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During the COVID-19 pandemic, there has been considerable research on how regional and country-level forecasting can be used to anticipate required hospital resources. We add to and build on this work by focusing on ward-level forecasting and planning tools for hospital staff during the pandemic. We present an assessment, validation, and deployment of a working prototype forecasting tool used within a modified Traffic Control Bundling (TCB) protocol for resource planning during the pandemic. We compare statistical and machine learning forecasting methods and their accuracy at one of the largest hospitals (Vancouver General Hospital) in Canada against a medium-sized hospital (St. Paul’s Hospital) in Vancouver, Canada through the first three waves of the COVID-19 pandemic in the province of British Columbia. Our results confirm that traditional statistical and machine learning (ML) forecasting methods can provide valuable ward-level forecasting to aid in decision-making for pandemic resource planning. Using point forecasts with upper 95% prediction intervals, such forecasting methods would have provided better accuracy in anticipating required beds on COVID-19 hospital units than ward-level capacity decisions made by hospital staff. We have integrated our methodology into a publicly available online tool that operationalizes ward-level forecasting to aid with capacity planning decisions. Importantly, hospital staff can use this tool to translate forecasts into better patient care, less burnout, and improved planning for all hospital resources during pandemics.

Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.

Guided group activities, where tourists consume with other tourists, are common and important. Although the tourism and services literature suggests customer-employee rapport impacts customer satisfaction, the composition and impact of tourist-tourist rapport in guided group activities have received minimal attention. We use a three-study mixed method approach to conceptualize and examine tourist-tourist rapport in guided group activities. Study 1 identifies two recognized dyadic dimensions of tourist-tourist rapport (enjoyable interaction and personal connection) and two new group-based dimensions (group attentiveness and service congruity). Study 2 (video experiment) and Study 3 (field experiment) find that enjoyable interaction and personal connection mediate the relationship between group attentiveness and service congruity with satisfaction. Thus, tourist-tourist rapport in a group context is more multidimensional and complex than previously conceptualized for customer-employee rapport and non-group contexts. Further, we find tourist-tourist rapport is a critical service factor such that high levels satisfy, while low levels dissatisfy.

Purpose This article explores how employees can perceive and be impacted by the fakeness of their company slogans. Design/methodology/approach This conceptual study draws on the established literature on company slogans, employee audiences, and fake news to create a framework through which to understand fake company slogans. Findings Employees attend to two important dimensions of slogans: whether they accurately reflect a company’s (1) values and (2) value proposition. These dimensions combine to form a typology of four ways in which employees can perceive their company’s slogans: namely, authentic, narcissistic, foreign, or corrupt. Research limitations/implications This paper outlines how the typology provides a theoretical basis for more refined empirical research on how company slogans influence a key stakeholder: their employees. Future research could test the arguments about how certain characteristics of slogans are more or less likely to cause employees to conclude that slogans are fake news. Those conclusions will, in turn, have implications for the morale and engagement of employees. The ideas herein can also enable a more comprehensive assessment of the impact of slogans. Practical implications Employees can view three types of slogans as fake news (narcissistic, foreign, and corrupt slogans). This paper identifies the implications of each type and explains how companies can go about developing authentic slogans. Originality/value This paper explores the impact of slogan fakeness on employees: an important audience that has been neglected by studies to date. Thus, the insights and implications specific to this internal stakeholder are novel.

Previous studies on voting bias in competitive awards have not fully considered the role of cultural similarity. Using data for the Best FIFA Men’s Player Award, we evaluate the extent of voting bias in this Award using three cultural similarity factors (cultural distance, cultural clusters, and collectivism), six established in-group factors (nationality, club, league, geography, ethnicity, religion, and language) and the impartiality of the voter’s country. Using statistical and econometric methods, we find that voter-player cultural similarity is positively associated with voting bias and find no evidence of impartiality when it comes to cultural or national ties. We also find that media voters are less biased than captain voters and coach voters, and that coaches are less biased than captains.

