Professor Of Management Research Articles

Practical Applications of From Derivatives to Mega-Funds: An Interview with John Hull

<b>John Hull</b>, the Maple Financial Professor of Derivatives and Risk Management at the <b>Rotman School of Management</b> at the <b>University of Toronto</b>, is very well known in the field of quantitative finance. He has published dozens of papers and several books, including the classic <b><i>Options, Futures, and Other Derivatives</i></b>, which is widely used in university classrooms and trading rooms around the world. Hull’s work spans a wide range of topics, including interest rates, credit derivatives, volatility and risk management. He will be speaking at the <b>Global Derivatives Trading &amp; Risk Management Conference</b> and is studying new areas of securitization, as he explained to <b>Institutional Investor Journals</b> in this pre-conference interview.

Superbosses: How Exceptional Leaders Master the Flow of Talent

Sydney Finkelstein Superbosses: How Exceptional Leaders Master the Flow of Talent Portfolio/Penguin Publishers, 2016 $16.66 (hard cover), 220 pagesMost of us will encounter a wide range of bosses over our work experience; some terrible, some quite good, and some that might even be great. However, we rarely experience a truly exceptional boss who is transformational and becomes the standard by which all other bosses are measured. But if we do experience such a Superboss, what exactly makes that boss so special? The book Superbosses: How Exceptional Leaders Master the Flow of Talent provides an interesting and engaging answer.Author Sidney Finkelstein (Steven Roth Professor of Management at the Tuck School of Business at Dartmouth) is a very competent writer and stellar scholar, who keeps the reader's interest for the majority of the 220 pages and nine chapters of the book. This is partly due to how the author intersperses intriguing details from over 200 interviews that he conducted and synthesizes over a decade of research on an array of CEOs, artists, and entrepreneurs. The breadth of sources that Finkelstein draws from is impressive. Leaders such as Lorne Michaels, Bill Walsh, George Lucas, Miles Davis, Ralph Lauren and Oprah, to name a few, demonstrate the diversity inherent in the Superboss idea. Finkelstein shows that Superbosses, despite apparent differences, share key attributes, practices and perspectives, which are skillfully drawn out from the litany of anecdotes and personal stories. At the core, Superbosses tend to exhibit certain behaviors and practices, such as cultivation and selection of extraordinary talent, passionate uncompromising vision, willingness to accept new ideas, and creation of a culture of competition and cooperation.The book starts by describing three main types of Superboss: Iconoclasts, Glorious Bastards, and Nurturers. Iconoclasts are characterized by work and passion, and are typically the artists. For Iconoclasts, their mission in life is to express what is inside them; to let the rest of us in on what they see, feel and hear (p. 25). And through single-minded passion, they inspire others, gathering around themselves devoted followers. Iconoclasts are adept at seizing young, untapped talent, and placing them in demanding situations, and accept nothing but best, all in the name of creating art. Iconoclasts provide freedom for exceptional protegees and colleagues to explore own limits, but always within the confines of the driving passion and vision of the leader.Glorious Bastards are leaders focused on winning, and at any cost. These Superbosses seem unlikely to provide the environment for personal thriving, but instead they understand that in order to win, they need the best people and the best teams (p. 27). Again, the focus is on cultivating and developing talent. Pushing talent to extremes is a common theme among Superbosses, but Glorious Bastards do it in such a way that they can engender passionate dislike and disdain among employees. However, according to Finkelstein, that results in deep respect among employees and a fast-track for those who can keep up. The prototypical Glorious Bastard is Larry Ellison of Oracle. According to his employees, Ellison employed management by ridicule and intimidation instead of teamwork due to his unbelievably competitive nature. However, this is compensated easily by a turbocharged career (p. 28).Nurturers are the more caring, feeling type of leader. The Nurturer is deeply interested in his subordinates, and provides intense, meticulous, personalized feedback and attention. They are similar to a servant leader, placing great emphasis on the success of followers. They will celebrate employees who graduate on to bigger things, and will remain committed and available to those who move on.Whether one is an Iconoclast, Glorious Bastard or Nurturer, the trait running through each type of Superboss is an ability to find and develop exceptional talent. …

