motivation and demonstrate that both types of power motivation facilitate influential decision-making but that each type plays a different role in different contexts. In the conflict context, individuals’ personalized (selfserving) power motivation was associated with antisocial decisions, and in the healthcare context their socialized (other-serving) power motivation was associated with prosocial decisions. Furthermore, the type of power motivation elicited in each context was associated with less perceived need to deliberate over the relevant policy decision. -25- WEIGHT WATCHERS INTERNATIONAL INC. Friday, 4:00pm - 5:30pm in Mount Vernon Jennifer Michele DiChiara, Pace University Alan B. Eisner, Pace University Helaine J. Korn, Baruch College - CUNY CASE: Round Table 3: Developing Cases 2 Facilitator: Herbert Sherman, Long Island University Weight Watchers International Inc. has maintained a leadership position in the weight management industry by implementing a unique lifestyle approach to weight management and recognizable brand identity. The company’s original format was to provide weight loss support for small groups of women. Weight Watchers is currently experiencing some challenges and opportunities, including: competitive positioning issues, reinvigorating its brand, expanding the target market to include men and more ethnic groups, and initiating efforts to continually develop innovative new platforms and product offerings that appeals to a wider range of consumers. ECOMAGINATION OR ECOEXAGGERATION? GENERAL ELECTRIC'S NEW ENVIRONMENTAL INITIATIVE Nicole Darnall, George Mason University Rebecca Lee Hill, George Mason University The GE Ecomagination case provides insights regarding the adoption and implementation of a significant and well-publicized sustainability program. Announced in 2005, Ecomagination was developed in the shadow of the organization’s tarnished environmental past, which has lingered through modern times. Ecomagination raises issues about an organization should integrate sustainability issues throughout its operations, and how product certification and external certification and reporting can increase broader acceptance of a company’s sustainability claims. Finally, the case discusses how involving external stakeholders offers strategic advantages towards building a firm’s sustainability vision. Friday, 4:00pm - 5:30pm in Mount Vernon CASE: Round Table 2: Developing Cases 2 Facilitator: Jill Woodilla, Sacred Heart University MICHAEL BIANCO INC. AMERICA’S CUP: STRUCTURING TEAM LEADERSHIP Kathleen Suchon, University of Massachusetts, Dartmouth Elizabeth Hall, American University Mark Clark, American University This evaluative case describes a raid by US Immigration and Customs Enforcement (ICE) on Michael Bianco Inc., a major employer in New Bedford, Massachusetts. The factory owner and three managers were arrested and charged with “recruiting and hiring illegal aliens without authorization to work” (Abraham & Ballou 2007, p. A1), and 361 undocumented workers were detained. The raid received national attention because of allegations that working conditions in the factory were exploitative, that undocumented workers were hired in preference to US citizens, and that some of the tactics of the ICE agents violated the rights of the detainees. One challenge of running a high-performing professional team is matching the capabilities and style of the leader with the needs of the team. Because each team has idiosyncratic resources and goals, the style most effective for one team may not be appropriate for another. This case vignette depicts the challenges of the relatively inexperienced leader of America’s Cup Mascalzone Latino racing team, illustrating the confluence of personal style, team structure, and idiosyncratic team goals. Mascalzone’s young manager, Silvio Arrivabene, focuses his efforts on building a team structure wherein members can communicate freely and use their enthusiasm to leverage their expertise. Friday, 4:00pm - 5:30pm in Potomac D EDGE: Symposium: Management as a Liberal Art: The Power of One Among Many THE "RIGHT" THING TO DO David A. O'Neill, University of New Hampshire Margaret J. Naumes, University of New Hampshire Theodore D. Peters, Hartwick College Bonita L. Betters-Reed, Simmons College John K. Clemens, Hartwick College Jennifer S. A. Leigh, Gettysburg College Jeffrey Nesteruk, Franklin and Marshall College Bennett T. Bruce, Gettysburg College John, a high school junior, takes a job at the local sporting goods store near his school. A few weeks later, a fellow