The online delivery of higher education courses and programs continues to expand across academic disciplines at colleges and universities. This expansion of online education has been precipitated by, among other things, (a) the rise in personal computer ownership, (b) the ease of access to the Internet, (c) the availability and continuous improvement in technology for the delivery of online courses, and (d) the increase in demand for online courses by both traditional and nontraditional students. However, the proliferation of online education has not been enthusiastically supported by all constituents of higher education. Specifically, some faculty members remain resistant to the shift to online course delivery. This article applies the Transtheoretical Model of Change to the process of gaining faculty support for, and involvement in, online learning. After briefly reviewing current issues in online education and making a case for its adoption, we describe sources of faculty resistance and offer recommendations for interventions that may be applied to transforming faculty resistance to support and eventually to active participation.

Much of the existing literature on the social aspects of sustainability in the supply chain has focused on dyadic buyer-supplier relationships. However, supply chains are much more extensive, featuring multi-tiered systems consisting of many interconnected sequential and parallel dyadic relationships; therefore, a more expansive and holistic approach to exploring the management and integration of social sustainability standards across the extended supply chain is desirable. This research attempts to help fill this void and considers the extent to which a series of sequential upstream and downstream supply chain partners, rather than only a focal organization’s immediate suppliers and buyers, influence the formulation process of the social aspects of a sustainability strategy and the deployment of associated practices across the extended supply chain. Findings in the literature indicate that, inter alia, sustainability efforts in the supply chain are likely to be guided by stakeholders’ sustainability desires/requirements, the geographical location of buyers and suppliers and the associated sustainability enforcement regulations and cultural norms, and the volume of trade between the buyer and supplier. This paper uses the results gleaned from a review of the literature to propose a conceptual framework for selection of sustainability strategy across the multi-tiered supply chain. Finally, we introduce a conceptual approach to the process of implementing and deploying the social aspects of sustainability strategies and practices across the supply chain using an integrated social-sustainability information management system (ISIMS).

The role of marketing is evolving rapidly, and design and analysis methods used by marketing researchers are also changing. These changes are emerging from transformations in management skills, technological innovations, and continuously evolving customer behavior. But perhaps the most substantial driver of these changes is the emergence of big data and the analytical methods used to examine and understand the data. To continue being relevant, marketing research must remain as dynamic as the markets themselves and adapt accordingly to the following: Data will continue increasing exponentially; data quality will improve; analytics will be more powerful, easier to use, and more widely used; management and customer decisions will increasingly be knowledge-based; privacy issues and challenges will be both a problem and an opportunity as organizations develop their analytics skills; data analytics will become firmly established as a competitive advantage, both in the marketing research industry and in academics; and for the foreseeable future, the demand for highly trained data scientists will exceed the supply.

Repeated treatments with a dopamine (DA) D2 receptor agonist result in the induction of DA D2 receptor supersensitivity, as evidenced by enhanced behavioral responses to subsequent D2 agonist treatments - a phenomenon known as priming of receptors. Priming of D2 receptors has been well-studied in otherwise intact (non-lesioned) rats. In contrast to D2 priming, repeated treatments with a DA D1 agonist are unable to prime D1 receptors unless nigrostriatal DA fibers are largely destroyed in early postnatal ontogeny. In order to determine if D2 receptors could be primed in rats in which nigrostriatal DA fibers were largely destroyed in early postnatal ontogeny, rats were (a) lesioned at 3 days after birth with 6-hydroxydopamine (67 μg in each lateral ventricle; desipramine, 20 mg/kg IP, 1 h; 6-OHDA), (b) treated daily for the first 28 days after birth with the D2 agonist quinpirole HCl (3.0 mg/kg IP), and (c) observed in adulthood for both quinpirole-induced and SKF 38393- (D1 agonist-) induced locomotor activity and stereotyped activities. In 6-OHDA-lesioned rats in which endogenous striatal DA was reduced by 99%, quinpirole did not produce enhanced locomotor or stereotyped activities. However, SKF 38393 produced increased locomotor and stereotyped activities even after the first dose of SKF 38393. These findings demonstrate that D2 receptors are not primed by ontogenetic quinpirole treatments of neonatally 6-OHDA-lesioned rats, although D2 agonist treatments do at least partially prime D1 receptors in 6-OHDA-lesioned rats.