OTC Asia Sessions Discuss Region’s Role in Price Downturn, Recovery

As the oil and gas industry weathers a transitional phase brought on by a drop in oil prices, burgeoning markets in Southeast Asia stand poised to establish themselves as legitimate players in the future. Attendees of the recent Offshore Technology Conference Asia in Kuala Lumpur saw the myriad ways in which the region’s potential could make it into an industry stronghold. In a series of sessions devoted to individual countries in the Asia Pacific region, representatives from national oil companies, multinational operators, and service companies presented their thoughts on the roles they will play in the overall development of the region and the global oil market. China Panel speakers at the China country session described a country flush with natural resources but unable to exploit them to the fullest extent. Led by its national oil company, the China National Petroleum Corporation (CNPC), the country is eager to acquire the tools needed to increase production from its oil and gas reserves. While the Chinese market is still in a nascent developmental stage, Zhang Xiaofeng said the CNPC is optimistic about its progress in developing specific types of reservoirs. Zhang, a project manager at CNPC, cited volcanic reservoirs as a particular source of optimism. China has one of the largest collections of proven volcanic reserves in the world; 900 billion m3 of the country’s 3 trillion m3 (Tcm) total proven reserves is in volcanic reservoirs. However, Zhang said there are some technical difficulties CNPC faces in actualizing these resources. He said the company must improve its reservoir prediction techniques, as well as its crack detection. Zhang was equally optimistic about shale gas prospects in China, but operational costs must continue to decline in order for the country to increase development of the resource. CNPC estimated that in 2015, the cost of drilling a horizontal well in shale formations in the Sichuan Basin ranged between USD 11.3 million and USD 12.9 million per well, representing a 23% cost reduction from 2013. “Of course, shale gas is an important resource for China,” Zhang said. “It is a rich gas area, and hopefully some of our successful projects will push shale.” China’s focus on shale gas has been driven in large part by its inability to develop its coalbed methane (CBM) resources. The country’s total resource of CBM is approximately 36.8 Tcm, but the coal depositional structure in China is too complex for the existing technological infrastructure to exploit. Overcoming this complexity will be critical for the country in the near future. Zhang said there is, at present, no large-scale commercial production of CBM in China. Xiangyu Wang, a professor of construction management at Curtin University and the moderator of the session, said renewables should play a larger role in China’s energy policy, even as the country continues to develop its oil and gas economy. Coal made up 65.7% of China’s total energy consumption in 2013, compared with 18.9% for oil and 5.5% for gas.

EDITORIAL COMMENTS

1. Francois Cocquemas 1. is The FMRC Research Scholar at Vanderbilt University in Nashville, TN and a PhD candidate at EDHEC Business School in Nice, France. (francois.cocquemas{at}owen.vanderbilt.edu) 2. Robert E. Whaley 1. is the Valere Blair Potter Professor of Management and

Adina Merenlender: Building a new mode of extension for biodiversity conservation

Profile Adina Merenlender: Building a new mode of extension for biodiversity conservation W “Success to me,” Merenlender said on an af- ternoon walk through the oak woodlands of the Hopland Research and Extension Center (REC), “is when the public connects directly with what UC has to offer and will go to bat for UC gardens, reserves and presses, and call for more faculty to study and teach natural history.” Today, the program is blossoming. More than 1,500 participants have completed a California Naturalist course. The program now has a full-time academic coordinator, Greg Ira, and has received grant funding from the National Science Foundation and the California Wildlife The California Naturalist Conservation Board, and in 2015 was honored as program encourages the program of the year by the national Alliance of participants to engage in Natural Resource Outreach and Service Programs. research, environmental monitoring and restoration The second statewide California Naturalist confer- work. Here, California ence is scheduled for September 9–11 at the Pali Naturalists explore trace Mountain Center in the San Bernardino Mountains. fossils with geologist Ed Through partnerships with more than 30 sci- Clifton at Point Lobos State Natural Reserve in ence and environmental education organizations Brooke Gamble Monterey County. Julie Sparenberg hen UC ANR conservation biologist Adina Merenlender launched the California Naturalist program in 2012, she was looking to do more than just educate people. She wanted to build a community — inspired to be stewards of the natural world and to push for the resources and policies needed to defend the state’s threatened biodiversity. Adina Merenlender, founder and director of the UC ANR California Naturalist program, is a UC ANR Cooperative Extension specialist in conservation biology based at the Hopland Research and Extension Center and an adjunct professor in the Department of Environmental Science, Policy and Management at UC Berkeley. around the state, the California Naturalist program provides 40-hour certification courses focused on natural history as well as stewardship and com- munication. The training encourages California Naturalists to volunteer around the state with natu- ral resource agencies and nonprofit organizations, and participants are encouraged to engage in re- search, environmental monitoring, restoration work and education and outreach. “The desire to learn about natural history is insa- tiable,” Merenlender said. “We’re giving motivated people a way to help out.” The mix of science and action that characterizes the California Naturalist program mirrors the 20- year UC ANR career of Merenlender, a Cooperative Extension (UCCE) specialist based at Hopland REC and an adjunct professor of environmental science, policy and management at UC Berkeley. The threat that development poses to intact natural landscapes has driven Merenlender’s work since her early years with UC ANR. In the late 1990s, Merenlender and her collaborators used satellite land-cover data to track and project the rapid expansion of vineyards in Sonoma County (Merenlender 2000). In calling out this agricultural growth as a threat to habitat and biodiversity, the work put Merenlender at odds with the powerful wine industry. http://californiaagriculture.ucanr.edu • APRIL–JUNE 2016 57

