Innovation, Entrepreneurship and Leadership

In today’s complex and unpredictable work environments, understanding how employees respond to unachieved daily work goals is crucial to supporting their well-being and day-to-day productivity.

Published in Journal of Applied Psychology, new research from the University at Buffalo School of Management found that an employee’s downtime mindset impacts their day-to-day productivity, which can be mitigated by a workplace climate that encourages a future-oriented mindset and offers practical insight for managers seeking to support and retain employees.

“Instead of simply treating a missed goal as a mistake or failure that should be punished, managers need to help employees bounce back and protect them from falling into a psychological downward spiral,” says study co-author Min-Hsuan Tu, assistant professor of organization and human resources.

Businesses that focus on innovation are more likely to be acquired—and command a higher price when they are—according to new research from the University at Buffalo School of Management.

Recently published in the Journal of Banking and Finance, the study found that firms with larger innovation output and more research and development (R&D) investment are more likely to be acquired, receive unsolicited bids and receive multiple bids from companies seeking innovation through acquisition.

“Through our examination of decades of data, it’s clear that innovation is a motive for corporate takeovers,” says Jennifer Wu, clinical assistant professor of finance. “Innovative firms are more likely to be acquired and receive greater takeover premiums in the market for corporate control.”

Tapping into the leadership skills of employees who don’t have managerial titles is critical for team success, and new School of Management research reveals how organizations can do so successfully.

Available in The Leadership Quarterly, the research offers a nuanced understanding of shared leadership, in which multiple members assume leadership roles to lead each other—either simultaneously or on a rotating basis.

“Shared leadership generally develops as roles transition across team members, especially when their expertise fits the needs of the team,” says James Lemoine, associate professor of organization and human resources. “But the exact process has yet to be discovered, which has limited our ability to put it into practice.”

 Sleep apnea is an underdiagnosed and undertreated condition, but as awareness and demand for care increase, School of Management researchers have helped create a new set of digital tools to serve the growing number of patients.

Published in JMIR Formative Research, the telemedicine platform is made up of four parts: a mobile app for patients, a web app for providers, a dashboard for reporting and an artificial intelligence-based chatbot for customer onboarding and support. 

“Platforms like the one we developed can break access barriers while ensuring access to high-quality care, especially for the 22 million Americans affected by obstructive sleep apnea," says study co-author Raj Sharman, professor of management science and systems.

Much like how the fictional Sherlock Holmes often found crime-solving inspiration from his partner Dr. John Watson, new School of Management research shows how real-life co-workers can trigger creativity, too.  

Published in the Journal of Organizational Behavior, the research investigates how to identify and encourage creative catalysts—those employees who inspire creativity in their colleagues—and if there’s such a thing as too much creative support.

They found that employees with strong personal ties and friends in common are the best creative catalysts, because they share norms and language that ease the transfer of knowledge. That’s counter to other research that has concluded people are more creative when they interact with people they have weak relationships with—those who might bring new information or a different perspective.

The UB MBA Consulting Group is a pro bono, student-run firm that selects three to four projects to complete each semester for small- to medium-sized businesses or nonprofits. Read how these students are making an impact.

The Henry A. Panasci Jr. Technology Entrepreneurship Competition brings together UB students from science, technology, business and other disciplines to maximize their potential and create viable businesses in Western New York.

The school’s Global Programs Office and our Center for Leadership and Organizational Effectiveness (CLOE) offer programs for students at our partner institutions abroad, empowering them to become more effective leaders in any team, organization or community. In addition, School of Management students may participate in some Global CLOE programs as volunteers or mentors, helping them to forge connections across continents, gain insights into other cultures, and develop their own leadership skills.

School of Management students have the opportunity to gain global perspective—even right here in the United States. Through the Experience the 50 program, students explore various industries and cities to see how they can make an impact in their careers. So far, they've gotten an inside look at the financial world in Washington, D.C., Disney’s global business model in Orlando, the tech space in Silicon Valley, and much more.