Information Management and Business Review https://ojs.amhinternational.com/index.php/imbr <p><strong>Information Management and Business Review (IMBR)</strong> is an open access peer reviewed journal with ISSN 2220-3796. It publishes original unpublished research work related to contemporary business, information management and other relevant areas. IMBR publishes research work of considerable interest that contributes to theoretical bases of contemporary business and world economy. IMBR publishes 4 issues per year</p> <p><img src="/public/site/images/admin/cc_by3.png"></p> <p>This work is licensed under a&nbsp;<a href="http://creativecommons.org/licenses/by/4.0/" target="_blank" rel="license noopener">Creative Commons Attribution 4.0 International License</a></p> en-US <p>Author (s) should affirm that the material has not been published previously. It has not been submitted and it is not under consideration by any other journal. At the same time author (s) need to execute a publication permission agreement to assume the responsibility of the submitted content and any omissions and errors therein. After submission of revised paper in the light of suggestions of the reviewers, the editorial team&nbsp; edits and formats manuscripts to bring uniformity and standardization in published material.</p> <p>This work will be licensed under Creative Commons Attribution 4.0 International (CC BY 4.0) and under condition of the license, users are free to read, copy, remix, transform, redistribute, download, print, search or link to the full texts of articles and even build upon their work as long as they credit the author for the original work.&nbsp;Moreover, as per journal policy&nbsp;author (s) hold and retain copyrights without any restrictions.</p> imbr@amhinternational.com (Editor) info@amhinternational.com (Support) Sat, 10 Jul 2021 00:00:00 -0400 OJS 3.1.2.1 http://blogs.law.harvard.edu/tech/rss 60 Utility Measurement in Integrative Negotiation https://ojs.amhinternational.com/index.php/imbr/article/view/3153 <p>This paper develops an adjustment to utility measurement in integrative negotiation where the negotiation information context is incomplete. The developed function reveals not only win-win outcomes but also deceptive practices where negotiators accept a win-lose deal and then compensate their loss in a deceptive way and greedy practices where negotiators realize their strong competitive position and try to extremely maximize their gains. However, to realize the objective, the utility measurement function literature and theories are reviewed to determine the relevant function structure and the necessary attributes that reveal the desired outcome in an incomplete information context. After examination, relationship measurement is added to the function under two utilities: Decision Utility and Experienced Utility. The foundation of the utility measurement function contributes to revealing satisfying win-win outcomes in an incomplete information negotiation context. Therefore, it develops the negotiation field by designing win-win deals that are beneficial and satisfying in which the advantage is distributed between the negotiators.</p> Latifa Ghalayini, Dana Deeb Copyright (c) 2021 Latifa Ghalayini, Dana Deeb http://creativecommons.org/licenses/by/4.0 https://ojs.amhinternational.com/index.php/imbr/article/view/3153 Sat, 10 Jul 2021 04:11:01 -0400 Strategic Agility and the Global Pandemic: The Agile Organizational Structure, A Theoretical Review https://ojs.amhinternational.com/index.php/imbr/article/view/3145 <p>Literature has shown that university institutions cannot survive global pandemic shock-like COVID-19 as well as achieve sound outcomes without putting in place an agile or flexible organizational structure. However, most university institutions in Nigeria especially public university institutions recorded poor outcomes in terms of marketing, customer/student satisfaction and operations management. The purpose of this paper was to establish how agile or flexible organizational structure enhances the link between strategic agility and university institutional outcomes. Considering past empirical studies reviewed, the study proposed that strategic agility has a positive influence on organizational outcomes in institutions of higher education; and that flexible or agile organizational structure has a positive mediating influence on the relationship between strategic agility and organizational outcomes. A conceptual model to guide the further investigation in future studies was developed depicting the interaction between strategic agility and organizational outcomes with flexible organizational structure as a mediator. The paper concluded that agile or flexible organizational structure enhances strategic agility and sound outcomes of university institutions. The study recommended that these institutions must be able to think strategically with an agile mindset, understand mistakes, learn lessons quickly, and continuously adjust and readjust their strategic direction in order to develop innovative ways to create value. They must also empower their academic and non-academic staff teams on dynamic and modern marketing approaches to manage unexpected events to enhance marketing performance, student satisfaction and sound operations management.