00463nas a2200121 4500008004100000245007300041210006900114260000900183653000800192100001500200700002100215856010500236 2023 eng d00aHackalytics: Using Computer Hacking to Engage Students in Analytics0 aHackalytics Using Computer Hacking to Engage Students in Analyti c202310aBIS1 aLuse, Andy1 aShadbad, Forough uhttps://business.oregonstate.edu/biblio/hackalytics-using-computer-hacking-engage-students-analytics00360nas a2200109 4500008004100000245003900041210003700080260002000117653001500137100002100152856007700173 2022 eng d00aHearing Loss & Workplace Inclusion0 aHearing Loss Workplace Inclusion aTampa, FLc202210aManagement1 aBaldridge, David uhttps://business.oregonstate.edu/biblio/hearing-loss-workplace-inclusion00427nas a2200133 4500008004100000245004800041210004800089260000900137653001400146100002100160700001700181700001700198856007800215 2022 eng d00aHope and Fear in the Experience of Suspense0 aHope and Fear in the Experience of Suspense c202210aMarketing1 aMadrigal, Robert1 aBee, Colleen1 aChen, Johnny uhttps://business.oregonstate.edu/biblio/hope-and-fear-experience-suspense00561nas a2200133 4500008004100000245011100041210006900152260000900221653001500230100001600245700001900261700002000280856012700300 2022 eng d00aHow much will you share? Exploring attitudinal and behavioral nudges in online private information sharing0 aHow much will you share Exploring attitudinal and behavioral nud c202210aManagement1 aRees, Laura1 aSafi, Roozmehr1 aLim, Seung-Lark uhttps://business.oregonstate.edu/biblio/how-much-will-you-share-exploring-attitudinal-and-behavioral-nudges-online-private00464nas a2200121 4500008004100000245006600041210006500107260000900172653001500181100002100196700002000217856010500237 2021 eng d00aHow do people continue successful careers after hearing loss?0 aHow do people continue successful careers after hearing loss c202110aManagement1 aBaldridge, David1 aKulkarni, Mukta uhttps://business.oregonstate.edu/biblio/how-do-people-continue-successful-careers-after-hearing-loss00424nas a2200121 4500008004100000245005300041210005300094260000900147653001400156100001600170700002300186856009300209 2021 eng d00aHow Marketing Can UNRAVEL Wicked Social Problems0 aHow Marketing Can UNRAVEL Wicked Social Problems c202110aMarketing1 aHuff, Aimee1 aBarnhart, Michelle uhttps://business.oregonstate.edu/biblio/how-marketing-can-unravel-wicked-social-problems00488nas a2200109 4500008004100000245008700041210006900128260002600197653001500223100001800238856012200256 2021 eng d00aHow Thriving and Passion Convert Prior Experience into Current Venture Performance0 aHow Thriving and Passion Convert Prior Experience into Current V aNew Orleans, LAc202110aManagement1 aPaterson, Ted uhttps://business.oregonstate.edu/biblio/how-thriving-and-passion-convert-prior-experience-current-venture-performance00567nas a2200145 4500008004100000245010300041210006900144260000900213300001200222490000700234653001200241100002000253700001600273856013200289 2020 eng d00aHousing Price Dynamics, Mortgage Credit and Reverse Mortgage Demand: Theory and Empirical Evidence0 aHousing Price Dynamics Mortgage Credit and Reverse Mortgage Dema c2020 a599-6320 v4810aFinance1 aChen, Kuo-Shing1 aYang, Jimmy uhttps://business.oregonstate.edu/biblio/housing-price-dynamics-mortgage-credit-and-reverse-mortgage-demand-theory-and-empirical00656nas a2200169 4500008004100000245011900041210006900160260000900229300001200238490000700250653001500257100001600272710001800288700002400306700001800330856013800348 2020 eng d00aHow and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy0 aHow and When Humble Leadership Facilitates Employee Job Performa c2020 a169-1840 v2810aManagement1 aCho, Jeewon1 aEmptyAuthNode1 aSchilpzand, Pauline1 aPaterson, Ted uhttps://business.oregonstate.edu/biblio/how-and-when-humble-leadership-facilitates-employee-job-performance-roles-feeling-trusted-and00643nas a2200157 4500008004100000245011200041210006900153260000900222300001200231490000700243653003200250100002600282700002200308700001800330856013700348 2020 eng d00aHow and When Investment Horizons Determine Venture Capital Firms' Attention Breadth to Portfolio Companies.0 aHow and When Investment Horizons Determine Venture Capital Firms c2020 a475-5030 v4410aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aArthurs, Jonathan1 aCho, Sam, Yul uhttps://business.oregonstate.edu/biblio/how-and-when-investment-horizons-determine-venture-capital-firms-attention-breadth-portfolio00420nas a2200109 4500008004100000245006500041210006400106260000900170653001500179100001600194856010000210 2020 eng d00aHow to calmly navigate personal interactions during COVID-190 aHow to calmly navigate personal interactions during COVID19 c202010aManagement1 aRees, Laura uhttps://theconversation.com/how-to-calmly-navigate-personal-interactions-during-covid-19-14366901477nas a2200145 4500008004100000245013000041210006900171260000900240520087200249653000801121653003201129100002001161700001701181856013301198 2019 eng d00aHorizontal Competition and Interorganizational Exchange Partner Selection: An Analysis of Major League Baseball Player Trades0 aHorizontal Competition and Interorganizational Exchange Partner c20193 aThis study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition – goal conflict, rivalry, and competitive interaction – on interorganizational exchange partner selection. We find that that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition-exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.10aMBA10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aVestal, Alex uhttps://business.oregonstate.edu/biblio/horizontal-competition-and-interorganizational-exchange-partner-selection-analysis-major00492nas a2200121 4500008004100000245006200041210006000103260000900163653001400172100001600186700002300202856014500225 2019 eng d00aHow a "Missing" Movement Made Gun Control a Winning Issue0 aHow a Missing Movement Made Gun Control a Winning Issue c201910aMarketing1 aHuff, Aimee1 aBarnhart, Michelle uhttps://theconversation.com/profiles/aimee-dinnin-huff-391346/articles#:~:text=Why%20Americans%20are%20buying%20more%20guns%20than%C2%A0ever00579nas a2200145 4500008004100000245010000041210006900141260000900210300001000219490000800229653003200237100001300269700002200282856012900304 2019 eng d00aHow does dependence on key employees matter for initial public offerings of US high-tech firms?0 aHow does dependence on key employees matter for initial public o c2019 a74-820 v10210aStrategy & Entrepreneurship1 aLiu, Kun1 aArthurs, Jonathan uhttps://business.oregonstate.edu/biblio/how-does-dependence-key-employees-matter-initial-public-offerings-us-high-tech-firms01572nas a2200157 4500008004100000245007900041210006900120260000900189490000900198520106700207653001501274100001701289700001601306700002201322856007001344 2019 eng d00aHow Managers Gain Their Employees Trust through Control and Trust-Building0 aHow Managers Gain Their Employees Trust through Control and Trus c20190 v20193 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships.10aManagement1 aCarroll, Tim1 aLong, Chris1 aHoltom, Brooks, C uhttps://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract00355nas a2200109 4500008004100000245004400041210004400085260000900129653001400138100002100152856007200173 2019 eng d00aHow to Get a Job In the sports Industry0 aHow to Get a Job In the sports Industry c201910aMarketing1 aMalkewitz, Keven uhttps://business.oregonstate.edu/biblio/how-get-job-sports-industry02431nas a2200157 4500008004100000245012400041210006900165260000900234300001400243490000700257520180800264653003202072100001602104700002002120856013302140 2018 eng d00aHow do legal surprises drive organizational attention and case resolution? An analysis of false patent marking lawsuits0 aHow do legal surprises drive organizational attention and case r c2018 a1741-17610 v473 aLegal surprises are unexpected suits or actions in which plaintiffs rely on claims or precedents that may be obscure, unfamiliar, or unknown to the defendants. Our study explores false patent marking suits, a unique type of patent-related legal surprise involving allegations of defendants marking products with ineligible patent numbers to deceive customers and/or deter competitors. An abrupt shift in U.S. Federal Courts’ interpretation of