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The increased availability and adoption of precision agriculture technologies has left researchers to grapple with how to best utilize the associated high-frequency large-volume of data. Since the wealth of information from precision equipment can easily be aggregated in real-time, this poses an interesting question of how aggregates of high-frequency data may complement, or substitute for, publicly released periodic reports from government agencies.

This study utilized advances in event study and yield projection methodologies to test whether simulated weekly harvest-time yields potentially drive futures price that are significantly different from the status quo. The study employs a two-step methodology to ascertain how corn futures price reactions and price levels would have evolved if market participants had access to weekly forecasted yields. The marginal effects of new information on futures price returns are first established by exploiting the variation between news in publicly available information and price returns. Given this relationship, the study then estimates the counterfactual evolution of corn futures price attributable to new information associated with simulated weekly forecasted yields.

The results show that the market for corn exhibits only semi-strong form efficiency, as the “news” provided by the monthly Crop Production and World Agricultural Supply and Demand Estimates reports is incorporated into prices in at most two days after the release. As expected, an increase in corn yields relative to what was publicly known elicits a futures price decrease. The counterfactual analysis suggests that if weekly harvest-time yields were available to market participants, the daily corn futures price will potentially be relatively volatile during the harvest period, but the final price at the end of the harvest season will be lower.

The study uses simulation to show the potential evolution of corn futures price if market participants had access to weekly harvest-time yields. In doing so, the study provides insights centered around the ongoing debate regarding the economic value of USDA reports in the presence of growing information availability within the private sector.

Stand-up meetings have received attention for their functional effectiveness in the workplace, but they can also cause affective reactions among attendees. These reactions can affect workplace attitudes and alter the way that employees view and perform their work to the benefit or detriment of the organization.

Following the tenets of the job characteristics model (JCM), a study was conducted on relevant stand-up meetings' effects on beliefs about the meaningfulness of one's work and subsequent motivation. Further analysis explored the effects that meeting load (i.e. the number of meetings) has on the outcomes of meetings.

Consistent with hypotheses, stand-up meeting relevance has an indirect effect on work motivation through work meaningfulness. Meeting load moderates both the indirect effect, such that the effect is stronger at higher numbers of meetings, and the direct effect on work meaningfulness in the opposite direction, as the effect is strongest with fewer meetings.

Organizations should ensure that stand-up meetings are relevant to all attendees and hold the meetings at an appropriate regularity for the best outcomes.

This work examined the stand-up meeting. Most prior meetings research has focused on meetings as a whole or other subtypes and examine meeting relevance and contribution to employee motivation through the lens of JCM.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Corporate Social Responsibility (CSR) has been in practice in India even before it was mandated by the Companies Act, 2013. While the objectives of CSR varied from philanthropy, being socially responsible to improving the corporate image, the relationship between financial performance and CSR has not been established. Also only a few companies are aligning their CSR activities with their corporate goals. This chapter builds a framework for integrating business with its CSR activities. The first part of the chapter describes how the concept of CSR evolved over years in general and specifically in India. It also discusses the current status of CSR in India. The second part of the chapter uses a well-known CSR model of e-Choupal to build a framework to integrate CSR with business.