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Business Brown Bag Presentations

The Research Brown Bag is designed to be an important part of the scholarly life of EKU's School of Business. Monthly informal research colloquia feature the latest research insights and knowledge in the broad field of Business.

At these Brown Bags, faculty as well as invited speakers share research ideas, current research projects, and/or experiences pertaining to research. The general structure of the Brown Bags allows the speaker 30-35 minutes followed by general discussion. 

Students, faculty, and business advocates from the community are encouraged to attend. Each session will be held in the EKU Business and Technology Center, Room 202, from 12:30 to 1:20 pm.

Fall 2017 Presentation Schedule:

Wed., Nov. 29, 2017

  • Presenter: Dr. Jae-Young Oh, Assistant Professor of Management
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper title: Facilitator vs. Obstructer in Supplier Integration (SI) for New Product Development (NPD)
  • Author: Dr. Jae-Young Oh
  • Abstract: Supplier integration for new product development brings suppliers into buyer’s NPD processes at the early stage (i.e., early timing) and allows functional units (e.g., engineering) in buying and supplying firms to collaborate without formality and constraint. Prior literature finds inconsistent effects of supplier integration on NPD outcomes (supplier performance). Some scholars argue its positive influence on supplier performance in that supplier involvement at the early NPD stage could lead to lower stoppages, delivery delay, and damages. In contrast, some insists that this involvement does not affect supplier performance per se and rather results in negative influences in that it increases costs and development time. Our interview feedback indicates that the inconsistent results could result from salespersons who constrain engineering communications by adopting internal or external barricading approaches. With internal barricading, salespersons manage and control to ensure that supplier engineers are not directly engaged with buyers without their supervision. Alternately, external barricading involves salespersons’ mandates directed to the buying firm that all buyer communications with the supplier must be routed through the sales function. Drawing from prior literature, we hypothesize that the levels of internal and external barricading weaken the positive effect of the timing of engineer involvement on supplier performance. In other words, the potential benefits attainable through integrative activities such as joint NPD are further diminished as salespersons contain communications between buying firms and their engineers who get involved in the buyer’s NPD process at the early stage. Interestingly, our results show the different effects of internal and external barricading approaches on supplier performance. External barricading weakens the moderating effect of the timing on supplier performance whereas internal barricading strengthens the moderating effect. However, more careful interpretations are required to understand the true effects of these two behaviors.
  • Chair/Organizers: Dr. Ahmed Elnahas and Dr. Philip Boutin

Spring 2017 Presentation Schedule:

Wed., April 26, 2017

  • PresenterMr. Kevin Cumiskey, Visiting Instructor of Marketing
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper titleThe Underlying Constructs of Enduring Product Involvement: An Initial Empirical Investigation, with Tyler W. Bell
  • Author: Mr. Kevin J. Cumiskey
  • Abstract: Enduring involvement (EI) has been widely examined in the consumer behavior literature.  Extant research has operationalized EI as high-versus-low or present-versus-not present. However, it is believed that EI is a more complex construct that has multiple underlying dimensions. The authors utilize seven EI types proposed in earlier research to identify the number of underlying factors of enduring product involvement. This research reports six underlying dimensions of EI for consumers across three product categories. Using these six dimensions, linear regression was used to predict overall enduring involvement. Five of the six dimensions were found to be significant.
  • Chair/Organizer: Dr. Ahmed Elnahas

Fall 2016 Presentation Schedule:

