Survival strategies in the era of managed care

The era of managed care has forced an unprecedented restructuring of the health care environment. As hospitals downsize in response, materiel managers should consider adopting strategies that may help ensure their survival, including innovative approaches to supply management and the development of individual responses that will best position them to succeed in this new reality.     

EMPLOYEE PARTICIPATION IN POLLUTION REDUCTION: A SOCIO-TECHNICAL PERSPECTIVE

Is industrial pollution reduction solely a matter of applying technical solutions to technical problems, or do organizational strategies and human factors also play an important part? In 1991 the US Environmental Protection Agency began collecting data on organizational strategies in pollution control as part of its Toxic Release Inventory database. An exploratory analysis of the 1991–1992 Toxic Release Inventory data revealed evidence that internally based, socially driven organizational strategies such as employee participation can have a dramatic impact on pollution reduction. The results are reported here of the second phase of this research: the approach is broadened to define general ‘internal’ versus ‘external’ strategies, and ‘social’ versus ‘technical’ approaches. There is strong evidence that the combination of internal and external strategies is superior to either alone; there is even stronger evidence that a socio-technical approach is better than either alone, and still stronger support for a combination of all of these criteria.     

The role of experience in six sigma project success: An empirical analysis of improvement projects

Recent learning-by-doing research highlights the importance of examining multiple measures of experience and their relationship to the performance of work teams. Our paper studies the role of individual experience, organizational experience, team leader experience, and experience working together on a team (team familiarity) in the context of improvement teams. To do so, we analyze successful and failed six sigma improvement team projects at a Fortune 500 consumer products manufacturer with multiple business groups. Such improvement project teams focus on deliberate learning, which differs from the primary focus of work teams.Our analysis uses archival data generated by these improvement project teams over a six year time span. Of the four experience variables we study, we find that team leader experience exhibits the strongest relationship with project success, followed by organizational experience. Further, in contrast to prior-related research on work teams, we find no relationship between individual experience or team familiarity and project success beyond that explained by team leader and organizational experience. These results suggest that a well-developed and deployed structured problem-solving process—characteristic of effective six sigma deployments—may reduce the importance of team familiarity in the context of improvement teams.     

Disaster relief routing: Integrating research and practice

Disaster relief presents many unique logistics challenges, with problems including damaged transportation infrastructure, limited communication, and coordination of multiple agents. Central to disaster relief logistics is the distribution of life-saving commodities to beneficiaries. Operations research models have potential to help relief agencies save lives and money, maintain standards of humanitarianism and fairness and maximize the use of limited resources amid post-disaster chaos. Through interviews with aid organizations, reviews of their publications, and a literature review of operations research models in transportation of relief goods, this paper provides an analysis of the use of such models from the perspective of both practitioners and academics. With the complexity of disaster relief distribution and the relatively small number of journal articles written on it, this is an area with potential for helping relief organizations and for tremendous growth in operations research.     

Statistical tests for multiple forecast comparison

We consider a multivariate version of the Diebold–Mariano test for equal predictive ability of three or more forecasting models. The Wald-type test, $S$, which has a null distribution that is asymptotically chi-squared, is shown to be generally invariant with respect to the ordering of the models being compared. Finite-sample corrections for the test are also developed. Monte Carlo simulations indicate that $S$ has reasonable size properties in large samples but tends to be oversized in moderate samples. The finite-sample correction succeeds in correcting for size, but only partially. For the size-adjusted tests, power increases with sample size, as expected. It is speculated that further finite-sample improvements can be achieved using Hotelling’s $T^2$ or bootstrap critical values.     

Collaboration at work: An integrative multilevel conceptualization

The term collaboration has been used throughout a variety of research disciplines to describe multiple types of interaction; yet, a unified, comprehensive definition of the construct remains elusive. This lack of clarity regarding the distinctions and commonalities between collaboration and other interaction concepts has resulted in conceptual confusion that affects practice and research in human resource management. Practitioners see collaboration as more of a buzzword than as an effective human resource strategy. Previous theory development efforts have not yet taken a comprehensive multidisciplinary approach. This has resulted in failure to integrate key themes across disciplines into an overall view of collaboration, which is a commonplace practice in business and military sectors alike. This paper describes a multidisciplinary conceptualization of collaboration and discusses the implications of this integrative theory to human resource management and strategy development as well as future research efforts.     

A note resolving the debate on “The weighted average cost of capital is not quite right”

Miller (2009a) derives a weighted average cost of capital for the special case where the cash flows to equity and the cash flows to debt are annuities. The paper attracts debate. We show that the weighted average cost of capital is redundant in a world where interest paid is not tax deductible. The required rate of return on unlevered equity will consistently and reliably estimate the net present value of any project no matter the idiosyncratic beliefs of the analyst as to the year-by-year leverage of the project, or of the firm. We recommend that the weighted average cost of capital method is discarded.     

Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study

This study examines the relationships among the PMBOK® Guide, project performance, customer satisfaction, and project success by assessing the efficacy of management techniques, tools, and skills for implementing infrastructure and building construction. Experienced interviewees from private engineering firms and public agencies were asked to complete a questionnaire, and the responses were analyzed by means of a structural equation model. The analytical results indicate the appropriateness of prioritizing the practice of the PMBOK® Guide in the construction industry. This study contributes to the literature by providing insight into interactions among the PMBOK® Guide and construction project outcomes in engineering practices. Particularly, the “bidder's conference” and “procurement negotiations” are the priority techniques to minimize bidding and legal procurement problems. Moreover, the study recommends the use of “stakeholder analysis,” “communication requirements analysis,” and the “communication methods” to perform effective communication management. Although the conclusions are based on the sample collected in Taiwan, the research findings can be used by project managers and educators to tailor the PMBOK® Guide to their unique needs and to design effective training programs for construction specialists.