SBANC Newsletter
October 11, 2005
Issue 393-2005
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QUOTE
"The true measure of a career is to be able to be content, even proud, that you
succeeded through your own endeavors without leaving a trail of casualties
in your wake."
--
Alan Greenspan
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FEATURE PAPER
Rumors, Legends and Internet Hoaxes
This paper was written by Henry B. Dunn and Charlotte A. Allen of Stephen F.
Austin State University. It was presented at the 2005 Association of Collegiate
Marketing Educators (ACME) Annual Meeting.
Abstract
This paper will
examine those specific areas of rumor theory which serve as a connection
between urban legends and Internet hoaxes. Subject areas to be highlighted
include: why rumors or hoaxes are created and why they are transmitted,
with specific emphasis on computer mediated communication. We will
also examine the possible impacts that rumors, urban legends and Internet
hoaxes may have on the business community.
Introduction
Did you hear that Joe is going to be fired? Delete
this file from your computer because it is a virus (and then forward
this to everyone in your address book). Put in your social security
number on this website and it will search the FBI records and give
you any
information about you that is in the FBI records. Our company needs
to verify your account information, please reply to this email with
the account number and password. Gossip, rumors, and hoaxes have been
around for ages, but computers and the Internet have elevated the passing
of information to a new art form with sometimes disastrous consequences.
In researching the literature for this paper it was discovered that
a substantial amount of academic research has been done in the area
of rumors; with much less having been conducted in the area of urban
legends
and Internet hoaxes. Throughout the literature on urban legends and
Internet hoaxes, a common theme of rumor research and theory can be
seen even though many theories have been proposed regarding rumor generation
and transmission. Within these theories are two different schools of
thought: psychology-based theories focusing on the individual and sociology-based
theories focusing on group or societal factors (Rosnow 1988). Regardless
of the focus, there are a number of common factors that continue to
present themselves across the literature (whether it is from a psychological
or sociological basis) as being necessary for the creation and/or transmission
of rumors. This paper will examine those specific areas of rumor theory
which serve as a connection between rumors, urban legends and Internet
hoaxes. We will also examine the possible impacts that rumors, urban
legends and Internet hoaxes may have on the business community.
Read the Entire Paper...
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CONFERENCES
America & China
International Foundation and The China Association of Women
Executives
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Who: |
America & China
International Foundation and The China Association of Women Executives |
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What:
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First Annual Conference of U.S. - China Women
Business Leaders
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Where: |
Bethesda, Maryland |
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When:
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October 21 - 23, 2005 |
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2005
National Collegiate Entrepreneurs’ Organization (CEO)
Annual Conference
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Who:
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Collegiate
Entrepreneurs’ Organization |
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What:
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2005
National Collegiate Entrepreneurs’ Organization (CEO)
Annual Conference
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Where: |
Sheraton World Resort in Orlando, Florida |
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When:
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October 27-29, 2005 |
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Society for Marketing
Advances (SMA)
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Who:
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Society for Marketing Advances (SMA) |
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What:
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SMA Annual
Conference
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Where: |
Sheraton Gunter Hotel in San Antonio, Texas |
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When:
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November 1 - 5, 2005 |
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International
Council for Small Business (ICSB)
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| Who: |
International
Council for Small Business (ICSB) |
| What: |
51st
World Conference
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| Where: |
Grand
Hyatt Hotel in Melbourne, Australia |
| When: |
June
18-21, 2006 |
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USASBE/SBI
2006 Joint Conference
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| Who: |
United
States Association for Small Business and Entrepreneurship/Small
Business Institute |
| What: |
USASBE/SBI
2006 Joint Conference
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| Where: |
JW
Marriott Starr Pass Resort and Spa in Tuscon, Arizona |
| When: |
January
12-15, 2006 |
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CALLS FOR PAPERS
International
Purchasing and Supply Education & Research Association
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Who:
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International
Purchasing and Supply Education & Research Association |
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What:
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17th Annual North American Research / Teaching
Symposium
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Where: |
San Diego, CA |
