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- Creators: Department of Supply Chain Management
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Description
Geology and its tangential studies, collectively known and referred to in this thesis as geosciences, have been paramount to the transformation and advancement of society, fundamentally changing the way we view, interact and live with the surrounding natural and built environment. It is important to recognize the value and importance of this interdisciplinary scientific field while reconciling its ties to imperial and colonizing extractive systems which have led to harmful and invasive endeavors. This intersection among geosciences, (environmental) justice studies, and decolonization is intended to promote inclusive pedagogical models through just and equitable methodologies and frameworks as to prevent further injustices and promote recognition and healing of old wounds. By utilizing decolonial frameworks and highlighting the voices of peoples from colonized and exploited landscapes, this annotated syllabus tackles the issues previously described while proposing solutions involving place-based education and the recentering of land within geoscience pedagogical models. (abstract)
ContributorsReed, Cameron E (Author) / Richter, Jennifer (Thesis director) / Semken, Steven (Committee member) / School of Earth and Space Exploration (Contributor, Contributor) / School of Sustainability (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
Description
The purpose of this paper is to understand how companies are finding high potential employees and if they are leaving top talent behind in their approach. Eugene Burke stated in 2014 that 55% of employees that are labeled as a High Potential Employee will turn over and move companies. Burke (2014) also states that the average high potential employee tenure is five years. The Corporate Leadership Council says that on average, 27% of a company's development budget is spent on its high potential program (CEB 2017). For a midsize company, the high potential development budget is almost a million dollars for only a handful of employees, only to see half of the investment walking out the door to another company . Furthermore, the Corporate Leadership Council said that a study done in 2005 revealed that 50% of high potential employees had significant problems within their job (Kotlyar and Karkowsky 2014). Are time and resources are being given to the wrong employees and the right employees are being overlooked? This paper exams how companies traditionally select high potential employees and where companies are potentially omitting employees who would be better suited for the program. This paper proposes that how a company discovers their top talent will correlate to the number of turnovers or struggles that a high potential employee has on their job. Future research direction and practical considerations are also presented in this paper.
ContributorsHarrison, Carrie (Author) / Mizzi, Philip (Thesis director) / Ruediger, Stefan (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of Sustainability (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
The goal of our project was to determine how to create the most marketable hockey team. To do this, consumer needs, team psychology, and financing were all researched and evaluated. With this information, a business plan was designed around the next NHL expansion team. Two surveys, one for marketing distributed to the general public, and one for team psychology distributed to current and former hockey players were created and sent out, while data for the financing aspect was collected by comparing data from other NHL teams and franchises from different sports. In terms of financials, this comes in lower than average ticket prices, a nice and expensive stadium, the ideal city to generate capital, and sufficient money spent on advertising. Our ticket prices of $140 is based on having a low enough price to generate lots of demand while high enough to make a profit. The $600 million stadium (which will be fully funded) will surely draw a significant crowd. Choosing Seattle as a city is the most ideal to meet these goals and lastly, in meeting with an NHL GM, we determined $4 million in yearly advertising costs as sufficient in creating the most marketable team. Throughout this whole process, we remained data focus. We focused on data from a customized marketing survey, organizational structures, salary cap, and attendance. What our marketing survey results showed us is that our potential fans wanted three characteristics in a hockey team: speed, intensity, and scoring. In looking at organizational structures teams that exemplified these characteristics had a heavy emphasis on development and scouting. So we built our organizational tree around those two ideals. We hired GM Mike Futa, a current director of player personnel for the L.A. Kings, and Head Coach Adam Oates, a current skills development coach for top players to bring those ideals to fruition. In constructing our team we replicated the rules set forth for the Vegas Knights' expansion draft and hypothesized a likely protected list based off of last years lists. As a result we were able to construct a team that statistically out performed the Vegas Knights draft numbers by double, in goals, assists, and points, while also beating them in PIM. Based off of these numbers and an analysis of how goals translate into game attendance we are confident that we have constructed a team that has the highest potential for marketability. For the team psychology area, when creating a roster and scouting players, some of our main findings were that it is important to pursue players who get along well with their teammates and coaching staff, are aggressive, are leaders on the team, and are vocal players who communicate effectively. We also recommended avoiding players who significantly portrayed any "pet-peeve" traits, with the most emphasis placed on "disrespectful toward teammates," and the least emphasis placed on "over-aggression." By following all of these recommendations, we believe the most marketable hockey team possible can be created.
