TIM Division List Serve
Vol. 10, No. 27 (September 4 to September 6, 2013)
Table of Contents: (Mouse-over and CTRL+Click to go to entry)
REMINDER: Please submit your TIM List Serve entries to TIM@AOMLISTS.PACE.EDU. Apologies for inconveniences when accessing the list servers and if you experience difficulties, please do let me know via email, dalexhoule@att.net.
· Announcements
o It's Not Too Late to Do Something Fun in Class Updated Strategy Teaching Tools Website
· Call for Papers
o International Journal of Information Management Call for papers Special Issue on Unleashing the Disrupting Power of Social Media: Reprise and Way Forward submittal by May 2014
o Special issue of the Journal of International Business Studies on "Internationalization in the Information Age" submittals due by 31 Dec 2013
· Call for Participants
o NONE
· Job Positions and Research Questions
o Carlson School of Management University of Minnesota Tenure-track positions in Strategic Management and Entrepreneurship
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Announcements
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It's Not Too Late to Do Something Fun in Class
Updated Strategy Teaching Tools Website
Please check out the new tools, experiential exercises and videos at:
www.CarpenterStrategyToolbox.com.
You can filter by type of tool (exercise, video, etc.) using the tabs at the top or you can filter by topic (5 forces, RBV, global, etc.) using the categories on the right side. There is also a search function. You should find something useful in no time at all.
Please help make the site more useful:
· Comment on tools you have used in class (adding tips, etc.)
· Submit new tools so the resource is always growing
· Let me know if you have any questions or suggestions
Here are links to a few recently added exercises and resources that you might find especially useful (to give you a feel):
· Social Network Bingo. This simple Bingo exercise is a fun way to introduce students to the use of social networks to gain access to knowledge or resources in their networks. Other experiential exercises can be found by filtering on exercises.
· Does Samsung Own the Android Ecosystem? This is an update on the Google/Motorola "Ripped from the Headlines" case of Google's $12.5B acquisition of Motorola. The new Moto X highlights the vertical integration elements of value creation. You can find more materials on M&A by filtering on that topic.
· Cross Cultural Craziness. These classic (and hilarious) commercials show how the failure to recognize cultural norms can lead to poor business outcomes. You can find more videos by filtering on videos.
The FAQ shows you how to download and convert videos so they can be inserted into PowerPoint presentations.
-Russ
Russell Coff, Wisconsin Naming Partners Professor of Strategic Management
bus.wisc.edu/faculty/Russ-Coff | Phone: 608-263-6437 | fax: 608-265-5031
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Call for Papers
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International Journal of Information Management
Call for papers
Special Issue on
Unleashing the Disrupting Power of Social Media: Reprise and Way Forward
Guest Editors
Antonella Martini | University of Pisa | A.Martini@ing.unipi.it
Mariano Corso| Politecnico di Milano | Mariano.Corso@polimi.it
Emanuele Lettieri | Politecnico di Milano | Emanuele.Lettieri@polimi.it
Luca Gastaldi | Politecnico di Milano | Luca.Gastaldi@polimi.it
Antonio Ghezzi | Politecnico di Milano | Antonio1.Ghezzi@polimi.it
Submission Deadline: May 2014
Final Acceptance Date: November 2014
Summary
Social Media have radically transformed and are continuously transforming the way we, as individuals and professionals, communicate, collaborate, consume and create (Aral et al., 2013). Two examples, above all the others, attest how deep these changes are:
· In the first quarter of 2013 the number of monthly active users on Facebook has overcome 1 billion for the first time; this means that 1 person out of 7 uses Facebook regularly to get in touch with peers, friends and colleagues;
· More than 6 billion hours of videos are watched every month on YouTube; this means that it reaches more adults in the age group 18–34 in US than any cable network.
As Social Media are exploding in popularity among citizens and consumers, companies seek to extract value from this phenomenon to innovate their business models and managerial practice (Luo et al., 2013). In the last years, many authors (e.g. Enders et al., 2008; Kietzmann et al., 2011) remarked that companies have paradigmatically changed the way they are organized, managed and compete. This radical-and probably not reversing-change urges the updating of our current understanding of the disrupting power of Social Media, and the nurturing of a scientifically-based and practice-relevant debate about whether and how managers could extract value from them (e.g. Kietzmann et al., 2011).
