Leadership Role of Executives in Building Customer Relationship Marketing

Dr. Adebowale Onatolu

Abstract:  “If leaders are to be effective in a diverse society, they need to understand their own preferred style and behaviors, and how these may differ from those preferred by others. Otherwise, their interactions with others are likely to be fraught with misattributions, misunderstandings, and misinterpretations,” (Ayman, & Korabik, 2010, p.1). By understanding their own leadership styles, executives can play significant leadership role in transferring their leadership styles to build a long-term relationship with their employees which translates into building Customer Relationship Marketing (CRM); a concept that focuses on establishing long-term relationships with customers. The paper will discuss the role of executives in the customer relationship marketing concept of the company.

Link to Research: https://www.marketing.org/

Reference: Onatolu, A. (2013 June) Leadership Role of Executives in Customer Relationship Marketing. Business Marketing Association. Newsletter.

Author Bio: Adebowale Onatolu (aka Dr.D or Debo) is a full-Time professor and the Acting Chair of the Bachelor of Arts in Marketing program in the Forbes School of Business and Technology at Ashford University. His academic background includes a bachelor’s degree in Business and Management from Northeastern Illinois University, a master’s degree in Marketing Communications from Roosevelt University in Chicago, and a doctorate in Business Administration (DBA) from University of Phoenix. Teaching was something that Debo always planned on doing because it would allow him to stay in the classroom and keep him studying forever. His professional experience includes corporate positions and small business ownership. He participates in various conferences and workshops to enhance his business knowledge.

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Foreign Direct Investment, Corporate Social Responsibility and Poverty Alleviation: Evidence from African Countries

Efiong Akwaowo, PhD

Abstract: During the past two decades, advances toward a truly global economy were driven by the role of Multinational Enterprises (MNE).  The progress in Foreign Direct Investment (FDI) has raised many controversies in the ways these foreign investors conduct their businesses in the developing countries.  More attention has been given to Corporate Social Responsibility (CSR) in developing countries.  Despite such attention, Africa is much less represented than any other continent.  MNEs, which embark on FDI, are faced with an important decision on how to enhance CSR in order to reduce poverty in their host countries. The authors reviewed peer-reviewed literature exploring FDI, CSR and how FDI contributed to the reduction of poverty in the African developing countries of Nigeria, Ghana, and Cameroon.

Link to Research: https://ssrn.com/abstract=2801750

Reference: Akwaowo, Efiong and Swanson, Andree. (2016) Foreign Direct Investment, Corporate Social Responsibility and Poverty Alleviation: Evidence from African Countries. Review of Business & Finance Studies, Vol. 7(2), p. 21-33, 2016.

 Author Bio:

This is Efiong Akwaowo, PhD, an Assistant Professor in the Forbes School of Business. Dr. Akwaowo holds a PhD in Business Administration with a specialization in International Business from Northcentral University and a Master of Business Administration in Management along with a Bachelor of Business Administration in marketing both from Texas Southern University. He focuses on areas in International Business, Entrepreneurship and Global Strategic Management. He has worked in the corporate world for more than 15 years in the area of strategic planning and has been teaching traditional and online classes for more than seven years.

1.858.436.6056 or via email: Efiong.Akwaowo@ashford.edu

Linked-In Address: https://www.linkedin.com/in/akwaowo

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Virtual Teams – Individual Perceptions of Effective Project Management that Contribute to a Collective Effort in Project Success

Title:  Virtual Teams – Individual Perceptions of Effective Project Management that Contribute to a Collective Effort in Project Success

Abstract:  How do effective project managers use team communication, relationship building, and project management elements in dispersed virtual project teams to influence overall project success when team members have little face-to-face interaction? This article focuses on research conducted on distributed project management teams that had to rely on a virtual, technologically-driven environment for coordination and communication of project tasks and objectives throughout the life of the project. This investigation concentrated on seeking the dispersed project team member who could function effectively as an interconnected and cooperative team member in order to achieve project success even though not co-located with other team members.

Link to Research: www.pmi.org

Reference:  Toler, L. (2014).  Virtual Team – Individual Perceptions of Effective Project Management that Contribute to a Collective Effort in Project Success. Project Management Institute.  Retrieved http://www.pmi.org/

Author Bio:  Dr. Lisa Toler is a Manager and certified Project Management Professional at Brookhaven National Laboratory (BNL) where she has been employed for 33 years.  She currently leads the Nonproliferation Policy and Safeguards Implementation Team and serves as the BNL point-of-contact for the Next Generation Safeguards Initiative under the NNSA Nuclear Safeguards and Security program and the U.S. Program of Technical Assistance to IAEA Safeguards (POTAS) U.S. Laboratory Coordinator at BNL.  Dr. Toler participates in program development activities, and provides ongoing response to the Next Generation Safeguards Initiative’s call for proposals

Dr. Toler also teaches Organizational Behavior at the graduate and undergraduate level and Organizational Change at the undergraduate level as an online adjunct Associate Professor with Ashford University, Forbes School of Business. 