intellectual property rights (IPRs) policy amplified plaintiff incentives for filing these suits while escalating defendant penalties for proven violations. Handling costly legal surprises such as false patent marking suits requires focused attention from managers. Our core premise is that temporal and evidential cues in the timelines and storylines of plaintiffs’ legal narratives in surprise suits attract defendants’ organizational attention. We hypothesize about temporal focus (past, present, and future) and evidentiary reasoning (relevance, credibility, and inferential power) as attention cues and possible predictors of the mode (litigation or negotiation) and timing of case resolution. We apply automated content analysis to official court records for 992 false patent marking cases (2009-2011) and quantify competing risks using hazard models. We find that differences in temporal focus and evidentiary reasoning in the legal narratives of surprise suits are significant predictors of case resolution mode and timing. We also find that defendants countersuing to redirect plaintiffs’ attention is an effective negotiating tactic. We discuss the economic significance and strategic implications of our empirical findings on legal surprises, attention, case resolution mode and timing, and the unintended consequences of IPR policy changes.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aHemmatian, Iman uhttps://business.oregonstate.edu/biblio/how-do-legal-surprises-drive-organizational-attention-and-case-resolution-analysis-false00572nas a2200121 4500008004100000245012400041210006900165260003000234653001500264100001800279700001700297856013600314 2018 eng d00aHow founders’ organizational blueprints influence the emergence of management control systems in an early stage firm.0 aHow founders organizational blueprints influence the emergence o aCopenhagen, Denmarkc201810aAccounting1 aAkroyd, Chris1 aKober, Ralph uhttps://business.oregonstate.edu/biblio/how-founders-organizational-blueprints-influence-emergence-management-control-systems-early00552nas a2200145 4500008004100000245009500041210006900136260000900205300001000214490000700224653001500231100001800246700001900264856012300283 2018 eng d00aHow will the new lease accounting standard affect the relevance of lease asset accounting?0 aHow will the new lease accounting standard affect the relevance c2018 a83-950 v4210aAccounting1 aGraham, Roger1 aLin, Kuan-Chen uhttps://business.oregonstate.edu/biblio/how-will-new-lease-accounting-standard-affect-relevance-lease-asset-accounting00350nas a2200109 4500008004100000245003300041210003300074260002300107653001900130100001800149856007300167 2017 eng d00aHealthcare Facilities Design0 aHealthcare Facilities Design aBusan, Koreac201710aDesign Program1 aLee, Seunghae uhttps://business.oregonstate.edu/biblio/healthcare-facilities-design00488nas a2200109 4500008004100000245009300041210006900134260000900203653001500212100002100227856013000248 2017 eng d00aHearing Loss and Career Success: Refining Yourself, Your Career, and Your Social Network0 aHearing Loss and Career Success Refining Yourself Your Career an c201710aManagement1 aBaldridge, David uhttps://business.oregonstate.edu/biblio/hearing-loss-and-career-success-refining-yourself-your-career-and-your-social-network00477nas a2200121 4500008004100000245006500041210005900106260003600165653001900201100001900220700002100239856009500260 2017 eng d00aThe Hijab and Muslim Women's Well-being in a Western Society0 aHijab and Muslim Womens Wellbeing in a Western Society aSt. Petersburger, Floridac201710aDesign Program1 aMaqsood, Elham1 aChen, Hsiou-Lien uhttps://business.oregonstate.edu/biblio/hijab-and-muslim-womens-well-being-western-society00477nas a2200121 4500008004100000245006500041210005900106260003400165653001900199100002100218700001900239856009700258 2017 eng d00aThe Hijab and Muslim Women's Well-being in a Western Society0 aHijab and Muslim Womens Wellbeing in a Western Society aSt. Petersburg, Floridac201710aDesign Program1 aChen, Hsiou-Lien1 aMaqsood, Elham uhttps://business.oregonstate.edu/biblio/hijab-and-muslim-womens-well-being-western-society-000578nas a2200133 4500008004100000245012700041210006900168260000900237490000700246653001400253100002300267700001600290856013800306 2017 eng d00aHippies, Hummer Owners, and People Like Me: Stereotyping as a Means of Reconciling Ethical Consumption Values with the DSP0 aHippies Hummer Owners and People Like Me Stereotyping as a Means c20170 v3710aMarketing1 aBarnhart, Michelle1 aMish, Jenny uhttps://business.oregonstate.edu/biblio/hippies-hummer-owners-and-people-me-stereotyping-means-reconciling-ethical-consumption-values01356nas a2200157 4500008004100000245013500041210006900176260000900245300001400254490000700268520071500275653003200990100001801022700002001040856013801060 2017 eng d00aHorizon Problem and Firm Innovation: The Influence of CEO Career Horizon, Exploitation and Exploration on Breakthrough Innovations0 aHorizon Problem and Firm Innovation The Influence of CEO Career c2017 a1801-18090 v463 aBuilding on labor market evaluations and legacy conservation motivation perspectives, we propose a mechanism to explain the relationship between CEO career horizons and breakthrough innovations. Using 10-year panel data from 681 U.S. firms, we find that firms that have a CEO with a short career horizon (measured by CEO age) tend to produce fewer breakthrough innovations. We also find that the relationship between CEO career horizon and breakthrough innovation is partially mediated by R&D spending, and also moderated by organizational learning behavior (exploration vs. exploitation). This study highlights how a CEO’s motivation to protect success in the short term affects the firm’s innovativeness.10aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aKim, Sang, Kyun uhttps://business.oregonstate.edu/biblio/horizon-problem-and-firm-innovation-influence-ceo-career-horizon-exploitation-and-exploration00537nas a2200145 4500008004100000245007200041210006900113260000900182653000800191653001400199653001700213653003300230100002100263856010700284 2017 eng d00aHospitality Industry Labor Shortage A Mixed?Methods Investigation0 aHospitality Industry Labor Shortage A MixedMethods Investigation c201710aBIS10aMarketing10aOSU-Cascades10aOSU-Cascades Hospitality Mgt1 aMontgomery, Todd uhttps://business.oregonstate.edu/biblio/hospitality-industry-labor-shortage-mixedmethods-investigation01735nas a2200169 4500008004100000245017200041210006900213260000900282300009600291490000700387520095000394653003201344100001601376700002001392700002501412856012801437 2017 eng d00aHow does agency workforce diversity influence Federal R&D funding of minority and women technology entrepreneurs? An analysis of the SBIR and STTR programs, 200120110 aHow does agency workforce diversity influence Federal RD funding c2017 a499-519 (Winner of the Best Paper Prize for the Special Issue on Minority Entrepreneurship)0 v503 aU.S. Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs provide Federal research and development (R&D) grants to technology ventures. We explore how grantor demographic diversity explains why demographically diverse grantees experience different odds for successfully transitioning from initial to follow-on R&D grants. We empirically analyze 52,126 Phase I SBIR/STTR awards granted by 11 Federal agencies (2001-2011). We find a positive association between agency workforce diversity and Phase II funding for Phase I grantees, but minority and women technology entrepreneurs are less likely to receive this funding than their non-minority and male counterparts. Agencies valuing workforce ethnic diversity or leveraging gender homophily positively influence the likelihood of women technology entrepreneurs obtaining Phase II funding. We discuss evidence-based implications for policy and practice.