ContributorsQuinn, Colin Christopher (Co-author) / Spigel, Carlos (Co-author) / Meyer, Matt (Co-author) / Eaton, John (Thesis director) / McIntosh, Daniel (Committee member) / Department of Marketing (Contributor) / Sandra Day O'Connor College of Law (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
This study estimates the capitalization effect of golf courses in Maricopa County using the hedonic pricing method. It draws upon a dataset of 574,989 residential transactions from 2000 to 2006 to examine how the aesthetic, non-golf benefits of golf courses capitalize across a gradient of proximity measures. The measures for amenity value extend beyond home adjacency and include considerations for homes within a range of discrete walkability buffers of golf courses. The models also distinguish between public and private golf courses as a proxy for the level of golf course access perceived by non-golfers. Unobserved spatial characteristics of the neighborhoods around golf courses are controlled for by increasing the extent of spatial fixed effects from city, to census tract, and finally to 2000 meter golf course ‘neighborhoods.’ The estimation results support two primary conclusions. First, golf course proximity is found to be highly valued for adjacent homes and homes up to 50 meters way from a course, still evident but minimal between 50 and 150 meters, and insignificant at all other distance ranges. Second, private golf courses do not command a higher proximity premia compared to public courses with the exception of homes within 25 to 50 meters of a course, indicating that the non-golf benefits of courses capitalize similarly, regardless of course type. The results of this study motivate further investigation into golf course features that signal access or add value to homes in the range of capitalization, particularly for near-adjacent homes between 50 and 150 meters thought previously not to capitalize.
ContributorsJoiner, Emily (Author) / Abbott, Joshua (Thesis director) / Smith, Kerry (Committee member) / Economics Program in CLAS (Contributor) / School of Sustainability (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
In which industry that has ever been profit generating, does a firm profit from their failure? The United States has a mass incarceration problem. With 25% of the world prison population residing in the US, spending on detention costs the US government $80 billion annually. Over 50% of the individuals incarcerated in America are of black or Latino descent. This massive growth in the incarcerated population of America began in the 1970s and with the passive support of American citizens has created an industry whose players profit from the detention of people. Currently, the privately run detention facilities in the United States hold 7% of state prisoners, 18% of federal prisoners, and nearly 75% of ICE's undocumented detainee population. The detention of people for profit is an idea rooted in the same profit motive that allowed the institution of slavery to flourish. However even after the 13th Amendment abolished slavery in the U.S., the oppressive forces behind slave-era economics have been perpetuated through legislation and policies that continued the stratification of society and reinforcement of the social order. With the help of corporate lobbyists, political action committees, and organizations such as the American Legislative Exchange Council, the corporate shareholders of private prisons, such as CoreCivic and The GEO Group, are able to directly align their profit-driven interests with those of federal and state legislators. By the incorporation of legislation and policy into state and federal law, the shareholders of private prisons are able to directly affect legislation as well as their own potential for profit. The justification for the usage of private prisons is thought to be seen in the price savings and flexibility that it provides for federal and state governments. However, due to the law enforcement contractor's exemption from public record laws, there is no clear evidence of where the cost savings occur, or even if there are cost savings at all. Is it ethical for a for-profit-prison corporation to be responsible for the care, security, and rehabilitation of an individual, when if they fail to rehabilitate the individual, it will add to the number of inmates under their control? The measure of a prison's failure to rehabilitate an inmate is considered the recidivism rate, and is affected when an inmate leaves a detention facility, commits another crime, then is arrested. This profit motive is causing our society to incarcerate increasing numbers of people in private prisons. For-profit prisons financially benefit from long-term incarceration and recidivism. The passive investments from public and private employees and institutions through investment corporations are the legs that allow the private prison industry to stand. Twenty-nine investment firms, such as The Vanguard Group and Fidelity Investments, own nearly two-thirds of the two largest players in the private prison industry. This includes the passive investments by public institutions such as the Arizona State University Foundation's $600 million endowment fund as well as the $500 million directly invested into CoreCivic and GEO Group from the University of Texas/ Texas A&M Investment Management Company. The goal of abolishing private prisons will require years of litigation against the giants of the industry as well as the governmental entities supporting them. However, we can start today by demanding divestiture by our school and similar institutions as well continuing to share the knowledge of the oppressive forces associated with the detention of individuals for profit.
ContributorsBayham, Michael (Author) / Gomez, Alan (Thesis director) / Dacey, John (Committee member) / W.P. Carey School of Business (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Innovation Space is a program within Arizona State University in which two different sponsors fund three teams up to two thousand dollars so they may attempt to solve a prompt given by the sponsor. The teams consist of one student from each of the different schools Arizona State University contains. This includes one student from the W.P.Carey School of Business, Fulton School of Engineering, the School of Design, and School of Sustainability. This year, we had the opportunity to work with Johnson & Johnson and Adidas. Over the course of the year, we worked with Johnson & Johnson to deliver a more organic solution to typical mosquito repellent. The entire year consisted of seven phases. The first four phases dealt with customer research; much of this work involved secondary research online, surveys, interviews, and observations to discover our customer and validate that they would buy our product. Once we discovered who our customer was, then we had to brainstorm a solution to their customer pains. At the end of phase four, we had narrowed our brainstorming down to the top three ideas. Phases five through seven consisted of picking our top idea based off of our presentation to the stakeholders at Johnson & Johnson. Phases five through seven focused on how we would launch our product. At the end of the year, we had multiple business reports that continued to build on each other over the course of the year, as well as many other reports such as SWOT analysis, external forces conditions, and market fit plan.
