Author Archives: HELEN LUND

About HELEN LUND

Helen Lund, Social Media and Web Designer, joined the School of Management staff in 2014. She received her Bachelor of Fine Arts with a concentration in Graphic Design in 2016. She manages social media and provides web updates for the School of Management along with creating printed materials. She assists the School of Management in content creation, photography, and event support.

“Breaking the Rules” to Gain a Competitive Advantage

Erin Cavusgil, Ph.D.
Associate Professor of Marketing
(Article by Kim Laux)

 

A business professional’s ability to recognize and respond to the forces at work in the world around you can lead to unprecedented success or an “out of business” sign on your door.

In the article, “A Perspective on Destruction Regeneration in International Marketing,” published in the Journal of the Academy of Marketing Science (2012),

Erin Cavusgil, Ph.D., and her co-author S. Tamer Cavusgil, Ph.D., examine how the global business landscape has changed in recent decades and how this affects companies searching for a leg up on the competition.

“As academics, we need to take a closer look at how our fields have evolved over the years—to better understand the current status and predict future outcomes,” said Cavusgil, a professor of marketing at UM-Flint. “This article identifies the ways the global landscape has changed in recent decades and how these changes impact corporations as they search for competitive advantage.”

Cavusgil’s research highlights four forces that currently define international marketing. The first is volatility and changes in the global economy and social terrain. She gives the example of a shift in prominence from the west to Asia and emerging markets as well as the rising middle class. The second force is turbulence of destructive shocks. This includes the impact of globalization, changes in communications and the importance of corporate social responsibility. The third force involves strategies used to cope with these changing market forces. To be successful, businesses must develop new strategies and ways of thinking in response to their dynamic environment. The fourth force is a new perspective of marketing performance. Companies cannot rely on outdated systems for assessing the effectiveness of their marketing tactics; performance needs to be measured with regard to how these four forces have impacted the field of international marketing.

“The larger business world needs to be cognizant of these forces as well as proactive in responding to them,” said Cavusgil. “As quoted from the article, To succeed in the new normal, MNEs [multinational enterprises] must develop early scanning capabilities; focus on what has changed and what remains basically the same for their customers, companies, and industries; and develop quick response and risk mitigation strategies. (p. 214) Businesses that have been successful in responding to and capitalizing on these environmental forces are known as rule breakers. These are companies like Apple, Amazon and Facebook.”

One of the most valuable lessons from Cavusgil’s research is the need for both academics and business professionals to develop a deeper understanding of foreign markets and how to effectively tap into them.

“Given that the economic welfare of our country is now intricately tied to emerging markets, we need to acquire greater understanding of how to succeed in these high-opportunity yet high-risk environments,” she explained. “Too many international firms still struggle to do well in the rapidly transforming economies.

“To this end, I and several colleagues have been methodically examining what makes these countries attractive for businesses. Specifically, we’ve been examining the rise of middle class households in such countries as Brazil, China, India and Turkey. Based on our data, we developed a quantitative benchmark of how well these economies have performed in terms of building their middle class consumers. We found, for example, South Korea and Taiwan have done exceptionally, whereas South Africa and Brazil have lagged relatively in adding to the ranks of their middle class households.

“In making such assessments, we tracked three indicators at the country level: disposable income, household expenditures and urban population. These factors appear to give a pretty robust indicator of an emerging market’s progress in creating new middle class consumers. We have publications pending on this research.”

In addition to the article published in the Journal of the Academy of Marketing Science, Cavusgil recently co-authored “Managing Global Megaprojects: Complexity and Risk Management,” which appeared in the International Business Review (Dec. 2013, vol. 22, no. 6). A blog highlighting some of the key points from this research can be found here.

 

How International Trade and Investment Impacts Market Concentration

Yener Kandogan, Ph.D.
Associate Dean and Professor of International Business
(Article by Kim Laux)

 

While international trade and investment play critical roles within specific companies, their effects can be much greater—in some cases affecting entire markets.

In his article, “The effect of foreign trade and investment liberalization on spatial concentration of economic activity,” accepted for publication in the International Business Review (November 2013), Yener Kandogan, Ph.D., associate dean and professor of international business for the School of Management, examines data from 168 countries to examine the impact of globalization (and other factors) on economic activity.

“Countries have long been liberalizing their international trade and investment; some globally under the World Trade Organization, while some took the economic integration deeper regionally,” said Kandogan.

“After writing a previous article on the shifts in economic center of gravity towards Asia, I was curious whether these integration efforts would lead to mega cities. For example, China has been benefiting greatly from globalization and economic development, and we observe such very large cities being built in very short periods of time. I wondered if this was caused by globalization only and what factors would cause such high concentrations of economic activity.”

As part of his study, Kandogan studied the varying responses of countries to foreign trade and direct investment liberalization on spatial concentration of their economic activity by considering moderating factors such as market size and level of economic development. His conclusions were based on data from 168 countries over the past 30 years.