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aInouye, Todd, M1 aRobinson, Jeffrey, A uhttps://business.oregonstate.edu/biblio/how-does-agency-workforce-diversity-influence-federal-rd-funding-minority-and-women00541nas a2200157 4500008004100000245011500041210006900156260000900225300001200234490000700246653001400253100002800267700002000295700001900315856004900334 2017 eng d00aHow Product-Environment Brightness Contrast and Product Disarray Impact Consumer Choice in Retail Environments0 aHow ProductEnvironment Brightness Contrast and Product Disarray c2017 a266-2820 v9310aMarketing1 aReynolds-McIlnay, Ryann1 aMorrin, Maureen1 aNordfalt, Jens uhttps://doi.org/10.1016/j.jretai.2017.03.00300419nas a2200121 4500008004100000245005400041210005400095260000900149653001500158100001700173700001900190856008800209 2017 eng d00aHow to motivate employees to go beyond their jobs0 aHow to motivate employees to go beyond their jobs c201710aManagement1 aBolino, Mark1 aKlotz, Anthony uhttps://business.oregonstate.edu/biblio/how-motivate-employees-go-beyond-their-jobs00395nas a2200109 4500008004100000245005300041210005300094260001600147653001900163100001800182856008500200 2017 eng d00aHuman Centered Design and Design for the Elderly0 aHuman Centered Design and Design for the Elderly aKoreac201710aDesign Program1 aLee, Seunghae uhttps://business.oregonstate.edu/biblio/human-centered-design-and-design-elderly03641nas a2200157 4500008004100000245009500041210006900136260000900205520306600214653000803280653002303288100001803311700001303329700001603342856012503358 2016 eng d00aHelping Senior Participants Acquire the Right Type of Social Support in Online Communities0 aHelping Senior Participants Acquire the Right Type of Social Sup c20163 aSenior citizens could greatly be benefited from the social support received from a community(Choi et al. 2014; Goswami et al. 2010). Social support denotes to the
interaction/communication with others, verbal or nonverbal, reducing the uncertainty or
enhancing the self-perception of in control of one’s own life (Albrecht and Adelman 1987). All
participants of online communities are motivated by their desire of seeking social support. And
such support occurs when community members form relational links among them and have
interactions that intend to help (Heaney and Israel 2002). A network member can receive/send
different types of social supports from/to others. Informational support transmits information
and provides guidance related to the task/question a community member has (Krause 1986);
emotional support expresses understanding, encouragement, empathy affection, affirming,
validation, sympathy, caring and concern (House 1981; Wang et al. 2014); companionship or
network support gives the recipient a sense of belonging (Keating 2013; Wang et al. 2014); and
appraisal support enhances the self-evaluation of the recipient (House 1981). Studies have
shown that people are usually motivated by their desire of seeking one or more types of social
supports to participate in an online community (Goswami et al. 2010; Kanayama 2003; Pfeil
2007; Pfeil and Zaphiris 2009; Wright 2000; Xie 2008). And such social support can only be
acquired during the interaction with others. For senior citizens, even though they can be greatly
benefited from the social support received through participation, the obstacles they need to
overcome in order to feel engaged could be larger than that of younger people (Charness and
Boot 2009; Lee et al. 2011), especially when they come to the community for the first time. They
could be easily overwhelmed by the content that has been generated by other existing members,
finding it difficult to identify an appropriate member to initiate a meaningful interaction. It
therefore is critical for an online community system to help senior participants identify other
existing members who are more likely to supply the type of support they are seeking. While many
previous studies have uncovered the variety factors, contextual (Pfeil and Zaphiris 2009; Wang
et al. 2015; Xie 2008) or individual (Wang et al. 2014, 2015, 2012; Wright 1999), that impact
the degree to which a senior citizen receives social support needed from an online community, it
remains unclear what the characteristics of existing community members who are more likely to
provide a new comer the kind of support, informational, emotional, companionship, or appraisal
are. And the answer to this question may have significant academic and practical implications.
This study thus proposes to fulfil the gap by utilizing data collected from a senior community
website to investigate the links between the characteristics of existing senior members and the
amount and the type of support they provided to new comers.
10aBIS10aBusiness Analytics1 aWang, Changyu1 aZhu, Bin1 aZuo, Meiyun uhttps://business.oregonstate.edu/biblio/helping-senior-participants-acquire-right-type-social-support-online-communities00563nas a2200145 4500008004100000245001700041210001700058260002600075520019200101653001700293653001700310100001500327700001800342856005700360 2016 eng d00aHonda Canada0 aHonda Canada aLondon, Ontarioc20163 aHonda Canada (A): Tsunami and Communications, Ivey Publishing 9B16D004Honda Canada (B): Tsunami and Sourcing Disruption, Ivey Publishing 9B16D005
Teaching Note: Ivey Publishing 8B16004
10aOSU-Cascades10aSupply Chain1 aWeil, Mary1 aRibbink, Dina uhttps://business.oregonstate.edu/biblio/honda-canada00501nas a2200145 4500008004100000245006400041210006400105260000900169653001500178653000800193100001900201700002000220700001800240856009700258 2016 eng d00aHope for change in individual security behavior assessments0 aHope for change in individual security behavior assessments c201610aAccounting10aBIS1 aCurry, Michael1 aMarshall, Byron1 aCrossler, Rob uhttps://business.oregonstate.edu/biblio/hope-change-individual-security-behavior-assessments00622nas a2200133 4500008004100000245015100041210006900192260002200261653001500283100001600298700002400314700001800338856013200356 2016 eng d00aHow and when leader humility affects follower task and extra-role performance. A moderated mediation model of job autonomy and employee-felt trust0 aHow and when leader humility affects follower task and extrarole aAnaheim, CAc201610aManagement1 aCho, Jeewon1 aSchilpzand, Pauline1 aPaterson, Ted uhttps://business.oregonstate.edu/biblio/how-and-when-leader-humility-affects-follower-task-and-extra-role-performance-moderated00543nas a2200109 4500008004100000245011300041210006900154260002400223653003200247100002000279856013400299 2016 eng d00aHow Do I Publish Quality Research in Family Business? Workshop on Best Practices in Family Business Research0 aHow Do I Publish Quality Research in Family Business Workshop on aSan Diego, CAc201610aStrategy & Entrepreneurship1 aNeubaum, Donald uhttps://business.oregonstate.edu/biblio/how-do-i-publish-quality-research-family-business-workshop-best-practices-family-business00580nas a2200133 4500008004100000245009500041210006900136260002300205653003200228100002200260700002200282700002000304856012200324 2016 eng d00aHow Entrepreneurs Cope with Exhaustion: The Influence of Physical Activity and Mindfulness0 aHow Entrepreneurs Cope with Exhaustion The Influence of Physical aBodo, Norwayc201610aStrategy & Entrepreneurship1 aMurnieks, Charles1 aArthurs, Jonathan1 aHaynie, Michael uhttps://business.oregonstate.edu/biblio/how-entrepreneurs-cope-exhaustion-influence-physical-activity-and-mindfulness00721nas a2200181 4500008004100000245016400041210006900205260000900274300001400283490000800297653001500305100001700320700001700337700001400354700001700368700001600385856013800401 2016 eng d00aHow is benevolent leadership linked to employee creativity? The mediating role of leadermember exchange and the moderating role of power distance orientation0 aHow is benevolent leadership linked to employee creativity The m c2016 a1099-11150 v15210aManagement1 aLin, Weipeng1 aMa, Jingjing1 aZhang, Qi1 aLi, Jenny, C1 aJiang, Feng uhttps://business.oregonstate.edu/biblio/how-benevolent-leadership-linked-employee-creativity-mediating-role-leadermember-exchange-and02709nas a2200169 4500008004100000245010300041210006900144260000900213300001100222490000700233520209500240653001502335100001802350700002102368700001902389856013102408 2016 eng d00aHow Management Control Practices Enable Strategic Alignment during the Product Development Process0 aHow Management Control Practices Enable Strategic Alignment duri c2016 a99-1380 v263 aPurpose – This paper examines how the management control practices of organization members enables the alignment of product development projects with potentially conflicting corporate strategies during the product development process.