Erratum

Lindebaum, D (2015). Critical Essay: Building new management theories on sound data? The case of neuroscience. Human Relations 69(3): 537–550. DOI: 10.1177/0018726715599831 The following corrections apply: Dirk Lindebaum’s affiliation is Cardiff Business School, UK. Dirk Lindebaum’s mailing address is Cardiff Business School, College of Arts, Humanities &amp; Social Sciences, Cardiff University, Aberconway Building, Colum Drive, Cardiff CF10 3EU, UK. Email: mail@dirklindebaum.eu Dirk Lindebaum’s bio note is as follows: Dirk Lindebaum obtained his PhD from Manchester Business School, and he is now a Professor in Management at Cardiff Business School. One stream of his research activities pertains to organizational phenomena that involve emotional processes broadly defined. Another stream that he has pursued of late concerns the increasing visibility of neuroscientific theories and methods in the study of organizational behavior. Further details on publications, media engagement, online talks and other issues can be obtained from his website ( www.dirklindebaum.eu ).

Editorial introductions

Editorial introductions

IDENTIFYING NATIONAL REPUTATION CONCEPTUAL MODEL USING GROUNDED THEORY

Organizational reputation have been raised and explained by researchers for years. But theorizing of national reputation subject is in its early stages. The aim of this study is to propose the conceptual modelof national reputation. This model can be used as a template by policy makers and researchers in various fields, especially economy and trade. The research method used in this research is grounded theory. In the first step relevant literature has been studied in order to identify and define the related concepts of national reputation, and in the nextstep, the national reputation model has been clarified through conducted interview with the administrator of the government, private sector executives and management professors, based on a structured approach of grounded theory model.

Legacy: Professor Slawomir Magala (Slawek)

Purpose – Professor Slawomir Magala is a full professor of Cross-Management at the Department of Organization and Personnel Management in Rotterdam School of Management (RSM), Erasmus University (RSM, 2015). His education stems from Poland, Germany and the USA, and has taught and conducted research in China, Egypt, Kazakhstan, Croatia, Estonia, the United Kingdom and Namibia. He is a former Chair for Cross-Cultural Management at RSM and has achieved many things, from being editor-in-chief of the Journal of Organizational Change Management (JOCM), to receiving the Erasmus Research Institute in Management (ERIM) Book Award (2010), for The Management of Meaning in Organizations (Routledge, 2009). It has received honors for being the best book in one of the domains of management research. It was selected by an academic committee, consisting of the Scientific Directors of CentER (Tilburg University), METEOR (University of Maastricht) and SOM (University of Groningen). All these research schools are accredited by the Royal Netherlands Academy of Arts and Sciences (KNAW). The paper aims to discuss this issue. Design/methodology/approach – This is a review of Professor Slawomir Magala’s contributions as editor of Journal of Organizational Change Management. Findings – Slawomir (Slawek) Magala will be known for many contributions to social, organizational, managerial research, and it will be remembered that he has created a great legacy in the field of cross-cultural competence and communication on processes of sense making in professional bureaucracies. He has authored and co-authored many publications including articles, books, professional publications, book contributions and other outputs, and is an established professor of cross-cultural management at the Department of Organization and Personnel Management in RSM, Erasmus University. He will be known for his work as editor of Qualitative Sociology Review, and one of the founding members of the Association for Cross-Cultural Competence in Management, not to mention the Journal of Organizational Change Management. Many of his articles have appeared regularly in leading refereed journals, such as the European Journal of International Management, Public Policy, Critical Perspectives on International Business and Human Resources Development International. His greatest legacy is in the field of cross-cultural management, but branches out to many other management studies. Research limitations/implications – The research is limited to his work in capacity of editor of Journal of Organizational Change Management. Practical implications – This review provides a guide for positive role model of an excellent editorship of a journal. Social implications – Magala’s legacy acknowledges this research and its power to create numerous papers and attract a lot of attention (Flory and Magala, 2014). Because of these conferences, these empirical findings have led to disseminating the conference findings with JOCM (Flory and Magala, 2014). According to them, narrative research has become a respectable research method, but they also feel that it is still burdened with a lot of controversies on with difficulties linked to applying it across different disciplines (Flory and Magala, 2014). Originality/value – The review covers the creative accomplishment of Professor Magala as editor.