employee, Eric, reveals that many of the employees steal items, and that this behavior is common knowledge to everyone but the managers. John likes Eric and does not want to get anyone in trouble, or disrupt the working pattern within the store. On the other hand, John worries that such behavior would go against his family’s values, risk his job and take away his eligibility for a reward that the company offers for reporting employee theft. This symposium will address the panel's experience with the relationship between Management and the Liberal Arts, specifically seeking ways of blending the two to give the best student outcomes. After intial comments by panel members, audience members will be solicited to provide their own experiences, both positive and negative about how to blend Management with the Liberal Arts. -26- Friday, 4:00pm - 5:30pm in Potomac F Friday, 5:30pm - 7:00pm in Monticello A Careers: Examinations of Evolving Career Theories and Models Mid-Career/Senior Faculty Consortium Coordinators: Joan Weiner, Drexel University Sandra Morgan, University of Hartford Kate Suchon, University of Massachusetts, Dartmouth Facilitator: Nick J. Beutell, Iona College POWER, PROFESSIONALS, AND LARGE EMPLOYING ORGANIZATIONS Please join us for a session discussing issues and challenges for midcareer and senior faculty. Just as the Junior Faculty consortium focuses on helping our newest colleagues juggle multiple demands as they make the transition into the academic world, there are many similar challenges facing those at mid-career and as senior faculty. Whether it is effectively continuing streams of research, taking on new roles, assessing opportunities for different paths in academic life, or making transitions to do other things perhaps outside of academia, this consortium is a beginning step in helping mid-career and senior faculty develop their own "six year plans" for the future. The end isn't a tenure decision but perhaps a new way of looking at and answering "what next?" Rikki Abzug, Ramapo College Integrating a long history of research on professional power/autonomy with more recent literature on correlates of selfemployment and entrepreneurship and career lifecyle, this paper develops a model of determinants of organizational choices of professionals. We isolate structural/societal variables from the sociological literature on power and professions, trait variables from the scholarship on the determinants of self-employment and entrepreneurship, and familial and lifestage variables from the career lifecyle literature. Finally, we develop a model from which we deduce hypotheses to begin to explain the conditions under which professionals choose large employing bureaucracies versus selfemployment. Friday, 7:00pm - 11:00pm in Chesapeake (3rd Floor) RESILIENT CAREER NARRATIVES: AN ANALYSIS OF MID-CAREER MANAGERS’ LONG-TERM UNEMPLOYMENT NARRATIVES Conversation & Collegiality Ann Marie Gagnon, Charter Oak State College James Douglas Orton, The George Washington University Following the 2001 recession a number of mid-career managers were classified as long-term unemployed, (out of work 6 months or more). This study focuses on narratives of these managers’ efforts to adopt alternatives to the bureaucratic career management rhetoric, as they adapted their career management behaviors to develop employability – and sustain their careers. In addition, the study will explore the potential contribution of the alternative career narratives to enhancing career resiliency. Analyzing the mid-career managers’ narratives of their long-term unemployed experience will add to our understanding of resilient career management behaviors. Friday, 5:30pm - 6:30pm in Chesapeake (3rd Floor) CASE Social (CASE Members only, please) -27- Saturday, May 17 Saturday, 8:00am - 9:30am in Monticello A IM: Achieving & Leveraging Knowledge, Acquisition, and Transfer in Various Organizational Strategies Saturday, 7:30am - 8:00am in Foyer Facilitator: Carmen Leonor Martinez-Lopez, CUNY Breakfast ASSESSING THE BENEFITS OF OFFSHORING: A VALUEADDED MODEL Constant D. Beugre, Delaware State University Saturday, 8:00am - 9:30am in Crystal View The present article develops and partially tests a value-added model of offshoring. The fundamental premise of the model is that offshoring has beneficial effects at three levels: a) the level of the company (both offshoring provider and offshoring recipient companies), b) the provider country, and 3) the recipient country. The model was partially tested using a qualitative methodology and secondary data. Results