ContributorsHammes, Christopher James (Author) / Trujillo, Rhett (Thesis director) / Montoya, Tara (Committee member) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
High childhood obesity rates have resulted in many interventions to attempt to lower these rates. Interventions such as day camps, residential camps, therapy-based interventions and family-based interventions lead to changes in weight and self-esteem but family-based intervention leads to the longest-term success for children ages nine to 17. Analysis of the interventions was measured using tools such as BMI, BMI-percentiles, and weight. Psychological measures such as self-esteem, happiness, and quality of life analysis was preferred, however were not measured in all studies. While most interventions resulted in weight loss and increased self-esteem, results were often not long-term. Studies provided evidence that family-based therapy has potential to last long-term, however there is a lack of research. To determine the most effective childhood nutrition intervention research must conduct follow-ups for many years after the initial intervention to ensure they provide long-term results.
ContributorsAnderson, Megan Lee (Author) / McCoy, Maureen (Thesis director) / Kniskern, Megan (Committee member) / College of Health Solutions (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
The City of Phoenix has historically been developed in an unsustainable way based on the way that autocentric cities have come to mature. By learning from a few European cities, Phoenix can focus on improving in a few key areas that will make the valley more walkable, enjoyable, and beautiful. This process of learning from other European cities can help developers, designers, and others in the development community to improve all of the valley’s different communities with a consistent plan of increasing urban density and ending outward sprawl while redefining the connective tissue that makes up Phoenix. This paper is meant to provide a set of example cities in order to pull specific recommendations and create a system of guidelines for all autocentric cities.
ContributorsCava, Daniel (Author) / Coseo, Paul (Thesis director) / Azevedo, Justin (Committee member) / The Design School (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
In recent years, companies have been expanding their business efforts on a global scale. This project explores this expansion of American-based multinational corporations (MNCs) in Ireland, and the comparison of how their culture motivation in the workplace. We did a cultural study using Hofstede and Trompenaars' cultural dimensions of the two countries then used McClelland's Needs Theory, Equity Theory, and Herzberg's Motivation-Hygiene Theory in order to create three research questions. (1) How does the manager define success for the firm as a whole and for their employees, (2) How is the definition of success reflected in the company's corporate culture (i.e. values, norms and practices), along with how cultural values, norms and practices affect the company, and (3) How do external forces (i.e. governmental factors, workplace technology, etc.) affect the workplace environment and motivation for employees? With these we hypothesized that for research question 1, we hypothesized that from our study of Hofstede's and Trompenaars' cultural frameworks, Irish employees will show a greater tendency to favor affiliation, nAff, as opposed to a need for achievement, nAch, in American employees, according to McClelland's Needs Theory. For research question 2, we predicted that motivation would be administered through style of feedback to employees and office norms, such as autonomy, flexible hours, and work-life balance. For research question 3, we hypothesized that Ireland would have an impact from external factors such as government and technology, whereas the U.S. employees would face no clear impact. We conducted eight, qualitative interviews using a questionnaire, either in person or via video conference. The interviewees were all managers in some facet and have all had some international experience. Through the analysis of the interviews, we found that the Irish employees focused on how employees are able to help or contribute to a group (nAff), instead of looking at how the contribution of a group can be used to meet individual goals (nAch). The American companies reflected Trompenaars' definition of individualism in which employees focus on collaborating in teams, as long as individual goals are met, and benchmarked collaboration as a performance measure, tying in the need for achievement, for research question one. For the second research question, we found that employees in Ireland had a focus on teamwork in the workplace and much higher respect for work-life balance. American firms, in contrast, had a greater focus on making sure employees were contributing, meeting their goals, and getting their work done. While American firms did acknowledge work-life balance and its importance, there was a priority for coming in early and/or staying late to make sure a job got done. Findings for our third question showed that government factors did impact Ireland more, due to labor laws such as required vacation days in Ireland, and that technology had less of an impact than expected, for both countries. More importantly was our finding that the companies in Ireland were greatly impacted by the decisions made by the business executives in the United States.
ContributorsSong, Jenny Jungwon (Co-author) / Brown, William (Co-author) / Arrfelt, Mathias (Thesis director) / Moore, James (Committee member) / Department of Marketing (Contributor) / Department of Management and Entrepreneurship (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
The purpose of this thesis is to explore how Blockchain technology can help solve problems large corporations commonly face. For example, it is a common problem for large businesses and organizations to manage sales contracts with thousands of items on them. Likewise, it can be difficult to accurately monitor complex payment histories with thousands of items on them. Another issue is the difficulty that is introduced when making periodic reconciliations based on separate recording systems. At a broader level, some organizations may hesitate to do business with new strange companies or oversea companies for the first time because they do not trust that the other organization can deliver what they promise. Such problems cost organizations a lot of money, effort, and time to solve. However, Blockchain technology, first developed in 2009, could revolutionize how the business community deals with these common problems. The shared and immutable ledger on Blockchain can help organizations to keep track on transactions, manage the contracts in a smarter way, ensure correct purchase history records, eliminate the periodically reconciliation processes, and provide visibility for real-time transactions.
ContributorsHuynh, Phu Thanh (Author) / Popova, Laura (Thesis director) / Pankaj, Sneha (Committee member) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05