Wed., Oct. 5, 2016

  • PresenterDr. Philip Boutin, Assistant Professor of Marketing
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper titleIn-Class Activities for Courses in Marketing and Other Business Disciplines Inspired and Informed by the VARK Model
  • Author: Dr. Philip Boutin
  • Abstract: In this research contribution, the VARK model (Fleming, 1987; Fleming & Mills, 1992) – which includes Visual (V), Auditory (A), Reading and Writing (R), and Kinesthetic (K) learning styles – is leveraged as the foundation for the creation of multiple original in-class activities for students that can be completed in groups or individually. These in-class activities, which can both entertain and inform (i.e., “infotainment”), are believed to enhance in-class teaching effectiveness and student learning and thus student performance. This is specifically accomplished by these in-class activities supplementing traditional in-class (e.g., lectures) and out-of-class (e.g., homework) activities used for most courses and appealing to each of the different student learning styles. Therefore, integration (i.e., combining or coordinating) of these in-class activities with traditional course activities is advocated as an effective approach to maximizing teaching and learning effectiveness. More specifically, the integrated marketing communications (IMC) concept (e.g., American Association of Advertising Agencies, 1989; Armstrong & Kotler, 2007; Kotler, Armstrong, Saunders, & Wong, 1999; Schultz, Tannenbaum, & Lauterborn, 1993; Shimp, 2007), which is adopted in part or in full by many companies for their marketing strategies and tactics, was leveraged for and applied to this research. Although the in-class activities outlined were created for marketing courses, each could potentially be adapted for courses taught in other business disciplines. Conclusions and recommendations are also provided for the creation and use of various in-class activities.
  • Chair/Organizer: Dr. Ahmed Elnahas

Wed., Sept. 7, 2016

  • Presenter: Dr. Siwei Gao, Assistant Professor of Risk Management and Insurance/Thomas and Rebecca Coffey Professor of Insurance Studies
  • Affiliation: EKU School of Business; Department of Accounting, Finance and Information Systems
  • Paper title: Beyond Internal Control: Enterprise Risk Management, Financial Reporting, and Firm Operation
  • Author: Dr. Siwei Gao
  • Abstract: We examine financial reporting and firm operations focusing on the roles of ‘enterprise risk management’ (ERM) which, as an extension of internal control, takes a holistic approach to the conceptualization and management of all types of risks. Using information from 2004-2014 financial reports and the related disclosures of 681 firms, we find that ERM adoption is associated with higher accounting quality, including a lower magnitude of discretionary accruals and a lower probability of avoiding losses or having earnings surprises, after controlling for the effectiveness of ‘internal control’ (IC). We further examine the effects of ERM on operational risk and document a negative relationship between ERM adoption and uncertainty of future performance. Considering the benefits of ERM for investors, we find that ERM adoption is associated with more accurate and less dispersed analyst earnings forecasts. In summary, our findings suggest that ERM improves accounting quality, firm operations, and analyst consensus.
  • Chair/Organizer: Dr. Ahmed Elnahas

Spring 2016 Presentation Schedule:

Wed., Jan. 27, 2016

  • Presenter: Dr. Zek Eser, Assistant Professor of Finance
  • Affiliation: EKU School of Business; Department of Accounting, Finance and Information Systems
  • Paper title: To be announced
  • Authors: To be announced
  • Abstract: To be announced
  • Chair/Organizer: Dr. Ahmed Elnahas

Wed., Feb. 24, 2016

  • Presenter: Dr. Beth Polin, Assistant Professor of Management
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper title: Future Directions from an Exploration of the Structure of Effective Apologies
  • Author: Beth Polin
  • Abstract: Violations of trust are an unfortunate but common occurrence in conflict and negotiation settings: negotiators make promises that they do not keep; parties in conflict behave in unexpected ways, escalating tensions and breaking past trust. What often follows these violations is some form of an account, specifically an apology, in an effort to repair that trust. But are some apologies more effective than others? Two studies reported here examine the structural components of apologies in an effort. Six components of an apology were defined from previous research and presented to subjects—singly and in combination—in the form of component definitions and in the context of a trust violation scenario. Results indicate that not all apologies are viewed equally; apologies with more components were more effective than those with fewer components, and certain components were deemed more important than others. Moreover, apologies following competence-based trust violations were seen as more effective than apologies following integrity-based violations. Implications and future directions for research in the structure of effective apologies are discussed.
  • Chair/Organizer: Dr. Ahmed Elnahas

