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Glendale, AZ, United States

Thunderbird School of Global Management at Arizona State University is an American business school and a part of Arizona State University. The school offers master's degrees and executive education programs in global management. Its main campus is located in Glendale, Arizona, at Thunderbird Field No. 1, a former military airfield from which it derives its name. Thunderbird was founded independently in 1946 by Lieutenant General Barton Kyle Yount, and was acquired by Arizona State University in 2015. The school is known for its international network of alumni, of which there are currently some 40,000. Wikipedia.


Saleh N.,Thunderbird School of Global Management
Telecommunications Policy | Year: 2012

In recent years academics have used the term Dictator's Dilemma to describe the impact of the Internet on undemocratic societies. The Dilemma says that if dictatorial rulers permit increased Internet penetration, they risk overthrow; if they do not, they isolate themselves from the global information economy, causing economic decline. Since Internet penetration world-wide has deepened, the Dilemma implies that dictatorships are bound to fall one by one. But how good is the Dilemma as an analytical device? Not very, this essay argues, using the Egyptian uprising of January 2011 as a case study. By examining the state's Internet politics before 2011, the use of the Internet by Egyptian resistance activists, and the power relations that existed after the overthrow of the Dictator, this essay argues that the Dictator's Dilemma blinds scholars to what really happens on the ground. © 2012 Elsevier Ltd.All rights reserved.


Ramadani V.,South East European University | Hisrich R.D.,Thunderbird School of Global Management | Gerguri-Rashiti S.,Middle East College
World Review of Entrepreneurship, Management and Sustainable Development | Year: 2015

Female entrepreneurship is a growing trend in transition economies. This article focuses on female entrepreneurs in Albania, Macedonia and Kosovo (hereinafter ALMAKOS) and provides an understanding of current motives, problems and perspectives of female entrepreneurs in this region. Surveys were conducted during the period of January-March 2014 (Macedonia) and May-June 2014 (Albania and Kosovo), to complement secondary sources. The results are reported in terms of the female entrepreneur's personal characteristics, motives for starting a business, the characteristics of their business and operations, the size of the business they run, revenues, their family status, management problems in starting or maintaining their businesses and their self-perceived required competences. Copyright © 2015 Inderscience Enterprises Ltd.


Yannopoulos P.,Brock University | Auh S.,Thunderbird School of Global Management | Menguc B.,Brock University
Journal of Product Innovation Management | Year: 2012

Drawing on the learning and market orientation literature, this study examines how responsive and proactive market orientations interact with exploitative and exploratory learning to affect new product performance. Despite advancements in understanding the distinctions between the different types of learning and market orientations, little evidence exists regarding which types of market orientation work best with exploitative or exploratory learning to improve new product performance. Using a sample of 216 high-tech Canadian firms, the authors find that new product performance is elevated only when exploratory learning is bundled with proactive market orientation. New product performance suffered when exploratory learning was complemented with responsive market orientation and when exploitative learning was complemented with proactive market orientation. Implications for marketing theory and practice are discussed. © 2012 Product Development & Management Association.


Kawakami T.,Kansai University | MacLachlan D.L.,University of Washington | Stringfellow A.,Thunderbird School of Global Management
Journal of Product Innovation Management | Year: 2012

New venture companies, starting from small entities comprising entrepreneurs and their teams, start to grow in scale by instigating formalized processes to enhance management efficiency. This includes the use of formalized processes for collecting and disseminating market information. Despite the fact that utilizing market information is one of the fundamental factors of market orientation, little is known about the way market information is processed in new venture companies. The first aim of this research was to investigate the impact of formalized market information acquisition and utilization on new venture performance. The second objective was to investigate the effect of organizational formalization on the acquisition and utilization of market information in new venture firms. The final goal was to explore the extent to which these relationships vary in different cultural contexts. Based on an extensive literature review and interviews with managers in China, Japan, and the United States, a conceptual framework is developed that relates formalized market information processes to new venture performance in the three countries. The conceptual model is tested with data collected from 453 new venture companies in these countries. The results suggest that the use of a formalized process of market information utilization has a positive effect on new venture performance regardless of country. The analysis also indicates that the effect of organizational formalization, in general, differs between countries. Organizational formalization is associated with increased formalized utilization of market information only in the United States; the relationship does not apply in the two Asian countries studied. Taken together, these results suggest that in the Asian countries, organizational formalization improves information collection, while in the United States, it also improves the utilization of information throughout the organization. One implication of these results may be the potential of added benefits accruing to organizational formalization in new ventures in countries with high levels of individualism and/or high levels of power distance, where organizational power is concentrated in formal vertical reporting relationships, as opposed to informal horizontal peer-to-peer networks. © 2012 Product Development & Management Association.


Bowen D.E.,Thunderbird School of Global Management | Schneider B.,CEB Valtera
Journal of Service Research | Year: 2014

Theory and research on service climate are synthesized, and an extensive agenda for future research is proposed. The service climate construct is first differentiated from conceptually related but distinct constructs, such as job satisfaction, service culture, and service orientation. Then a framework is presented based on prior research that displays service climate's antecedents and consequences and the linkages among them. The synthesis draws heavily upon organizational behavior/human resource management (OB/HRM), but service climate has also received significant interdisciplinary attention. In particular, past work has integrated OB/HRM's focus on the internal organization and marketing's focus on the external world of the customer. The future research agenda includes further specification of the framework's variables and linkages (e.g., the relative roles of individual and contextual attributes in creating service climate) as well as recommended research methods (e.g., profile analysis to assess interactions among multiple climates in a setting). Finally, the utility of the service climate framework for analyzing four key issues in service management is demonstrated: service infusion in manufacturing; the cocreation of value; sustainable competitive advantage; and the fostering of additional interdisciplinary research. © The Author(s) 2013.

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