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\" Myths of Empire offers the best-developed theory to date of the domestic sources of international conflict and security policy... Snyder has taken a major step toward ending the theoretical impoverishment of the study of the domestic sources of international conflict.\" ― American Political Science Review Overextension is the common pitfall of empires. Why does it occur? What are the forces that cause the great powers of the industrial era to pursue aggressive foreign policies? Jack Snyder identifies recurrent myths of empire, describes the varieties of overextension to which they lead, and criticizes the traditional explanations offered by historians and political scientists. He tests three competing theories-realism, misperception, and domestic coalition politics-against five detailed case studies: early twentieth-century Germany, Japan in the interwar period, Great Britain in the Victorian era, the Soviet Union after World War II, and the United States during the Cold War. The Resulting insights run counter to much that has been written about these apparently familiar instances of empire building. Overextension is the common pitfall of empires. Why does it occur? What are the forces that cause the great powers of the industrial era to pursue aggressive foreign policies? Jack Snyder identifies recurrent myths of empire, describes the varieties of overextension to which they lead, and criticizes the traditional explanations offered by historians and political scientists.He tests three competing theories-realism, misperception, and domestic coalition politics-against five detailed case studies: early twentieth-century Germany, Japan in the interwar period, Great Britain in the Victorian era, the Soviet Union after World War II, and the United States during the Cold War. The resulting insights run counter to much that has been written about these apparently familiar instances of empire building.

Purpose The purpose of this paper is to provide managers with insights to help survive a crisis, create advantage during slow-growth recoveries and thrive when the crisis is over. Given the environment at the time of this paper, this paper focuses on widespread crises, such as a public health crisis like COVID-19. Design/methodology/approach The authors offer a conceptual framework, grounded in the attribution theory and situation crisis communication theory (SCCT), for managers to use when determining which crisis response strategy is most appropriate to use during a crisis. Propositions based on this framework are provided. This paper focuses on widespread crises, such as a public health crisis, particularly on the COVID-19 pandemic. Based on the framework proposed for organizational crisis response strategy and recovery, several insights for managers across a variety of industries emerge. Consideration of the best strategic approach to a crisis is essential, and time is critical. This framework provides a starting point for creating a proper response strategy when a crisis arises that is not within the organization’s crisis management planning. Managerial implications for several industries, such as restaurant, hotel, airline, education, retail, medical and other professional services, and theoretical implications to further the advancement of understanding are provided. Findings The findings of this paper demonstrate that organizations that apply an accommodative strategy during unintentional crises will survive, while during intentional crises, they will thrive in the marketplace. Similarly, organizations that apply an offensive strategy during unintentional crises will thrive, while during intentional crises, they will survive in the marketplace. Practical implications This paper provides a framework highlighting strategies that best protect an organization during both internally and externally caused crises. The response strategy and crisis framework are based on the attribution theory and SCCT. Building on this framework, six propositions are postulated. In keeping with this strategy and crisis framework, this study provides several crisis response insights for managers across a variety of industries. These suggestions act as a guide for managers when assessing how to respond in the early days of a crisis and what to do to recover from it. Originality/value This paper provides a crisis-strategy matrix, grounded in the attribution theory and SCCT, to provide decision-making guidance to help managers survive a crisis, create advantage during slow-growth recoveries and thrive when the crisis is over. The authors provide multiple industry insights related to the “how to” and the “what to” in the recovery from and survival through internally and externally caused crises.

Purpose In the age of analytical competition, business models and gaining competitive advantage (CA) are directly related to organizations’ data strategy. Incorporating data strategy enables the organization to unlock the potential value of big data analytics. Therefore, this study aims to analyze how data strategy affects the achievement of CA. Design/methodology/approach Through survey research, data were collected from 103 respondents. Model testing and evaluation, partial least squares structural equation modeling and analysis of mediating effects were performed. Findings The supported hypotheses confirm the direct effects between the defensive and offensive positioning of the data strategy on CA, as well as the mediating effect of the offensive data strategy (ODS). Originality/value This study is groundbreaking in terms of empirically analyzing how defensive data strategy (DDS) or ODS affects CA. In conclusion, to extract value from their data, organizations need to establish their data strategy based on their strategic positioning, the potential of their resources and their analytical capabilities. Research implications The defensive and offensive positioning of the data strategy are closely related to each other and both, in isolation, directly and positively, impact CA. It is also noted that the role of defensive positioning is to strengthen the offensive positioning of the data strategy, which in turn, plays a central role in achieving CA. Practical implications The results can assist managers in effectively incorporating analytical resources and capabilities, as well as helping them understand the dynamics and advantages of data strategy, so they can drive strategic objectives according to the organization’s positioning. Originality/value This study is groundbreaking in terms of empirically analyzing how DDS or ODS affects CA. In conclusion, to extract value from their data, organizations need to establish their data strategy based on their strategic positioning, the potential of their resources and their analytical capabilities.

This study aimed to examine how playing at home affects individual football performance in the top five European leagues (LaLiga, Bundesliga, Serie A, Premier League, and Ligue 1) using offensive and defensive statistics. A secondary goal was to determine if these performance differences vary by field position. Offensive variables (season goals, assists, and key passes per game) and defensive variables (tackles, interceptions, and fouls per game) were analysed over eight seasons for 4337 players. Significant differences were found between home and away matches, particularly in goals (p < 0.001), assists (p < 0.001), and key passes (p < 0.001), all of which were higher at home. Defensive metrics like interceptions and fouls showed no significant differences, though tackles were higher away (p = 0.013). A positional analysis revealed that forwards and midfielders had significantly more goals (p < 0.001 for both) and assists (p = 0.008 for forwards, p = 0.029 for midfielders) at home. Defenders also had significantly more goals (p < 0.001) and assists (p < 0.001), while committing fewer fouls at home (p = 0.005). These findings suggest that playing at home significantly boosts individual performance, especially in offensive metrics. Coaches should adjust strategies based on if the match is at home or away, while considering individual player strengths and positions.

Can foreign invaders successfully exploit industrial economies? Since control over economic resources is a key source of power, the answer affects the likelihood of aggression and how strenuously states should counter it. The resurgence of nationalism has led many policymakers and scholars to doubt that conquest still pays. But, until now, the \"cumulativity\" of industrial resources has never been subjected to systematic analysis.