Alan N. Hoffman

Performance of Commercial Television Stations as an Outcome of Interorganizational Linkages and Environmental Conditions

This study explored the effects of interorganizational linkages as a moderator between organizational performance and environmental conditions. Analyses covered 145 commercial television stations i...

Structure, context, and centrality in interorganizational networks

Abstract This study explored the relationship among organization structure, context, and network centrality in four interorganization networks: 1) clients sent, 2) clients received, 3) director contracts, and 4) joint programs. Analyses covered 52 youth service delivery agencies in a large metropolitan area. Results indicated that formalization and organization size were positively related to centrality in the clients sent network, and organization age was positively associated with centrality in the joint programs and director contracts networks. Organization domain was also an important variable, as agencies with a high percentage of female clients were central in both the clients sent and clients received networks, while agencies with a high percentage of minority clients were central in the clients sent network. Overall, the results suggest that organization structure and context are important considerations in the study of network centrality.

There is relevance in the classroom: Analysis of present methods of teaching business ethics

In 1988 the Journal of Business Ethics published a paper by David Mathison entitled “Business Ethics Cases and Decision Models: A Call for Relevancy in the Classroom”. Mathison argued that the present methods of teaching business ethics may be inappropriate for MBA students. He believes that faculty are teaching at one decision-making level and that students are and will be functioning on another (lower) level. The purpose of this paper is to respond to Mathisons arguments and offer support for the present methods and materials used to teach Master level ethics classes. The support includes suggested class discussion ideas and assignments.

Management consulting in the schools

Presents a case study of a year‐long consulting project in an urban school system. Drawing on a multi‐method, stakeholder‐driven field design, describes the consulting process and intervention. In the analysis and discussion, focuses on the lessons learned from this project and the ramifications posed by the unique nature of school systems for external consultants.

Sonic Restaurants: Does its Drive-In Business Model Limit Future Growth Potential?

Sonic is an iconic American drive-in fast-food chain with nearly thousands of franchise establishments across the vast land of the United States by 2014. As Sonic continued to expand, it ran into various hurdles. The most daunting challenge was to enter urban environments where space was too scarce to make drive-in possible. At the same time, while the drive-in model was highly effective in the US thanks to nostalgia, it did not have the same emotional appeal to international consumers. Should Sonic move away from the drive-in model and reinvent itself? If so, would it become just another fast food burger joint with a customizable menu? And how could it compete with larger players such as McDonald’s and Burger King that already had a substantial urban and international presence?

Staples: The Fierce Battle Between Brick and Mortar versus Online Sales

With a focus on convenience and a wide range of product offerings, Staples was the world’s largest office supplies retailer. The office supply sector had almost no barriers to entry as capital costs were low compared to other retail industries. No licensing requirements were necessary, easing the burden on new entrants. The low level of differentiation of goods between one office supply store and the next forced new entrants to provide either niche or specialty products to compete, often in the online realm. As the retail industry had been trending towards e-commerce, Staples’ traditional bricks and mortar stores were proving too costly. The global office supplies leader found it increasingly difficult to compete on the Internet.

Delta Air Lines (2012): Navigating An Uncertain Environment

2012, Delta Air Lines was the worlds second largest airline, providing air transportation for passengers, cargo, and mail. Delta operated an extensive domestic and international network across all continents in the world except Antarctica. It was also a founding partner of the SkyTeam airline alliance. Delta had used mergers and acquisitions successfully to solidify its strong position as a leader in the airline industry. It had gone through five M&As since 1953, including the most recent acquisition of Northwest Air Lines, which turned Delta into an airline with major operations in every region of the world. Unfortunately, the Northwest merger took a toll on Delta’s financial position by contributing to its high long-term debt. In 2012, top management was cautiously exploring opportunities for entering new markets, routes, and partnerships in order to boost market share. The airline industry was known for being extremely competitive with significant market share volatility, strong price competition, and low brand loyalty. Management was also seeking out ways to reduce costs and expenses in an industry that was rapidly consolidating into fewer major national and international players.

AB Electrolux: Challenging Times In The Appliance Industry

AB Electrolux, the world’s second largest consumer and professional appliances maker, offers customer-centered, environmentally friendly premium products. Although Electrolux has differentiated itself as a prospector and prided its business on innovation and incorporating cutting-edge technology, it has been unable to maintain sales of high-profit margin appliances in major European markets and China since the global economic recession. Low-capacity utilization is a major issue that Electrolux must resolve in order to compete on price against its low-priced competitors. With multiple brands and hundreds of products, the company furthermore finds it hard to differentiate itself from its competitors. How can Electrolux identify and strengthen its weaker strategic business units in order to maintain its competitive advantage?