Scholarly Works, Management

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https://hdl.handle.net/10919/24340
Research articles, presentations, and other scholarship

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Browsing Scholarly Works, Management by Subject "AACSB Table 1 Scholar Contribution"

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    Adapting Pink Time to promote self-regulated learning across course and student types
    Baird, Timothy D.; Kniola, David J.; Hartter, Joel; Carlson, Kimberly; Rogers, Sarah; Russell, Don; Tise, Joseph (2020)
    To explore new opportunities to promote self-regulated learning (SRL) across a variety of contexts, this study applies a novel assignment called Pink Time in seven different courses at two universities. The assignment asks students to “skip class, do anything you want, and give yourself a grade.” In each case, instructors adapted Pink Time to fit the needs of their course. Altogether, 165 students completed 270 self-directed projects and self-assessments targeting five component behaviors of SRL. Findings show that: (1) students were more likely to perceive success in certain behaviors of SRL than in others; (2) students’ perceptions across courses were similar for some behaviors but not others; and (3) subsequent iterations of the assignment supported higher perceived measures of some SRL behaviors but not others. Together these findings illustrate the value and flexibility of this progressive assignment as well as persistent challenges in supporting students’ SRL.
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    Nuances in the Interplay of Competition and Cooperation: Towards a Theory of Coopetition
    Gnyawali, Devi R.; Charleton, Tadhg Ryan (SAGE, 2018-09-01)
    Progress in coopetition research is impeded by two problems in the literature: (a) superficial conceptualization of simultaneity and outcomes and (b) lack of theorizing about core properties of coopetition and how they influence outcomes. This paper addresses these interrelated problems and charts a path towards a theory of coopetition. We systematically analyze competition and cooperation and illuminate how the interplay between specific aspects of competition and cooperation manifests through unique coopetition mechanisms. We explicate a range of possible outcomes from coopetition—joint value creation for all firms, value creation for individual firms, and value destruction—and suggest that coopetition mechanisms help explain how and why coopetition may lead to varying outcomes. Furthermore, we explain how effective navigation of simultaneity and value creation intent, two fundamental elements of coopetition, may be instrumental in deriving beneficial outcomes. Navigating simultaneity involves balancing competition and cooperation and maintaining both at moderately strong levels, and navigating value creation consists of managing the trade-off between joint value creation and firm value creation without compromising overall value creation. By explaining how coopetition manifests, what its unique underlying properties are, and how such properties influence outcomes, our paper provides a deeper understanding of the phenomenon and progresses the literature towards a theory of coopetition.