Methodology/approach – Using an ethnomethodology informed research approach we carry out a case study of an innovative New Zealand food company. Case study data included an internal company document, interviews with organization members from new product development (NPD), marketing and finance functions as well as an external market analysis document focused on our case study company and its market.
Findings – Our case study company had both sales growth and profit growth corporate strategies which have been argued to cause tensions. We found that organization members at our case study company used four management control practices to enable the alignment of product development projects to these strategies. The first management control practice was having the NPD and marketing functions responsible for different corporate strategies. Other management control practices included the involvement of organization members from across multiple functions, the activities they carried out, and the measures used to evaluate project performance during the product development process.
Research limitations/implications – These finding add new insights to the management accounting literature by showing how a combination of management control practices can be used by organization members to align projects with potentially conflicting corporate strategies during the product development process.
Practical implications – While the alignment of product development projects to corporate strategy is not easy this study shows how it can be enabled through the use of a number of management control practices.
Originality/value – We contribute to the management accounting research in this area by extending our understanding of how organization members use management control practices during the product development process.10aAccounting1 aAkroyd, Chris1 aBiswas, Sharlene1 aChuang, Sharon uhttps://business.oregonstate.edu/biblio/how-management-control-practices-enable-strategic-alignment-during-product-development01421nas a2200157 4500008004100000245006600041210006600107260000900173490000900182520090100191653001501092100001401107700001701121700001901138856010601157 2016 eng d00aHow Managers Foster Trust Through Control and Trustworthiness0 aHow Managers Foster Trust Through Control and Trustworthiness c20160 v20163 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests.10aManagement1 aLong, Chs1 aCarroll, Tim1 aHoltom, Brooks uhttps://business.oregonstate.edu/biblio/how-managers-foster-trust-through-control-and-trustworthiness00588nas a2200133 4500008004100000245010700041210006900148260003200217653001500249100001800264700001900282700001800301856013500319 2016 eng d00aHow the rhythm of management controls enables organizational agility in a rapidly changing environment0 aHow the rhythm of management controls enables organizational agi aAuckland, New Zealandc201610aAccounting1 aAkroyd, Chris1 aHorii, Satoshi1 aSawabe, Norio uhttps://business.oregonstate.edu/biblio/how-rhythm-management-controls-enables-organizational-agility-rapidly-changing-environment00590nas a2200133 4500008004100000245010700041210006900148260003200217653001500249100001800264700001900282700001800301856013700319 2016 eng d00aHow the rhythm of management controls enables organizational agility in a rapidly changing environment0 aHow the rhythm of management controls enables organizational agi aAuckland, New Zealandc201610aAccounting1 aAkroyd, Chris1 aHorii, Satoshi1 aSawabe, Norio uhttps://business.oregonstate.edu/biblio/how-rhythm-management-controls-enables-organizational-agility-rapidly-changing-environment-000506nas a2200133 4500008004100000245008700041210006900128260000900197490000700206653001200213100001300225700001600238856011800254 2016 eng d00aHuman Capital, Management Quality, and the Exit Decisions of Entrepreneurial Firms0 aHuman Capital Management Quality and the Exit Decisions of Entre c20160 v5110aFinance1 aHe, Shan1 aLei, C., W. uhttps://business.oregonstate.edu/biblio/human-capital-management-quality-and-exit-decisions-entrepreneurial-firms00336nas a2200109 4500008004100000245003300041210003300074260002000107653001500127100001600142856006800158 2016 eng d00aHybrid Courses with Cub Kahn0 aHybrid Courses with Cub Kahn aCorvallisc201610aAccounting1 aBourne, Amy uhttps://business.oregonstate.edu/biblio/hybrid-courses-cub-kahn00504nas a2200145 4500008004100000245004900041210004900090260002900139653001900168653001900187653002900206100001600235700002100251856008600272 2015 eng d00aHalf Scale Reproduction of 17th Century Gown0 aHalf Scale Reproduction of 17th Century Gown aSan Antonio, Texasc201510aApparel Design10aDesign Program10aMerchandising Management1 aKane, Laura1 aPedersen, Elaine uhttps://business.oregonstate.edu/biblio/half-scale-reproduction-17th-century-gown00543nas a2200157 4500008004100000245007200041210006900113260000900182490000600191653000800197653002300205100001200228700002100240700001700261856010700278 2015 eng d00aHarnessing Internet finance with innovative cyber credit management0 aHarnessing Internet finance with innovative cyber credit managem c20150 v110aBIS10aBusiness Analytics1 aLin, Z.1 aWhinston, A., B.1 aFan, Shaokun uhttps://business.oregonstate.edu/biblio/harnessing-internet-finance-innovative-cyber-credit-management00434nas a2200121 4500008004100000245005300041210005100094260003200145653001200177653001700189100001800206856008800224 2015 eng d00aA Hierarchy of Cultural Intelligence Antecedents0 aHierarchy of Cultural Intelligence Antecedents aVancouver, BC, Canadac201510aFinance10aOSU-Cascades1 aElston, Julie uhttps://business.oregonstate.edu/biblio/hierarchy-cultural-intelligence-antecedents00420nas a2200121 4500008004100000245005300041210005100094260001600145653001200161653001700173100001800190856009000208 2015 eng d00aA Hierarchy of Cultural Intelligence Antecedents0 aHierarchy of Cultural Intelligence Antecedents aIndiac201510aFinance10aOSU-Cascades1 aElston, Julie uhttps://business.oregonstate.edu/biblio/hierarchy-cultural-intelligence-antecedents-000565nas a2200133 4500008004100000245009300041210006900134260002700203653001500230100001800245700001700263700002700280856012400307 2015 eng d00aIs Homogeneity a Meta-analytic Myth? Examining Bessel’s Variance Estimation Correction0 aHomogeneity a Metaanalytic Myth Examining Bessel s Variance Esti aPhiladelphia, PAc201510aManagement1 aPaterson, Ted1 aSteel, Piers1 aKammeyer-Mueller, John uhttps://business.oregonstate.edu/biblio/homogeneity-meta-analytic-myth-examining-bessels-variance-estimation-correction00530nas a2200121 4500008004100000245008200041210006900123260004500192653001900237653001900256100001900275856011400294 2015 eng d00aHow to Improve Communication Strategies and a Form of Effective Interactivity0 aHow to Improve Communication Strategies and a Form of Effective aHarvey Mudd College, Claremont, CAc201510aDesign Program10aGraphic Design1 aShin, Jun, Bum