scan ot topic turn big data into true business benefit · turn big data into true business benefit...

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Business SCAN July 2017

HOT TOPICTURN BIG

DATA INTO TRUE BUSINESS

BENEFIT HIGH PERFORMANCE IDEASThe latest ideas and fresh thinking from around the worldP. 06

HOT TOPICA key topic for management executives right nowP. 03

CORE CAPABILITY IDEASResearch, intelligence and new findings on innovation capabilitiesP. 09

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Turn Big Data into True Business Benefit

Every day, we create 2.5 quintillion bytes of data – so much that 90% of data in the world today has been created in the last two years alone1. When data sets get so big that they cannot be analysed by traditional data processing application tools, we have ‘Big Data’. Today, Big Data are woven into every sector, used to creating transparency, enabling experimentation, improving innovating, supporting decisions, increasing segmenting, etc. However, although organisations may hold an enormous amount of data, they’re not always using it to its full advantage. All organisations need to take Big Data and its potential to create business value seriously. It is the path to competitive advantage.

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In practice, the term Big Data often refers to the use of predictive analytics, user behaviour analytics, or certain other advanced data analytic methods that extract value from data. Very large data sets are analysed to reveal patterns and trends and find new correlations to spot business trends, prevent diseases, combat crime – enlightening the path to true benefits.

Data integration requires much more than simply collecting skills. Similar to the curator of a major Vincent van Gogh or Pablo Picasso exhibit, data curators need to follow some simple steps to elevate their work from good to great, to generate unique perspectives and insights and to tell a story that resonates.

1: Computer Business Review (2017) What is Big Data and why is it important? [ONLINE] Available at: http://www.cbronline.com/news/big-data/analytics/what-is-big-data-and-why-is-it-important-4172588. [Accessed 20 June 2017].

"Very large data sets are analysed to reveal patterns

and trends... enlightening

the path to true benefits."

RESEARCH: CURATE DATA FOR DEEPER INSIGHTS

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HOT TOPIC:


DEEP DIVE: LEARN TECHNIQUES BEHIND CURATING BIG DATAFurther your understanding of the Hot Topic at the KnowledgeBrief Advanced Management Platform. www.knowledgebrief.com/login

Technique content provides management executives with a brief but comprehensive overview, focusing on business application, highlighting implementation steps and success factors.

Big Data Analytics Business Intelligence Database Systems and Management

Know your objective from the start | It may seem obvious and yet it is a common mistake many companies make. Having a clear picture of what you want to achieve will help separate data that is truly useful from what is simply available. Don’t use opportunism as your guiding principle.

See the bigger picture by thinking of implementation | The data sets are less important than the insights you are looking to activate and your reason for activation. Think about how your integrated data set will be applied by your business. Plan your analyses knowing what decisions need to be made, who is deciding and how the decisions will be made. Drive change, don’t just develop insights.

Be directive, not dogmatic | Be careful not to replace surveys and other custom solutions with data integration. Rather, combine the two. Understand your data, use it and look to fill in the most important blanks with additional survey insights. Follow the insight from the data.

Be additive, not duplicative | Look for data sources that complement rather than overlap. Having two different metrics for the same market dynamic is confusing, not constructive. Good curation requires looking beyond the options handed to you. Find the right yin to your existing data’s yang.

Embrace transparency | Do not accept ambiguity in your data sources and avoid it in your own output. Understand the quality and limitations of your data sources before you bring them together and look for better data if you are not satisfied. Also, be very clear about how you have combined and edited information, so it’s clear what it is and how it can and cannot be used. Black box approaches ultimately benefit no one.

Understand your audiences | Understand the decisions that users of your data need to make and put the right data front and centre in the dashboard. Putting one insight next to another may bring out new implications in both, just as hanging two paintings side by side reveals unseen elements in each. Make sure results are presented in ways that are useful.

Be data-agnostic | If the project’s goals require the incorporation of third-party data, publicly available sources and the client’s loyalty card records, do not resist the obvious. Predetermined ideas about where proper insights come from and who is profiting can distract you from your top priority: meeting the client’s stated needs. Nimbleness and flexibility are essential qualities of the data curator.

