Sample size and the Binomial CUSUM Control Chart: the case of 100% inspection

The Binomial CUSUM is used to monitor the fraction defective (p) of a repetitive process, particularly for detecting small to moderate shifts. The number of defectives from each sample is used to update the monitoring CUSUM. When 100% inspection is in progress, the question arises as to how many sequential observations should be grouped together in forming successive samples. The tabular form of the CUSUM has three parameters: the sample size n, the reference value k, and the decision interval h, and these parameters are usually chosen using statistical or economic-statistical criteria, which are based on Average Run Length (ARL). Unlike earlier studies, this investigation uses steady-state ARL rather than zero-state ARL, and the occurrence of the shift can be anywhere within a sample. The principal finding is that there is a significant gain in the performance of the CUSUM when the sample size (n) is set at one, and this CUSUM might be termed the Bernoulli CUSUM. The advantage of using n=1 is greater for larger shifts and for smaller values of in-control ARL. First version: September 1998/Third revision: September 2000     

Arrow:成功提高运营效率

作为全球最大的电子产品分销商,Arrow Electronics公司2004年销售收入达到了106亿美元。具有70年历史的Arrow公司总部位于美国纽约州 Melville市,通过遍布53个国家和地区,由200多个销售点组成的全球销售网络,向600个其他供应商和15万个 OEM(原始设备制造商)、合同制造商及商业客户供应电子产品。     

消费“降级”风暴凶猛而来

在充满惊涛骇浪的时期，经济危机如何影响全球消费者的行为？企业应该采取何种措施赢得这些消费者？这是否意味着消费升级、利润丰厚的奢侈品以及“大众精品”将要消失？     

Top management incentive compensation and knowledge sharing in multinational corporations

Growing interest has emerged in viewing the multinational corporation as a knowledge creating and diffusing entity. The importance of sharing knowledge across organizational and national boundaries has been established in previous research. However, the question of which organizational policies lead to knowledge sharing between multinational units is still not fully understood. In particular, the link between compensation mechanisms and knowledge sharing has not received attention in previous studies. By studying 164 foreign‐owned subsidiaries located in Finland and China, this article attempts to identify the relationship between subsidiary bonus pay based on MNC‐wide performance and knowledge sharing between different units of the MNC. In line with the knowledge‐based perspective of the firm, the results suggest that incentive pay based on the collective performance of the MNC leads to greater knowledge sharing. Copyright © 2008 John Wiley & Sons, Ltd.     

Understanding the Opportunistic Approach to Disinflation

One approach to achieving price stability is to undertake a deliberate path to an ultimate goal of low inflation—deliberate disinflation. In contrast an opportunistic strategy for disinflation has gained credence in recent years though on the face of it suboptimal. Our procedure is to seek a set of sufficient conditions under which the opportunistic strategy is optimal for a central bank maximising the preferences of the representative agent. We find that such a sufficient set of conditions consists of adaptiveness in expectations and an asymmetry in the Phillips curve of a specific sort.

     

The impact of financial constraints on firm survival and growth

We propose a new approach for identifying and measuring the degree of financial constraint faced by firms and use it to investigate the effect of financial constraints on firm survival and development. Using panel data on French manufacturing firms over the 1996–2004 period, we find that (1) financial constraints significantly increase the probability of exiting the market, (2) access to external financial resources has a positive effect on the growth of firms in terms of sales, capital stock and employment, (3) financial constraints are positively related with productivity growth in the short-run. We interpret this last result as the sign that constrained firms need to cut costs in order to generate the resources they cannot raise on financial markets.     

Radical HRM innovation and competitive advantage: The Moneyball story

Moneyball (Lewis, 2003), a New York Times bestseller, is a book about baseball. When read through a broader lens, however, Moneyball is also a book about innovation, resistance to change, competitive advantage, achieving excellence, and, of most relevance here, human resource management. While many would agree that the radical innovation described in Moneyball represents a “new vision of management” in baseball, this article describes how Moneyball lessons might contribute to a “new vision of HRM” in various types of organizations. The focus of the article is on what HR executives and scholars can learn from the Moneyball phenomenon. More specifically, the authors address a number questions related to the Moneyball story that have relevance to successfully implementing HRM innovations; these questions have to do with overcoming resistance to the implementation of radical innovation and how HRM innovation can contribute to sustainable competitive advantage. © 2006 Wiley Periodicals, Inc.