Wed., March 30, 2016

  • Presenter: Dr. Philip J. Boutin, Jr., Instructor of Marketing
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper title: Environmental Scanning and Global Marketing Strategy: A Normative Multi-Theoretical Framework
  • Author: Dr. Philip J. Boutin, Jr.
  • Abstract: Although a review of the extant literature indicates the importance of environmental scanning (ES) to organizational strategy formulation and implementation, a review of the marketing strategy literature indicates that formal ES activities have been noticeably absent from most frameworks and models. Therefore, for this project, a review and integration of the relevant extant strategic management literature and theory – including ES (e.g., Aguilar, 1967; Auster & Choo, 1994; Coulter, 2005; Johanson, 2009), industrial organization (I/O) theory (e.g., Bain, 1956, 1959; Chamberlin, 1933; Mason, 1939), the resource-based view of the firm (RBV) (e.g., Barney, 1991; Penrose, 1959; Wernerfelt, 1984), and the strategic fit paradigm (environment-strategy coalignment) (Aldrich, 1979; Chakravarthy, 1982; Jauch & Osborn, 1981; Miles & Snow, 1978; Porter, 1980; Venkatraman & Prescott, 1990) – were conducted to generate a new normative framework for global marketing strategy formulation and implementation. This framework incorporates the belief that firms should formally scan both their internal and external environments when they are formulating and implementing global marketing strategies in order to enhance their levels of performance and success. The expectation and hope is that this framework will not only be leveraged by researchers when conducting future conceptual and empirical research that involves the examination of firm’s global marketing strategies, but it will also be utilized by practitioners when they formulate and implement their global marketing strategies.
  • Chair/Organizer: Dr. Ahmed Elnahas

Wed., April 27, 2016

  • Presenter: Dr. Leslie Vincent, Assistant Professor of Marketing
  • Affiliation: EKU School of Business; Department of Management, Marketing and International Business
  • Paper title: New Service Development: A Meta-Analytic Review
  • Author: Dr. Leslie Vincent
  • Abstract: This study uses meta-analytic methods to synthesize empirical studies investigating antecedents and outcomes of new service development. This study draws upon a meta-analytic database of 126 independent samples from 90 studies and examines the impact of 33 determinants and 6 performance outcomes of innovation with an overall sample size of 33,200. Overall results indicate that firm orientation and integration have the strongest correlation with new service development. Furthermore, new service development positively impacts subjective measure of firm performance, service quality, and firm efficiency.  Additionally, a multivariate based generalized least squares (GLS) moderator analysis indicates that measurement factors and research design considerations in model specification significantly biases the observed effects within a given study. Using a dichotomous measure of innovation deflates observed effect sizes, while studying innovation cross-sectionally and within one industry sector inflates the observed effect. The findings also help resolve a number of conflicting results. The study also identifies surpluses and shortages in the empirical literature on innovation.
  • Chair/Organizer: Dr. Ahmed Elnahas

Fall 2015 Presentations

Wed., Dec. 2, 2015

  • Presenter: Dr. Ahmed Elnahas, Assistant Professor of Finance
  • Affiliation: EKU School of Business, Department of Accounting, Finance, and Information Systems
  • Paper title: The Effect of CEO Conservatism on Mergers and Acquisitions Decisions
  • Authors: Ahmed Elnahas and Dongnyoung Kim
  • Abstract: We examine the link between CEOs political ideology – conservatism – and their firms’ investment decisions. We focus on the effect of CEO conservatism on M&A decisions. Our evidence indicates that politically conservative CEOs are less likely to engage in M&A activities. When they do undertake acquisitions, their firms are more likely to use cash as the method of payment, and the target firms are more likely to be public firms and to be from the same industry. Conditional on the merger, CEO conservatism appears to have a significantly positive impact on long-run firm valuation. However, we find no evidence that conservative CEOs create value in the short run. All our results hold after controlling for CEO overconfidence.
  • Chair/Organizer: Dr. Ahmed Elnahas
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