01616nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313       2009                        eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil  c2009  a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave  u/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-000444nas a2200133   4500008004100000245004700041210004600088260000900134490001700143653003200160100001700192700001500209856008600224       2005                        eng d00aAccelerating Innovation at Hewlett-Packard0 aAccelerating Innovation at HewlettPackard  c20050 vJan/Feb 200510aStrategy & Entrepreneurship1 aGobeli, Dave1 aRivas, Rio  u/biblio/accelerating-innovation-hewlett-packard-001812nas a2200181   4500008004100000245009600041210006900137260000900206300001300215490000700228520116600235653003201401653001701433100002101450700001901471700001701490856012301507       2003                        eng d00aThe Return on R&D Versus Capital Expenditures in the Pharmaceutical and Chemistry Industies0 aReturn on RD Versus Capital Expenditures in the Pharmaceutical a  c2003  a141 -1500 v503 aThe impact of research and development (R&D) on firm performance is generally agreed to be positive, but the nature and extent of this impact share little agreement in the previous research. Using an improved, time series, cross-sectional regression model that accounts for both contemporaneous and firm-specific serial correlation, as well as the feedback between firm profitability and investments, our study compares the rate of return from a dollar investment on R&D to a dollar investment on fixed assets in pharmaceutical and chemical industries. We find positive associations of R&D intensity and all variables of firm performance (net margin, operating margin, sales growth, and market value). We find that an investment in R&D earns an operating margin return much higher than the industry cost of capital. We also find that the effect of an investment in R&D on the firm's market value is about twice as much the effect of an investment in fixed assets. These findings have implications for corporate investment strategies, indicating that additional R&D investment is more likely to provide a firm with a unique and sustainable competitive advantage.10aStrategy & Entrepreneurship10aSupply Chain1 aHsieh, Ping-Hung1 aMishra, C., S.1 aGobeli, Dave  u/biblio/return-rd-versus-capital-expenditures-pharmaceutical-and-chemistry-industies-000542nas a2200145   4500008004100000245008100041210006900122260000900191300000900200490000700209653003200216100001400248700001700262856011700279       2003                        eng d00aThe Three R Framework: Improving e-Strategy across reach, richness and range0 aThree R Framework Improving eStrategy across reach richness and   c2003  a5-140 v4610aStrategy & Entrepreneurship1 aWells, J.1 aGobeli, Dave  u/biblio/three-r-framework-improving-e-strategy-across-reach-richness-and-range-001298nas a2200181   4500008004100000245005600041210005600097260000900153300001000162490000600172520073700178653001400915653003200929100002400961700001600985700001701001856009801018       2002                        eng d00aCreating Brand Equity Through Strategic Investments0 aCreating Brand Equity Through Strategic Investments  c2002  a45-520 v53 aBrand equity is central to an understanding of the worth of any business, yet it exists in the minds of consumers as a mixture of awareness and image. To measure and understand how this equity is developed, mananged, and enhanced is central to all theories of value creation. This article looks at the concepts of brand identity, brand meaning, brand response, and brand relationship with an eye toward how the measure of brand equity correlates with and is influenced by technology equity, communication equity, and foreign strategic investments. Seventy-seven multinational firms are tracked through the years 1986-1988 and results are reported on based on R&D expenses, advertising costs, and investments in foreign subsidiaries.10aMarketing10aStrategy & Entrepreneurship1 aMishra, Chandra, S.1 aKoenig, Hal1 aGobeli, Dave  u/biblio/creating-brand-equity-through-strategic-investments-000574nas a2200133   4500008004100000245010000041210006900141260000900210653003200219100001700251700002100268700001700289856013400306       2002                        eng d00aLinking Teaching to Research Publication Opportunities: Experience in Seven European Countries.0 aLinking Teaching to Research Publication Opportunities Experienc  c200210aStrategy & Entrepreneurship1 aGobeli, Dave1 aPrzybylowski, K.1 aRudelius, W.  u/biblio/linking-teaching-research-publication-opportunities-experience-seven-european-countries-000467nas a2200133   4500008004100000245005400041210005400095260000900149653001400158653003200172100001700204700001600221856009600237       2001                        eng d00aEnhancing Technology Management Through Alliances0 aEnhancing Technology Management Through Alliances  c200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/enhancing-technology-management-through-alliances-100480nas a2200133   4500008004100000245005600041210005400097260002300151653001400174653003200188100001700220700001600237856009300253       2001                        eng d00aEnhancing the E-Business Value Sequence Through R&D0 aEnhancing the EBusiness Value Sequence Through RD  aPortland, ORc200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/enhancing-e-business-value-sequence-through-rd-100479nas