Faculty in the College of Business
The College of Business has highly-qualified and dedicated faculty members known for both their teaching and research. Many have come to Akron from across the country and around the globe, bringing with them valuable global perspectives. In the classroom, they combine time-tested techniques, such as traditional lectures, seminar presentations, and case method, with innovative, interactive and technology-based approaches to learning that lead students to apply new knowledge and skills in real-world, hands-on settings. The College also employs highly experienced business professionals as adjunct and visiting faculty members.
Close ties with the business community help professors remain current on changing practices and technologies. Our also faculty remain current by continuing their scholarship, resulting in numerous publications that enrich relevant business disciplines.
Faculty Areas of Expertise
Kevin Brennan, MBA - Economics of Information System Security; economic analysis of personal privacy; data science and analytical methods; accounting information systems; AIS; fraud detection methods; healthcare economics; housing support interventions for homeless population; retirement planning
Tom Hammond, MSA, MBA, CMA - Managerial accounting, cost management, fixed asset management, process improvement and shared services
Julianne Jones, JD, MTax, CPA* - Local taxation; state taxation; national taxation; international taxation
Melanie McCoskey, Ph.D., CPA - Partnership tax; college savings plan; reasonable compensation
Doron Narotzki, S.J.D, LL.M - Tax policy; international taxation; corporate income taxation; business law
Thaddeus Neururer, Ph.D. - Financial accounting; equity valuation; derivative pricing; equity analysts; analyst forecasts; investor uncertainty; ex-ante risk distributions; non-EPS forecasts
Li Wang, Ph.D., CPA, ABV, CMA - Accounting; financial reporting; auditing; information systems
Mark Welfley, MBA - Accounting; ethical behaviors of accounting and business majors; spreadsheet modeling; decision analysis
Faculty Publications
Frederik Beuk - Emotions And Spillover Effects Of Social Networks Affective Wellbeing
Social media, undoubtedly, can impact how people feel about their lives. The two experiments conducted in this study examine the emotional spillover that comes with social media. This is the idea that the ways in which social media makes us feel can overflow onto other sites that are not social network sites.
Read MoreThe first experiment was conducted online. Users were presented with two sites of executive teams. “Namely, the sites differed in the level to which the photographs are positively posed in various environments, which, as noted, is a dominant aspect of social networks (Beuk 6). These individuals had to decide how much they would want to work for or invest in the company. The test subjects also had to rate their social networks affective wellbeing and general tendency envy.
The results of the first experiment indicated the idea of emotional contagion as the subjects “are more inclined to work with and invest in a company when its executive team members exhibit a more positive emotional expression” (Beuk 9). Overall, the results supported the idea that when the design of a non-social media site is similar to the appearance of a social media site, then it will have the same ability to trigger the users’ emotions (10).
The second experimental study involved eye-tracking. Users were supposed to look at Facebook feeds for three minutes and then rate how much 36 descriptive words apply to them. This was then compared with the first study.
The results of the second experimental study found that “the more the emotional structure of the SNS triggering site is similar to that of an SNS site, the processing of the raised emotions is relevant for the negative results to emerge” (Beuk 13). Not to mention, the emotional structure is only relevant to the work-related decision and not the investment one (Beuk 14).
Overall, this study investigates the link between how users feel on other outlets and if the impact of social media continues to impact them.
Mahesh Srinivasan - How Learning Orientation and Relational Resources Impact Lean
In his research, Dr. Mahesh Srinivasan, Associate Professor of Supply Chain and Operations Management, explored the implications of learning orientation and relational resources on lean in supply chains. Srinivasan asserts that, in order to ensure competitive advantage, a deeply embedded learning and collaborative culture is a necessary source of enhanced performance and success.
Read MoreBefore coming to such conclusions, Srinivasan developed hypotheses on the relationships between Lean, Operational Performance, Collaboration, and Learning Orientation. He tested the hypothesized relationships using a field survey method and employed techniques to minimize nonresponse and common bias. Additionally, all measurement scales were tested for validity prior to being used.
Srinivasan’s analysis of results revealed that Operational Performance is positively influenced by Lean; Lean is influenced by Collaboration; Learning Orientation is positively associated with Collaboration; and Resource Complementarity and Resource Specificity are positively influenced by Learning Orientation. It is also important to note that there are additional findings not mentioned here.
The aforementioned results of Srinivasan’s study have valuable implications for managers. With an understanding of how learning orientation and collaboration impact lean in supply chains, managers can implement tactics to enhance success and performance in turbulent, rapidly shifting markets.
Dr. Erin Markarius - Effectively Managing Remote Workers
Working remotely, as opposed to in-person, can pose many challenges for employees and managers alike, especially when this change happens rapidly like it did at the start of the COVID-19 pandemic. Dr. Erin Markarius, associate professor of management, has extensive knowledge on the challenges of remote work and research-based methods to support remote workers, which can help managers effectively lead their teams.
Read MoreWhen employees begin working remotely, particularly without much training in the face of rapidly changing or unpredictable circumstances, challenges may arise, which can impact job performance and engagement. These challenges can include distractions at home, loneliness or isolation, lack of access to information, and lack of face-to-face interaction and supervision.
To ease the transition to remote work and mitigate the challenges, there are a plethora of things managers can do to support their employees. Many of these strategies can be implemented quickly and inexpensively, making them all the more appealing.
To start, managers should provide emotional support and offer encouragement to their employees. It is important that managers acknowledge and listen to employees’ concerns, while also providing positive affirmations.
Managers can also help support employees by providing a sense of structure (i.e a daily check in) and setting specific expectations for communication. These strategies can help with the lack of face-to-face interaction and supervision.
Additionally, managers should give employees ways to interact socially to help combat feelings of loneliness or isolation. This is particularly important when the transition to remote work has occurred abruptly and employees are not accustomed to being out of the office.
With an understanding of Markarius’s research on some of the challenges that can arise with remote work and methods managers can use to support their employees, managers can become equipped with the knowledge and tools they need to effectively lead their team members in a remote environment.
Additional Researchers: Barbara Z. Larson, Susan Vroman
Faculty Research Advancement
Programs
- RISE (Research Insights and Scholarly Endeavors) is an ad hoc program featuring individual scholars (such as Visiting Scholars, industry researchers, and other guests) presenting their research.
- TAPAS (Telling All Present About Scholarship) is a socializing opportunity built around research where people discuss the research they are working on while socializing with food and drinks. The intent of this program is to build a better shared understanding of the scholarly work being done across our College without being so formal in nature.
- SIP (Scholarship Incentive Program)
Panel Workshops
Panel workshop on the "Scholarship of Teaching and Learning" will take place virtually. The workshop will be in panel form and provide a forum for discussions of a range of topics related to research on teaching pedagogy and learning.
The session is open to people outside of the COB and the University, so please feel free to share the information and attached flyer and invite others to attend. Anyone interested in attending the workshop should contace Frederico de Gregorio via email at degrego@uakron.edu
Dean's Excellence Awards
Since 2008, the College of Business (CoB) has recognized outstanding faculty achievements in research, teaching and service. Honorees are chosen by a committee of their peers, receive a commemorative plaque, and are recognized at an annual CoB year-end event.
In 2012, a fourth award was added to recognize outstanding achievement by a member of the administrative staff. In 2019, the teaching award was expanded to recognize teaching excellence at the undergraduate as well as graduate levels. Additionally, The Roger T. Read Advisory Board Engagement Award was established.
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