There’s a lot more to UPS than the company’s ubiquitous brown trucks. Every day in more than 200 countries and territories worldwide, UPS connects two million sellers with six million buyers. Recently, Gene Long, president of UPS Supply Chain Solutions Consulting Services, explained to a group of students in a supply chain management course at Emory University's Goizueta Business School the company’s growth strategy and how it continues to reinvent itself. Factors that Redefine the Face of Corporate America
In January 2004, press reports disclosed that IBM planned to cut costs by $168 million a year by transferring 3,000 U.S.-based jobs overseas. The revelations sparked an uproar inside and outside of the company, according to trade reports. But faculty from Emory University’s Goizueta Business School and other observers note that offshoring is only one small part of the reconfiguration of the corporate structure. Just as the steam engine and the Industrial Revolution set the stage for the rise of the corporation, other forces, including economics, demographics and the knowledge revolution, are reshaping the very structure of businesses and the way that employees relate to their employers. How GM’s ‘Basic DNA’ Detoured Its Smooth Ride
As American car makers like GM and Ford struggle to regain their balance after seeing their debt downgraded to junk in May, some observers see a Chapter 11 filing as the only way out. But that tactic would ignore the root causes of the problems, says Jagdish Sheth, a chaired professor of marketing at Emory University’s Goizueta Business School. In a candid discussion with Knowledge@Emory, Sheth analyzes the market and explains why GM’s focus on financing, not operations, is at the root of its problems. Why Is Organizational Change So Difficult?
Organizational change is a fact of life in today’s companies, but why is it such a challenge? In a paper titled “Asymmetric Adaptability: Dynamic Team Structures As One-Way Streets,” Henry Moon of Emory University’s Goizueta Business School and coauthors look into the factors at play when moving from one organizational set up to another. The findings, published last year in the Academy of Management Journal, provide insight into why people behave the way they do in organizations. It's 4:52PM - Do You Know What Your Deadline Is?
Does the way deadlines are set affect the outcome of a project? Giuseppe "Joe" Labianca and Henry Moon, professors of organization and management at Emory University's Goizueta Business School, set out to explore the concept of time that humans have created and how, when altered, it can affect their perception and performance in the workplace. Their unique research provides team leaders with a better understanding of how starting times and ending times might influence both individual and group processes and outputs. Their paper, "When Is an Hour Not Sixty Minutes? Deadlines, Temporal Schemas, and Individual and Task Group Performance," will appear in a future issue of the Academy of Management Journal. The Dark Side of Interorganizational Relationships
The suspicion of opportunism happens all the time in business relationships, says Sandy D. Jap, a professor of marketing at Emory University’s Goizueta Business School. Such suspicions led General Motors to eventually buy out Fisher Body, only to discover that the supplier had never been deceptive. Jap and a co-author explore these relationships and the safeguards put into place to prevent such mistrust in a new paper entitled “Safeguarding Interorganizational Performance and Continuity Under Ex-Post Opportunism.” Despite Challenges, Delta Determined to Keep Flying
Delta Air Lines, like the rest of the U.S. domestic air travel industry, is struggling to stay aloft under the weight of upstart competition, a bad economy, the specter of global terrorism and strangling finances. Delta’s Lee Macenczak, senior vice president of sales and distribution, recently challenged incoming MBA students from Emory University’s Goizueta Business School to develop a strategy for the airline to counter many of these issues. As the students were to learn, making strategic decisions is not always that easy. How Social Network Analysis Can Resolve Conflict in Multinational Teams
Corporate initiatives to build a presence in a variety of countries have resulted in the creation of international teams of people, with varied management styles, work styles and cultural backgrounds. In their paper, “Getting Along Long Distance: Understanding Conflict in a Multinational Team Through Network Analysis,” Joe Labianca, professor of organization and management at Emory University’s Goizueta Business School, and coauthors analyze the dynamic of the multinational team, and how best to resolve the conflicts that can often arise among geographically dispersed teams. Linux: It’s Growing More Popular, But Can It Do Windows?
Linux is unlikely to dethrone Microsoft’s Windows as the ubiquitous operating system on desktop PCs anytime soon. But the open-source system will gradually become more attractive to consumers as more applications are written for it. The real growth of Linux will be in its chief market, as an operating system for servers. The Outlook for Oil: What Lies Ahead?
Surging oil prices are squeezing U.S. corporate profits, contributing to bankruptcies and forcing some companies, especially in the oil-dependent trucking industry, out of business altogether. With the threat of war in Iraq and a drastic cut in supply from strike-bound Venezuela, companies are braced for further increases soon. This article looks at what to expect in the coming months.