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This research draws upon decision-making theory to study job choice decisions. Past studies measured job choice as a single-stage, compositional process addressing the weights and part-worth utilities of a selected number of job and organizational attributes. However, the presence of noncompensatory attributes and whether the utilities and weights attached to the attributes vary among applicants have not been addressed. The authors posit that a conjoint analysis is an accurate methodological technique to explain job choice and overcome these limitations.

Using a random sample of 571 participants, we conducted an adaptive choice-based conjoint analysis to estimate the weighted utilities of eight employer attributes and a cluster analysis to identify differences in preferences among employee profiles.

The results reveal that the use of the conjoint technique contributes to the literature in two ways. First, the results demonstrate the relevance of nonnegotiable attributes in the design of job offers. The results show that Salary, Flexibility and Ethics serve as cutoff points. Second, the results highlight the importance of considering the latent preferences of applicants in crafting effective job offers and adequately segmenting job applicants. More specifically, the following three groups are identified: Career-seeking applicants, Sustainability-oriented applicants and Pragmatic applicants.

The managerial implications of this study are relevant for HR and employer brand managers since a better understanding of the job-choice process and implementing a decompositional method to understand applicants' preferences could allow firms to provide more customized and relevant job offers to employees of interest.

This study concludes that to implement efficient employer-attraction branding strategies, employers should understand the attributes considered noncompensatory by their employee target audience, promote the most valued/important attributes to ensure that job offers are customized to fit employees' underlying preferences, and devise trade-off strategies among compensatory attributes.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The tempting luster of new business ideas has led many executives to take their eyes off the basics of positioning, and instead undertake seemingly inspired initiatives that eventually destroy value. This “Masterclass” aims to put attention back on the fundamentals of strategic positioning by analyzing how the insights in four recent books are complementary.

The Masterclass identifies a classic formula for strategic success – focus, alignment, repeatability and leadership. The featured readings that support the formula are: Understanding Michael Porter – The Essential Guide to Competition and Strategy by Joan Magretta; Repeatability – Building Enduring Businesses for a World of Constant Change by Chris Zook and James Allen; The Strategist – Be the Leader Your Business Needs by Cynthia A. Montgomery; and The IKEA Edge – Building Global Growth and Social Good at the World's Most Iconic Home Store by Anders Dahlvig.

Effective strategic positioning must be both economically convincing and emotionally compelling so leaders can communicate it throughout the organization in a way that is clear, energizing and empowering. The leader makes a difference by infusing a company's positioning with a strong sense of purpose, refocusing the organization when it starts to stray off track and repositioning it when its original positioning has run its course.

A key lesson is the value of repeatability. Most companies that sustained a modest level of profitable growth over the last decade have done it by replicating an easily recognizable model that recreates their strongest strategic advantage in new contexts. The virtue of such an approach lies in the way that it turns the sources of differentiation into routines, behaviors and activity systems that everyone in the organization can understand and follow.

Managers will appreciate this insightful back‐to‐basics approach that both simplifies their choices and expands their opportunities.

This paper reviews the literature concerning when and in what way citizen participation can have an impact on budgeting. The first part of the paper conceptualizes, through the literature, five budgeting models, each having both problems and solutions for citizen involvement. The second section of the paper explores intervention designs that can be constructive in dealing with the larger problems connecting budgeting and citizen participation. The paper, therefore, seeks to determine where participation in budgeting can have an impact on citizen anger, estrangement, distrust and pessimism.

Parent–child relationships formed in early childhood have profound implications for a child’s development and serve as a determinant for bio-social outcomes in adulthood. Positive parenting behaviors play a strong role in this development and are especially impactful during times of crisis because they buffer stressors that may lead to externalizing and internalizing behaviors. Children of forced migrants experience numerous extreme stressors and their parents may struggle with parenting due to their own adjustment and trauma histories. The purpose of this study is to understand how these parents conceptualize their struggles with parenting upon resettlement.

The authors conducted semi-structured interviews with 27 migrant parents from three communities (Afghan, Burmese and Congolese) to understand their parenting experiences. The authors applied thematic text analysis to analyze the data.

The authors identified four interrelated themes on parenting challenges across responses: adjustment to a new culture, acculturation differences, fear for children and balancing multiple responsibilities. The findings demonstrate that parents of different cultural backgrounds share certain experiences when negotiating a new cultural identity after resettlement. Providing educational programs that focus on these concerns may result in better outcomes for both parent and child.

These findings extend and reinforce the existing literature on parenting in a new context. While the parents in this research come from different cultures, they share certain experiences that are important to consider when developing parenting programs, social services and other interventions, such as what may be negotiable and nonnegotiable practices for parents of different cultures.

This chapter examines underrepresentation among African American and Hispanic students in gifted education using the perfect storm analogy, arguing that social inequality, elitism, and colorblindness are three forces that contribute to the poor presence of these groups in gifted education. Underrepresentation trends are presented, along with methods for calculating underrepresentation and inequity. Underrepresentation is placed under the larger issues of achievement gaps, and inequitable school practices, specifically de jure segregation. Models and discussions of social inequality, elitism, and colorblindness are presented to explain that the magnitude of underrepresentation is beyond statistical chance and a function of decision makers’ attitudes and beliefs grounded in deficit paradigms. The primary theses and admonitions are that gifted education underrepresentation is counterproductive in such a culturally different nation, and that desegregating gifted education is nonnegotiable. Suggestions for desegregating gifted education and eliminating inequities are provided.

The purpose of this paper is to analyze the current customer relationship management (CRM) with regard to manufacturers and retailers in the US manufactured housing (MH) industry and to present an MH industry‐specific framework of CRM system.

An overall CRM system was investigated through a questionnaire survey and interviews with industry experts. Based on the analysis of current CRM and the specific data collected, a framework of manufacturer‐retailer relationship optimization model (MRROM) for the MH industry was developed and validated trough the MH industry practitioners.

MRROM describes the overall framework of an industry‐specific CRM solution for the MH industry and suggests a new paradigm for the MH customization process as a focus area.

This research only focused on the framework of optimal CRM system at the macro levels and an optimization model in the critically constrained manufacturer‐retailer relationship areas.

The proposed framework of MRROM can be used for developing the CRM vision and CRM strategies for the MH industry. It can then be the basis of an assessment of the current and required CRM capabilities of the enterprise.

Supply chain management for the MH industry is a new area of research. The proposed MRROM will contribute to improving the effectiveness and long‐term success of the supply chain in the MH industry. In addition, the proposed MRROM can be applied to other industries in the similar circumstances as well and is expected to facilitate the overall sales process.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

The world's most popular noncommercial website is built on five pillars, which include an assumption of good faith and ensuring all points of view are included in every encyclopedia article. How does this pan out in the day-to-day reality of fake news and the ever-growing climate of post-truth? How apt are mechanisms established by Wikipedia over a decade ago in the face of unreliable news sources and beliefs based on gut feelings and emotions rather than verifiable evidence? Active editors of Wikipedia firmly believe that this open online encyclopedia and other wikis operating under the same value system are lifeboats for truth seekers in a post-truth society. The mechanisms established over many years for sharing open knowledge through this online platform are even more useful now than they may have been in previous times, even though this too is understandably debatable.