uhttps://business.oregonstate.edu/biblio/how-improve-communication-strategies-and-form-effective-interactivity01798nas a2200181 4500008004100000245007500041210006800116260000900184300001400193490000700207520122500214653000801439653002301447100001201470700001801482700001301500856010301513 2014 eng d00aThe Hl-index: Improvement of H-index Based on Quality of Citing Papers0 aHlindex Improvement of Hindex Based on Quality of Citing Papers c2014 a1021-10310 v983 aThis paper proposes hl-index as an improvement of the h-index, a popular measurement for the research quality of academic researchers. Although the h-index integrates the number of publications and the academic impact of each publication to evaluate the productivity of a researcher, it assumes that all papers that cite an academic article contribute equally to the academic impact of this article. This assumption, of course, could not be true in most times. The citation from a well-cited paper certainly brings more attention to the article than the citation from a paper that people do not pay attention to. It therefore becomes important to integrate the impact of papers that cite a researcher’s work into the evaluation of the productivity of the researcher. Constructing a citation network among academic papers, this paper therefore proposes hl-index that integrating the h-index with the concept of lobby index, a measures that has been used to evaluate the impact of a node in a complex network based on the impact of other nodes that the focal node has direct link with. This paper also explores the characteristics of the proposed hl-index by comparing it with citations, h-index and its variant g-index.10aBIS10aBusiness Analytics1 aZai, Li1 aYan, Xiangbin1 aZhu, Bin uhttps://business.oregonstate.edu/biblio/hl-index-improvement-h-index-based-quality-citing-papers-000445nas a2200109 4500008004100000245006900041210006800110260002100178653001200199100002400211856010000235 2014 eng d00aHow Important is Governance? Evidence from Heart Attack Survival0 aHow Important is Governance Evidence from Heart Attack Survival aDallas, TXc201410aFinance1 aKalodimos, Jonathan uhttps://business.oregonstate.edu/biblio/how-important-governance-evidence-heart-attack-survival00369nas a2200109 4500008004100000245004100041210003700082260002600119653001900145100001800164856007700182 2013 eng d00aHead, Heart & Hand: A Senior Project0 aHead Heart Hand A Senior Project aMinneapolis, MNc201310aDesign Program1 aMarks, Andrea uhttps://business.oregonstate.edu/biblio/head-heart-hand-senior-project-000484nas a2200145 4500008004100000245004900041210004900090260002500139653001900164100001800183700001700201700001400218700001800232856008800250 2013 eng d00aHealthcare symbols tested in three countries0 aHealthcare symbols tested in three countries aProvidence, RIc201310aDesign Program1 aLee, Seunghae1 aDazkir, Seda1 aPaik, Hae1 aCoskun, Aykut uhttps://business.oregonstate.edu/biblio/healthcare-symbols-tested-three-countries-000393nas a2200121 4500008004100000245004200041210003800083260002300121653001400144653001700158100001600175856008000191 2013 eng d00aHelpful & Safe vs Useless & Dangerous0 aHelpful Safe vs Useless Dangerous aOSU-Cascadesc201310aMarketing10aOSU-Cascades1 aKing, Jesse uhttps://business.oregonstate.edu/biblio/helpful-safe-vs-useless-dangerous-000576nas a2200157 4500008004100000245006600041210006400107260002200171653001500193100002400208700002700232700001900259700002300278700001800301856009900319 2013 eng d00aHelping others cheat: The role of positive affect and liking.0 aHelping others cheat The role of positive affect and liking aOrlando, FLc201310aManagement1 aGardner, Richard, G1 aUmphress, Elizabeth, E1 aLeavitt, Keith1 aStoverink, Adam, C1 aGriffin, R, W uhttps://business.oregonstate.edu/biblio/helping-others-cheat-role-positive-affect-and-liking-000551nas a2200145 4500008004100000245009100041210006900132260000900201300001200210490000700222653001500229100001900244700001800263856012400281 2013 eng d00aA historical perspective of counterproductive work behavior targeting the organization0 ahistorical perspective of counterproductive work behavior target c2013 a114-1320 v1910aManagement1 aKlotz, Anthony1 aBuckley, M, R uhttps://business.oregonstate.edu/biblio/historical-perspective-counterproductive-work-behavior-targeting-organization-001692nas a2200181 4500008004100000245008900041210006900130260000900199300001200208490000700220520106700227653003201294100002001326700001401346700001701360700001201377856012101389 2013 eng d00aHometown Proximity, Coaching Change, and the Success of College Basketball Recruits.0 aHometown Proximity Coaching Change and the Success of College Ba c2013 a230-2460 v273 aIn this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit's local community to a recruiting organization can influence the recruit's performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits' social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit's hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aBluhm, D.1 aMitchell, T.1 aLee, T. uhttps://business.oregonstate.edu/biblio/hometown-proximity-coaching-change-and-success-college-basketball-recruits-000501nas a2200145 4500008004100000245006600041210006400107260000900171300001200180490000700192653001900199100002000218700001800238856009900256 2012 eng d00aHow apparel companies use social media: The case of Facebook.0 aHow apparel companies use social media The case of Facebook c2012 a430-4420 v2010aDesign Program1 aSeo, Min, Jeong1 aBurns, Leslie uhttps://business.oregonstate.edu/biblio/how-apparel-companies-use-social-media-case-facebook-001995nas a2200145 4500008004100000245008300041210006900124260000900193490000900202520146600211653001501677100001701692700001901709856012101728 2012 eng d00aHow Managers' Trust and Control Activities Influence Subordinates' Perceptions0 aHow Managers Trust and Control Activities Influence Subordinates c20120 v20123 aThis paper refines and extends ideas about control-trust dynamics in two ways. First, we describe a theory of managerial action that outlines how managers integrate their efforts to apply controls and demonstrate their trustworthiness. We observe that managers attempt to promote superior-subordinate cooperation by linking their applications of output controls with demonstrations of their reliability, process controls with demonstrations of their competence, and social controls with demonstrations of their benevolence. Second, we demonstrate how the ways that managers combine efforts to apply controls and demonstrate their trustworthiness differentially influence the trust that subordinates have in their managers and the extent to which subordinates perceive they are controlled by them. When managers couple their efforts to apply output or social controls with efforts to demonstrate their reliability and benevolence respectively, subordinates perceive that their managers are motivated by trustworthy intentions and not by desires to control them. However, when managers couple their efforts to apply process controls with efforts to demonstrate their competence, subordinates’ perceive that their managers are motivated by a desire to control them, and not by trustworthy intentions. