Research examining regulatory focus suggests it is an important predictor for many work outcomes (Gorman et al., 2012; Lanaj, Chang, & Johnson, 2012; Neubert, Carlson, Roberts, Chonko, & Kacmar, 2008; Whitford & Moss, 2009). Theory suggests that fluctuations in in regulatory focus can impact employee outcomes (Koopmann, Lanaj, Boyce, & Campana, 2016), but there is little empirical evidence of this proposition. Moreover, there is little evidence that the influence of fluctuations in regulatory focus on work outcomes are influenced by other employee individual differences. The purpose of the present study was to test the proposition that daily shifts in prevention focus influence daily shifts in CWB, and this relationship is moderated by employee prosocial identity.

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Resiliency measurement is a great tool for evaluating system performance and proposing solutions to prevent damage and to recover from disruptive events. This study proposes an analytic approach to quantify narrow waterway systems’ resiliency during disasters. First, metrics are introduced to quantify the resiliency before, during, and after a disruption. The existing Key Performance Indicators (KPIs) for Maritime Transportation Systems (MTS) are examined, and two metrics, 1) the number of inbound and outbound vessels and 2) Total Stopped Vessel-Hours, are selected to measure the resiliency of a waterway system. Second, a heuristic method is developed to derive the KPIs from the Automatic Identification System (AIS) data. Finally, the proposed methodology is performed for the Houston Ship Channel (HSC) AIS data before, during, and after Hurricane Harvey, in August 2017. The results are presented for the entire channel and highlight useful information about the performance of individual docks, terminals, and waterway zones within HSC. This study helps decision-makers identify the weaknesses and potential bottlenecks in a waterway confronting a disruption and come up with remedies.

Purpose: The purpose of this study is to investigate whether, in the context of making a go/no-go decision regarding a failing new product, the use of a stopping rule and/or a new decision-maker would reduce the escalation of commitment (EOC). Design/methodology/approach: This study uses a classroom experiment design and uses logistic regression and a chi-square test to analyze its data. Findings: The findings show that both responsible and non-responsible participants are more likely to perceive the negative performance of a new product as less negative and believe that the goal for the product can be reached when there is a stopping rule and proximal negative feedback indicates a level of performance below but very close to it than when there is no stopping rule. Therefore, they are more likely to continue the failing new product, whether they are responsible for the product or not. However, non-responsible decision-makers are more likely than their responsible counterparts to discontinue the failing new product in the absence of a stopping rule. Research limitations/implications: This paper extends the theory of EOC by showing that the use of a stopping rule and/or a new decision-maker may not reduce EOC. Practical implications: This paper provides useful guidelines for managers on how to reduce EOC. Originality/value: The originality and value of this paper are found in the investigation of a situation in which the use of a stopping rule and/or a new decision-maker may not reduce the EOC.

Purpose: Artificial intelligence (AI) is a rapidly growing frontier. One promising area for AI is its potential to assist sales managers in providing salesperson feedback. Despite this promise, little work has been done within the business-to-business (B2B) sales domain to investigate the potential impact of AI feedback on critical sales outcomes. The purpose of this research is to explore these issues and respond to calls in the literature to determine how AI can enhance salesperson adaptability and performance. Design/methodology/approach: Survey data from a sample of 246 B2B salespeople was used to test the conceptual model and research hypotheses. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings: The findings provide broad support for the model. An AI-feedback rich environment and salesperson feedback orientation predicted perceived accuracy of AI feedback which, in turn, strengthened intentions to use AI feedback. These favorable reactions to AI feedback positively related to adaptive selling behaviors, and adaptive selling behaviors mediated the relationships between intentions to use AI feedback and organizational commitment, as well as sales performance. Contrary to expectations, it did not mediate the relationship between intentions to use AI feedback and job satisfaction. Practical implications: The managerial implications of this study lie in explaining practical considerations for the implementation and use of AI feedback in the sales context. Originality/value: This study extends literature on technology adoption, performance feedback and the use of AI in the B2B sales domain. It offers practical insight for sales managers and those responsible for implementing AI solutions in sales.

The thesis analyses the current situation in the company Interconnect s.r.o and proposes a short-term and long-term suggestions in area of management, marketing, human resource management and financial management that should contribute to increase in the prosperity of this company. The thesis is divided into theoretical and practical part.

Resistance of subsidiaries of multinational corporations to global coordination efforts by their headquarters is an important contemporary research subject in the field of international business studies. This case study of sales and marketing organizations in five international subsidiaries of a highly divisionalized corporation illustrates how the capabilities and the willingness to adopt and pursue global strategies is strongly influenced by local situational and organizational factors. The defining business problem was different in each country organization, ranging from product related issues such as quick innovation cycles and price competition, to economic concerns like emerging market dynamics and economic crisis, and other problems related to cultural dissimilarity. A large degree of divisionalization seems to dilute central leadership, as central managers compete for the attention and the resources of the subsidiaries and local managers behave like independent distributors, picking and choosing the most favorable offerings. In order to establish successful leadership in the absence of hierarchical control, intermediate central sales and marketing managers need to first of all internally coordinate their activities towards their local counterparts. Top management needs to establish legitimate authority of intermediate managers by clear definitions of international matrix roles and management procedures. Central sales and marketing managers need to have enough international field experience to be able to correctly assess the different local situations, advance their initiatives in a diplomatic way on all local hierarchy levels and to become overall credible and accepted partners for the local teams. Directly engaging in field activities with local customers and sales teams seems to help achieving these objectives and thus to contribute to the successful enforcement of global strategies.

Positioning is an important tool of marketing planning and brand building on the market. Positionig is a streategy that helps marketers to differentiate the brand from those of competition and creaete unique brand perception in minds of target consumers. In a proces of positioning development four core elements must be defined and analyzed -- target consumer, unique consumer benefit which brand offeres to the target consumer, brand and its brand equity and competitors from whom we want to differentiate the brand. In my dissertation I address both, theoretical attitudes toward positioning and its definition, as well as practical application of theoretical conclusions in case study from corporate practice

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