show that offshoring provider and recipient companies, as well as provider and recipient countries benefit from this business practice. The model’s implications for research and practice are discussed. ELA: Careers, Diversity, and HR Processes Facilitator: Kenneth Levitt, The College of Saint Elizabeth KNEE-TO-KNEE: UNDERSTANDING AND APPRECIATING OTHERS' DIFFERENCES THROUGH CLOSE OBSERVATION Kathleen J. Barnes, East Stroudsburg University Lesliee Antonette, East Stroudsburg University Today’s global economy is dependent on an increasingly diverse workforce. For corporate America to function effectively in the future, understanding each other’s differences in paramount. This session will model an experiential diversity developmental exercise. This exercise can easily be adapted into any course content and/or curriculum and begin to produce individuals who have a greater understanding and appreciation for others’ differences. Nominee: Outstanding Empirical Paper Award CONFORMITY OR DIFFERENTIATION? THE CONTENT OF CROSS-BORDER MERGERS AND ACQUISITIONS BY CHINESE MNES 1981-2006 Monica Yang, Adelphi University This study examines the outcome of interorganizational imitation in organizational strategies. Drawing on institutional and organizational learning theories, I examine (1) whether the content of cross-border M&As converges or diverges over time and (2) what affect the degree of conformity. Hypotheses are tested in a sample of 1,004 crossborder M&As initiated by 671 Chinese MNEs from 1981 to 2006. The results show that not all contents react in the same way and the overall degree of conformity decreases over time. Factors significantly affecting the degree of conformity include regulative change, economic reforms or instability, and membership (the entry into WTO). SCORING THE CAREER ASPIRATION QUIZ: WHERE ARE YOU HEADED ON THE CAREER LADDER? Cynthia V. L. Ward, Johnson & Wales University This exercise has been designed to engage graduate students, taking leadership, career development, or human resources courses, in a discussion of the factors that affect career progression. To stimulate debate and to generate interest in this topic, students first complete the career aspiration quiz, using a popular short-form model. The exercise entails students assuming the role of consultants to determine, through consensus building, how the quiz should be scored, based on what the literature and expert opinion have to say concerning the factors that promote and impeded career development, especially among women. Saturday, 8:00am - 9:30am in Monticello B Strategy + T&IS: The Power of Information on Strategic Management SELECTION INTERVIEW - SKILL DEVELOPMENT ACTIVITY Facilitator: Jack Chopoorian, University of Massachusetts, Dartmouth Jane George-Falvy, University of Washington Denise Daniels, Seattle Pacific University STRATEGIC CHOICE VS. ENVIRONMENTAL DETERMINISM: THE CREATION, GROWTH AND DECLINE OF A "SEVEN SISTER" In this skill builder, students play the role of both interviewer and interviewee for an internship position. In teams, students develop selection criteria for the job, create interview questions and a scoring key, interview candidates, and make a selection decision. Each student also has an opportunity to play the role of a job candidate and experience a job interview before a panel of interviewers (another team), where they are evaluated based on the criteria they have developed for the position. Frances M. Amatucci, Slippery Rock University In 1901, the discovery of an oil field in Texas signified the beginning of Gulf Oil Corporation (GOC). After incorporation, William L. Mellon, led the company for the next forty-one years and created one of the Seven Sisters, an elite group of multinational oil companies. However, successive chief executives encountered formidable challenges in the 1970s and 1980s and, after a hostile takeover event in 1983, GOC merged with Standard Oil of California. This article provides a longitudinal case study of the creation and evolution of one of the world's largest oil companies incorporating perspectives from strategic choice and environmental determinism. -28- SUSTAINABLE COMPETITIVE ADVANTAGE THROUGH HUMAN INFORMATION TECHNOLOGY INFRASTRUCTURE FLEXIBILITY STRATEGIC KNOWLEDGE NETWORKS IN PROFESSIONAL COMPLEX SYSTEMS: A COMPARATIVE STUDY OF FOUR HOSPITALS Erastus Karanja, Morgan State University Robert Singh, Morgan State University Pavani Rangachari, University at Albany - SUNY The literature on professional complex systems has put forth various strategies for improving the