In this perspectives article, we analyze 20 years of research on the topics of “innovation management” and “new product development” in the technology and innovation management (TIM) domain. More specifically, we investigate the questions related to three issues: (i) Performance: Which authors, institutions, countries, journals, and papers have been most productive (number of papers) and most influential (number of citations)? (ii) Networks: What are the links between authors, between countries, between institutions, between journals and co-citation? (iii) Attention: What has been the shift in research attention (i.e., stated keywords) over time? To do this, we use the VOSViewer bibliographic method to assess the domain’s performance and its changes in research attention and present maps of the knowledge structure and networks. Our study adds to and improves upon previous bibliometric reviews in terms of extensivity (i.e., data from 7,612 papers), scope, and accuracy. In addition to the descriptive evaluations of the domain, we also suggest several implications from these results. For performance, we highlight a weak link between productive authors and influential authors, which could be explained by productive authors being part of extensive co-authorship networks, being selective and publishing less but in the highest quality journals, and working in countries with institutions that pioneer research on the topic (and conversely, less influential authors working in countries with an incentive structure that rewards quantity but not quality). Our network results help explain that collaborations are linked to research productivity rather than influential research. Further, our network results reveal collaborations based on country linkages that might create research echo chambers in which research attention is augmented or reinforced by a geographical network. From our results on research attention, we discuss how the dominant keywords are restricted to TIM topics and highly influenced by seminal papers and authors outside the TIM domain. Thus, the field is predominantly inward-looking, drawing from other cognate business and management fields, and hardly drawing from other academic fields. These findings elucidate and extend the concerns other innovation management scholars have raised, noting that the lack of varied and cooperative authorship within the TIM domain has led to stale, repeated methods and metrics in TIM papers, potentially reducing the field’s future influence. We conclude by outlining some adverse implications of our paper. We explain how its evaluations could further produce confirmation biases author and institution standing and motivate publication strategies and incentives that exacerbate research misconduct.

This study evaluated the psychometric properties of the Organizational Bullshit Perception Scale (OBPS) using two samples of employees of organizations in various sectors. The scale is designed to gauge perceptions of the extent of organizational bullshit that exists in a workplace, where bullshit is operationalized as individuals within an organization making statements with no regard for the truth. Analyses revealed three factors of organizational bullshit, termed regard for truth, the boss and bullshit language. The three factors are consistent with existing literature in the field of organizational bullshit and offer further insight into how employees view workplace bullshit. The OBPS constitutes three subscales measuring these factors. Future researchers should seek to validate the OBPS and further develop the identified factors of organizational bullshit.

A growing body of research examines whether and how university research parks (URPs) enhance the performance of their tenants and foster regional innovation. As the findings in the literature are inconclusive, we argue that the URP construct requires closer conceptual examination, especially in regards to URP strategies. This paper highlights the limitations of treating URPs homogenously and theorizes how URPs’ strategies vary and arise. We develop a conceptual model, a typology, based on URP’s industry specialization and development services, of four types of URP strategies. The model shows how URP strategies can vary in theoretically important ways to generate URP internal and external strategic fit.

In this paper, we introduce a novel way of understanding organizational resilience. We suggest that organizational resilience can be profitably viewed as an evolutionary process in which organizations adapt their configurations in response to changes in two external conditions — disturbance and munificence. Focusing on the contexts of manufacturing and operations management, we begin by explaining the concepts of organizational configuration and resilience. We then present a framework that views resilience-driven configuration change as an evolutionary process of variation, selection, and retention for a population of firms. The final component of this framework is the use of the cladistic method of classification to develop a hypothesis of the branching order of configuration change. We conclude the paper by presenting a typology that shows how different levels of munificence and disturbance combine to produce two types of adaptive resilience (cladogenetic and anagenetic) and one type of non-adaptive resilience (inertia). We also explain how phylograms can be used to indicate the amount of time separating different organizational configurations.

Item does not contain fulltext Although manipulations of visual and auditory media are as old as the media themselves, the recent entrance of deepfakes has marked a turning point in the creation of fake content. Powered by latest technological advances in AI and machine learning, they offer automated procedures to create fake content that is harder and harder to detect to human observers. The possibilities to deceive are endless, including manipulated pictures, videos and audio, that will have large societal impact. Because of this, organizations need to understand the inner workings of the underlying techniques, as well as their strengths and limitations. This article provides a working definition of deepfakes together with an overview of the underlying technology. We classify different deepfake types: photo (face- and body-swapping), audio (voice-swapping, text to speech), video (face-swapping, face-morphing, full body puppetry) and audio and video (lip-synching), and identify risks and opportunities to help organizations think about the future of deepfakes. Finally, we propose the R.E.A.L. framework to manage deepfake risks: Record original content to assure deniability, Expose deepfakes early, Advocate for legal protection and Leverage trust to counter credulity. Following these principles, we hope that our society can be more prepared to counter the deepfake tricks as we appreciate its treats. 12 p.

