Founded in 1954, it became an independent university in 1993.The university is a national sea-grant institution and owns part of Waties Island, an Atlantic barrier island that serves as a natural laboratory for CCU's instruction and research. The campus is also the home of the Horry County Schools Scholars Academy, a high school for gifted students.
The aim of this research is to explore the social networking behaviours of diaspora entrepreneurs (DE) and the effect of these networks on entrepreneurial determinants. Specifically, we investigate the social interactions and network ecosystems employed by Bangladeshi diaspora communities in Malaysia to achieve entrepreneurial success. We applied an exploratory qualitative methodology to examine the nuances of diaspora in this emerging context, using in-depth interviews with Bangladeshi diaspora entrepreneurs in Malaysia. Our findings demonstrate that diaspora entrepreneurs benefit from two types of social networking: ethnic ties and non-co-ethnic ties. The findings also establish that these social ties are built on two specific network motivators: (i) friendship and personal/familial ties, and (ii) economic interest and mutual benefits. Our research contributes to the extant literature by shedding light on how diaspora entrepreneurs capitalize on personal networking to develop non-ethnic ties, and how this affects the subsequent identification and exploitation of opportunities in foreign markets. The research provides practical insights into how Bangladeshi diasporas leverage ethnic ties to build network relationships, in both their home and host countries.
There has continued to be an increase in the production of gluten-free products, including beer. This interest is a combination of responses to both consumers addressing food sensitivities as well as personal preferences. Beer produced from gluten-free grains has a distinct flavor that differs greatly from traditional barley beer. Recently, the use of millet to produce gluten-free beer has increased with larger-scale malting of millet. It is the goal of this project to investigate the chemical composition of the millet beer aroma. The fermentation of millet-based beers was compared to sorghum and barley beers. Beyond this, the impact of common yeast strains on the fermentation of millet-based beers weas also investigated. All brews were regularly monitored for pH, gravity, total titratable acidity, total polyphenols, and free amino nitrogen. In addition, the aroma profile was sampled using Solid-Phase Microextraction (SPME) with chemical separation and identification and quantification using Gas Chromatography with Mass Spectroscopy (GC-MS). The analysis showed the production of acceptable beers; however, the fermentation there is obvious needed to optimize brewing conditions. In addition, the amount of total volatile compounds was found to be significantly different than beer produced using malted barley.
While scarcity often enhances product desire, we introduce and examine synthetic scarcity, a demand-side deception where firms falsely imply excess demand despite sufficient supply. Six studies demonstrate that synthetic (vs. authentic) scarcity elicits greater resentment, but this effect is critically moderated by consumer Machiavellianism. For low Machs, synthetic scarcity triggers feelings of betrayal, driving heightened resentment. High Machs, in contrast, report equally high resentment towards both scarcity types, as their response is driven by a perceived loss of control rather than betrayal. We provide indirect process evidence for this mechanism by identifying structural power as a boundary condition: the interactive effect of scarcity type and Machiavellianism emerges only under high power, where high Machs' need for control is activated; under low power, the interaction dissipates. These findings illuminate the distinct psychological pathways through which consumers respond to deceptive scarcity tactics.
Purpose This paper reframes organizational silence as an ethically meaningful gift rather than a sign of fear or disengagement. Building on Levinasian responsibility, Maussian gift theory and Derrida’s reflections on the gift, the authors refine existing understandings of silence by positioning it as intentional, relational and non-reciprocal. The purpose of this paper is to challenge speech-centered models and highlight silence as a form of moral presence in organizational life. Design/methodology/approach This is a conceptual refinement. The authors reinterpret existing literature on organizational silence through ethical and philosophical perspectives and develop a normative typology of silent gifting − attentive, space-giving and supportive silence. The typology is presented as an interpretive heuristic rather than an empirically testable model, clarifying the conditions under which silence may function as a relational form of giving in organizations. Findings Silence can express moral commitment by enabling attentiveness, creating relational space and offering tacit support. Reframing silence as a gift challenges dominant assumptions that equate ethical action with speech, showing that silence may also foster responsibility, legitimacy and care in organizations. Research limitations/implications As a conceptual contribution, the framework does not aim for immediate empirical generalization but rather refines ethical interpretation in organizational silence research. Future studies may explore how silent gifting is recognized, misrecognized or appropriated across different organizational and cultural contexts. Originality/value This paper introduces silence-as-gift as a conceptual refinement of organizational silence. By clarifying its ethical meaning and typology, it expands the vocabulary of moral agency in organizations beyond voice-centric perspectives.
In this paper, we examine the driving forces of CEO to median employee pay ratios from a macro-perspective using a sample of large corporations included in the DJIA index from 1949 to 2022. We find that CEO-employee pay ratios increase with the Industry Production Index and inflation rate, but decrease with GDP per capita growth rate, unemployment rate, stock market, and industry trends. Our results also show that CEO pay structure changes from salary and bonus-dominated to option and stock-dominated pay enable CEOs to enjoy a much better pay package compared to lower-level employees, while executive pay-related regulations in the 2000s have lowered CEO-employee pay ratios. Our findings provide new insights to various stakeholders, regulators, the public and media on this long-debated social and economic issue.