performance of professional organizations. In so doing, it has emphasized the importance of creating effective structures for knowledge creation and organizational learning. This paper develops a framework for knowledge sharing network effectiveness to apply within the context of hospital quality management. In today's new era of quality transparency, hospitals face growing pressures to improve their administrative data coding accuracy. The study examines the relationship between knowledge sharing network structure and coding accuracy in four hospitals, two showing "good" coding accuracy and two showing "poor" coding accuracy. Information technology (IT) investments encompass increasing portions of organizational budgets; however, research has been mixed on whether these investments lead to sustainable competitive advantage (SCA). Based on our literature review, investing in IT by itself does not necessarily lead to SCA. We argue here that firms can develop SCA by investing in human IT infrastructure flexibility. We define the construct, provide a discussion of the literature, develop five hypotheses and propose a research methodology for testing our hypotheses. The implications of our paper and future research directions are offered. Saturday, 8:00am - 9:30am in Monticello C Saturday, 8:00am - 9:30am in Potomac F OBT: Corporate Citizenship, Knowledge Networks & Benchmarking HRM: Issues in International HRM Facilitator: Laurel Goulet, U.S. Coast Guard Academy Facilitator: Vicki Fairbanks Taylor, Shippensburg University CARBON COPY: BENCHMARKING AND PATTERNS OF EVOLUTIONARY CHANGE IN ORGANIZATIONS GLOBAL PAY EQUITY: A QUALITATIVE INVESTIGATION C. J. McNair-Connolly, U.S. Coast Guard Academy Ted Watts, University of Wollongong This qualitative study explores issues of pay equity in international settings where employees could be paid differently depending on whether they are hired internationally locally. The main theme that emerged is that individuals in the organizations studied did not perceive of pay inequities despite the fact that there are clear differences in how local and global employees are paid. The interviewees did not use internal organizational referents for pay comparison purposes which may partially explain this finding. Another possible explanation is that the organizations influence employee perceptions of pay equity by using specific strategies to minimize employee comparisons. Laura Lee Hagmann, The George Washington University The objective of this research is to develop a conceptual framework based on classical institutional theory to explain the key drivers or mechanisms behind the adoption and use of the business practice of benchmarking. A conceptual view of benchmarking which places the four dimensions of benchmarking on a continuum from passive to active actions that improve performance is developed. A conceptual crossover is developed identifying the specific drivers of institutional theory and their relevant benchmarking dimension. In so doing the study provides a base that creates meaning and significance through linking the subjective and objective realms of theory and practice. GOVERNING RECRUITMENT AND SELECTION TRANSACTIONS IN AFRICA: A TRANSACTION COST PERSPECTIVE Nominee: Outstanding Conceptual Paper Award INTERROGATING CORPORATE CITIZENSHIP: LESSONS FOR ORGANIZATIONAL THEORY David B. Zoogah, Morgan State University Raza A. Mir, William Paterson University Ali Mir, William Paterson University Richard Marens, California State University, Sacramento Organizations use recruitment and selection systems (RSS) to achieve strategic goals by initiating employment contracts with potential employees. Governing these initiatives is therefore crucial. Based on transaction cost and human resource theories, a conceptual model of the relationship between RSS governance alternatives, governance modes, employee profiles, and organizational performance is discussed. The paper concludes with propositions and research questions needed to better understand the relationships suggested in the model in the context of African recruitment and selection research. In this paper, we explore the ways in which organizational theory has been deployed to naturalize corporate imperialism. Our specific focus here is the concept of corporate citizenship, which has intrigued corporations as well as researchers over the past two decades, as a possible tool to legitimize corporate presence in an increasingly deterritorialized economic space. Our contention is that any definition of corporate citizenship is predicated