In this regards, a missing link emerges. The Social Media phenomenon arose as an applied paradigm for communication and networking among and with individuals, with a limited theorization backing it. A wide part of our current understanding is based on anecdotal evidence, grey literature or unproved assumptions. Additionally, the on-going theoretical effort is more devoted to investigate specific example of Social Media (e.g. Facebook, Twitter, Pinterest, Wikipedia, etc.) rather than developing new interpretative lenses and establishing clear guidelines for managers on how to collectively use them. This confirms the need to crystallize the lessons learnt and provide managers with clear guidelines about whether and how they should develop a Social Media agenda in their organizations, clarifying the practical implications, the pragmatic trade-offs, the activation triggers and the decisional levers they should take carefully into account. In particular, there is urgency for studies with a strong theoretical foundation that might offer a lasting guidance within a phenomenon that evolves dramatically day-by-day. Managers from different industries (Kaplan and Haenlein, 2010; Kim and Ko, 2012) are puzzled by the lack of such knowledge that could severely jeopardize the fruitful exploitation of this widespread and potentially disruptive means of relationship with the core sources of value for any business, that is, the end customer.
Key Questions and Themes
This Special Issue aims at both taking stock of what we have learnt about how unleashing the disrupting value of Social Media as well as at stimulating new thinking and innovative research on them, in a needed attempt to close the missing link between Social Media adoption and value creation. The selected contributions will represent a theoretically-sound and practically-relevant basis for managers and scholars.
Papers will be evaluated using rigorous criteria associated with high-quality academic research, and will contribute to form a body of literature concerning the development of actionable knowledge for managers, who lack models, principles and methods to unleash the disrupting potential of social media. Ideally, papers published in this Special Issue will also help guide research in this area for the coming years.
The following questions illustrate some potential areas of interest, but offer only a starting point that have and should be complemented:
· How organizations and ecosystems can effectively and efficiently exploit Social Media?
· Which are the activation triggers and decisional levers that managers can use to orchestrate Social Media?
· Why and how Social Media can possess a disruptive innovative power? How to unleash such disruptive power?
· Which is the relationship between Social Media and firm performance?
· How to translate Social Media effort into customer value, and in turn capture a share of such value?
· How can Social Media influence and be harmonically included in a firm's marketing strategy and marketing mix?
· How to effectively leverage Social Media Marketing (SMM) endeavors to enhance the two-way communication with customers?
· How to design a "Social Media governance" in line with the overall firm's strategy and organizational structure?
· Which are the theoretical and managerial implications of Social Media adoption within different industries?
· Which are the trade-offs brought about by the integration of Social Media in the firm's set of tools to relate with the end customers (e.g. cannibalization of traditional channels)?
· Which are the peculiarities and distinctive features of Social Media when compared to other means of relationship with individuals and customers?
· Which Organizational Learning Mechanisms (OLM) are more effective and efficient in capturing the knowledge developed through and by Social Media?
All papers that satisfy initial editorial screening will be processed using the conventional IJIM double blind review process.
References
Aral, S., Dellarocas, C., Godes, D. (2013) Social Media and Business Transformation: A Framework for Research. Information Systems Research, 24(1): 3–13.
Enders, A., Hungenberg, H., Denker, H.P., Mauch, S. (2008) The Long Tail of Social Networking: Revenue Models of Social Networking Sites. European Management Journal, 26(3): 199–211.
Haefliger, S., Monteiro, E., Foray, D., von Krogh G. (2011) Social Software and Strategy. Long Range Planning, 44: 297-316.
Kaplan, A.M., Haenlein, M. (2010). Users of the World, Unite! The Challenges and Opportunities of Social Media. Business Horizons, 53(1): 59–68.
Kietzmann, J.H., Hermkens, K., McCarthy, I.P., Silvestre, B.S. (2011) Social Media? Get Serious! Understanding the Functional Building Blocks of Social Media. Business Horizons, 54(3): 241–251.
Luo, X., Zhang, J., Duan, W. (2013) Social Media and Firm Equity Value. Information Systems Research, 24(1): 146–163.
Nabil, S. (2013) Knowledge management in the age of cloud computing and Web 2.0: Experiencing the power of disruptive innovations. Int. J. of Information Management, 33(1): 160-165.