From a consumer marketing perspective, undergoing any surgical procedure is, for the average individual, a “credence” good, those which the quality cannot be ascertained through search, and cannot even be realistically judged after their purchase and consumption (Darby and Karni 1973). MedcineNet is a website containing detailed articles on different medical conditions and diseases as well as detailed articles on various medical procedures like knee replacements, C-sections and colonoscopies. A patient comments section is available on many of these articles that contain comments from patients who have undergone a similar procedure to read. For many perspective patients, the patient comments section may be comforting to read as they prepare for their own procedure. In the case of colonoscopies, most patients don’t have the expertise to know whether they even really needed a colonoscopy or not, and once it has been performed, most patients are not really in a position to judge whether it was performed poorly or well. After surgeries, patients frequently turn to social media to assess the experiences expressed by others and to talk about their own.

Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues.

Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.

Purpose The purpose of this paper is to introduce, apply and compare how artificial intelligence (AI), and specifically the IBM Watson system, can be used for content analysis in marketing research relative to manual and computer-aided (non-AI) approaches to content analysis. Design/methodology/approach To illustrate the use of AI-enabled content analysis, this paper examines the text of leadership speeches, content related to organizational brand. The process and results of using AI are compared to manual and computer-aided approaches by using three performance factors for content analysis: reliability, validity and efficiency. Findings Relative to manual and computer-aided approaches, AI-enabled content analysis provides clear advantages with high reliability, high validity and moderate efficiency. Research limitations/implications This paper offers three contributions. First, it highlights the continued importance of the content analysis research method, particularly with the explosive growth of natural language-based user-generated content. Second, it provides a road map of how to use AI-enabled content analysis. Third, it applies and compares AI-enabled content analysis to manual and computer-aided, using leadership speeches. Practical implications For each of the three approaches, nine steps are outlined and described to allow for replicability of this study. The advantages and disadvantages of using AI for content analysis are discussed. Together these are intended to motivate and guide researchers to apply and develop AI-enabled content analysis for research in marketing and other disciplines. Originality/value To the best of the authors’ knowledge, this paper is among the first to introduce, apply and compare how AI can be used for content analysis.

The strategic renewal literature recognizes that organizations should employ some form of management control system to ensure that their strategic goals and related capabilities are aligned with their environmental conditions, such as the dynamics of environmental change. This chapter focuses on these issues. Using gamification as a management control approach for strategic renewal and environmental velocity to characterize industry dynamics, we explain how a gamified strategic renewal approach can be used to direct and adjust the pace of two different organizational behaviors–exploitation and exploration–to attain strategic renewal suited to different environmental velocity types.

This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholars – having a common basis in the recurrent Professional Development Workshop on ‘Researching Open Innovation’ at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI – originally an organisational-level phenomenon – across multiple levels of analysis. While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research – particularly those that span across research domains that have so far developed in isolation. © 2016 Informa UK Limited, trading as Taylor & Francis Group

To understand why some patents get licensed and others do not, we estimate a portfolio of firm- and patent-level determinants for why a particular licensor’s patent was licensed over all technologically similar patents held by other licensors. Using data for licensed biopharmaceutical patents, we build a set of alternate patents that could have been licensed-in using topic modeling techniques. This provides a more sophisticated way of controlling for patent characteristics and analyzing the attractiveness of a licensor and the characteristics of the patent itself. We find that patents owned by licensors with technological prestige, experience at licensing, and combined technological depth and breadth have a greater chance at being chosen by licensees. This suggests that a licensor’s standing and organizational learning rather than the quality of its patent alone influence the success of outward licensing.

Notwithstanding the growing academic and managerial interest towards big data, it is not yet clear when it is beneficial for firms. This lack of clarity is mainly due to the fact that big data is c...