7 SIMPLE STEPS TO ELEVATE YOUR WORK WITH DATA FROM

GOOD TO GREAT

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Sources: Computer Business Review (2017) What is Big Data and why is it important? [ONLINE] Available at: http://www.cbronline.com/news/big-data/analytics/what-is-big-data-and-why-is-it-important-4172588. [Accessed 20 June 2017]; Janssen, J., Van der Hoort, H., and Wahaudy, A. (2016) Factors influencing Big Data decision-making quality, JBR, 70 • August 2016; Data, data everywhere. The Economist. 25 February 2010. Retrieved 9 December 2012; Amarican Marketing Association (2017) 8 Tips to Curate Data for Deeper Insights and Better Decision-Making. [ONLINE] Available at: https://www.ama.org/publications/MarketingNews/Pages/8-tips-data-curation-for-insights-decision-making.aspx. [Accessed 20 June 2017].

The value of Big Data often originates from the ability to make better decisions. However, the quality is not solely dependent on the data. Many factors surrounding data also influence the quality of data-based decision-making.

CHECKLIST: FACTORS INFLUENCING THE QUALITY OF DATA-BASED DECISION-MAKING

KnowledgeBrief Hot Topic

Action point: Tick off the factors in the table where you consider your organisation is doing well. Evaluate how to improve the factors that you haven’t ticked.

FACTORS DESCRIPTION

Agreements among organisations are crucial to ensure mutual understanding of Big Data, to create clear responsibilities and procedures and to improve communications.

Build structures of communication and knowledge exchange to understand and process data. This is necessary for building trust among organisational entities.

The data cannot stand alone; knowledge about how the data is collected and processed also needs to be transferred, to be able to interpret the data correctly and to understand how it can be used. Once an analyst has more knowledge about the context, the findings and patterns and relationships become easier.

Collaboration among providers, analysts and decision-makers is a key condition to overcome fragmentation and create a Big Data chain. In contrast, the inability to collaborate can block the creation of valuable applications.

To enhance the Big Data chain as well as lower efforts and costs, it is crucial to integrate processes and to standardise tasks and data.

Routines improve velocity as they enhance the possibility of making decisions in real-time.

Determines the ability and the amount of effort available and needed to handle the processing of data.

Find specialists who can deal with Big Data; have knowledge of Big Data analysis and are able to communicate with business people to interpret the results. These people are scarce.

Big Data provides little value if it is not accurate and people are not able to interpret analyses with confidence to make decisions. A wrong decision can be costly.

Decision-makers should be able to interpret the outcome of the analytics and understand the implications. It is found that the more experienced decision-makers are, the better and the faster decisions can be made.

Contractual governance

Relational governance

Knowledge exchange

Collaboration

Process integration

Routinizing and standardisation

Flexible infrastructure

Staff

Data quality of the sources

Decision-maker quality

a


1 Global investments are still a good bet. As markets in

different countries have increasingly correlated in recent years, the strategy of casting investments far and wide across the world to make up for regional stagnation has seemed less worthwhile. As a consequence, investors put their money in places that are familiar, usually their own country. A professor at Harvard Business School argues that such an investment strategy may be unwise. He explains there is an overwhelming chance that market development is in fact correlated with investor sentiment, rather than the underlying fundamentals. Investors should be less concerned about moving their money when shocks occur. Looking beyond a 10- to 20-year time frame, investors can ride out those waves. Being globally diverse is basically making a bet that the global economy will be in a better position in 20 or 30 years than it is today. That is safer than betting on any one specific economy. (HBSWK)

2 Institutional mindfulness can rectify mindless consumption.

Millions of contemporary consumers sleepwalk through a fog of impulses,

habits, addictions, compulsions and decision biases. This is stated in a research article focusing on mindfulness and its transformative potential for, amongst other things, consumer behaviour. The big question the research approached is whether it is possible to rectify mindless consumption by helping consumers to make choices with more mindfulness, defined as “the awareness that arises by paying attention, on purpose, in the present moment, and non-judgmentally.” While institutional endorsement of mindfulness in practice can seem premature, the study shows that it would help integrate the approach into society, including the marketplace, and contribute to a broader influence on consumption choices and behaviours. (JPPM, AMA)