“What I found is that international liberalization alone (the process of globalization) does not necessarily cause economic agglomeration or the the development of mega cities. Other factors, such as the size of a market and its level of economic development, also play significant roles,” he said. “The results suggested that less developed countries with small markets tend to have more concentrated economic centers, and that globalization leads to more concentration for developed and smaller countries.”

One of the key lessons businesses can learn from Kandogan’s work is the value of location and how specific factors are changing markets geographically.

“Location decisions are one of the most important decisions for multinationals as it affects their efficiency, production costs, competitiveness, access to markets, key resources and strategic assets,” Kandogan explained. “Some of these factors are associated with agglomeration of economic activity, and revealed that multinationals prefer existing centers of economic activity as their operation center for more developed and smaller countries.”

 

Workspace Personalization and its Impact on Professional Success

Greg Laurence, Ph.D.
Assistant Professor of Management

(Article by Kim Laux)

Feeling uninspired or emotionally exhausted at work lately? Maybe it’s because your workspace doesn’t have the right amount of “you” in it.

According to research conducted by Gregory A. Laurence, Ph.D., assistant professor of management at UM-Flint, the items we use to decorate our workspace (awards, photos, posters, knick-knacks and artwork) play a significant role in our ability to connect with our co-workers and clients, manage our emotions and achieve our goals.

“The most important take-away from this study is a deeper understanding of why people decorate their workspaces and how it impacts their experiences at work,” Laurence explained. “Where past research looked closely at personalization as a way of expressing identity, we explore how it affects relationships, emotions and professional goals.”

Laurence explained how several people interviewed for the study said that they chose to display items in their workspace that they expected people to question them about.

“This tells us that personalization can be used as an icebreaker, and helps to build relationships between colleagues and clients. Many participants also discussed choosing certain photos, posters and objects that would cheer them up, inspire them, or remind them of why they work,” said Laurence. “For example, one interviewee described hanging a poster in her workspace that was suggestive of the type of designs she wanted to create, another kept a clock that reminded her of a mentor who she wanted to emulate, and a third kept a hand-carved mouse she had received from a client as a reminder to always strive to provide good customer service.”

The research was the basis for Laurence’s recent article, “Diplomas, Photos, & Tchotchkes as Symbolic Self-Representations: Understanding Employees’ Individual Use of Symbols,” co-authored with Kris Byron, Ph.D, chair of the Department of Management at Whitman School of Management at Syracuse University. Accepted for publication in late January, 2014, the paper will appear in the Academy of Management Journal.

“Workspace personalization is far more complex and beneficial to individuals and organizations than we previously realized,” said Laurence. “Freedom to express one’s self through particular symbols in the professional environment serves a purpose in employees’ relationships at work and can inspire them to achieve more of their goals. The research tells us that in the interest of employee performance, organizations should avoid placing heavy constraints on how people customize their cubicles and offices.”

This closer examination of personalization grew out of one of Laurence’s earlier studies, “‘My space’: A moderated mediation model of the effect of architectural and experienced privacy and workspace personalization on emotional exhaustion at work,” published last summer in the Journal of Environmental Psychology, and cited in an article in O, The Oprah Magazine (January, 2014). This earlier study uncovered that while employees working in offices (four opaque walls and a door) experienced less emotional exhaustion than those working in less private spaces, workspace personalization significantly reduced burnout among workers situated in low privacy contexts like cubicles.

In the “O” article, Laurence was quoted, “…personalization allows workers to regain a sense of privacy and control of their environment. You’re saying to coworkers, This is what I want you to know about me, and that autonomy, no matter how small, appears to reduce burnout.”

 

Congratulations to the SOM Soccer Tournament Winners

The School of Management congratulates Mohammed Alkhashram, Khalid Alanazi, Abduallah Bahwal, Ahmed Aljohani, Ahmed Alahmar, Faisal Alnafisah and Meteb Alghamdi – the student players who comprised the first place team in the SOM sponsored Indoor Coed Soccer Tournament on November 1, 2014!

Each of the winning players was awarded a $25 Barnes & Noble gift card and the team as a whole received a $150 gift card to Blackstone’s to celebrate their victory.

Dr. Michael Witt, Guides Innovation in Alberta

As a member of the expert panel on technology commercialization and innovation engaged by the government of Alberta, Canada in the fall of 2013, Dr. Michael Witt, Entrepreneur-in-Residence and Lecturer of the School of Management, took part in creating a report that will steer the province’s approach towards successfully competing in the global market.

The report, entitled Sustainable Prosperity Through Innovation, outlines six key recommendations that will form the foundation for innovation growth in the province, and played a major role in the government’s decision to launch the Alberta Innovation Council.

Francine Cullari Receives Prestigious State Bar of Michigan Award

The School of Management proudly congratulates Lecturer of Business Law, Francine Cullari, MA, MBA, JD, for being selected to receive the Roberts P. Hudson Award.

