9 results match your criteria Business Horizons[Journal]

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The COVID-19 Virtual Idea Blitz: Marshaling social entrepreneurship to rapidly respond to urgent grand challenges.

Bus Horiz 2020 May 12. Epub 2020 May 12.

Kelley School of Business, Indiana University.

In response to societal grand challenges, professors have unique opportunities to effect change, repurposing their expertise to deploy relevant, timely, practical, and research-backed knowledge for the betterment of communities. Drawing on scholarship on postcrisis organizing, the entrepreneurial hustle, and social entrepreneurship, we provide a firsthand, real-time case description of a three-day "virtual idea blitz" organized in response to the COVID-19 crisis. The event was organized and executed in less than a week and ultimately involved 200 individuals, including entrepreneurs, coders, medical doctors, venture capitalists, industry professionals, students, and professors from around the world. Read More

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http://dx.doi.org/10.1016/j.bushor.2020.05.002DOI Listing
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC7214311PMC

Are your cash-flow tools recession ready?

Authors:
John Mullins

Bus Horiz 2020 Apr 23. Epub 2020 Apr 23.

London Business School, Sussex Place, Regent's Park, London, NW1 4SA, U.K.

In good times like those most businesses have enjoyed for the past decade, business owners have typically watched their income statements with pleasure, as year-to-year performance gains have fattened their dividend payouts and increased the valuation of the companies they own and run. All too often in such times, scant attention is paid to what's between the top line and the bottom line of the income statement. Worse, most business owners, in my experience, give little more than a cursory nod to the balance sheet. Read More

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http://dx.doi.org/10.1016/j.bushor.2020.04.003DOI Listing
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC7177118PMC

Applications of Business Analytics in Healthcare.

Bus Horiz 2014 Sep;57(5):571-582

University of Cincinnati, Carl H. Lindner College of Business, 2925 Campus Green Drive, Cincinnati, OH 45221-0130, 513-556-7174, University of Cincinnati, College of Medicine, Cincinnati Children's Hospital Medical Center, James M. Anderson Center for Health Systems Excellence.

The American healthcare system is at a crossroads, and analytics, as an organizational skill, figures to play a pivotal role in its future. As more healthcare systems capture information electronically and as they begin to collect more novel forms of data, such as human DNA, how will we leverage these resources and use them to improve human health at a manageable cost? In this article, we argue that analytics will play a fundamental role in the transformation of the American healthcare system. However, there are numerous challenges to the application and use of analytics, namely the lack of data standards, barriers to the collection of high-quality data, and a shortage of qualified personnel to conduct such analyses. Read More

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http://dx.doi.org/10.1016/j.bushor.2014.06.003DOI Listing
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4242091PMC
September 2014
8 Reads

The normalization of deviance in healthcare delivery.

Authors:
John Banja

Bus Horiz 2010 ;53(2):139

Center for Ethics, Emory University, 1531 Dickey Drive, Atlanta, GA 30322 U.S.A,

Many serious medical errors result from violations of recognized standards of practice. Over time, even egregious violations of standards of practice may become "normalized" in healthcare delivery systems. This article describes what leads to this normalization and explains why flagrant practice deviations can persist for years, despite the importance of the standards at issue. Read More

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http://dx.doi.org/10.1016/j.bushor.2009.10.006DOI Listing
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2821100PMC
January 2010
19 Reads

The overburdened manager and decision making.

Authors:
P D Olson

Bus Horiz 1979 Oct:28-32

This article discusses three methods managers can use to make decisions: intuition, management analysis, and Type 1 and Type 2 error analysis. Olson identifies studies that have shown that top managers work at an unrelenting pace and jump from one activity to another. He claims that managers do not have time to plan in a reflective, systematic manner. Read More

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http://dx.doi.org/10.1016/0007-6813(79)90028-4DOI Listing
October 1979
2 Reads

Change: the name of the game.

Authors:
W J Altier

Bus Horiz 1979 Jun;22(3):25-7

The purpose of this article is to argue that the game of management involves dealing fundamentally with the element of change and that the key to winning the game is to keep it as simple as possible. The author divides change into four basic categories: 1) Planned Past Change, where everything went as expected; 2) Unplanned Past Change, where something happened that was not anticipated; 3) Planned Future Change, meaning indications show that some action should be taken; and 4) Unplanned Future Change, where the possibility of the unplanned exists. He feels that managing tools exist to deal specifically with the last three types of change, and they are useful only to the extent that they simplify the tasks of management. Read More

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http://dx.doi.org/10.1016/0007-6813(79)90079-xDOI Listing
June 1979
1 Read

Fitting in the management science specialist.

Authors:
J Fuller R Atherton

Bus Horiz 1979 Apr;22(2):14-7

Fuller and Atherton discuss the relationship between management science specialists and managers. Management science specialists have developed expertise in the complex quantitative techniques available to aid in decision-making. Managers on the other hand, are expected to have a good understanding of the total organizational picture. Read More

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http://dx.doi.org/10.1016/0007-6813(79)90044-2DOI Listing
April 1979
1 Read

Strategic planning for marketers.

Authors:
I Wilson

Bus Horiz 1978 Dec;21(6):65-73

The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Read More

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http://dx.doi.org/10.1016/0007-6813(78)90071-xDOI Listing
December 1978
1 Read

Managing change: a psychologist's perspective.

Authors:
K R Student

Bus Horiz 1978 Dec;21(6):28-33

The uncertainty of today's economic, social and political climate requires that managers cope with a variety of forces beyond their operating control. To meet the challenges of these new demands, many organizational changes are required. This article identifies five human factors involved in change: (1) "Influence" makes work more meaningful and contributes to the feelings of satisfaction; (2) "Familiarity" reduces the feelings of resistence to change; (3) "Testing" allows individuals to evaluate the feasibility and seriousness of the proposed change; (4) "Stress" is caused by the apprehension of change; and (5) "Chance" describes elements that can send the change process in some unanticipated direction. Read More

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http://dx.doi.org/10.1016/0007-6813(78)90063-0DOI Listing
December 1978
1 Read
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