Following Chesbrough et al. (2018: 932), we define value as ""all actor-perceived consequences arising from the deployment of a resource in a collaborative process"" and value capture as ""the proc...

This study explores the impact that customer-to-customer interaction has on how customers experience a group service encounter and what firms can do to encourage positive and prevent negative interaction. Group service encounters are common in many service industries, including tourism and leisure, sports and recreation, education, and health care, when multiple customers are intentionally batched and involved in the delivery and consumption of a service. There are economic benefits to grouping customers together, thereby allowing firms to reduce the price to customers. Putting customers in groups can also be vital for the delivery of the service such as a theatre class where participants perform an improvisational scene together.

The purpose of this study is to examine the co-branding activity on social media platforms, particularly in regard to company-employee relationship. We conducted a case study of co-branding on Instagram involving the soccer club Manchester United and the soccer player Zlatan Ibrahimović. We performed sentiment and emotional tone analysis, assessed intersection of the audience and illustrated non-verbal communication used by social media users. We demonstrated how the soccer club failed to capitalize on co-branding activity as measured through consolidating the audience, generating consistent emotional response, and creating a coherent message. This paper contributes to social media management research by illustrating the difficulties associated with co-branding between personal and corporate brands as well asynchronous communication. Further, our use of digital traces and computational analysis illustrates how access to social media can illuminate research activities and provide insight about online communication.

Although the protection of secrets is often vital to the survival of organizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.

Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even for society as a whole. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.

Traditionally, the term crowd was used almost exclusively in the context of people who self-organized around a common purpose, emotion or experience. Today, however, firms often refer to crowds in discussions of how collections of individuals can be engaged for organizational purposes. Crowdsourcing, the use of information technologies to outsource business responsibilities to crowds, can now significantly influence a firms ability to leverage previously unattainable resources to build competitive advantage. Nonetheless, many managers are hesitant to consider crowdsourcing because they do not understand how its various types can add value to the firm. In response, we explain what crowdsourcing is, the advantages it offers and how firms can pursue crowdsourcing. We begin by formulating a crowdsourcing typology and show how its four categories (crowd-voting, micro-task, idea and solution crowdsourcing) can help firms develop crowd capital, an organizational-level resource harnessed from the crowd. We then present a three-step process model for generating crowd capital. Step one includes important considerations that shape how a crowd is to be constructed. Step two outlines the capabilities firms need to develop to acquire and assimilate resources (knowledge, labor, funds) from the crowd. Step three addresses key decision-areas that executives need to address to effectively engage crowds., Business Horizons, Volume 58, Issue 1, Pages 77-85

Group service encounters, when multiple customers are intentionally batched and involved in the delivery and consumption of a service, are common in tourism and hospitality, recreation, and education. In such service settings, customers will accept, expect, and sometimes even desire to share and consume the service experience “with” other customers. Thus, in group service encounters, customer-to-customer interactions are often integral to the service being provided.

Environmental and economic evidence is increasingly supporting the need for better analytical tools for evaluating the recovery of consumer products. In response, we present a novel mathematical model for determining what we call the Optimal Recovery Plan (ORP) for any given product. The ORP is based on an evaluation and optimization of the economics of remanufacturing consumer products versus demanufacturing in the context of Extended Producer Responsibility (EPR) legislation, a driving force behind the adoption remanufacturing initiatives by firms. We provide an illustrative application of the model and then discuss its implications for scholars and practitioners concerned with sustainable business development.

Accelerators are a type of incubation program that are concerned with attracting, supporting and developing new ventures. Although there is significant enthusiasm for accelerators and their potential benefits, there is limited research on how their core capabilities can vary. In response, we develop a typology of accelerator capabilities taking into account their strategy, governance, business model, operations and finance. To develop the typology we carried out a benchmark analysis of six clean energy commercialization accelerators (CECAs). From this we verified and illustrated the dimensions of our typology and identified four types of accelerator capabilities: R&D focused, technology enabled, market enabled, and network enabled. We then use a seventh accelerator case to illustrate how our typology can be used to describe, understand and prescribe appropriate capabilities for a CECA. We conclude our paper by explaining the research and practice implications of our research. Crown Copyright © 2013.

Online social media are proliferating in society, across organizations and within people’s personal and professional lives. Of particular interest to this symposium is the growing number of entrepr...