upon an antecedent homogenization of the concept of the corporation itself. Such definitions of firm and firm behavior leaves out a variety of actors in the shadows of debates on corporate behavior. -29- THE ROLE OF NATIONAL CULTURE ON STAFFING PRACTICES IN INDIA Saturday, 9:30am - 11:00am in Monticello B WIP: The Politics of Performance: Through the Lens of Strategy Pramila Rao, Marymount University This study examines the influence of national cultural dimensions (as identified by the GLOBE project) on staffing practices in India. As increased multinationals set up their business operations in India, it is important to understand the role of national culture in staffing practices. Specific to this paper, the role of power-distance, uncertainty-avoidance, institutional collectivism and gender egalitarianism on staffing practices is discussed. This conceptual paper provides hypotheses for each of the cultural dimension discussed. Implications for multinationals are also highlighted Facilitators: Andrea Hornett, Penn State Great Valley Carla Masciocchi Messikomer, The Acadia Institute BUSINESS AND MARKETING PLANNING - THE IMPACT ON FIRM PERFORMANCE Keith F. Moody, Pace University Alan B. Eisner, Pace University An ongoing study of the relationship of business and marketing planning and firm performance (OP) for firms operating in a dynamic growth environment in the service sector. Although the results are forthcoming, study will encompass both positive and negative economic cycles. The need for longitudinal research is well documented in the business planning literature and therefore this study covers the period 1999-2006. Supplementing sales growth with market share penetration rate changes more accurately reflects firm performance while filtering industry revenue changes, variances by geography in economic growth, and revenue changes resulting from price increases that may result from inflationary pressure. Saturday, 9:30am - 11:00am in Crystal View ELA: Understanding Ourselves: the Power of Introspection Facilitator: Donald E. Gibson, Fairfield University KNOW THYSELF: AN EXPERIENTIAL MENTORING EXERCISE Robert Lee McKeage, University of Scranton Jerry Biberman, University of Scranton Len Tischler, University of Scranton Clyde Jacob Rosencrance, University of Scranton CORPORATE POLITICAL STRATEGIES ON CLIMATE CHANGE : THE RESOURCE-BASED VIEW Younsung Kim, George Mason University This experiential exercise is a guided meditation on self-awareness, developed as a beginning step in a formalized mentoring model. The exercise can also be used for other purposes, such as developing successful managers. According to institutional theory, firms would homogeneously respond to institutional pressures. However, related to climate change, there has been an increase of corporate political strategies and active interventions in public policy to regulate industrial-emitted Greenhouse Gases(GHG),as the Kyoto Protocol has not been fully implemented and accepted yet. The research draws on the resourcebased theory of the firm to analyze different preferences for corporate political strategies on climate change. It asserts that a corporation will choose among politically supporting, defending or reacting strategies towards climate change policies based on its resources and complementary capabilities. PERCEPTUAL BIAS THEATER Lynn E. Miller, La Salle University Richard M. Weiss, University of Delaware Biased perceptions have the potential to create serious inequities in organizations and to limit strategic decision making. "Perceptual Bias Theater" is a classroom exercise in which teams of students present original skits to portray common biases. Survey results indicate that students find the exercise to be a highly-engaging way to learn to recognize different perceptual biases. EASTERN ARIZONA COLLEGE AND THE CHALLENGE OF BECOMING A BACCALAUREATE-GRANTING INSTITUTION THE POWER OF SELF OBSERVATION Derek Rich, Eastern Arizona College Jeffrey Brewer, U.S. Coast Guard Academy Anne Morrissey, U.S. Coast Guard Academy EAC will be evaluated in terms of the concepts and ideas presented in Organizational Behavior by Robbins and Judge (2007) with the primary emphasis on the college's pursuit of becoming a Baccalaureate-granting institution. Findings will conclude that university style governance arrangements, oversight increase, growing autonomy, professional association realignment, and a changing organization culture could cause problems that have no solution as long as EAC tries to hold onto its traditional community college identity. The