Sustainable strategic management emerged from the coevolution of strategic thinking in today's sustainability challenging business environment. Business ecosystems, designed to create socially and ecologically responsible economic opportunities for their members, have emerged as excellent structures for implementing sustainable strategic management strategies along the whole pyramid of coevolving developed, developing, and undeveloped markets. Both the business ecosystem leaders and niche players in these whole pyramid business ecosystems have critical roles to play in formulating and implementing potentially profitable strategies that help reduce the human footprint and improve the quality of human life. Ecosystem leaders need to be responsible for creating and shepherding their business ecosystems' visions of a sustainable future, and niche players need to be responsible for providing the ecosystem with an innovation trajectory designed to make those visions a reality.

To improve our understanding of offshoring and how it is evolving, salient ideas from both institutional and prospect theories are utilized to build a more descriptive model of how decisions are made to (re)direct foreign investment into offshored activities. Careful examinations of the offshoring programs in India and Mexico reveal that they took different investment trajectories during the past decade that can be aptly explained by this integrative model. The primary information used to measure the population trends of offshoring firms in India and Mexico comes from proprietary data sources for each country that issue annual reports on the number of operators in their respective offshoring sectors, that is, services and manufacturing.

States that owing to foresight and planning by Portuguese business executives, most firms in Portugal survived the difficult 1970s and 1980s and, as a consequence, are stronger in today's competitive internal and external challenges. Sets out the methodology used and gives data analysis and results in a descriptive way, with the use of explanatory tables. Closes by stating that time-based differentiation may offer new ways for firms competing in highly differentiated markets.

Sustainable strategic management emerged from the coevolution of strategic thinking in today's sustainability challenging business environment. Business ecosystems, designed to create socially and ecologically responsible economic opportunities for their members, have emerged as excellent structures for implementing sustainable strategic management strategies along the whole pyramid of coevolving developed, developing, and undeveloped markets. Both the business ecosystem leaders and niche players in these whole pyramid business ecosystems have critical roles to play in formulating and implementing potentially profitable strategies that help reduce the human footprint and improve the quality of human life. Ecosystem leaders need to be responsible for creating and shepherding their business ecosystems' visions of a sustainable future, and niche players need to be responsible for providing the ecosystem with an innovation trajectory designed to make those visions a reality.

To improve our understanding of offshoring and how it is evolving, salient ideas from both institutional and prospect theories are utilized to build a more descriptive model of how decisions are made to (re)direct foreign investment into offshored activities. Careful examinations of the offshoring programs in India and Mexico reveal that they took different investment trajectories during the past decade that can be aptly explained by this integrative model. The primary information used to measure the population trends of offshoring firms in India and Mexico comes from proprietary data sources for each country that issue annual reports on the number of operators in their respective offshoring sectors, that is, services and manufacturing.

To capture diverse aspects of smart shopping for apparel, a comprehensive measurement based upon (a) shopping benefits and costs, (b) consumption economics, and (c) and consumer decision making stages was developed. Employing an extensive literature review, focus group interviews, personal interviews, and surveys, we developed the three-stage, seven-dimensional, and gender-neutral smart shopping measure for apparel. The smart shopping dimensions identified were: information search and planning in the prepurchase stage; effort/time savings, right purchase, and money savings in the purchase stage; and satisfaction and word of mouth in the postpurchase stage. The measure was validated with multiple tests and a structural model validated the significance of the proposed relationships among constructs. This study expanded the conceptualization of smart shopping for apparel by investigating cost and benefit components, by uncovering specific outcome constructs, and by identifying activities that generate smart shopper feelings. Suggestions for retailers as well as future research directions are provided.