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and trust-control relationships.10aManagement1 aCarroll, Tim1 aLong, Chris, P uhttps://business.oregonstate.edu/biblio/how-managers-trust-and-control-activities-influence-subordinates-perceptions00538nas a2200109 4500008004100000245012400041210007100165260002200236653001900258100001600277856013500293 2012 eng d00aHow to teach real‐life complexities in design education: Reflections on a community‐based affordable housing studio0 aHow to teach real‐life complexities in design education Reflecti aSeattle, WAc201210aDesign Program1 aTural, Elif uhttps://business.oregonstate.edu/biblio/how-teach-real-life-complexities-design-education-reflections-community-based-affordable-000579nas a2200157 4500008004100000245007500041210006900116260002300185653001900208653002900227100001400256700001800270700001100288700002000299856010200319 2011 eng d00aHappy as a Lark or Mad as a Hornet?: Consumer Emotions on Black Friday0 aHappy as a Lark or Mad as a Hornet Consumer Emotions on Black Fr aSeoul, Koreac201110aDesign Program10aMerchandising Management1 aLennon, S1 aKim, Minjeong1 aLee, J1 aJohnson, K.K.P. uhttps://business.oregonstate.edu/biblio/happy-lark-or-mad-hornet-consumer-emotions-black-friday-000484nas a2200109 4500008004100000245008500041210006900126260002200195653001900217100001800236856012000254 2011 eng d00aThe Healthcare Servicescapes: Customer Perceptions, Satisfactions, and Behaviors0 aHealthcare Servicescapes Customer Perceptions Satisfactions and aBoulder, COc201110aDesign Program1 aLee, Seunghae uhttps://business.oregonstate.edu/biblio/healthcare-servicescapes-customer-perceptions-satisfactions-and-behaviors-000446nas a2200121 4500008004100000245005900041210005900100260002200159653001900181100001300200700001800213856009300231 2011 eng d00aHealthcare Wayfinding Systems for the Aging Population0 aHealthcare Wayfinding Systems for the Aging Population aBoulder, COc201110aDesign Program1 aKline, R1 aLee, Seunghae uhttps://business.oregonstate.edu/biblio/healthcare-wayfinding-systems-aging-population-000508nas a2200133 4500008004100000245008100041210006900122260000900191300001000200490000700210653001900217100001800236856012000254 2011 eng d00aHealthy aging and wellness centers in continuing care retirement communities0 aHealthy aging and wellness centers in continuing care retirement c2011 a81-890 v1110aDesign Program1 aLee, Seunghae uhttps://business.oregonstate.edu/biblio/healthy-aging-and-wellness-centers-continuing-care-retirement-communities-000542nas a2200157 4500008004100000245005100041210005100092260000900143300001200152490000600164520007100170653001900241100001800260700001600278856009000294 2011 eng d00aHijab Style Preferences in Urban Iranian Women0 aHijab Style Preferences in Urban Iranian Women c2011 a223-2300 v53 aJournal: Design Principles and Practices: An International Journal10aDesign Program1 aMullet, Kathy1 aFakhraie, F uhttps://business.oregonstate.edu/biblio/hijab-style-preferences-urban-iranian-women-000490nas a2200121 4500008004100000245007200041210006500113260002800178653001700206100002100223700002100244856010300265 2011 eng d00aOn the Hotelling T2 Control Chart for Vector Autoregressive Process0 aHotelling T2 Control Chart for Vector Autoregressive Process aBangkok, Thailandc201110aSupply Chain1 aHsieh, Ping-Hung1 aCheng, Tsung-Chi uhttps://business.oregonstate.edu/biblio/hotelling-t2-control-chart-vector-autoregressive-process-000523nas a2200133 4500008004100000245007500041210006600116260002800182653001700210100002100227700002100248700001600269856010400285 2011 eng d00aOn the Hotelling's T^2 Control Chart for Vector Autoregressive Process0 aHotellings T2 Control Chart for Vector Autoregressive Process aBangkok, Thailandc201110aSupply Chain1 aHsieh, Ping-Hung1 aCheng, Tsung-Chi1 aYang, S.-F. uhttps://business.oregonstate.edu/biblio/hotellings-t2-control-chart-vector-autoregressive-process-000533nas a2200169 4500008004100000245005200041210005100093260002100144653001900165100001600184700001700200700001500217700001400232700001200246700001600258856008900274 2011 eng d00aHousing Design for Seniors: Research and Design0 aHousing Design for Seniors Research and Design aDenver, COc201110aDesign Program1 aTural, Elif1 aAhrentzen, E1 aFonseca, E1 aFraser, M1 aShea, K1 aErickson, J uhttps://business.oregonstate.edu/biblio/housing-design-seniors-research-and-design-000587nas a2200157 4500008004100000245009800041210006900139260000900208300001200217490000700229653001500236100001600251700001300267700001500280856013400295 2011 eng d00aHow Does Leadership Affect Information Systems Success? A Role of Transformational Leadership0 aHow Does Leadership Affect Information Systems Success A Role of c2011 a270-2770 v4810aManagement1 aCho, Jeewon1 aPark, I.1 aMichel, J. uhttps://business.oregonstate.edu/biblio/how-does-leadership-affect-information-systems-success-role-transformational-leadership-000414nas a2200121 4500008004100000245004700041210004700088260001900135653001900154100001800173700001200191856008900203 2009 eng d00aHanbok Sport Cross Cultural Design Process0 aHanbok Sport Cross Cultural Design Process aTempe AZc200910aDesign Program1 aMullet, Kathy1 aPark, M uhttps://business.oregonstate.edu/biblio/hanbok-sport-cross-cultural-design-process-000487nas a2200133 4500008004100000245006300041210006200104260002900166653000800195100001500203700001500218700001700233856010300250 2009 eng d00aHospital admission prediction using pre-hospital variables0 aHospital admission prediction using prehospital variables aWashington DC, USAc200910aBIS1 aLi, Jiexun1 aGuo, Lifan1 aHandly, Neal uhttps://business.oregonstate.edu/biblio/hospital-admission-prediction-using-pre-hospital-variables00454nas a2200121 4500008004100000245005900041210005900100260002300159653001900182100001800201700001200219856010100231 2009 eng d00aHousehold Waste Management and Environmental Attitudes0 aHousehold Waste Management and Environmental Attitudes aSeoul, Koreac200910aDesign Program1 aLee, Seunghae1 aPaik, H uhttps://business.oregonstate.edu/biblio/household-waste-management-and-environmental-attitudes-001616nas a2200169 4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313 2009 eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil c2009 a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave uhttps://business.oregonstate.edu/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-000330nas a2200121 4500008004100000245001700041210001700058260002500075653001900100100001800119700001200137856005900149 2008 eng d00aHanbok Sport0 aHanbok Sport aSchaumburg, ILc200810aDesign Program1 aMullet, Kathy1 aPark, M uhttps://business.oregonstate.edu/biblio/hanbok-sport-000528nas