</p> Michael A. Arokodare, Blessing R. Falana Copyright (c) 2021 Michael A. Arokodare, Blessing R. Falana http://creativecommons.org/licenses/by/4.0 https://ojs.amhinternational.com/index.php/imbr/article/view/3145 Sat, 10 Jul 2021 00:00:00 -0400 A Conceptual Framework on the Corporate Social Responsibility Disclosure: Profitability, Leverage and Company Size https://ojs.amhinternational.com/index.php/imbr/article/view/3152 <p>This research begins with environmental damage is mostly carried out by companies with the background of company activities related to nature, and companies in Indonesia have not been able to carry out their social responsibilities to the society and the culture in which they operate to their full potential. This phenomenon also proves that the legal basis is not sufficient to motivate companies to carry out CSR as well as possible, but it also making social concerns a priority and part of the company's corporate plan needs engagement and support from management and shareholders. The aim of this research was to find out what factors influence corporate social responsibility disclosure on the Indonesian stock exchange. This study has three objectives namely to find out profitability, leverage and company size for corporate social responsibility disclosure. Therefore, this study relates to the measurement of corporate social responsibility disclosures by companies listed on the Indonesian stock exchange.</p> Noegrahini Lastiningsih, Ermawati Copyright (c) 2021 Noegrahini Lastiningsih, Ermawati http://creativecommons.org/licenses/by/4.0 https://ojs.amhinternational.com/index.php/imbr/article/view/3152 Sat, 10 Jul 2021 04:27:04 -0400 Building an Automated win-win Negotiation Process Model https://ojs.amhinternational.com/index.php/imbr/article/view/3162 <p>This paper builds an automated negotiation process model for integrative negotiations. The process model defines and automates the necessary phases and activities along with the integrative negotiation approach principles to create win-win outcomes that mutually satisfy negotiating parties. However, to realize this objective, the negotiation literature and theories are reviewed to determine the relevant theories for integrative negotiations that help to develop and form the basis of the process model. After investigation, it became evident that three main theories, which are Decision Theory, Rational Choice Theory and Mutual Gains Theory, contribute to building the integrative process model by setting its phases and components. The model is composed of five main phases with several sub-phases. Decision theory with mutual gains theory provides the robust process model through several phases, and rational choice theory with mutual gains theory ensures they are implemented in a fair, objective manner to come up with a satisfying win-win solution. Hence, automated negotiation processes when designed in a robust manner that is based on the theory that serves integrative approaches could lead to win-win negotiation outcomes. The foundation of the win-win negotiation process model contributes to designing win-win negotiation outcomes through structuring automated negotiation and setting its phases along with the integrative negotiation principles. It develops the negotiation field by integrating automation and the integrative approach principles in a process model.</p> Latifa Ghalayini, Dana Deeb Copyright (c) 2021 Latifa Ghalayini, Dana Deeb http://creativecommons.org/licenses/by/4.0 https://ojs.amhinternational.com/index.php/imbr/article/view/3162 Sat, 10 Jul 2021 04:34:22 -0400 The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry https://ojs.amhinternational.com/index.php/imbr/article/view/3194 <p>The purpose of this study is to examine the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. The study used a five-point Likert scale questionnaire consisting of forty questions covering autocratic, democratic, bureaucratic, laissez-faire, transactional, charismatic leadership styles and employee productivity variables. The questionnaire was deployed to one hundred and twenty-five respondents (125) and received ninety-three (93) valid responses. Statistical Package for the Social Sciences (SPSS) was used to analyze respondent responses. Demographic analysis, normality test, homoscedasticity, multicollinearity, reliability test (Cronbach’s Alpha) were presented; results affirm the validity and reliability of research findings. The results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant leadership style in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. The study concludes that leadership styles significantly influence employee productivity albeit different leadership styles have varying effects on employee productivity and varying leadership styles can co-exist within the same organization. The study highlighted various policy implications and recommendations. This study adds to the existing literature on leadership practice and is intended to be a reference point to scholars and researchers for further studies on leadership practices in the oil and gas industry.</p> Adegboyega Olayisade, Olawumi D. Awolusi Copyright (c) 2021 Adegboyega Olayisade, Olawumi D. Awolusi http://creativecommons.org/licenses/by/4.0 https://ojs.amhinternational.com/index.php/imbr/article/view/3194 Sat, 10 Jul 2021 00:00:00 -0400