college could discover that it is stuck between the identity of a community college and that of a university. In an effort to reach the highly visual and technologically savvy Millennial generation, Organizational Behavior and Leadership instructors increasingly use video to illustrate or emphasize learning objectives. In this session, we will present an experimental exercise we have developed that incorporates watching student relevant video scenarios to analyze power and influence topics followed by a self observation component which further enhances understanding and aids the student in application of the material. Participants in this session will experience a condensed version of the exercise and will be challenged to watch and evaluate their own ability to use power and influence. -30- GREEN MANAUFACTURING STRATEGY AND COMPETITIVE ADVANTAGE IN CHINA Saturday, 9:30am - 11:00am in Mount Vernon CASE: Round Table 1: Work In Progress Bryan Stinchfield, Southern Illinois University The topic of green manufacturing has received some attention in the literature; however, what is not clear is the extent to which one of the world's fastest growing economies, China, is adopting such strategies. As China expands its industrial base and grows its economy, it's resulting environmental and public health problems are growing worse and show little signs of improving in the short term. The purpose of this study is to understand whether manufacturing firms in China are adopting green manufacturing strategies and to determine whether those organizations that do are achieving higher levels of competitive advantage. Facilitator: Timothy W. Edlund, Morgan State University TATA CONSULTING SERVICES AND ITS ENTRY INTO LIFE SCIENCES Shanthi Gopalakrishnan, New Jersey Institute of Technology Dakota Hatch, New Jersey Institute of Technology This case explores the entry of Tata Consulting Services (TCS) into the Life Sciences Industry. Tata Consulting Services is known as an IT Consulting company. About 3-4 years ago they entered a new area - Life Sciences where the concept of outsourcing was new but rapidly catching on. TCS does minimal work in this area of life sciences but is exploring avenues to grow. This case looks at TCS's competition, resource availability, and opportunities to grow. The case present multiple possibilities and is looking for students to understand the factors that need to be considered in strategic direction setting. PERFORMANCE AND MODELS OF GOVERANCE: PRONOUNS MATTER John Lawrence O'Brien, Virginia Polytechnic Institute and State University Current challengers to performance suggest measures are the problem and that the action of meeting reporting requirements has made measures a control mechanism for compliance rather than a tool for improvement. Viewed this way, performance can easily be labeled a “failure”. I argue that performance is not the problem, pronouns are. Depending on the model, managers may demonstrate an internal, individualistic style or an external, collective approach, illustrated by an “I - centered” or “We - centered” way of thinking. Current research uses measures drawn from institutional economics but other models view performance differently. The difference may be the pronoun. THE ADULT ENTERTAINMENT INDUSTRY Abigail Sherman, Skidmore College Timothy L. Harper, Skidmore College This paper provides an overview of the adult entertainment industry. The paper includes information concerning the structure and size of the adult entertainment industry. The industry’s major products and services are discussed from several perspectives. Technology’s influence on the various elements of the industry is considered throughout the paper. The paper concludes with an analysis of industry participants and various forms of business models applied in the industry. Secondary sources were used in the development of this case study. Saturday, 9:30am - 11:00am in Monticello C THE CHALLLENGES OF CHANGE MANAGEMENT IN A FAMILY FIRM OBT: Symposium: The Power of Effect Janet Yuen, Pace University Victoria Marie Grady, The George Washington University Elizabeth Bound Davis, The George Washington University Nils Olsen, The George Washington University Susan Gail Duffy, The George Washington University In a family business, leadership style is a product of the founder of the organization. Organizational inertia can stem from the leadership style and result in no organizational change. Ineffective organizational change has implications for the performance of an organization. In a family firm, the ability of a family