Organizational form and environment: an analysis of between‐form and within‐form responses to environmental change

This study extends previous research on organizational adaptation to major environmental shifts by empirically examining the potential constraining effects of organizational form, operationalized using the Miles and Snow typology, on the type of responses enacted as well as the performance effects of the responses. Results indicate that a fit between environmental contingencies and organizational form relates to superior performance. The results also provide support for the idea that organizations systematically move toward the higher‐performing forms for a given environment. Consistent with organizational configuration logic, while these responses lead to performance improvements when a between‐form change is made, they do not necessarily lead to performance improvements when a within‐form change is made. Copyright © 2000 John Wiley & Sons, Ltd.     

Using Behavioural Economics For Rather than Against Consumers – A Practitioner’s Perspective

Behavioural economics can be a powerful tool in achieving consumer policy goals, by nudging people to make healthy, sustainable and cost-conscious choices. It can also, however, be used against consumers’ interests by misleading and deceiving them by exploiting their biases.     

Portfolio optimization in a defaultable market under incomplete information

We consider the problem of maximization of expected utility from terminal wealth in a market model that is driven by a possibly not fully observable factor process and that takes explicitly into account the possibility of default for the individual assets as well as contagion (direct and information induced) among them. It is a multinomial model in discrete time that allows for an explicit solution. We discuss the solution within our defaultable and partial information setup, in particular we study its robustness. Numerical results are derived in the case of a log-utility function, and they can be analogously obtained for a power utility function.     

Comparison of Cramer–Rao lower bounds of variances for at least equal protection of respondents

In this paper, a new randomized response model is proposed, which is shown to have a Cramer–Rao lower bound of variance that is lower than the Cramer–Rao lower bound of variance suggested by Singh and Sedory at equal protection or greater protection of respondents. A new measure of protection of respondents in the setup of the efficient use of two decks of cards, because of Odumade and Singh, is also suggested. The developed Cramer–Rao lower bounds of variances are compared under different situations through exact numerical illustrations. Survey data to estimate the proportion of students who have sometimes driven a vehicle after drinking alcohol and feeling over the legal limit are collected by using the proposed randomization device and then analyzed. The proposed randomized response technique is also compared with a black box technique within the same survey. A method to determine minimum sample size in randomized response sampling based on a small pilot survey is also given.     

The Role of Social Mechanisms in Demand and Supply Integration: An Individual Network Perspective

In many industries, including retail, increased complexity of marketing strategies needs to be met with increased efficiency in product delivery, requiring integration across demand and supply facing functions of the firm. For frontline logistics employees (FLEs) of manufacturing firms who are delivering and marketing products in retail stores daily, the ability to understand both the marketing and supply implications of their actions is essential. Despite the importance of cross‐functional integration at the retail frontline, little logistics research has explored how logistics frontline employees interact with managers and each other to integrate knowledge and information. The purpose of this research is to examine the antecedents to cross‐functional integration across demand and supply functions in multiple social networks of the FLE. Mixed methods, including social network analysis, structural equation modeling, and analysis of variance, are applied to test social capital theory hypotheses regarding the impact of relational embeddedness and social mechanisms, socialization and shared interpretation, on individual demand and supply integration across friendship, key enabler, and ideation networks of the frontline employee.     

Short reports

In this study, we assessed the epidemiological patterns of suicide terrorism in the civilian population of Pakistan. Information about suicide terrorism-related events, deaths and injuries was extracted from the South-Asian Terrorism Portal (SATP) for the period from 2002 to October 2009. Of 198 events, civilians were involved in 194 events. Civilians accounted for 74.1% (N = 2017) of those who died and 93.8% (N = 6129) of those who were injured. In nine districts, mortality rates were more than one death per 100,000 inhabitants per year. The yearly trend showed a shift of attack targets from foreigners and sectarian targets in 2002–2005 to security forces or general public in 2006–2009. Attacks on public installations (mosques) or political gatherings resulted in a significantly greater (P ≤ 0.02) number of deaths (22 vs. 8) and injuries (59 vs. 24) per event compared with security installations. These results show that prevention might focus on political negotiation with armed groups and that appropriate measures should be taken to protect mosques and political gatherings.     

Project Management Office Transformations: Direct and Moderating Effects That Enhance Performance and Maturity

This article aims at understanding organizational change through the study of project management office (PMO) transformations. This article suggests that performance resulting from a PMO transformation is moderated by the organizational context, change management, and by changes in coordination mechanisms—control or service orientation. This exploratory study adopted a quantitative methodology involving a sample of 184 PMO changes. It confirms the multifaceted nature of the context involved in a PMO transformation. External events play a key role in triggering change and improving performance. Key findings suggest that increasing the PMO’s supportive role improves project performance, business performance, and project management maturity. Conversely, increasing the PMO’s control role does not improve performance. This study's major contribution is to provide some empirical evidence concerning organizational change management.