Reasons to be cheerful? Policy prospects in 2016

Kieran Walshe, Professor of health policy and management at Alliance Manchester Business School asks what lies ahead for the health service in 2016

Understanding Uncertainty and Risk in Capital Projects

The SPE Asia Pacific Unconventional Resources Conference and Exhibition held in Brisbane last November featured a special session, “Megaprojects: Past, Present, and Future,” that focused on some of the key issues facing megaprojects in the Asia Pacific region. Panel speakers discussed the main impediments to megaprojects, resource acquisition and management, and the project management skills and business climate in the region. Another topic the speakers addressed was the role of uncertainty and risk in sanctioning megaprojects. In an environment where more than half of all projects are facing cost overruns, schedule delays, or both, the need to recognize problem areas prior to sanction is as great as ever (Ernst and Young 2014). One way to improve decision making for megaprojects is to understand, quantify, and mitigate risk and uncertainty. To do that, exploration and production companies are spending money to gather and analyze the necessary data. Steve Begg, a professor of petroleum engineering and management at the University of Adelaide and a panelist at the megaproject special session, said a company that is biased toward risk aversion or risk-seeking behaviors faces a worse long-term outcome than companies that take a risk-neutral, or an expected-value, approach to decision making. “If you’ve got large degrees of uncertainty but you’re unbiased, then one project might fail but another one might be brilliant, and if you look at a collection of decision outcomes in a corporation, you’ll be well ahead. So uncertainty isn’t the problem. It’s bias,” he said. The final investment decision often involves three elements: an owner’s goals for the project, the tasks an operator can realistically execute within a project, and the information an operator has about the project. Begg said a problem most companies face is that the information they have is skewed toward desirable outcomes such as lower costs, lower construction times, and higher production totals. Begg said that faulty estimations are a measure of uncertainty, and risk is a possible consequence of uncertainty. A company that makes optimistic estimations prior to sanction is not engaging in risk-seeking behavior, and a company that makes cautious estimations is engaging in risk-averse behavior.

The Seven Habits of Highly Effective People (Book Review)

&#x0D; &#x0D; &#x0D; &#x0D; &#x0D; DR STEPHEN R COVEY was born in 1932. He spent most of his life in Utah with his family. Sadly, he died in a bicycle accident as he was seriously injured in that accident and lost his precious life, at the age of 79 years on July 16, 2012.&#x0D; Dr. Covey has graduated from Harvard University in MBA and has served mostly at Brigham Young University as a professor of business management and organizational behavior. In addition to it he has also completed his doctorate from Brigham Young University.&#x0D; Covey is a co-founder of Franklin-Covey organization specializes in the application of Covey’s principal-centered approach to leadership and management. Across the world Thousands of other organizations, including many of the Fortune 500 companies, have adopted his innovative techniques on leadership, teamwork, and customer-focused service.&#x0D; &#x0D; &#x0D; &#x0D; &#x0D;

