How One Southern Newspaper Supported Status Quo in 1960s

2005 ◽  
Vol 26 (2-3) ◽  
pp. 72-84 ◽  
Author(s):  
Cynthia Bond Hopson
Keyword(s):  
African Americans ◽  
Status Quo ◽  
Business Leaders ◽  
Local Newspaper ◽  
The Status

This analysis of coverage of 1960s registration efforts by African Americans in Tennessee reveals that the local newspaper chose to protect the business leaders and support the status quo.

Race

2016 ◽  
Author(s):  
Eric Schickler
Keyword(s):  
New York ◽  
African Americans ◽  
Civil Rights ◽  
Democratic Party ◽  
Early Stage ◽  
Liberal Democratic Party ◽  
Status Quo ◽  
Business Regulation ◽  
Liberal Democratic ◽  
The Status

This chapter examines the status quo before the start of the civil rights realignment, showing that civil rights was simply not viewed as part of the standard “liberal program” as of the early 1930s. Although African Americans were vocal in attacking Franklin D. Roosevelt's weak civil rights record, they were largely alone. When whites on the left pushed Roosevelt to be a more forthright liberal or progressive, they criticized him for inadequate support for labor, weak business regulation, and insufficient recovery spending—but not for his failure to back civil rights. At this early stage, the “enemies” of a liberal Democratic Party generally were not identified with the South but instead were probusiness Democrats from the Northeast, associated with Al Smith of New York. Economic questions were the key battleground in the eyes of white liberals, and civil rights did not figure in these debates.

Visualizing Race

2017 ◽  
Author(s):  
John M. Coward
Keyword(s):  
Nineteenth Century ◽  
African Americans ◽  
Native Americans ◽  
Status Quo ◽  
The Status ◽  
Western Expansion

This chapter looks at racial imagery in Frank Leslie's Illustrated Newspaper in the final years of the nineteenth century, comparing the illustrations of Indians and African Americans as a way of explaining the shifting nature of race and representation as Western expansion ran its course. Native Americans were usually portrayed more sympathetically than African Americans. Indians were also depicted as more progressive than blacks. Moreover, Indians in the early 1890s were seen predominately as nonthreatening, both militarily and culturally. African Americans, by contrast, were closer and more familiar to whites and often perceived as less interesting to illustrators and more threatening to the status quo. Unlike Indians, whose apparent strangeness could be presented as exotic, black strangeness was ridiculed.

scholarly journals The Coronavirus Effect: Building Strategic Alliances in Today’s Universities and Colleges

2020 ◽  
Vol 6 (3) ◽  
pp. 1-6
Author(s):  
Daryl D Green ◽  
Jack McCann
Keyword(s):  
Strategic Alliances ◽  
Business Models ◽  
Short Communication ◽  
Status Quo ◽  
Business Leaders ◽  
Universities And Colleges ◽  
The Future ◽  
The Status ◽  
The Impact ◽  
Current Business

Due to disruptive changes such as COVID-19, universities can no longer afford to tackle these turbulent forces solely. In today’s hyercompetitive environment, companies that want to compete in the future understand that the status quo will not do. According to Accenture, 76% of business leaders surveyed agree that current business models will be “unrecognizable” in the next 5 years. Businesses that attempt to move forward against the backdrop of uncertainty and unpredictability with little or no partnerships will find it difficult to be successful. In this short communication, researchers examine how to build strategic alliances in a disruptive world marked by uncertainty and unpredictability, given the impact of COVID-19.

scholarly journals Dynamic capabilities and strategic paradox: a case study

2015 ◽  
pp. 25-38
Author(s):  
Patrick Bohl
Keyword(s):  
Dynamic Capabilities ◽  
Status Quo ◽  
Business Leaders ◽  
Consumer Electronics ◽  
Strategic Decision ◽  
Case Study Method ◽  
Resource Base ◽  
The Status ◽  
Market Opportunities

Today’s business leaders must constantly review and develop their firm’s abilities to adapt to and benefit from external changes. Dynamic capabilities are the capacity of an organization to purposefully create, extend or modify its resource base. They enable it to exploit business, technological and market opportunities and adapt to market changes, an ability more often observed in highly dynamic industries, such as consumer electronics or telecommunications. Using the case study method, this article identifies dynamic capabilities in traditional, less dynamic industries when faced with a sudden drop of revenue. Four distinct routines emerge, namely structure and practices enduring time-sensitive strategic decision-making by the tice, and a culture encouraging learning and coevolving. Seemingly strategic paradox objectives encourage the management team to question the status quo and, when managed well, transform the tensions between old and new into an ability to advance superior ideas faster.