business to expand its business beyond its initial roots and boundaries can be hurt by a failure to implement organizational change to meet the challenges of its external environment. It is important to understand the dynamics of leadership style and organizational culture, in order to assess the viability of organizational change. As stated in the call for papers, Power, broadly defined is authority, influence, and impact. More specifically, Power defined is the ability to act or produce an effect or the capacity for being acted upon or undergoing an effect. Effect is defined as power to bring about a result or goal. Effective is defined as the actual production of or the power to actually produce a decided, decisive or desired result or goal. (www.m-w.com) The concept of organizational effectiveness is then, at least based on the definitions provided, inextricably, tied to the concept of POWER. -31- Saturday, 9:30am - 11:00am in Mount Vernon Saturday, 9:30am - 11:00am in Potomac F EDGE: Panel: Perceptions of the Other: Learning from Experiences with the Military CASE: Round Table 2: Work In Progress Facilitator: David E. Desplaces, College of Charleston Joan Weiner, Drexel University Sean M. Carroll, U.S. Coast Guard Sector Delaware Bay Laurel Goulet, U.S. Coast Guard Academy Gayle Porter, Rutgers, The State University of New Jersey “FOR I HAVE PROMISES TO KEEP…AND MILES TO GO BEFORE I SLEEP” BENCHMARKING THE SUSAN G. KOHMEN BREAST CANCER FOUNDATION Mary M. Newman, Robert Morris University John Lipinski, Robert Morris University This panel, "perceptions of the other," builds from experiences with the oldest civilian outreach program of the Secretary of Defense, that has been held 74 times since its inception in 1948 and is designed to increase understanding of the military, its personnel and mission. This panel is particularly apropos of the EAM 2008 setting. All branches of the military have their headquarters in Washington, D.C. or Arlington, VA (DoD - the Pentagon). It seems fitting that we, as an organization, take this time and place to reflect on our perceptions, and their related meanings and implications for leadership. In January 2006, several colleagues co-founded the Sudden Cardiac Arrest Foundation, a national nonprofit organization based in Pittsburgh that is dedicated to increasing awareness about sudden cardiac arrest (www.sca-aware.org). The organization decided to benchmark the Susan G. Komen foundation to learn how to start a successful organization BRIGHTVILLE CITY Marilyn J. Mcdaniel, Robert Morris University John Lipinski, Robert Morris University Saturday, 11:00am - 12:15pm in Potomac D & E Helen O’Neill wearily sorts through her office files retrieving notes, personal items, memorabilia and photos taken during her tenure as Mayor of Brightville. There are the press releases announcing new her initiatives for community growth; the photographs of her with the Governor and state officials; the awards from local civic groups. Nonetheless, she had just been voted out as Mayor after only one term, a loss by a mere 11 votes. What will become of her beloved home... Brightville? EAM Business Meeting with light refreshments GREAT LEADERS: BEYOND THE NORM Sheila Christopher, Robert Morris University Julie Sonntag, Robert Morris University John Lipinski, Robert Morris University This manuscript focuses on nonprofit leadership and what it takes to help change a community. The focus is on Joyce Rothermel, who has had a major impact on the Pittsburgh community, including the foundation of such notable institutions as the Jubilee Soup Kitchen and the Greater Pittsburgh Community Food Bank. THE ORIGINAL MANAGEMENT TEAM AT SUNNY CITY MEDICAL CENTER Lawrence Brunn, Robert Morris University Jodi Potter, Robert Morris University John Lipinski, Robert Morris University Sunny City, a new southwestern retirement community began to realize that its population required more medical services than could be currently provided by 2 nearby hospitals. Since they expected continued population growth, this issue had to be addressed. Sunny city owner-operators, Adam and Eve Monroe, began to actively investigate the possibility of building a new hospital facility. -32- Special Thanks to Our Exhibitors Featuring: www.palgrave-journals.com/omj Organizational Management Journal is the official journal of the Eastern Academy of Management. From 2008, commencing Volume 5, Palgrave Macmillan will publish the Organizational Management Journal on behalf of the Eastern Academy of Management. Organizational Management Journal is one