The Great Wall of FERPA: Surmounting a Law's Barrier to Assurance of Learning

Journal of Legal Studies EducationVolume 33, Issue 1 p. 129-164 Article The Great Wall of FERPA: Surmounting a Law's Barrier to Assurance of Learning Henry Lowenstein, Henry Lowenstein Professor of Management and Law, Baxley Applied Business Professor, Coastal Carolina University. The author expresses grateful appreciation to Dr. Mark Mitchell, Chair and Professor of Marketing, and, Dr. Michael Latta, Professor of Marketing at Coastal Carolina University for their assistance in the conduct of this research.Search for more papers by this author Henry Lowenstein, Henry Lowenstein Professor of Management and Law, Baxley Applied Business Professor, Coastal Carolina University. The author expresses grateful appreciation to Dr. Mark Mitchell, Chair and Professor of Marketing, and, Dr. Michael Latta, Professor of Marketing at Coastal Carolina University for their assistance in the conduct of this research.Search for more papers by this author First published: 22 January 2016 https://doi.org/10.1111/jlse.12037 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume33, Issue1Winter 2016Pages 129-164 RelatedInformation

Managerial Competencies for Various Management Levels

In the light of the role they play in the effective management of organisations, managerial competencies are a subject of interest for researchers throughout the world today. This is reflected in the huge number of publications on the topic. The competencies of managers of both enterprises and public organisations are investigated.The managerial competency list is a basic managerial competencies management tool that enables the identification, realisation assessment and development of necessary managerial competencies. The list can be used to identify competency gaps among management staff.The objective of the article is to list managerial competencies the author believes are necessary for managers in contemporary enterprises, based on a review of the literature. The results of the research indicate significant competencies for the effective performance of managers at various levels of management: highest, middle, lowest. Delphi method was used in the research, in which the following participated: 100 experts, including 42 professors of management and 58 managers from various levels of management in the enterprises employing at least 50 employees. The results of the research were compared with the R. L. Katz’s model of managerial skills.

Internal Brand Management Relationship with Brand Citizenship Behavior, Job Satisfaction and Commitment in Saipa Teif Company

Abstract The main objective of this research is to study the relationship between brand citizenship behavior, job satisfaction and commitment. In terms of purpose, the research is applied and terms of the relationship between variables, it is correlational. Research methodology is also survey. The statistical population are the employees of Saipa Teif Company and 136 people were selected through limited sampling. The sampling method is also simple random sampling. Data gathering tool is standard questionnaire and in order to evaluate its validity, viewpoints of marketing management professors and directors of the company and also the load factor are used. Also, in order to check the reliability of the questionnaire, Cronbach's alpha coefficient is used. For data analysis, correlation test is used in order to examine the research hypotheses. SPSS statistical software is used to create database and to test hypotheses. The correlation test demonstrates that there is a positive significant relationship between internal brand management and brand citizenship behavior. Internal brand management and job satisfaction have a positive and significant relationship at 99% confidence level. Internal brand management and brand commitment also have a positive and significant relationship.

Managing Educational Reforms during Times of Transition

Being the leader of a university is a unique and diverse challenge ever since universities have been described by Cohen and Marchin (1974) as ‘organized anarchies’ with high inertia, unclear technologies and problematic goals. This could be in part due to the fact of the temporary status of their roles amplifying a sort of conflict of identity in that they seek to maintain an academic identity, whilst being under pressure to take a long–term strategy. Another challenging element in today’s world is the high competitive and changing environment that requires sometimes dramatic and long-term decisions in order to guarantee the survival of the academic institution. The current period presents a unique set of challenges and opportunities to universities and there is no doubt that the quality of leadership in the sector is crucial to developing the necessary entrepreneurialism and resilience required (Wooldridge, 2011). Drawing from the author’s own experience of working more than 20 years in developing leaders and adding the experience as professor of strategic management and manager in the higher education sector, the purpose of this article is to present a focused strategy summarized in six practical points that can help leaders of colleges and universities reinvent their industry and survive in the long term. Purpose: The purpose of this article is to analyze the challenges and opportunities to universities and thus to propose some practical solutions. Design/methodology/approach: The article is based on concepts and on the own experience of the author as manager in the higher education sector. Findings: A list of practical solution to modern challenges is proposed. Research limitations: The lack of empirical data that can validate the model. Practical Implications: Considering the emphasis placed on challenges and opportunities, the model can have some practical implications in the management of universities. Originality/value: The article attempts to present a complete list of challenges and opportunities universities are facing. The list can provide a basis for further analysis from universities’ managers.