The Hudson Award, considered the highest award conferred by the State Bar of Michigan, is presented periodically to commend one or more lawyers for their unselfish rendering of outstanding and unique service to and on behalf of the State Bar of Michigan, the legal profession, and public. It signifies unusual and extraordinary help and assistance to the Bar and the legal profession, which has been given generously, ungrudgingly, and in a spirit of self-sacrifice.

It is awarded to that member of the State Bar of Michigan who best exemplifies that which brings honor, esteem, and respect to the legal profession.

SOM Awards $32,000 In Transfer Student Scholarships

Throughout the course of the school’s history, the School of Management has forged partnerships with a number of community colleges across the state of Michigan to provide an easier transition for their students when transferring to UM-Flint in pursuit of a BBA degree.

This year, a new initiative was put in place to provide financial support to the highest achieving students from our partner schools. The School of Management is pleased to annouce that 18 top transfer students from six community colleges around the state of Michigan were awarded scholarships from the School of Management totaling $32,000 for the 2014-2015 academic year.

The School of Management proudly welcomes these outstanding undergraduate students who bring an average GPA of 3.6 and average accumulated credits of 63.

New Fall 2015 Scholarship, Apply Now, Deadline is August 1st

THE HAGERMAN CENTER FOR ENTREPRENEURSHIP AND INNOVATION
HAGERMAN SCHOLARS

 

Established in fall of 2015, by Phil and Jocelyn Hagerman, The Hagerman Center for Entrepreneurship and Innovation (HCEI) is the heart of entrepreneurship within the School of Management and on the University of Michigan –Flint campus.  The Center offers students opportunities to enrich their education with experiences that take them beyond the classroom.  The Center activities will facilitate entrepreneurial and innovative skills to help graduates thrive and be successful.

The Hagerman Scholars are the face of entrepreneurship and innovation for the University and community.  The program is a competitive student scholarship based on the student’s interest in entrepreneurship and innovation as well as their demonstrated ability to be accomplished academically. Students awarded this distinction will be expected to assist with Center activities, such as the Business Plan Competition and the High School Entrepreneurship Institute.  Hagerman Scholars are expected to be involved with the Student Entrepreneurs Society and the Innovation Incubator.  Hagerman Scholars will also serve as ambassadors for the Center through its various activities and outreach efforts.

The Hagerman Scholars will gain valuable experience working with Center related projects and with faculty who are teaching and conducting research in entrepreneurship and innovation.  The Center will offer opportunities for the Hagerman Scholars to meet with community business leaders as they build a network of professional contacts.

SCHOLARSHIP GUIDELINES:
  • Applicants must be pursuing a degree within the School of Management, with preference given to those majoring or minoring in Entrepreneurship and Innovation Management.
  • Applicants may be incoming freshman or continuing students.
  • Applicants must include a statement describing their interest in entrepreneurship and how they will demonstrate a commitment to meeting the expectations associated with being a Hagerman Scholar.
  • Applicants must have a minimum overall GPA of 3.0
  • The School of Management Scholarship Committee will choose the recipients.

 

Entrepreneurs Society To Build Third Work/Live Home with HFH

Members of UM-Flint’s Entrepreneurs Society, an organization composed of School of Management students, helped Habitat for Humanity (HFH) build the first “Work/Live” house in Flint on West Fifth Street in June of 2012.

The Work/Live home contains both residential and commercial space, and provides the resident both affordable housing and an opportunity to become a self-sufficient small business owner. Now, the society will help HFH provide a third such house in the same neighborhood.

The success of the unique houses has attracted the interest of MasterCard. The company recently announced it is providing a $90,000 grant to the Genesee County HFH, and a total of $400,000 in grants to be awarded to five HFH affiliates in MasterCard target markets that will replicate the model created by Genesee County HFH and the UM-Flint Entrepreneurs Society. The five awarded affiliates will be visiting Flint in August for hands-on training.

The residents of the newest house will be small business owners Scott Hempel and Tyler Bienlein. They will soon have a new affordable space in the Grand Traverse District in downtown Flint for their tabletop gaming store, where they will work and live thanks to this innovative housing pilot.

“We are grateful to Genesee County Habitat for Humanity for their willingness to be creative and innovative in addressing the need for small business job creation, and to the University of Michigan-Flint Entrepreneur Society in making the connection and strengthening our business plan,” said Scott Hempel.

SOM’s Entrepreneur-in-Residence Michael Witt founded the Entrepreneurs Society in 2008. “We came up with the idea, along with Habitat,” said Witt. “Our management students learn how to start new businesses through this process by engaging in new company formation activities, such as conducting a needs assessment, define potential new businesses that meet those needs, recruit suitable candidates, help them create a business plan, set up financials, marketing plans, etc. We accommodate the needs of the new business and help them succeed.”

New Entrepreneurship and Innovation Management Major

UM-Flint’s School of Management will introduce a major in entrepreneurship and innovation management in fall 2015.

The School of Management will also continue to offer assistance to students with entrepreneurial interests through our centers, one-on-one guidance from the entrepreneur-in-residence, and by continuing to support Entrepreneurs Society student organization.