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Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an overall model for team performance which includes relationship characteristics such as commitment, trust, conflict, and task processes. The authors propose that conflict, which may be quite beneficial for strategic teams, is more likely to hinder than help performance in project teams. The structural model is tested using data from 464 individuals in 80 student teams working on a new product introduction case project. The empirical findings support the view that (1) commitment and trust have only an indirect relationship with team performance, (2) and conflict and task processes are key explanatory variables directly related to team performance.

Recent research illuminates the important contribution of organizational culture and market orientation to organizational effectiveness. In an attempt to increase the conceptual and empirical body of knowledge, explores the links between organizational culture, market orientation, and marketing effectiveness in the context of strategic marketing alliances. Analyzes responses to self‐administered questionnaires returned by 128 such organizations. The findings suggest that organizational culture significantly affects marketing effectiveness, although the individual dimensions of organizational culture have varying degrees of influence upon the dimensions of marketing effectiveness. Among mechanistic or non‐adaptive cultural dimensions, increased internal culture enhances an internal market effectiveness dimension, whereas increased external culture enhances an external market effectiveness dimension. This internal/external alignment is not found for the organic or adaptive cultural dimensions. This same internal/external alignment is found, however, when examining the relationship between market orientation and market effectiveness. Internal aspects of market orientation enhance an internal market effectiveness dimension, whereas increased external orientation enhances an external market effectiveness dimension. Discusses managerial implications.

Marketers occasionally seek short‐term opportunities through marketing fads. The literature offers little guidance to these marketers and is even discouraging by noting that fads do not satisfy strong consumer needs. Our research examines the fad construct. We offer a revised conceptualization of fads and examine the importance of fads in consumption. Interviews and surveys are used to develop and validate a segmentation typology. We find eight motivation‐based segments that differ in ways that suggest how marketers might target buyers in these segments. In contrast to prior views, an encouraging finding for marketing is that we find that fad purchases often do satisfy strong consumption needs.

Lilly ICOS is preparing to launch Cialis, a prescription drug that treats erectile dysfunction, and executives must decide how to position Cialis against market leader Viagra and recent entrant Levitra.

Market forces and other external pressures have significantly transformed higher education over the past four decades. Research on the influence of cross-sector permeation on doctoral education has primarily focused on preparing and socializing students for academic careers that involve entrepreneurial activity. Conversely, PhD student agency involving cross-sector engagement and the pursuit of individual values and goals in ways that span the boundaries of academia have been overlooked. The purpose of this study is to qualitatively explore how a sample of Doctor of Philosophy (PhD) students in Science, Technology, Mathematics and Engineering (STEM) programs recognized, made sense of and navigated cross-sector permeation relevant to their individual passions and commitments to climate change alleviation.

The authors conducted an embedded case study that qualitatively explored how 16 STEM PhD students recognized, made sense of and navigated cross-sector permeation relevant to their individual values and goals and commitments to climate change alleviation. Data were collected through individual interviews that probed the participants’ engagement and agency in cross-sector permeation.

The authors identified three themes that frame the role of PhD students as boundary spanning agents. The themes involve students placing their values and goals over specific positions and career paths, aligning their values and goals with cross-sector conditions and creating opportunities through cross-sector engagement.

Recommendations are provided for fostering and enhancing the agency PhD students have over the pursuit of their individual values and goals and their engagement in boundary spanning activities and strategies.

Cross-sector permeation is framed relevant to PhD student agency and boundary spanning. The findings introduce the role of PhD students as boundary spanning agents who intentionally pursue their individual values and goals in ways that extend beyond traditional academic career pathways.

The purpose of this paper is to present an adaptation of a program that is at the intersection of two dynamic force fields. The first relates to imperatives impinging upon and inherent in higher education. The second ties to the concept of ecosystems as spaces for aligning actors and resources to create value.

Tables I-III present pre-test and post-test means and p-values for the paired sample t-tests for the measures.

As expected, post-test means are consistently significantly higher (or lower depending on item wording) for a shift in beliefs away from self-censoring and prejudging ideas during ideation and more toward greater openness in the ideation process.

The paper examines the outcome of an educational program.

The purpose of this paper is to benchmark current adoption of green chemistry (GC) practices by the innovative and generic pharmaceutical companies and examine the drivers, barriers and future opportunities.

The authors examined publicly available data for the top 10 “big pharma” and top ten generic drug manufacturers. Using the IQ Green Chemistry working group framework for effective GC programs, they scored each of the 20 companies in seven key areas.

The study finds that generic drug companies have not embraced GC at the level of the innovative pharmaceutical companies (average GC score of 2 vs 11 for “big pharma”). Top two barriers for them include: lack of pressure and incentives, and the burdensome regulatory process for making changes in the manufacturing process.

The research is based on publicly disclosed information. It is possible that some generic drug manufacturers have begun to work internally on GC but have not disclosed externally yet. Future research should include a survey or interviews of generic drug manufacturers.

The company-level analysis, benchmarking framework and results are of value for researchers and practitioners interested in advancing greater adoption of GC by the pharmaceutical industry.

This study provides the first company-level benchmarking of GC adoption by the largest innovative and generics drug manufacturers. It contributes to the literature on the barriers and drivers for greater adoption of GC.

There is no argument among serious researchers that a mongoloid stock first colonized the New World from Asia. Nor is there controversy about the fact that these continental pioneers used the Bering Land Bridge that then connected the Asian Far East with Alaska.– Gerald F. Shields, et al.American Journal of Genetics (1992)