3 Irrelevant negative information can enhance positive

impressions. Information seemingly irrelevant to the customer, such as unhelpful user reviews, can enhance product appeal and have a positive effect on consumer’s choices. The reason is that when unhelpful reviews are clearly labelled with a negative valence, for example with a one-star

in a five-star rating, their inclusion alongside positive, meaningful reviews leads to greater product preferences. Consumers feel confident that the information they have about the product is more complete and they conclude that there is nothing negative to say about the product. This in total boosts the impact of the positive reviews. (JCP)

4 Design effective ads in the new viral context. Viral has

become the holy grail of digital marketing. Companies devote more and more attention to getting shares. Research has shown that ads with emotional appeals are more likely to be shared than informative appeals, and for this reason, many companies choose to focus on emotional appeal. However, a new study shows that while emotional ads increase sharing, informative ads bolster brand evaluation and purchase likelihood. This means many companies may be sacrificing advertising effectiveness with the goal of increasing shares. Instead, marketers should consider that consumers might be able to watch content that they are more likely to pass on, while also evaluating the

The latest thinking and fresh research from around the world

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persuasion attempts more positively and gaining knowledge about the brand. Emotional appeals that maintain the brand as an integral part of the message may be the best way to go viral and create value for the brands. (AMA)

5 CEO general managerial skills are better to combat a crisis.

A new study documents a strong positive relation between pre-crisis managerial ability and corporate investment during the crisis period. Furthermore, the companies with great managerial ability secure greater financing and they are less vulnerable to financial constraints during a crisis. What is interesting is that, while this relationship remains robust in the presence of a large array of control variables capturing corporate governance attributes, executive compensation incentives and CEO characteristics, the study also revealed that the relationship was prevalent only among companies with CEOs that had general managerial skills, rather than company-specific skills. (JBR)

6 Leaders might want to consider the power of drawing.

While collaboration across teams is a big challenge many leaders face, the psychological blocks that prevent collaboration are difficult to see. Collaboration, and the issues that plague it, can be compared to an iceberg, where seven-eighths of it is found below the surface. Also, when you actually ask people to verbalise how a given collaboration is going, all manner of defence mechanisms instantly kick in. A rich history of research shows that drawings go a long way towards removing filters. To understand the group dynamics between your teams, you might want to try to ask your team to draw it based on their gut feelings, without using words or thinking too hard about it. Doing this, people are often surprised to start discovering their blind spots. With some analysis, the implicit becomes more explicit. (IK)

7 Supply chain collaboration is vital to compete in the

market. Rather than focusing only on improvement at an individual company level, a study shows that supply chain collaboration is vital to compete in the market and business process management and supply chain collaboration should be taken equally seriously. Companies need to consider how business process management, supply chain collaboration, collaborative advantage and organisational performance relate to each other on a broader spectrum. Companies could benefit from being better able to define and measure specific actions relating to all the practices. (SCM)

8 The concept of supply chain resilience. A new study has

developed a theoretical framework for building supply chain resilience. When you break it down, the study reveals three major constructs used to define supply chain resilience: (1) phases of resilience, (2) resilience strategies and (3) the capabilities needed to be resilient. Emerging from the capabilities construct are five core aspects: the ability to anticipate, adapt, respond, recover and learn. The explorative nature of this study and the role of the concept mapping framework have not yet been empirically tested. Yet, at this point, it lays a solid foundation for future approaches to supply chain resilience. (SCM)

9 Thinking of time as money has physiological consequences.

A recent study concludes that people who are keenly aware of the economic value of their time, generally are more psychologically stressed than people for whom the economic value of time is less salient. For example, in roles where time is accounted in billable minutes, people are more aware of the ticking clock. Even while dining with friends or coaching a child’s football game, they are thinking about how much income they are forgoing. Employers should look for ways to mitigate the time-is-money mentality, including moving toward annual salaries rather than hourly pay scales. (SBI)

10 Company reports could look very different in the future.

Many companies see ‘the company’ as a static set of assets - one of which is people. While at the level of individuals and teams it is credible to report tangible progress, at the organisational level the terms of reference continue to be dehumanised and focused on market share, quarterly reports, assets, corporate structure, capital, etc. A new study suggests that rather than seeing a company as simply featuring some aspects of behaviour and psychology, we should see the actual company overall as behavioural. For example, could company accounts become an appendix to the People Report, a rich blend of quantitative and qualitative reports on the strengths and weaknesses of the real business,

