Advisory Panel

Accounting & Taxation

Larry Walther, Ph.D., CPA, CMADavid George Vequist IV, Ph.D.

Business Fundamentals

Ralph W Flanary, MBA, CFEThomas Coe

Business Strategy

James Richardson, Ph.D.

Career Readiness - Exploring Your Potential

Bob Cohen, MBA


Brian Kench, Ph.D.Derek Abrams


Craig A. Turner, Ph.D.


Delvin D. Hawley, Ph.D.

Information Technology

Angelina I. T. Kiser, Ph.D.

International Business

Duane Helleloid, Ph.D.


Douglas L. Wilson, MBA

Operations Management

James J. Stewart, DScPedro M. Reyes, Ph.D.

Org Behavior & HR

Katherine Campbell, Ph.D.

James Richardson, Ph.D.

James Richardson is Associate Professor of Management at the Shidler College of Business at the University of Hawaii at Manoa where he teaches entrepreneurship and strategy. Recent research projects have looked at social networks around venture capital in China, international variation in institutional support for entrepreneurship, and business models in strategy execution. He has published articles in Strategic Management Journal, Organization Science, and other leading management journals. He received his PhD from the Wharton School at The University of Pennsylvania, an SM in operations research from MIT, and a BA from the University of Hawaii. An avid surfer, he lives on the North Shore of Oahu where he runs Surflight Hawaii, a surfboard manufacturer based on a patented high performance soft surfboard technology.

Recent Reviews All Reviews

Wal-Mart Cracks the Whip on Suppliers

As it increases wages, cuts prices, and moves to compete with Amazon, Wal-Mart is looking for efficiencies wherever it can find them. By stepping up the pressure on suppliers to make nearly perfect deliveries, Wal-Mart expects to both increase revenue and lower costs.

Uber Without the Smartphone

Atlanta-based nonprofit Common Courtesy brought Uber to seniors without smartphones by managing multiple Uber accounts. Uber noticed and has developed Uber Central to allow Common Courtesy and others, like hotels and roadside assistance companies, to manage up to fifteen rides at once.

Remodeling a Sedan Plant for the SUV Era

Large factories require large volume to run efficiently. As the American market has shifted from sedans to SUVs and trucks, Toyota Motor Corp. has decided to spend $1.3 billion to transform its huge Camry plant in Kentucky to one that can produce 11 different vehicles and shift quickly among them.

500,000 Tons of Steel. 14 Jobs

As politicians and countries maneuver to keep steel mills and other factories at home, the companies are maneuvering to maintain their competitiveness through automation. Voestalpine AG’s fully automated steel wire plant has only 14 jobs, but they are “really attractive.”

Finally, a Cheap(ish) iPhone

India is now the best opportunity for smartphone growth, but Apple has only 3 percent market share there. To compete with cheaper Chinese and Indian phones, Apple has begun offering older models at discount prices.