Educating a Modern Business Workforce

Balotsky, Edward Robert; Christensen, Edward W.

doi:10.1177/1059601103261353

Cited by 20 publications

(2 citation statements)

References 52 publications

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“…Online learning platforms like Coursera allow the learners to choose instructional methods that suit their preferred learning style, and this individualized instruction style has been found to be the most effective (Bovy, 1981). Use of ICTs helps enhance managerial human capital (Balotsky and Christensen, 2004;Chluski, 2018). ITmediated learning (i.e.…”

Section: Individual Information Technology Leveraging Capability and ...mentioning

confidence: 99%

“…ITmediated learning (i.e. use of ICTs for workplace learning) has a greater effect compared to traditional educational modes (Kane et al, 2010;Rueda et al, 2017) and is essential for success in the 21st century business environment (Balotsky and Christensen, 2004). Personalized learning enabled by cognitive analytics (Dessì et al, 2019;Gudivada, 2017) and personal learning cloud has become an essential feature of modern executive education (Moldoveanu and Narayandas, 2019).…”

Section: Individual Information Technology Leveraging Capability and ...mentioning

confidence: 99%

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Role of information technology in enabling managerial dynamic capabilities

Majhi

Mukherjee

Anand

2021

VJIKMS

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Purpose The purpose of this conceptual paper is to explicate the role played by information technology (IT) in enabling managerial dynamic capabilities. By doing so, this paper seeks to address a critical theoretical gap regarding IT’s role in enabling dynamic capabilities (DCs). DCs are knowledge-intensive and information-intensive processes and play a crucial role in facilitating strategic renewal of firms operating in volatile, uncertain, complex and ambiguous business environments. Although managers play a central role in the DCs framework, extant research has only focused on the role of IT in enabling firm-level and process-level DCs. Design/methodology/approach This conceptual paper uses the literatures on dynamic managerial capabilities, individual-level information system use, social capital, human capital, managerial cognition and technology-enabled learning to build propositions that link managerial IT use with the enablement of dynamic managerial capabilities. Findings This paper introduces a new construct called individual IT leveraging capability (IILC) and provides theoretically grounded arguments that link IILC with managerial social capital, managerial cognition and managerial human capital. It also explicates the relationships between managerial social capital, managerial cognition and managerial human capital and the dynamic managerial capabilities of sensing, seizing and reconfiguring. Research limitations/implications The establishment of the linkage between IT and dynamic managerial capabilities extends the literature on the business value of IT. This work also adds to the literature on dynamic managerial capabilities by providing a theoretically grounded argument that IT can act as an antecedent of such capabilities. Originality/value To the best of the authors’ knowledge, this paper is arguably the first to theorize the role of IT in enabling managerial DC and thus addresses a critical gap in academic research literature.

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Section: Individual Information Technology Leveraging Capability and ...mentioning

confidence: 99%

Section: Individual Information Technology Leveraging Capability and ...mentioning

confidence: 99%

Role of information technology in enabling managerial dynamic capabilities

Majhi

Mukherjee

Anand

2021

VJIKMS

View full text Add to dashboard Cite

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Bibliography

2010

Online and Blended Business Education for the 21st Century

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Cultural determinants of media choice for deception

Furner

George

2012

Computers in Human Behavior

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In today's business environment, deception is commonplace. In hiring situations, successful deception by job candidates can lead to a poor fit between the candidate's abilities and the requirements of the job, and this can lead to poor performance. This study seeks to inhibit successful deception by job candidates by suggesting that managers limit communication with job applicants to the media that the applicant is least comfortable using for deception. Media vary on several dimensions, such as their ability to transmit cues and convey personal focus. The choice of which media to use to communicate a lie will depend on the characteristics of the media, as well as several other factors. Some of these factors are situational, such as the familiarity of the receiver with the sender, and some of these factors are related to the individual attempting to communicate the lie. Because different people react to lying differently, their preference for media characteristics will vary when they lie. Deception research has largely been conducted in a North American context, using North American subjects. As a result, our understanding of deception and its detection outside of North America is limited. In today's multicultural business environment, job applicants can come from a variety of cultural backgrounds, and the attitudes, beliefs, customs and norms related to deception that they exhibit may differ from those of their North American counterparts. Taking this into account, the current study seeks to predict media choice for deception based on a subject's espoused national culture. A scenario-based media choice task was given to subjects in the United States and China, aimed at determining the effect of espoused collectivism, espoused power distance, espoused uncertainty avoidance, espoused masculinity, espoused long-term orientation, espoused universalism, the severity of the lie and the familiarity of the reciever on media choice. Results indicate that espoused collectivism, espoused power distance, espoused masculinity and the severity of the lie had an impact on media choice. The findings of the current study carry implications for researchers and for managers. For researchers this study suggests that media choice and deception models developed in North America may not hold when applied to subjects who are not North ix American. In addition, this study contributes to a relatively understudied area of deception research: deception from the point of view of the deceiver. For managers charged with hiring candidates for positions sensitive with regard to national security, this study suggests communication media, based on the espoused national culture of the candidate, that should make successful deception more difficult.

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Educating a Modern Business Workforce

Cited by 20 publications

References 52 publications

Role of information technology in enabling managerial dynamic capabilities

Role of information technology in enabling managerial dynamic capabilities

Bibliography

Cultural determinants of media choice for deception

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