Linked-In Address: https://www.linkedin.com/in/toler-lisa-t-70650a46 

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Inhibitors to Transparency

Title: Inhibitors to Transparency

Abstract: Transparency is a critical component in achieving a level of organizational success. This article discuss areas that inhibit transparency and impact not only on organizations (the business) but the people within the organization. The lack of leadership integrity, organizational culture, and the inability to communicate effectively through interpersonal communication skills are defined inhibitors to organizational transparency within this article. By addressing the identified transparency inhibitors leaders are able to achieve a level of organizational success. 

Link to Research/Publication: http://aboutleaders.com/transparency/

Reference: Powel, C. (2015). Inhibitors to Transparency. About Leaders. Retrieved http://aboutleaders.com/transparency/

Author Bio:
Dr. Christopher Powell currently serves as Chief Executive Officer of Leadership Integrity Services, LLC and Deputy Director of Human Capital Planning for the Army Corps of Engineers – IT (ACE-IT).

Prior to his current role as Deputy Director of Human Capital Planning, he served as the Deputy Director of the Central Region of ACE-IT where Dr. Powell assisted in leading and managing over 500 federal government IT employees and over 800 government IT contractors in a virtual/non-centralized organization that extend throughout the United States, Alaska and Hawaii.

Other assignments include serving in senior positions within the United States Coast Guard, Department of Homeland Security, Army Intelligence (G-2) Pentagon and the Defense Intelligence Agency. With over 30 years experience leading and supporting public, private and non-profit sector organizations, he has also authored several articles and is currently constructing a book about leadership. Dr. Powell facilitates courses with Ashford University and has facilitated courses in organizational leadership and management, enterprise architecture, project management, transforming organizations through business process reengineering leadership, systems analysis and information technology leadership/management with Northern Virginia Community College and several other venues within the Washington DC Metropolitan area. Dr. Powell is well versed in business acumen.

As a 20 plus year military veteran, Dr. Powell was assigned to numerous countries including Asia, Europe and Africa where there have been challenges and opportunities. One such opportunity landed him on top of the Berlin Wall as the wall was being torn down. He earned a bachelor’s degree in computer information systems management from Colorado Christian University, a master’s degree in telecommunication management from Webster University, and a doctoral degree in organizational management and leadership from the University of Phoenix.

Dr. Powell completed the Department of Homeland Security Senior Fellows Program and earned certificates in IT Program Management, Configuration Management, Chief Information Officer and Information Assurance, to name a few. His passions are leadership, management and growing and developing people.

Student Learning or the Student Experience: The Shift from Traditional to Non-Traditional Faculty in Higher Education

Dr. Pamela Allen

Title: Student Learning or the Student Experience: The Shift from Traditional to Non-Traditional Faculty in Higher Education

Abstract:

Trends in higher education indicate transformations from teachers to facilitators, mentors, or coaches. New classroom management requires diverse teaching methods for a changing population. Non-traditional students require non-traditional faculty. Higher education operates similar to a traditional corporation, but competes for students, faculty, and funding to sustain daily operations and improve academic ranking among peers (Pak, 2013). This growing phenomenon suggests the need for faculty to transform the existing educational culture, ensuring the ability to attract and retain students. Transitions from student learning to the student experience and increasing student satisfaction scores are influencing facilitation in the classroom. On-line facilitation methods are transforming to include teamwork, interactive tutorials, and media, and are extending beyond group discussion. Faculty should be required to provide more facilitation, coaching, and mentoring with the shifting roles resulting in transitions from traditional faculty to faculty-coach and faculty-mentor. The non-traditional adult student may require a more hands on guidance approach and may not be as self-directed as the adult learning theory proposes. This topic is important to individuals that support creation of new knowledge related to non-traditional adult learning models.