a2200121 4500008004100000245008800041210006900129260002200198653002100220653003200241100002100273856011200294 2008 eng d00aHarvesting Rawls Bounty: Growing an Environmental Ethic from the Work of John Rawls0 aHarvesting Rawls Bounty Growing an Environmental Ethic from the aAnaheim, CAc200810aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey uhttps://business.oregonstate.edu/biblio/harvesting-rawls-bounty-growing-environmental-ethic-work-john-rawls00461nas a2200133 4500008004100000245005900041210005900100260000900159653001400168653000800182100002100190700001700211856009900228 2008 eng d00aHolistic package design and consumer brand impressions0 aHolistic package design and consumer brand impressions c200810aMarketing10aMBA1 aMalkewitz, Keven1 aOrth, Ulrich uhttps://business.oregonstate.edu/biblio/holistic-package-design-and-consumer-brand-impressions00443nas a2200121 4500008004100000245005900041210005900100260000900159653001400168100001700182700002100199856010100220 2008 eng d00aHolistic Package Design and Consumer Brand Impressions0 aHolistic Package Design and Consumer Brand Impressions c200810aMarketing1 aOrth, Ulrich1 aMalkewitz, Keven uhttps://business.oregonstate.edu/biblio/holistic-package-design-and-consumer-brand-impressions-000443nas a2200121 4500008004100000245005900041210005900100260000900159653001400168100002100182700001700203856010100220 2008 eng d00aHolistic package design and consumer brand impressions0 aHolistic package design and consumer brand impressions c200810aMarketing1 aMalkewitz, Keven1 aOrth, Ulrich uhttps://business.oregonstate.edu/biblio/holistic-package-design-and-consumer-brand-impressions-100474nas a2200121 4500008004100000245006600041210006400107260002400171653001200195100001700207700002100224856010700245 2008 eng d00aHow Does Bunching Affect Bid-Ask Spread Component Estimation?0 aHow Does Bunching Affect BidAsk Spread Component Estimation aDallas, Texasc200810aFinance1 aMathew, Prem1 aMichayluk, David uhttps://business.oregonstate.edu/biblio/how-does-bunching-affect-bid-ask-spread-component-estimation-000424nas a2200109 4500008004100000245006300041210006300104260000900167653001400176100002100190856010300211 2007 eng d00aHow Design Influences Attitudes and Beliefs about Products0 aHow Design Influences Attitudes and Beliefs about Products c200710aMarketing1 aMalkewitz, Keven uhttps://business.oregonstate.edu/biblio/how-design-influences-attitudes-and-beliefs-about-products00426nas a2200109 4500008004100000245006300041210006300104260000900167653001400176100002100190856010500211 2007 eng d00aHow Design Influences Attitudes and Beliefs about Products0 aHow Design Influences Attitudes and Beliefs about Products c200710aMarketing1 aMalkewitz, Keven uhttps://business.oregonstate.edu/biblio/how-design-influences-attitudes-and-beliefs-about-products-000553nas a2200133 4500008004100000245008400041210006900125260002400194653003200218653001900250100002100269700001500290856011400305 2006 eng d00aHousing design for the aging: Design principles, environmentbehavior strategies0 aHousing design for the aging Design principles environmentbehavi aCorvallis, ORc200610aDesign of Human Environment10aDesign Program1 aSteggell, Carmen1 aMahmood, A uhttps://business.oregonstate.edu/biblio/housing-design-aging-design-principles-environmentbehavior-strategies00556nas a2200121 4500008004100000245009800041210006900139260002500208653003200233653001900265100002100284856012900305 2005 eng d00ahe AIBD/DHE Partnership: Developing an accredited degree program for residential architecture0 ahe AIBDDHE Partnership Developing an accredited degree program f aHood River, ORc200510aDesign of Human Environment10aDesign Program1 aSteggell, Carmen uhttps://business.oregonstate.edu/biblio/he-aibddhe-partnership-developing-accredited-degree-program-residential-architecture00386nas a2200109 4500008004100000245004500041210004300086260002700129653001400156100002100170856008500191 2005 eng d00aHOG tales, Jeep Trails, and Setting Sail0 aHOG tales Jeep Trails and Setting Sail aSydney Australiac200510aMarketing1 aMcAlexander, Jim uhttps://business.oregonstate.edu/biblio/hog-tales-jeep-trails-and-setting-sail-100379nas a2200109 4500008004100000245004500041210004300086260002000129653001400149100002100163856008500184 2005 eng d00aHOG Tales, Jeep Trails, and Setting Sail0 aHOG Tales Jeep Trails and Setting Sail aAustraliac200510aMarketing1 aMcAlexander, Jim uhttps://business.oregonstate.edu/biblio/hog-tales-jeep-trails-and-setting-sail-200546nas a2200157 4500008004100000245007200041210006900113260000900182300001000191490000700201653001400208100001900222700001900241700001900260856010900279 2005 eng d00aHuman Performance Technology and Knowledge Management: A Case Study0 aHuman Performance Technology and Knowledge Management A Case Stu c2005 a37-550 v1810aMarketing1 aMassey, A., P.1 aMontoya, Mitzi1 aO'Driscoll, T. uhttps://business.oregonstate.edu/biblio/human-performance-technology-and-knowledge-management-case-study00457nas a2200121 4500008004100000245006100041210006000102260002300162653001500185100001900200700001400219856010200233 2004 eng d00aHow Institutions Think: When Propaganda Equals Knowledge0 aHow Institutions Think When Propaganda Equals Knowledge aLondon, U.K.c200410aManagement1 aKing, Jonathan1 aBella, D. uhttps://business.oregonstate.edu/biblio/how-institutions-think-when-propaganda-equals-knowledge-000599nas a2200181 4500008004100000245008000041210006900121260000900190300001200199490000700211653000800218653002300226100001300249700001600262700001300278700001300291856011300304 2003 eng d00aHelpfulMed: Intelligent Searching for Medical Information over the Internet0 aHelpfulMed Intelligent Searching for Medical Information over th c2003 a683-6940 v5410aBIS10aBusiness Analytics1 aChen, H.1 aLally, A.M.1 aZhu, Bin1 aChau, M. uhttps://business.oregonstate.edu/biblio/helpfulmed-intelligent-searching-medical-information-over-internet-001086nas a2200169 4500008004100000245005900041210005900100260000900159300001200168490000700180520057500187653001200762100002000774700001600794700001200810856009400822 2003 eng d00aHow the Equity Market Responds to Unanticipated Events0 aHow the Equity Market Responds to Unanticipated Events c2003 a109-1330 v763 aWe examine the market reaction of prices, volume, spreads, and trading location when firms experience events that are totally unanticipated by the equity market in terms of both timing and content. We find that the response time is longer than previous studies have reported. Selling pressure, wider spreads, and higher volume remain significant for over an hour. We also find an immediate price reaction for overnight events; however, the market takes longer to react to events that occur when it is open. These findings may shed light on the efficacy of trading halts.10aFinance1 aBrooks, Raymond1 aPatel, Ajay1 aSu, Tie uhttps://business.oregonstate.edu/biblio/how-equity-market-responds-unanticipated-events-001113nas