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When:
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April 6-8, 2006 |
Submission Deadline:
October 21, 2005
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Ewing
Marion Kauffman Foundation
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Who:
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Ewing Marion Kauffman Foundation |
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What:
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Kauffman Dissertation Fellowship Program |
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Where: |
--
-- -- |
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When:
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--
-- -- |
Submission Deadline:
October 24, 2005
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American
Society of Business and Behavioral Sciences
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Who:
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American Society of Business and Behavioral
Sciences |
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What:
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13th Annual Meeting
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Where: |
Imperial Palace Hotel and Casino, Las Vegas, Nevada |
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When:
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February 23-26, 2006 |
Submission Deadline:
November 1, 2005
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IPSI-2006
AMALFI
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Who:
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Internet, Processing, Systems, and
Interdisciplinary (Research) |
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What:
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IPSI-2006 AMALFI
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Where: |
Hotel Santa Caterina in Amalfi, Italy |
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When:
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March 23-26, 2005 |
Submission Deadline:
November 15, 2005 (abstract)
January 15, 2005 (full paper)
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Institute
for Entrepreneurship and Small Business Advancement
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| Who: |
Institute for Entrepreneurship and
Small Business Advancement |
| What: |
8th
International Conference, "STIQE"
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| Where: |
Maribor , Slovenia |
| When: |
June 28-30, 2006 |
Submission
Deadline:
January 10, 2006
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TIP OF THE WEEK
The Consulting to Nonprofits Industry
Differences
from Business Consulting In comparison to business consulting,
several factors complicated management consulting in the nonprofit
sector. Together, these issues limited the efficiency of the
nonprofit consulting market and posed challenges to the effectiveness
of individual
engagements. Consulting to nonprofits differed from business
consulting in the following ways:
- Both client staff and consultants often had less education or
training than business counterparts in either management skills
or the use and provision of consulting.
- Some in
the nonprofit sector were leery that business concepts associated
with management consulting would threaten the values
of social-purpose organizations.
- Multiple
bottom lines and difficulty measuring performance of nonprofits
made it hard for consultants to drive clients toward
objective results or demonstrate project effectiveness.
- The wider array of stakeholders in a nonprofit made it difficult
to identify the real "client" or clearly diagnose and gain consensus
on the problem consultants were engaged to solve.
- The general lack of discretionary income among nonprofits made
it hard for many organizations to afford consulting, or other professional
services.
- The lack of scale among both clients and providers in the nonprofit
sector relative to those of the business sector limited the impact
of the industry.
- The industry could be characterized as an inefficient or underdeveloped
market, exhibiting poor information about providers and their quality,
a lack of extensive competition for projects, unclear channels
for connecting providers and clients, and low barriers to entry.
- Lacking
resources, nonprofits often did not pay for consulting, receiving
pro bono work or asking third-parties to subsidize projects,
potentially distorting consultant-client accountability.
- Knowledge of best practices in the field of nonprofit management
-- among organizations, consultants, intermediaries, and academics
-- was less advanced than it was in business.
| Source: Greiner, Larry, Thomas Olson, and Flemming Poulfelt, eds. The
Contemporary Consultant
Casebook: Educating Today's Consultants. Eagan: South-Western, 2005. 244. |
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The
SBANC Newsletter is provided as a service to the members of our affiliates:
Academy of Collegiate Marketing Educators (ACME), Association
for Small
Business& Entrepreneurship
(ASBE), Decision Sciences Institute (DSI), Federation of Business Disciplines
(FBD), International Council for Small Business Congress (ICSBC), Institute
for Supply Management, The International Small Business Congress (ISBC),
Marketing Management Association (MMA), Small Business Administration
(SBA), Service Corps of Retired Executives, Small Business Institute
(SBI), Society for Marketing Advances (SMA), United States Association
for Small Business & Entrepreneurship (USASBE), U.S.
Department of Veterans Affairs and Western Decision Sciences
Institute
(WDSI). If you are interested in membership or would
like further information
on one of our affiliates, please see our web site at http://www.sbaer.uca.edu
SBANC STAFF
Main Office Phone: (501) 450-5300
Dr. Don B. Bradley III, Executive Director
of SBANC & Professor of Marketing
Direct Phone: (501) 450-5345, E-mail: donb@uca.edu
Esther Mead, Graduate Research, E-mail: esthermead@gmail.com
Ashley Ford, Development Intern, E-mail: ASHatsbanc@hotmail.com
Olivia Johnson, Development Intern,
E-mail: reneeatuca_2003@hotmail.com |
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