a2200133   4500008004100000245005600041210005500097260002300152653000800175653003200183100001900215700001700234856009400251       2001                        eng d00aUsing IT to add value: Innovation versus Efficiency0 aUsing IT to add value Innovation versus Efficiency  aPortland, ORc200110aBIS10aStrategy & Entrepreneurship1 aCoakley, James1 aGobeli, Dave  u/biblio/using-it-add-value-innovation-versus-efficiency-000518nas a2200145   4500008004100000245006900041210006300110260000900173490000700182653003200189100001900221700001700240700001200257856010300269       2000                        eng d00aThe Effectiveness of Long Term, Accounting-based Incentive Plans0 aEffectiveness of Long Term Accountingbased Incentive Plans  c20000 v1210aStrategy & Entrepreneurship1 aMishra, C., S.1 aGobeli, Dave1 aMay, D.  u/biblio/effectiveness-long-term-accounting-based-incentive-plans-000436nas a2200145   4500008004100000245003300041210003200074260002200106653001400128653003200142100001700174700001500191700001600206856006800222       2000                        eng d00aImpact of R&D on Performance0 aImpact of RD on Performance  aSeattle, WAc200010aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  u/biblio/impact-rd-performance-001046nas a2200133   4500008004100000245005800041210005800099260000900157520058100166653003200747100001700779700001900796856009700815       2000                        eng d00aStrategic Value of Corporate Venture Capital Programs0 aStrategic Value of Corporate Venture Capital Programs  c20003 aCorporate venturing activities, driven largely by the need to be competitive in the Internet Age, have out-paced the accompanying theory on how such programs can create value. This article presents a framework for understanding value creation through a firm's venture capital programs. The framework includes two stages of value creation: a firm creates value through building technology equity and brand equity, and then corporate venturing programs can multiply this value. A mediating variable, free cash flow level, is included to allow for effective use of venture funds.10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C., S.  u/biblio/strategic-value-corporate-venture-capital-programs-000433nas a2200133   4500008004100000245004200041210003800083260001800121653003200139100001700171700001500188700001900203856007700222       1999                        eng d00aThe Effectiveness of CEO Compensation0 aEffectiveness of CEO Compensation  aFloridac199910aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aMcConaughy, D.  u/biblio/effectiveness-ceo-compensation-000494nas a2200145   4500008004100000245005100041210005100092260002100143653001400164653003200178100001700210700001500227700001600242856009000258       1999                        eng d00aStrategic Value of Technology and Brand Equity0 aStrategic Value of Technology and Brand Equity  aNew Jerseyc199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  u/biblio/strategic-value-technology-and-brand-equity-000528nas a2200133   4500008004100000245007100041210006900112260002500181653001400206653003200220100001700252700001600269856010900285       1999                        eng d00aTwo Stage Internalization Framework for Multinational Corporations0 aTwo Stage Internalization Framework for Multinational Corporatio  aSouth Carolinac199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/two-stage-internalization-framework-multinational-corporations-000446nas a2200121   4500008004100000245005300041210005300094260002400147653003200171100001700203700001500220856008900235       1999                        eng d00aValuation of intangible Assets in Software Firms0 aValuation of intangible Assets in Software Firms  aCorvallis, ORc199910aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.  u/biblio/valuation-intangible-assets-software-firms-003066nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520245800215653001402673653003202687100001702719700001602736700002002752856011202772       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management styles—confronting and give and take—have beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styles—withdrawal, smoothing, and forcing. The results suggest that emphasis on confrontation—that is, true problem solving—is essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  u/biblio/managing-conflict-software-development-teams-multi-level-analysis-003068nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520246000215653001402675653003202689100001702721700001602738700002002754856011202774       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management styles—confronting and give and take—have beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styles—withdrawal, smoothing, and forcing. The results suggest that emphasis on confrontation—that is, true problem solving—is essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  u/biblio/managing-conflict-software-development-teams-multi-level-analysis-100519nas a2200145   4500008004100000245005800041210005800099260002400157653001400181653003200195100001600227700002000243700001700263856009300280       1997                        eng d00aProduct Success and Conflict in the Software Industry0 aProduct Success and Conflict in the Software Industry  aCorvallis, ORc199710aMarketing10aStrategy & Entrepreneurship1 aKoenig, Hal1 aBechinger, Iris1 aGobeli, Dave  u/biblio/product-success-and-conflict-software-industry-0