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Recent Journal Publications by COB Faculty

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Academic Journal
Business Law

“Energy Policy: No Place for Zero-Sum Thinking”

Environmental law and environmental protection are often portrayed as requiring trade offs: “jobs versus environment,” “markets versus regulation,” “enforcement versus incentives.” The authors explore the meaning and the role of zero-sum environmentalism as a first step in moving beyond it.
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Academic Journal
DSGN - DIM

“Engaging with Theories of Change in Transition Design”

The transition design (TD) framework calls for integrating theories of change when designing for systems-level shifts. Meanwhile, a theory of change describes the relationship between actions taken and outcomes yielded in the process of initiating change. This paper recommends developing the capacity of transition designers to explicate the theories of change operating in our research and practice. To this end, the authors discern operational themes-situate, reframe, intervene-that can be found in TD work and offer prompts to help practitioners engage with the theories of change in their work.
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Academic Journal
Management

“Enhancing consistency of maximal responding in behavior description interviews: An exploration of priming and response length.”

In a Behavior Description Interview (BDI), candidates are asked to describe past experiences that demonstrate skills and abilities important for the position (Janz, 1982). A recent study by Huffcutt et al. (2020) found that only around half of participants (48.1 percent) describe an experience reflecting maximal performance capability. Random mixing of maximal capability with day-to-day typical performance tendencies is problematic psychometrically because candidates are not all providing comparable information and top candidates could be overlooked. Given notable methodological concerns with Huffcutt et al.’s approach, our first purpose was to provide empirical confirmation that maximal responding in BDIs is, in fact, inconsistent. Our estimate of the proportion of maximal responding was even lower (41.3 percent), further amplifying concerns when assessment of maximal performance capability is desired (e.g., for many professional positions). The second purpose was to investigate two factors that could increase the consistency of maximal responding: rewording the main BDI question to focus directly on absolute top-end experiences (i.e., priming) and longer response length. Both were found to have significant effects. A number of directions for future research were identified, which, along with these findings, could help researchers move closer to the long-term goal of uniform description of experiences that reflect each candidate’s maximal capability (or typical tendencies if so desired).
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Academic Journal
Supply Chain

“Enhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases”

Supply chain managers recognise that seamless supply chain operations require a high level of integration within and across organisations. Existing study and management focus have dealt with how to integrate supply chain activities across different organisations. However, it is not clear how a company should integrate supply chain functions within the company. One might assume that integration of the internal supply chain is easy to accomplish because top management has control over the functional areas. Yet, many companies suffer from supply chain disruptions due to internal coordination problems. As we started to investigate this issue we realised that the level of internal supply chain integration varies significantly from company to company. This discovery motivated us to take a systematic approach to investigating how companies integrate their internal supply chain. This study reports our findings with a focus on prescribing behaviours that managers can use to guide internal integration efforts.
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