"A new study shows that while emotional ads increase sharing, informative ads

bolster brand evaluation and purchase likelihood"

View full source references in KBProfessional

KnowledgeBrief Innovation Edge


others say that this splitting of prides may be too simplistic. A new study has taken a closer look at the actual causes and consequences of pride and it emerges that pride may be a core moral emotion that encourages pro-social behaviour and group harmony. With this perspective in mind, should motivational leaders consider whether pride could be a tool to work with alongside, for example, trust? (CON)

13 Who gets to control innovation? Increasingly,

the people and companies with the technological or scientific ability to create new products or innovations are de facto making policy decisions that affect human safety and society. But these decisions are often based on the creator’s intent for the product and they don't always take into account its potential risks and unforeseen uses. A lecturer in cutting-edge ethics draws attention to how we may be leaping into humanity-defining innovation without the equivalent of a constitutional convention to decide who should have the authority to decide whether, when, and how these innovations are released into society. We need to consider the ethical ramifications. What checks and balances might be important? (W)

14 Don’t expect the data to provide both the question

and the answer. According to a professor from Stanford University, most people are using data like a drunk man uses a lamppost, for support rather than illumination. Because there is so much data, managers tend to say: “let me see what the data says.” But that is a big no-no. Rather, the important point is to ask the appropriate question and use the right tools and then there is a chance that the data can actually provide the answer. One piece of advice from the professor is not to look for the value of Big Data in the length of the data, for example in the millions of customer’s observations. Instead, find value in the depth of the data, or in the breadth of the data. In most cases, if you analyse 1,000 customers versus 1 million you'll derive about the same insights. (CBS)

instead of the current practice of adding a mistitled summary of intangible assets onto the financial report? (LBSR)

11 Increase sleep to increase productivity. Sleep’s

biological function has been on researchers’ radar for more than 50 years. What the research seems to agree on, is that sleep is the price we pay for having a nervous system that can continuously adapt to each individual’s environment. Hence, from a business perspective, sleep loss hinders leaders’ productivity. On a societal level, sleep loss is a health risk. However, almost a third of the working population sleeps less than 6 hours per night on a regular basis. Although leaders should probably not interfere with individuals’ sleeping habits, interventions focusing on prevention and treatment of sleep disturbances are areas of opportunity where both productivity and health could be improved. (EBR)

12 Pride can motivate good behaviours? Is it good to

be proud? Much of the research in this area has focused on determining whether pride is good or bad for us. A solution has been to split it into two emotions: hubristic pride (that can lead to states of arrogance and smugness) and authentic pride (that promotes confidence and fulfilment). However,

“Increasingly, the people and companies with the technological or scientific ability

to create new products or innovations are de facto making policy decisions that

affect human safety and society”

If you analyse

1,000 customers versus

1 million you'll derive about the

same insights

09


Research, intelligence and new findings on innovation capabilities

15 Using multiple business models enables companies

to tap into resources and capabilities not otherwise available. However, when aiming for the benefits of strategic diversification, the danger is to end up using different business models that are in direct conflict with one another, such as providing offers that are mutually exclusive, or defocusing resources from core activities that sustain competitive advantage. The key is to be able to combine activities that efficiently relate to and mutually reinforce one another. Executives need to assess whether there is a fit not only between the activities underpinning each business model but also across multiple business models. (SMR)

tag Strategy

16 The benefits of engagement initiatives. Companies are

increasingly offering engagement initiatives to facilitate B2C interactions or interactions among customers/clients. While the return of investment is relatively easy to measure in sales, returns on engagement initiatives (RoEI) is more complex. Exploring a mobile app that a tool manufacturer provides for free to engage its buyers, a new paper

provides empirical evidence on how the benefits of engagement initiatives materialise. First, the app increased the manufacturer’s annual sales revenues by ~20%. Second, the RoEI was higher when buyers created more projects using the app. The conclusion is that customer participation intensity appears to underlie RoEI. (JOM)

