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Describes Standard and Poor’s (S&P: USA) star ranking system for firm performance and presents a study of the impact of ranking changes on share prices. Outlines previous research on the effect of ranking changes and examines the share prices for 70 days before and after S&P ranking change announcements 1993‐1995 to assess abnormal returns. Explains the methodology and presents the results, which show significant changes in abnormal returns around the announcement dates, especially where the change is “in leaps rather than in steps”.

The purpose of this paper was to identify examples of management lore currently in the organizational sciences.

The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.

Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.

A number of areas in which academic research gainsays what we believe to be an immutable fact.

During the spring and early summer of 1991 the life insurance industry experienced an unprecedented series of major life insurer insolvencies. The objective of this paper is to determine whether or not policyholder panic resulted from these failures. The analysis shows that each of the failed companies which are evaluated had unique financial problems which caused their demise. And through the use of an event study methodology it is concluded that industry‐wide policyholder panic did not occur as a result of the life insurer failures.

A main cause of defects within material extrusion (MatEx) additive manufacturing is the nonisothermal condition in the hot end, which causes inconsistent extrusion and polymer welding. This paper aims to validate a custom hot end design intended to heat the thermoplastic to form a melt prior to the nozzle and to reduce variability in melt temperature. A full 3D temperature verification methodology for hot ends is also presented.

Infrared (IR) thermography of steady-state extrusion for varying volumetric flow rates, hot end temperature setpoints and nozzle orifice diameters provides data for model validation. A finite-element model is used to predict the temperature of the extrudate. Model tuning demonstrates the effects of different model assumptions on the simulated melt temperature.

The experimental results show that the measured temperature and variance are functions of volumetric flow rate, temperature setpoint and the nozzle orifice diameter. Convection to the surrounding air is a primary heat transfer mechanism. The custom hot end brings the melt to its setpoint temperature prior to entering the nozzle.

This work provides a full set of steady-state IR thermography data for various parameter settings. It also provides insight into the performance of a custom hot end designed to improve the robustness of melting in MatEx. Finally, it proposes a strategy for modeling such systems that incorporates the metal components and the air around the system.

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

Since the arrival of mass production, commodification has been plaguing markets – none more so than that for music. By separating production and consumption in space and time, commodification challenges the very conditions underlying economic exchange. This chapter explores authenticity as the institutional response to the commodification of music, rekindling the relationship between isolated market participants in the increasingly digitized world of music. Building upon the “Production of Culture” perspective, we unpack the commodification of music across five different institutional realms – (1) production, (2) consumption, (3) selection, (4) appropriation, and (5) classification – and provide a thoroughly relational account of authenticity as an institutional practice.