Link to Research: http://www.tecnologia-ciencia-educacion.com/index.php/TCE/article/view/98

Reference: Revista Tecnología, Ciencia y Educación. Nº. 5 Septiembre-Diciembre 2016
Revista Tecnología, Ciencia y Educación ISSN: 2444-250X / ISSN-e: 2444-2887

Author Bio:

Dr. Pamela Allen, DM, CLC, ACF, is an Executive Life Coach who provides professional consultation related to leadership, teamwork, dissertation support, and organizational development. As a research associate in the Center for Leadership and Education Research she continues active research from national and global perspectives regarding non-traditional adult students and faculty, non-traditional face-to-face learning, blended learning, online learning, advances in educational technology, and diversity and inclusion. Following these research themes, from March to June 2016, Dr. Allen was recently involved in professional presentations at the Western Academy of Management, Accreditation Council for Business Schools & Programs, and the International Guide Conference in Madrid, Spain. The following article, “Student Learning or the Student Experience: The Shift from Traditional to Non-Traditional Faculty in Higher Education” was published in an international journal Revista Tecnología, Ciencia y Educación in September 2016. Dr. Allen received multiple honorarium awards, a research scholarship award from the School for Advanced Studies, and a Publication Research Award in November 2016. She also received Outstanding Teaching Award from the University of Phoenix in 2016.

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Best Practices for Including Emotional Intelligence in Real Estate Professionals

Dr. Andree Swanson

 Title: Best practices for including emotional intelligence in real estate professionals

 Abstract: Having competency in emotional intelligence has proven to be an effective skill leading to an individual’s overall success in the workplace. When working with real estate clients, awareness and proper application of emotional intelligence could benefit the realtor by meeting the needs of their clients. An online survey instrument was distributed through social media (Linkedin and Facebook). The survey addressed 17 questions ranging from the acknowledgement of the rules of engagement to denoting an agent’s gender. Eighteen real estate professionals participated in the study. Survey results supported the conclusion that an awareness of emotional intelligence among licensed real estate professionals exists, and realtors could be trained on the topic of emotional intelligence. By noting the benefits of being aware of emotional intelligence and providing the appropriate application training, increased financial returns for the agent and greater customer satisfaction may be achieved.

Link to Research: http://www.theibfr.com/ARCHIVE/GJBR-V8N5-2014.pdf

Reference: Swanson, A., Hamilton, D., & Zobisch, P. (2015). Best practices for including emotional intelligence in real estate professionals. Global Journal of Business Research (GJBR), 9(4), pp. 91-97. ISSN: 2157-0191.

Author Bio: Andree Swanson is an associate professor and chair of the Bachelors of Art in Business Leadership program in the Forbes School of Business & Technology™ at Ashford University. Her research interests are emotional intelligence, generational leadership, and distance education engagement. Contact her at Andree.swanson@ashford.edu.

Linked-In Address: https://www.linkedin.com/in/andreeswanson

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Bridging, Bonding and Linking Global Entrepreneurs: The Case of Sri Lanka

Title: Bridging, bonding, and linking global entrepreneurs: The Case of Sri Lanka 



Dr. Gertrude I. Hewapathirana

Abstract: The purpose of this study is to understand the dynamics and the nature of successful international business relationships between Sri Lankan small business (SB) entrepreneurs and Sri Lankan emigrants in other countries. Using social capital and social network theory framework, this phenomenological study found the nature and underlying values of business relationships that glue Sri Lankan SB entrepreneurs and their 
emigrant counterparts. ‘Family-like relationships’ and embedded values lead to developing trusting partnerships that became the sources of augmenting knowledge, resources and internationalization of Sri Lankan SBs. The findings will be useful for international human resource development (IHRD) practitioners to develop training interventions to promote SB internationalization. The implications for IHRD practice and research are discussed. It is important for IHRD scholars to conduct in-depth qualitative research to gain a deeper understanding of hidden values and practices of various SB communities whereas practitioners can initiate actions to develop global SBs. 

 

 Link to Research: http://www.tandfonline.com/doi/abs/10.1080/13678868.2013.876255?journalCode=rhrd20   
 
 Reference: Hewapathirana, G. I. (2014). Bridging, bonding and linking global entrepreneurs: the case of Sri Lanka, Human Resource Development International, 17 (2), 164-182. 

 

Author Bio: Dr. Gertrude I. Hewapathirana is an Associate Professor at the Forbes School of Business & Technology™ at Ashford University. Her expertise is in the fields of international business, entrepreneurship, strategy, and human resources. She obtained her PhD, MSc, and MA degrees from the University of Minnesota and her MBA is from the University of Sri Jayewardenepura, Sri Lanka. Gertrude is a Fulbright scholar and a Hubert Humphrey International Fellow.  She has fifteen years of industry experience holding senior leadership positions. Dr. Hewapathirana has published a book, three book chapters, two book reviews, and over three dozen peer reviewed research articles in top journals and conference proceedings. Contact her at Gertrude.Hewapathirana@ashford.edu.
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