Collecting Event Histories with TrueTales:Techniques to Improve Autobiographical Recall Problems in Standardized Interviews

This article deals with the challenges autobiographical recall processes present to validity of events and their dates in the collection of life histories in standardized interviews. Effective interviewing techniques should support the idiosyncratic cognitive structure and the reconstructive memory processes of autobiographical memory by allowing to flexibly explore the interconnections between memories. We describe the techniques and strategies of interviewing and data recording used in the German Life History Study, namely modularization, forward recall and single case data edition. We introduce TrueTales, a CATI- Program designed to support memory and communication in the interview, and results of its experimental evaluation. TrueTales personalizes instructions, questions and probes and permits controlled flexibility in dealing with individual biographies and recall strategies. Working with a calendar-based time-line, it yields more complete, consistent and valid event histories. Finally, we discuss implications for standardized interviewing practices and the concept of standardization.     

Measuring productivity of research in economics: A cross-country study using DEA

We measure productivity in leading edge economic research by using data envelopment analysis (DEA) for a sample of 21 countries belonging to the Organization for Economic Cooperation and Development (OECD). Publications in ten top journals of economics from 1980 to 1998 are taken as the research output. Inputs are measured by R&D expenditure, the number of universities with economics departments and (as an uncontrollable variable) population. Under constant returns-to-scale, the US emerges as the only efficient country. Under variable returns-to-scale, the efficiency frontier is defined by the US, Ireland and New Zealand. With the exception of the US, all countries in our sample display increasing returns-to-scale, and thus have the potential to raise their efficiency by scaling up their research activities.     

Where process development begins: A multiple case study of front end activities in process firms

The front end phase of the new product development has been examined extensively, yet few if any studies have examined the front end phase of new process development. By means of a multiple case study of process firms, this article aims to bridge this knowledge gap. Our results show that substantial differences in front end activities exist between the product development and process development domains. We conceptualize the front end in process development to be an iterative trial-and-error process, dominated by activities such as idea generation and refinement, literature reviews, anticipation of end-product changes, and various forms of experiments in bench scale, lab scale, and full-scale production. In addition, we highlight key problems in the front end and managerial remedies for how to mitigate them. While these findings provide theoretical implications for research into product development, process development and production management, the findings are particularly relevant to process development managers, plant managers, and development engineers interested in increasing the efficiency of production processes.     

Cross-functional alignment in supply chain planning: A case study of sales and operations planning

In most organizations, supply chain planning is a cross-functional effort. However, functional areas such as sales, marketing, finance, and operations traditionally specialize in portions of the planning activities, which results in conflicts over expectations, preferences, and priorities. We report findings from a detailed case analysis of a supply chain planning process that seemingly weathers these cross-functional conflicts. In contrast to traditional research on this area, which focuses on incentives, responsibilities, and structures, we adopt a process perspective and find that integration was achieved despite formal functional incentives that did not support it. By drawing a distinction between the incentive landscape and the planning process, we identify process as a mediator that can affect organizational outcomes. Thus, organizations may be capable of integration while functions retain different incentives and orientations to maintain focus on their stakeholders’ needs. Through iterative coding, we identify the attributes of the planning process that can drive planning performance—information, procedural, and alignment quality—but also find evidence that achieving alignment in the execution of plans can be more important than informational and procedural quality. In addition to process attributes, we also identify social elements that influenced the performance of the planning process and place the information processing attributes within a broader social and organizational context.