Involvement of Social Media Profiles in the Hiring Process

In recent years, social media has become a popular tool in the recruitment and selection process for employers. Many companies see it as a more cost efficient screening process than traditional background checks and interviews. However, its’ use comes with a greater risk for the company and potential applicants in terms of privacy violation and discrimination. This article will examine the rising popularity of the use of social media in the recruitment and selection process. In addition, it will explore the role social media plays in the hiring process from the viewpoint of employees in their respective companies versus undergraduate students who are among the applicant pool

Little Village Playhouse: The Challenges of Social Entrepreneurship

Copyright 2013, Pace University. This case was developed for class discussion, and is not intended as an endorsement, source of primary data, or illustration of effective or ineffective management. Descriptions involving student participants are stylized depictions, and do not refer to any individual participant. The authors thank the Wilson Center for Social Entrepreneurship for financial support, and the principals of Little Village Playhouse for their cooperation and support

Managerial reasoning about aspirations and expectations

Managerial reasoning about performance targets and subsequent actions can be influenced by whether they focus their attention on expectations of future events or internal efforts to meet organizational goals. This study explores how managers think about expectations and aspirations by examining the semantic similarities and differences between these concepts for practicing managers and economists, the results suggesting subtle differences in how economists and managers reason about aspirations and expectations. For economists, the concept of expectations played a major role and influenced their subsequent thinking about goals and actions while managers conceptually separated factors that were controllable and uncontrollable, the concept of expectation not playing the central role for them. Implications for descriptive and prescriptive models of decision-making are discussed.

FÓRUM - EQUILÍBRIO EM CENA: O QUE APRENDER COM AS PRÁTICAS ORGANIZACIONAIS DAS INDÚSTRIAS CULTURAIS

In this paper we outline five polarities that are shaping organizational practices in cultural industries. First, managers must reconcile expression of artistic values with the economics of mass entertainment. Second, they must seek novelty that differentiates their products without making them fundamentally different in nature from others in the same category. Third, they must analyze and address existing demand while at the same time using their imagination to extend and transform the market. Fourth, they must balance the advantages of vertically integrating diverse activities under one roof against the need to maintain creative vitality through flexible specialization. And finally, they must build creative systems to support and market cultural products but not allow the system to suppress individual inspiration, which is ultimately at the root of creating value in cultural industries

To Join or Not to Join: An Investigation of Individual Facilitators and Inhibitors of Medical Faculty Participation in Interdisciplinary Research Teams

Interdisciplinary research (IDR) teams are an important mechanism for facilitating medical breakthroughs. This study investigates the role of individual-level predictors of the choice to join a new IDR team at a major medical institution. We collected survey data from a sample of 233 faculty members who were given the opportunity to participate in IDR teams that had recently formed around a wide range of medical topic areas. Our results suggest that even under supportive organizational conditions, some medical experts were more likely to participate than others. Specifically, basic and translational researchers, associate professors, and faculty with distinctive topic area expertise and with more experience collaborating across departmental boundaries participated at a greater rate than their peers. Our findings have implications for research, practice, and policy focused on overcoming the challenges of drawing together diverse medical experts into IDR teams with the potential to advance knowledge to prevent, cure, and treat complex medical conditions. © 2011 Wiley Periodicals, Inc

Pharmaceutical R&D in an era of managed healthcare: Using integrative teams to produce enduring competitive advantage

Medical technology organizations are faced with greater performance pressure in the new managed healthcare environment. In particular, pharmaceutical research and development (R&D) organizations are expected to create new and useful therapeutic treatments with greater resource constraints than ever previously experienced. We explore how pharmaceutical R&D organizations are changing the way they manage the research process in response to changing organizational and environmental constraints. This paper suggests an integrative team approach to the efficient and effective management of pharmaceutical R&D in a managed healthcare environment. We view integrative teams as an important means of increasing R&D productivity and producing competitive advantage