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Strategy

Strategies for Managing in the Age of Boycotts

Strategies for Managing in the Age of Boycotts

Today’s consumers are subject to social pressure to support brands that are aligned with their personal values. When firms do not conform to their customer’s values, they often find themselves the target of boycotts. Managing in the age of boycotts is something firms need to pay attention to and understand how to manage.

By Jim Salas, PhD, Doreen E. Shanahan, PhD and Gabriel Gonzalez, PhD
Management, Marketing, Organizational Behavior, Strategy
Leveraging Organizational Identity for Competitive Advantage

Leveraging Organizational Identity for Competitive Advantage

To create lasting strategic advantages, leaders need to consider how organizational identity, a more intangible and less mobile feature of the firm, may be used to create a sustainable competitive advantage.

By Sam Rockwell, MSOD, PhD
Leadership, Management, Marketing, Organizational Behavior, Strategy
Rivalry in Business

Rivalry in Business

While rivalry can encourage managers to increase organizational effort or output, it can also increase the likelihood of unethical behavior.

By Cody T. Havard, PhD
Marketing, Organizational Behavior, Strategy
Business Ecosystems and Innovation

Business Ecosystems and Innovation

The potential for anti-competitive behavior and collusion not only exists within ecosystems, but also across ecosystems and Keystone leaders, and has the potential to not only negatively impact consumers, but also many other stakeholders of these organizations.

By Abe Harraf, PhD, Brandon William Soltwisch, PhD and Stephen P. Salazar, BS
Economics, Entrepreneurship / Innovation, Global Business, Information Management/Technology (IT), Management, Strategy
Innovation Ambidexterity and the Three-Legged Stool

Innovation Ambidexterity and the Three-Legged Stool

Each type of innovation requires different, often opposing, structures, cultures, and processes. Thus, to become ambidextrous, companies must create a balanced mix of all three, each a leg in a three-legged stool.

By Janet Tinoco, PhD
Entrepreneurship / Innovation, Management, Marketing, Strategy
Strategic Challenges of Today's Businesses

Strategic Challenges of Today’s Businesses

The once highly successful airline industry’s challenges and problems typify the difficulties being faced by many other industries as well.

By Cam Caldwell, PhD
Economics, Leadership, Management, Strategy
Thriving Through Crisis: A Resiliencing Approach

Thriving Through Crisis: A Resiliencing Approach

Resiliencing starts with adopting a mindset that emphasizes proactivity in looking for early signs of alarms and establishing and sustaining concrete practices.

By Zhike Lei, PhD
Human Resources, Management, Organizational Behavior, Strategy
Developing Entrepreneurial Behavior In Established Firms

Developing Entrepreneurial Behavior In Established Firms

Corporate Entrepreneurship applies the principles of entrepreneurship to established firms focusing on development, utilization of innovation, strategic renewal.

By Mark Tribbitt, PhD, MBA
Entrepreneurship / Innovation, Management, Strategy
The Garden: An Organismic Metaphor for Distinguishing Inclusion from Diversity

The Garden: An Organismic Metaphor for Distinguishing Inclusion from Diversity

Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.

By J. Goosby Smith, PhD, MBA
Human Resources, Leadership, Management, Organizational Behavior, Strategy
Integrative Consulting

Integrative Consulting

Consultants can add value by identifying, educating, facilitating, and guiding involvement of key decision makers and stakeholders through competent social dialogue

By Kurt Motamedi, PhD
Management, Operations Management, Organizational Behavior, Strategy
Doing Business with the Untrustworthy

Doing Business with the Untrustworthy

Empirical observations, laboratory experiments, and game theory offer guidance for a prudent person doing repeat business with potentially untrustworthy partners.

By Jonathan L. Burke, PhD
Accounting / Finance / Investing, Economics, Management, Strategy
Editorial: Changing the Face of Executive Management Education

Editorial: Changing the Face of Executive Management Education

Many working managers are interested in a flexible curriculum that focuses on results and are turning to web-based learning systems like knowledgesourcing.

By Owen P. Hall, Jr., PE, PhD
Editorials, Global Business, Information Management/Technology (IT), Management, Strategy
Revitalizing Organizational Identity to Spark Turnaround

Revitalizing Organizational Identity to Spark Turnaround

This article proposes a model for examining and revitalizing identity attributes as needed to support organizational turnaround and avoid organizational death.

By Sam Rockwell, MSOD, PhD
Leadership, Management, Operations Management, Strategy, Uncategorized
Big Data Decision Making

Big Data Decision Making

The process used to gather information in making decisions can be as important as the decisions. Do you rely more on sophisticated analytics or intuition?

By Mark Mallinger, PhD and Matt Stefl
Decision Sciences, Entrepreneurship / Innovation, Information Management/Technology (IT), Management, Operations Management, Strategy, Uncategorized
The Commercial Global Drone Market

The Commercial Global Drone Market

The civilian or commercial drone market in the United States is just beginning to emerge, which puts U.S. businesses behind businesses in other countries.

By Donald M. Atwater, PhD
Accounting / Finance / Investing, Economics, Entrepreneurship / Innovation, Operations Management, Strategy
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