of the leading online-only management and organization studies peer-reviewed research journals, has been published since 2004 and boasts a strong and active online community. -33- Welcome to Washington, DC The Columbian College of Arts and Sciences, The Graduate School of Education and Human Development and The School of Business of The George Washington University wish all EAM colleagues an enjoyable conference. -34- -35- Board of Governors Mtg. B ENT: Teaching Practicing Entrepreneurship MED: Education in class/boardroom Doctoral Consortium Exhibits: 12:00pm - 5:00pm in Lobby Crystal View Crystal View G & D: Diversity in the Workplace EAM International Meeting: 7:15 - 8:00 in Potomac F ELA: Win-Win HRM: Perf. Mgmt & ELA: Best Experiential HRM Control Systems Exercises Conversation & Collegiality Chesapeake Room - 3rd Floor Registration: 8:00am - 5:00pm in Lobby F F CASE: Pre-Conf Workshop Mount Vernon Mount Vernon CASE Board Meeting CASE: Embryo CASE: Meet the Editors CASE: Pre-Conf Workshop CASE: IM: Values, Culture, & ELA: Innovation in the Entrepreneurship, HR Org. Performance Mgmt. Classroom & Strategy 9:00pm - 11:00pm Refreshment Break - Foyer PDW: Promoting Civility EDGE: The Power of Decision-Mkg… Jr. Faculty Consortium Refreshment Break - Foyer All EAM Light Hors D'oeuvres Reception - Monticello A & B OBT: Perspectives on LMX E Doctoral Consortium Breakfast - Foyer Jr. Faculty Consortium D 6:30pm - 7:30pm WIP: Networks and Images Strategy: The Power OBT/G&D: Emotion at of Change Work Strategy: Power at the OBT: Organizational Top Change C Potomac All EAM Keynote: Dr. David W. Hagy: The Power of Integration - Potomac D & E Meet The Editors: OMJ & JME EDGE: Power to the People Board of Governors Mtg. Board of Governors Mtg. B E Conversation & Collegiality Chesapeake Room - 3rd Floor D Thursday, 15 May 2008 Cash Bar Cocktail Hour Welcome Buffet/Dinner (pre-reg. required) C Potomac 5:15pm - 6:15pm 3:30pm - 5:00pm 3:15pm - 3:30pm 1:45pm - 3:15pm 12:00pm - 1:30pm 10:15am - 11:45am 10:00am - 10:15am 8:30am - 10:00am 7:30am - 8:30am A Monticello Registration: 3:00pm - 6:00pm Business Center Lobby 9:00pm - 11:00pm 7:00pm - 9:00pm 6:00pm - 7:00pm 12:00pm - 5:00pm A Monticello Wednesday, 14 May 2008 EAM 2008 SCHEDULE AT A GLANCE ELA: Org.-level Experiences Mid/Senior Consortium 5:30pm - 6:30pm Careers: Evolving Career Theories & Models ELA Business Meeting 4:00-5:30 11:00am - 12:15pm 9:30am - 11:00am 8:00am - 9:30am 7:30am - 8:00am IM: Achieving & Leveraging Knowledge… A WIP: The Politics of Performance D Breakfast - Foyer E Potomac F ELA: Careers, Diversity, & HR Processes Crystal View EDGE: Perceptions of ELA: Understanding the Other Ourselves HRM: Issues in International HRM EAM Business Meeting with light refreshments - Potomac D, E OBT: The Power of Effect OBT: Corporate Strategy/T&IS: The Power of Information Citizenship, Networks, Benchmarking II B Saturday, 17 May 2008 Mid-Career/Senior Faculty Consortium: 5:30pm - 7:00pm in Monticello A Conversation & Collegiality Chesapeake Room - 3rd Floor CASE Social (Members only, please) Chesapeake Room - 3rd Floor EDGE: Management as a Liberal Art Exhibits: 8:00am - 5:00pm in Lobby C OBT: Personal & Social Power Case Membership (Hot Breakfast) Meeting: 7:30 - 8:30 in Crystal Club; Members Only Monticello Strategy: In Search of Power Registration: 8:00am - 12:00pm in Lobby 7:00pm - 11:00pm IM: Maximing Org. Competitiveness Refreshment Break - Foyer 4:00pm - 5:30pm CASE Breakfast Mount Vernon CASE: Works in Progress Mount Vernon CASE: Developmental II CASE: Stategy, ECommerce & OD ELA: Negotiation & CASE: Developmental Conflict Management I Crystal View 3:00pm - 4:00pm Careers: Career Success Investigations F CASE/EAM Panel featuring Keynote Navin Gurnaney: Entrenprenuerial Spirit at Starbucks - Monticello A, B OBT: Sensemaking… WIP: Toughing it Out E Refreshment Break - Foyer MED: Classroom Experiences Breakfast - Foyer D 2:00pm - 3:00pm PDW: Use of Statistics/Quality Tools OBT: Organizational Context C Presidential Luncheon - Potomac A, B, C MED: The Power of Five Minds; One Framework IM: What Does a (pick Strategy: The Power a term) Mean? of Faultlines… B Potomac 12:00pm - 2:00pm 10:15am - 11:45am 10:00am - 10:15am 8:30am - 10:00am 7:30am - 8:30am A Monticello Friday, 16 May 2008 EAM 2008 SCHEDULE AT A GLANCE MARRIOTT CRYSTAL CITY FLOOR PLAN MEZZANINE LEVEL RESTAURANT MOUNT VERNON HEALTH CLUB AND POOL CRYSTAL VIEW POTOMAC BALLROOM EL EV AT OR MONTICELLO BALLROOM S HANDICAP RESTROOM STAIRWELL UP FROM LOBBY SALON A BOARD ROOM SALON B SALON C SALON D SALON E SALON F