a2200169 4500008004100000245008400041210006900125260000900194300001200203490000700215520052000222653001500742653003200757100001600789700001800805856012000823 2002 eng d00aHow and why Norwegian MNCs commit resources abroad: Beyond choice of entry mode0 aHow and why Norwegian MNCs commit resources abroad Beyond choice c2002 a119-1400 v423 aThis study provides a model of MNC's commitment of resources in foreign countries. The results suggest that the strategic motives are important to MNC's decisions. * The data is based on Norwegian MNC's activities in Sweden, Germany, the United Kingdom, Spain, Poland, Japan, and the United States. Key Results * This research reveals how and why firm-specific, location-specific, and transaction-specific variables need to be supplemented by strategic factors to fully understand MNC's resource commitments abroad.10aManagement10aStrategy & Entrepreneurship1 aRandøy, T.1 aDibrell, Clay uhttps://business.oregonstate.edu/biblio/how-and-why-norwegian-mncs-commit-resources-abroad-beyond-choice-entry-mode00464nas a2200109 4500008004100000245007500041210006900116260002000185653001400205100002100219856011400240 2000 eng d00aA Harley-Davidson Story: Marketing and Building Customer Relationships0 aHarleyDavidson Story Marketing and Building Customer Relationshi aSalem, ORc200010aMarketing1 aMcAlexander, Jim uhttps://business.oregonstate.edu/biblio/harley-davidson-story-marketing-and-building-customer-relationships-000294nas a2200109 4500008004100000245001300041210001300054260002500067653001900092100001800111856005500129 2000 eng d00aHot Skin0 aHot Skin aCharleston, WVc200010aDesign Program1 aMullet, Kathy uhttps://business.oregonstate.edu/biblio/hot-skin-200290nas a2200109 4500008004100000245001300041210001300054260002100067653001900088100001800107856005500125 2000 eng d00aHot Skin0 aHot Skin aBoston, MAc200010aDesign Program1 aMullet, Kathy uhttps://business.oregonstate.edu/biblio/hot-skin-300292nas a2200109 4500008004100000245001300041210001300054260002300067653001900090100001800109856005500127 1999 eng d00aHot Skin0 aHot Skin aNew York, NYc199910aDesign Program1 aMullet, Kathy uhttps://business.oregonstate.edu/biblio/hot-skin-400391nas a2200133 4500008004100000245002100041210002100062260003000083653001900113653002900132100001800161700001500179856006300194 1998 eng d00aHistoric costume0 aHistoric costume aBowling Green, Ohioc199810aDesign Program10aMerchandising Management1 aKim, Minjeong1 aRudd, N, A uhttps://business.oregonstate.edu/biblio/historic-costume-000429nas a2200121 4500008004100000245004700041210004600088260002000134653003200154653001900186100002100205856008100226 1998 eng d00aHomebuyer education: Lessons from academia0 aHomebuyer education Lessons from academia aSalem, ORc199810aDesign of Human Environment10aDesign Program1 aSteggell, Carmen uhttps://business.oregonstate.edu/biblio/homebuyer-education-lessons-academia00369nas a2200109 4500008004100000245004000041210003900081260002100120653001900141100001800160856008100178 1998 eng d00aHot Skin. Live gallery presentation0 aHot Skin Live gallery presentation aDallas, TXc199810aDesign Program1 aMullet, Kathy uhttps://business.oregonstate.edu/biblio/hot-skin-live-gallery-presentation-000465nas a2200121 4500008004100000245004600041210004400087260007400131653001400205100002100219700001700240856008600257 1996 eng d00aHome Depot/Sainsbury, Preliminary Results0 aHome DepotSainsbury Preliminary Results aHarrison Conference Center at Lake Bluff. Lake Bluff, Illinoisc199610aMarketing1 aMcAlexander, Jim1 aHansen, Eric uhttps://business.oregonstate.edu/biblio/home-depotsainsbury-preliminary-results-000523nas a2200133 4500008004100000245007200041210006900113260000900182653003200191653001900223100001900242700002100261856010700282 1993 eng d00aHousing and home maintenance. How do they influence aging in place?0 aHousing and home maintenance How do they influence aging in plac c199310aDesign of Human Environment10aDesign Program1 aMcFadden, J, R1 aSteggell, Carmen uhttps://business.oregonstate.edu/biblio/housing-and-home-maintenance-how-do-they-influence-aging-place00542nas a2200133 4500008004100000245007200041210006900113260002600182653003200208653001900240100001900259700002100278856010900299 1993 eng d00aHousing and home maintenance: How do they influence aging in place?0 aHousing and home maintenance How do they influence aging in plac aPark City, Utahc199310aDesign of Human Environment10aDesign Program1 aMcFadden, J, R1 aSteggell, Carmen uhttps://business.oregonstate.edu/biblio/housing-and-home-maintenance-how-do-they-influence-aging-place-000417nas a2200145 4500008004100000245003700041210003700078260000900115300001000124490000700134653001400141100002100155700001900176856007600195 1989 eng d00aHairstyles as Transition Markers0 aHairstyles as Transition Markers c1989 a58-620 v7410aMarketing1 aMcAlexander, Jim1 aSchouten, John uhttps://business.oregonstate.edu/biblio/hairstyles-transition-markers-000592nas a2200169 4500008004100000245007200041210006900113260000900182300001000191490000700201653001900208653001900227653002900246100002100275700001700296856010900313 1989 eng d00aHistoric costume dating: Further exploration of Schlick's algorithm0 aHistoric costume dating Further exploration of Schlicks algorith c1989 a38-490 v1510aApparel Design10aDesign Program10aMerchandising Management1 aPedersen, Elaine1 aLoverin, Jan uhttps://business.oregonstate.edu/biblio/historic-costume-dating-further-exploration-schlicks-algorithm-000556nas a2200181 4500008004100000245004900041210004900090260000900139300001200148490000700160653001900167653001900186653002900205100002100234700001800255700001700273856008400290 1988 eng d00aHousing dissertations with a cultural aspect0 aHousing dissertations with a cultural aspect c1988 a159-1680 v1510aApparel Design10aDesign Program10aMerchandising Management1 aPedersen, Elaine1 aTripple, P, A1 aKaiser, M, B uhttps://business.oregonstate.edu/biblio/housing-dissertations-cultural-aspect-000480nas a2200145 4500008004100000245004200041210004200083260002300125653001900148653001900167653002900186100002100215700001400236856008400250 1987 eng d00aHistoric costume research and funding0 aHistoric costume research and funding aRichmond, VAc198710aApparel Design10aDesign Program10aMerchandising Management1 aPedersen, Elaine1 aCarey, I. uhttps://business.oregonstate.edu/biblio/historic-costume-research-and-funding-000552nas a2200157 4500008004100000245007000041210006500111260000900176300001000185490000700195653001900202653001900221653002900240100002100269856010400290 1986 eng d00aThe human ecological approach in practice: Undergraduate programs0 ahuman ecological approach in practice Undergraduate programs c1986 a7, 120 v5210aApparel Design10aDesign Program10aMerchandising Management1 aPedersen, Elaine uhttps://business.oregonstate.edu/biblio/human-ecological-approach-practice-undergraduate-programs-0