Cooperation Beyond the Network

2021 ◽  
Author(s):  
Ronald S. Burt ◽  
Sonja Opper ◽  
Håkan J. Holm
Keyword(s):  
Empirical Support ◽  
Status Quo ◽  
Business Leaders ◽  
Behavioral Measure ◽  
Closed Networks ◽  
Doing Business ◽  
The Status ◽  
Combine Network ◽  
New Research ◽  
Closed Network

It is well known in economics, law, and sociology that reputation costs in a closed network give insiders a feeling of being protected from bad behavior in their relations with one another. A person accustomed to doing business within a closed network is, therefore, likely to feel at unusual risk when asked to cooperate beyond the network because of absent reputation-cost security. It follows that business leaders in more closed networks should be less likely to cooperate beyond their network (Hypothesis 1 ). Success reinforces the status quo. Business leaders successful with a closed network associate their success with the safety of their network, so they should be even less likely to cooperate with a stranger (Hypothesis 2 ). We combine network data from a heterogeneous area probability survey of Chinese CEOs with a behavioral measure of cooperation to show strong empirical support for the two hypotheses. CEOs in more closed networks are less likely to cooperate beyond their network, especially those running successful businesses: successful CEOs in closed networks are particularly likely to defect against people beyond their network. The work contributes to a growing literature linking network structure with behavior: here, the closure that facilitates trust and cooperation within a network simultaneously erodes the probability of cooperation beyond the network, thereby reinforcing a social boundary around the network. Taking our results as a baseline, we close sketching new research on personality, homophily, network dynamics, and variation in the meaning of “beyond the network.”

scholarly journals Advancing an Innovation Orientation in Organizations: Insights from North American Business Leaders

2015 ◽  
Vol 3 (1) ◽  
pp. 104-121 ◽  
Author(s):  
Christopher B Dobni ◽  
Mark Klassen
Keyword(s):  
Performance Management ◽  
Mixed Methods Research ◽  
Resistance To Change ◽  
Organizational Structures ◽  
Status Quo ◽  
Business Leaders ◽  
Research Approach ◽  
American Business ◽  
Successful Implementation ◽  
The Status

The word innovation is widely referred to in business circles as the next level of competitive advantage. However, for many organizations today, it lacks tangibility as managers struggle with developing an innovation orientation that provides sustainable value creation. Using a mixed methods research approach, the aim and contribution of this paper is to report the qualitative findings of Fortune 1000 (F1000) organizations concerning their efforts to implement innovation agendas. Over 1100 business leaders were surveyed, which proves to be one of the largest surveys of innovation to date amongst the F1000. This article sets out to answer three basic questions as it concerns the implementation of an innovation agenda in organizations. These questions include: What does innovation mean to organizations? What has been the biggest challenges to introducing and sustaining an innovation orientation? And what has worked well in supporting an innovation orientation? What we have discovered is that leaders’ thoughts on innovation are anchored on the need for changing the status quo and trying something new. They are also particularly aware of the correlation between innovation and performance. The change theme is further echoed as the predominant barrier to change. That is, breaking the inertia of the status quo is seen as one of the top barriers to innovation. Further, our findings identified six common challenges to introducing, executing and sustaining innovation. These barriers revolve around resistance to change, organizational process, leadership, funding and resources, the external environment, and customer adoption. Finally, there are a cluster of activities that have worked well to support successful implementation of an innovation orientation in organizations. Important activities such as leadership for innovation, knowledge management, organizational structures and processes, and aligned performance management were identified by leaders as noteworthy to successful innovation.

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