He, W., Zha, S., Li, Ling (2013) Social media competitive analysis and text mining: A case study in the pizza industry.
Int. J. of Information Management, 33(3): 464-472.
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Apologies for cross postings
Dear Colleagues,
I'd like to draw your attention to the call for papers for a special issue of the Journal of International Business Studies on "Internationalization in the Information Age" (http://www.palgrave-journals.com/jibs/Internationalization_SI_Call_for_Papers.html) I am co-editing with Juan Alcacer (Harvard Business School), John Cantwell (Rutgers Business School), Giovanni Dosi (Scuola Superiore Sant'Anna) and Sergio Mariotti (Politecnico di Milano).
We'd like to encourage you to submit a paper to the special issue if you have any research in progress that is relevant.
The deadline is December 31, 2013.
Please feel free to circulate the CfP to anyone you believe that could be interested in the special issue.
Best wishes,
Lucia
Lucia Piscitello (lucia.piscitello@polimi.it
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Call for Participants
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Job Positions or Research Questions
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Carlson School of Management
University of Minnesota
Tenure-track positions in Strategic Management and Entrepreneurship
The Strategic Management and Entrepreneurship Department at the Carlson School of Management, University of Minnesota, invites applications from qualified candidates for full-time, tenure-track positions to begin in Fall, 2014. We are looking for two assistants who must be ABD or have completed a doctorate, and demonstrate a strong commitment to high quality research and teaching. We are particularly interested in scholars doing research in, and ready to teach, business ethics/corporate responsibility, entrepreneurship, or technology management/innovation.
Faculty in the Strategic Management and Entrepreneurship Department include Stuart Albert, Mary Benner, Dan Forbes, Martin Ganco, Aseem Kaul, Jiao Luo, Ian Maitland, Alfred Marcus, Harry Sapienza, Gurneeta Vasudeva Singh, Myles Shaver, P.K. Toh, Paul Vaaler, Andy Van de Ven, Joel Waldfogel, Richard Wang, Aks Zaheer, Sri Zaheer, and Shaker Zahra. The department features a vibrant doctoral program and inter-disciplinary faculty engaged in research using many different approaches with a keen focus on quality scholarship. Several department members are active as editors or on the editorial boards of major journals. In addition, the Carlson School is recognized around the world as a leader in business education and research. To learn more about us, please visit our website at www.csom.umn.edu.
The Carlson School is located in a vigorous business community. The area features the headquarters of 19 Fortune 500 firms, a number of the world's largest private companies, and a strong track record of entrepreneurship and innovation. There are clusters of firms in high tech, medical devices, food and agriculture, and financial services, among others. Many faculty members pursue research projects with local companies.
The Twin Cities of Minneapolis and St. Paul are rated among the best metropolitan areas to live, highly regarded for their thriving arts, music and theater. The University of Minnesota is highly ranked nationally for research, and several department faculty maintain close ties with other University departments, including Sociology and Economics, as well as with the Medical School, the Engineering School, the Law School and the Humphrey School of Public Affairs.
Applications must be submitted online at employment.umn.edu to requisition no. 186563. A cover letter, curriculum vitae, two letters of reference, a dissertation abstract and job market paper must be submitted online. Other research papers, if applicable, and copies of teaching ratings should be sent separately to smepost@umn.edu.
We will start reviewing applications October 31, 2013 so it is strongly recommended that a complete application is received by that date. However, we will continue to accept applications until the positions are filled.
Questions about the search should be directed to Noelle French, Recruitment Committee Coordinator at smepost@umn.edu.
The University of Minnesota is an equal opportunity educator and employer.
Paul M. Vaaler
Associate Professor of International Business
Department of Strategic Management & Organization
Carlson School of Management, Affiliated Faculty Member, Law School
University of Minnesota
3-424 CarlSMgmt 321 19th Avenue South Minneapolis, MN 55455 USA
Tel (612) 625-4951 Fax (612) 626-1316 Email vaal0001@umn.edu
Web http://www.csom.umn.edu/faculty-research/faculty.aspx?x500=vaal0001
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Darlene
Darlene Alexander-Houle
TIM Division List Serve Moderator
dalexhoule@att.net