tag Strategy

17 Futures forecasting is a learnable skill. The

art of forecasting the future is to simultaneously recognise patterns in the present, and think about how those changes will impact the future, so that you can be actively engaged in building what happens next. Or, at least be less surprised by what others develop. Companies like Accenture, Ford, Google, IBM, Intel, Samsung and UNESCO all have had futurists on staff. But any organisation can learn to master this process. Somewhat simplified, within every organisation are people whose dominant characteristic is either creativity or logic. The magic is in uniting opposing forces, harnessing both wild imagination and pragmatism. (SMR)

tag Strategy

18 Regret and work–life balance. The science of

regret argues that some of our most intense regrets have to do with losing touch with friends – the longing for a close connection. This does not mean that we should not prioritise, for example, a career. Plenty of research shows that when we have an opportunity and take it, we are less likely to feel regretful. What we need to see clearly, is that preserving friendships does not necessarily mean limiting ambition or refusing to chase opportunities that might disrupt one’s sense of community. The key is finding ways to make personal connections wherever you are and putting an actual effort into preserving the ones you value the most. (KI)

tag Culture

19 Do you ask: “This may not be the correct answer?”

Imagine a pond of lily pads that are growing and doubling every day. On day 48, the pond is full. On what day is the pond half full of lily pads? The intuitive incorrect answer is 24. Instead, if lily pads doubled every day, and the pond is full on day 48, how full is it on day 47? This is called a cognitive

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ON CORE CAPABILITIES:THE INNOVATION ENGINE

NEW IDEAS


And for those who are not willing to put in the work, a good manager has to move forward with replacing them or redistributing their work to others. (HBR)

tag Leadership

23 Four leadership takeaways from the UK election. All

of this might seem a far cry from the boardroom and business leadership, but is it? (1) Leadership demands differ on the journey. In the sell phase, it is all about shaping reality through vision and willpower; in the delivery, it is about agility in dancing to the tune that reality plays. (2) Identity and character are mixed in with more primitive reactions to imagery. Impressions coalesce from non-verbal behaviours that convey perceived dominance, likeability and trustworthiness. (3) Politicians like to choose the terrain on which they will fight the battle, but once the battle starts, a journey of uncertainty starts. (4) The group identity of “followers” can hinder effectiveness. Elections take place in a many-layered social space, with networks of “interests” representing how voters see themselves in relation to the parties. (LBSR)

tag Leadership

24 Your brain may be tricking you into seeing more

diversity. When people perceive one type of diversity within a group, even something as mundane as height or shirt colour, they are more likely to judge the group is diverse in other ways, like race or gender. This is because of heuristics, also called decision-making shortcuts. Likewise, business leaders may be overestimating how much diversity is present in their team. Managers need to be much more intentional, for example, by asking themselves on what dimension their team is diverse and if that is the dimension they care about. (OBHDP, SBI)

tag Process

reflection test (CRT), where there is an intuitive answer that jumps to one’s mind, but it is wrong. A new study has found that testosterone makes people rely on their instinctive answer that jumps to their head – even when it is wrong. In the specific case of the CRT, we know it is negative. But in real life, intuitions are very often right and you can’t make a strong case as to whether this is good or bad. What the study really tells us is how complex cognition can be. (KaW)

tag Culture

20 Say no to the good ideas that just aren’t good

enough. Because we don’t want to disappoint our bosses, many times we say yes, when we actually should say no. But, when we over-commit, we spend our time checking things off a list rather than actually creating value. Help your team to stop over-committing: (1) Establish a value assessment system. Rate new initiatives on a scale. (2) Track metrics that answer two questions: When will we know if this doesn’t work, and how will we know? (3) Celebrate saying no. People think focus means saying yes to the thing they’ve got to focus on. But focus is to say no to the hundred other things. (4) Reward initiative. If an employee comes up with an interesting, viable concept, let him or her run with it. (HBR)

tag Culture

21 Eight signs you are going to fail as a leader. (1) You

fail to let your employees know how what they do makes a difference. (2) You don't show that you understand your employees’ perspectives. (3) You show little commitment to the organisation's purpose. (4) You fail to define and review goals that align with the organisation's purpose. (5) You never listen - or people think you don’t. (6) You fail to employ the values of the organisation consistently. (7) You seem to be dishonest and insincere to your staff. (8) You don't make your employees feel important and appreciated. Managers who make their employees feel threatened or unworthy, quickly de-motivate their employees and lose the performance edge. (CIPD)

tag Leadership

22 Set your team members up for success. A manager’s

job is not to compete for the “most popular manager” award. At the same time, a manager’s success depends on the success of their team members. Not dealing with poor performers can be worse for morale and overall team performance. The first step to success is to set clear expectations to everyone on the team. These requirements “allow” you to meet with any “problem” performers one-on-one. For those ready to move forward, co-create an action plan including supportive steps.