Book Reviews

Nicole Maestas of Harvard Medical School reviews “Medicare and Medicaid at 50: America's Entitlement Programs in the Age of Affordable Care”, by Alan B. Cohen, David C. Colby, Keith A. Wailoo, and Julian E. Zelizer. The Econlit abstract of this book begins: “Eighteen papers present a comprehensive assessment of the evolution of the Medicare and Medicaid programs and their impact on society from their origins in the Great Society era to the age of the Affordable Care Act, addressing the relationship between the two programs. Papers discuss Medicare, Medicaid, and the moral test of government; the contentious origins of Medicare and Medicaid; civil rights and Medicare—historical convergence and continuing legacy; the early days of Medicare and Medicaid—a personal reflection; the road not taken—what happened to Medicare for all; the transformation of Medicaid from poor law legacy to middle-class entitlement; how the courts created the Medicaid entitlement; Medicaid and the social transformations of American elders; the third rail of politics—the rise and fall of Medicare's untouchability; Medicare innovations in the war over the key to the US Treasury; Medicaid rising—the perils and potential of federalism; independence and freedom—public opinion and the politics of Medicare and Medicaid; the era of big government—why it never ended; the missing piece—Medicare, Medicaid, and long-term care; Medicare, cost control, and the future of American health care; Medicare in American political history—the rise and fall of social insurance; policy entrenchment and regret in Medicare, Medicaid, and the Affordable Care Act; and the world that Medicare and Medicaid made. Cohen is Professor of Health Policy and Management at Boston University Questrom School of Business and Director of the National Program Office of the Robert Wood Johnson Foundation Investigator Awards in Health Policy Research and Scholars in Health Policy Research Programs. Colby is the former Vice President of Policy at the Robert Wood Johnson Foundation. Wailoo is Townsend Martin Professor of History and Public Affairs and Vice Dean of the Woodrow Wilson School of Public and International Affairs at Princeton University. Zelizer is Malcolm Stevenson Forbes, Class of 1941 Professor of History and Public Affairs at Princeton University.”

Interview with Jamie Blustein

Jamie is an Associate Professor (of Computer Science and Information Management) and director of the HAIKU (Hypertext Augmenting Intelligent Knowledge Use) research group at Dalhousie University. Jamie co-authored the ACM's first-ever hypertext-format conference article outside of the Hypertext conference.

Beyond A Behavioral Theory

Negotiation JournalVolume 31, Issue 4 p. 505-508 Review Essay Beyond A Behavioral Theory Richard B. Peterson, Richard B. PetersonRichard B. Peterson was a professor of management and organization at the School of Business Administration at the University of Washington in Seattle from 1966 to 1999. He died in 2011.Search for more papers by this author Richard B. Peterson, Richard B. PetersonRichard B. Peterson was a professor of management and organization at the School of Business Administration at the University of Washington in Seattle from 1966 to 1999. He died in 2011.Search for more papers by this author First published: 23 October 2015 https://doi.org/10.1111/nejo.12134 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume31, Issue4October 2015Pages 505-508 RelatedInformation

Negotiations Theory and Ombuds Practice

Negotiation JournalVolume 31, Issue 4 p. 419-423 The Evolution of the Behavioral Theory in the Workplace Negotiations Theory and Ombuds Practice Mary Rowe, Mary RoweMary Rowe was the ombudsperson at the Massachusetts Institute of Technology in Cambridge, Massachusetts from 1973 to 2014. She has been an adjunct professor of negotiation and conflict management at the MIT Sloan School of Management since 1985. Her e-mail address is mrowe@mit.edu.Search for more papers by this author Mary Rowe, Mary RoweMary Rowe was the ombudsperson at the Massachusetts Institute of Technology in Cambridge, Massachusetts from 1973 to 2014. She has been an adjunct professor of negotiation and conflict management at the MIT Sloan School of Management since 1985. Her e-mail address is mrowe@mit.edu.Search for more papers by this author First published: 23 October 2015 https://doi.org/10.1111/nejo.12119Citations: 4 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume31, Issue4October 2015Pages 419-423 This article also appears in:A Collection of Mary Rowe's Negotiation Journal Articles RelatedInformation