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KnowledgeBrief Innovation Engine

Increase Decrease No change

FTSE

RPIJ

CPI

PPI (Output)

Retail Sales

GDP (Latest)

Industrial Production (Latest)

Manufacturing (PMI)

Service (PMI)

Construction (PMI)

Gold

Commodities

£ / €

£ / $

US GDP EU GDP Business confidence

Business confidence (Manufacturers)

Unemployment rate

Consumer confidence (GfK NOP)

Non-financial companies’ net rate of return

Manufacturing companies’ net rate of return

Service companies’ net rate of return

7.449

+3.7%

+2.9%

0.1

+0.9%

+2.0%

-0.8%

56.7

53.8

56.0

1.245

141.1

1.14

1.27

2.0%

1.9%

102.8

116.4

+4.6%

-5

12.4%

12.7%

17.7%

KEY INDICATORS26th June 201725 The cognitive bias of

others. In an explorative study, the German electric utility RWE, recognised that in a series of disappointing investments, it was cognitive biases that led to flaws in their strategy. The reason was a top-down approach with leaders speaking first, that produced a champion bias where no one dared to criticise their views. This is a good example of why it is important to become aware of not only your own cognitive patterns, but also the likely ones of the people you work with. In RWE, leaders speak last now, after they have heard everyone else’s opinion. (MQ)

tag Process

26 It is important to restore customer satisfaction

after failed co-created services. Customer research gives great attention to externally triggered emotions, such as anger. However, there is limited knowledge about the self-directed emotions that customers experience, such as shame and guilt. New research highlights that, with the rise of co-created products and services, these emotions are important to consider. The researchers explain that failures of co-creation result in customers dealing with self-directed emotions such as guilt, shame and self-pity; where ‘attribution to effort’ leads to guilt, and ‘attribution to ability’ leads to shame. (JBR, JAMS)

tag Process

27 Self-belief is useful. But it can also be dangerous. A

confident person can acknowledge and openly express that they are unsure. Yet a person who is confident that they are always right entertains little or no uncertainty. A person who believes in themselves can live with the disagreement of others, with the temporary vulnerability of not knowing what to do, or not being able to satisfy others’ needs for certainty. To increase belief in yourself, consider

three strategies: (1) Be curious about other people, cultures, disciplines and points of view opposed to yours. (2) Put yourself in new situations. Anything, as long as it is something new. (3) Listen to your inner self, your emotions and your fears. (LBSR)

tag People

28 Build the lifestyle that allows for your brain

to function at its best. Information overload is everywhere, from non-stop news to rat-a-tat email inboxes. Six principles can serve as a guide to good brain hygiene: (1) Set the vacuum cleaner: Reflect on what just happened, rather than reflect on all prior activities. (2) Place a filter on the container: Either reactively do not absorb, or proactively prepare your brain to ignore information you don’t need. (3) Turn the blender on: Connect and pair ideas to make space in your brain. (4) Cement memories: Build deliberate distractions into your day to empty the “short-term memory cup” quickly. (5) Turn on the garbage disposal: Substitute memories quickly to disrupt troublesome memories early. (6) Activate the recycling machine: Condition your body: when your body lacks energy, your brain will suffer too. (HBR)

tag People

29 When is healthy enthusiasm a problem?

Doing something habitually or excessively does not necessarily make it problematic. While there are many behaviours such as drinking too much caffeine that could theoretically be described as addictive behaviours, they are more likely to be habitual behaviours that are important in a person’s life but actually cause little or no problems. It is crucial to distinguish between healthy excessive enthusiasm that adds to life, and an addiction that takes away from it. (CON)

tag People


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S C A N S O U R C E S

ACM Association for Computing Machinery

ADHR Advances in Developing Human

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AL Accenture Labs

AMA American Marketing Association

AMD Academy of Management Discoveries

AMJ Academy of Management Journal

AMP Academy of Management Perspectives

APA American Psychological Association

AR Accenture Research

ASQ Administrative Science Quarterly

BB Bloomberg Businessweek

BBC BBC News

BCC British Chambers of Commerce

BI Business Insider

BITC Business in the Community

BIR Business Information Review

BJM British Journal of Management

BPCQ Business and Professional

Communication Quarterly

BPR Business Perspectives and Research

BQ Benefits Quarterly

C The Conversation

CBS Columbia Business School

CBR Compensation & Benefits Review

CEER Centre for European Economic Research

CfL Centre for London

CGR Corporate Governance: An International

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CIO CIO Magazine

CIPD Chartered Institute of Personnel and

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CIPS Chartered Institute of Purchasing and

Supply

CMA Competition & Markets Authority

CMI Chartered Management Institute

CMR California Management Review

CON The Conversation

DSEL Developments in Business Simulation

and Experiential Learning

E The Economist

EBR European Business Review

EC European Commission

EFTA European Free Trade Association

EIU Economist Intelligence Unit

Ent Entrepreneur

EMJ European Management Journal

ET Economic Times

ETP Entrepreneurship: Theory & Practice

F Forbes

FC Fast Company

FD Financial Director

FT Financial Times

FTC Federal Trade Commission

FTN Fortune

G The Guardian

GCU Glasgow Caledonian University

GNR Global Business Review

GOM Group Organization Management

GOV UK Government

GSCI Global Supply Chain Institute

GSJ Global Strategy Journal

HBR Harvard Business Review

HBSWK Harvard Business School Working

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HRDR Human Resources Development Review

HRM HR Magazine

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HRPS HR People + Strategy

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IBM IBM Research

IBT International Business Times

IJBC International Journal of Business

Communication

IJDG International Journal of Disclosure and

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IJHRM International Journal of Human Resource

Management

IJSCM International Journal of Supply Chain

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IK INSEAD Knowledge

ILR Industrial and Labor Relations Review

IW Industry Week

JABS Journal of Applied Behavioural Science

JAMS Journal of the Academy of Marketing

Science

JASP Journal of Applied Social Psychology

JBE Journal of Business Ethics

JBR Journal of Business Research

JCP Journal of Consumer Psychology

JCR Journal of Consumer Research

JFE Journal of Financial Economics

JHM Journal of Health Management

JIA Journal of Interactive Advertising

JIE Journal of Interdisciplinary Economics

JIM Journal of Intelligent Manufacturing

JLOS Journal of Leadership & Organizational

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JMR Journal of Marketing Research

JMS Journal of Management and Strategy

JoA Journal of Accountancy

JoAP Journal of Applied Psychology

JoIM Journal of International Marketing

JoM Journal of Marketing

JoOM Journal of Operations Management

JOOP Journal of Occupational and

Organizational Psychology

JPPM Journal of Public Policy & Marketing

JPSM Journal of Purchasing & Supply

Management

JPSP Journal of Personality and Social

Psychology

JSCM Journal of Supply Chain Management

JSR Journal of Service Research

KaW Knowledge@Wharton

KI Kellogg Insight

L The Lawyer

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LBSR London Business School Review

LGA Local Government Association

LI The Lauder Institute

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MQ McKinsey Quarterly

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PM People Management

PR Personnel Review

PUK Parliament UK

RES Review of Economic Studies

SBI Stanford Business Insights

SBS Saïd Business School

SCS Supply Chain Standard

SCM Supply Chain Management: An

International Journal

SCMR Supply Chain Management Review

SEJ Strategic Entrepreneurship Journal

SMJ Strategic Management Journal

SMR MIT Sloan Management Review

SO Strategic Organization

SSRN Social Science Research Network

SU Stanford University

T The Telegraph

TCN Tech Crunch Network

TJ Training Journal

TR TechRepublic

TS Third Sector

W Wired

WaW Wharton@Work

WCER Wisconsin Center for Education Research

WEF World Economic Forum

WSJ Wall Street Journal

WTO World Trade Organization

YG YaleGlobal

99U 99U

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