Stakeholder analysis for R&D project management

R&D projects affect the interests of different stakeholders in different ways. Understanding the stakeholders and analysing their interests helps in the better management of R&D projects. In this paper we discuss a methodology to systematically analyse the stakeholders of R&D projects. This methodology includes Freeman's (1984) three levels of analysis: rational, process and transactional. Based on these three levels, the stakeholder management capability of an R&D project is determined. The final stage is based on Mitchell et al . (1997) approach to analysing the dynamics of stakeholders. This methodology is illustrated using a New Zealand case relating to a road pricing R&D project.     

Applying a systems approach to human resource management

One reason why organizational improvement efforts often fall short of expectations is that they are rarely systematic. This article describes both the theory and practice of improving human resource management (HRM) using an example from McDonnell Douglas Corporation, in which an integrated systems approach was applied. A model of various, specific HRM initiatives is presented. The plan for undertaking these initiatives is also described. A key factor in the success of this approach is in changing the mental models that executives hold regarding how organizations really function. A major part of this shift is appreciating that organizational improvement initiatives are not additive but interactive. © 1999 John Wiley & Sons, Inc.     

Medical Insurance Coverage and Health Production Efficiency

Conventional economic theory predicts that medical insurance coverage causes an inefficient production of health because of  ex ante  and  ex post  moral hazard effects. However, no research has empirically examined the magnitude of the inefficiency. This study empirically examines the impact of medical insurance on the technical efficiency of health production at the metropolitan level. The underlying health production function allows for preventive care, curative care, and behavioral factors. Data envelopment analysis determines relative technical efficiency. The multiple regression results indicate that insurance coverage generates inefficiency but the efficiency loss appears to be relatively small on the extensive margin.     

Liquidity: Considerations of a Portfolio Manager

This paper examines liquidity and how it affects the behavior of portfolio managers, who account for a significant portion of trading in many assets. We define an asset to be perfectly liquid if a portfolio manager can trade the quantity she desires when she desires at a price not worse than the uninformed expected value. A portfolio manager is limited by both what she needs to attain and the ease with which she can attain it, making her sensitive to three dimensions of liquidity: price, timing, and quantity. Deviations from perfect liquidity in any of these dimensions impose shadow costs on the portfolio manager. By focusing on the trade-off between sacrificing on price and quantity instead of the canonical price-time trade-off, the model yields several novel empirical implications. Understanding a portfolio manager's liquidity considerations provides important insights into the liquidity of many assets and asset classes.     

Woman to women: Social marketing an idea to the new world

In 1971, Kotler and Zaltman developed a formal planning process for social marketing. But this article highlights the marketing of the idea of Britain's moral cause to American women in 1939–41, a clever example of social marketing thinly disguised to avoid the abhorrence attached to propaganda. The authors show how Ruth Drummond's letters in Ladies' Home Journal contain an effective mix of communication elements dedicated to winning women to a way of thinking that they had rejected initially. © 1998 John Wiley & Sons, Inc.     

The implication of discount rate changes for market timing

This study implements and tests a market timing trading rule using the public information contained in discount rate changes as signals to enter or exit the stock market. The trading rule entails entering the market on an initial discount rate cut and remaining fully invested through any subsequent cuts. Alternatively, an initial discount rate increase signals an exit from the market and remaining out of the market through any subsequent increases. It is presumed that short-term Treasury instruments are held in out-market periods. We test and report the results of this market timing strategy in comparison to a benchmark buy-and-hold strategy through the use of various investment performance measures. Analysis of ex-post returns indicates that the market timing trading rule produces higher risk-adjusted returns than a buy-and-hold-the-market strategy. Even without a risk adjustment, the returns of the strategy exceed those of the passive buy-and-hold strategy in the three subperiods analyzed. The strategy's predictive accuracy for timing the market clearly exceeds the minimum predictive accuracy suggested by earlier market timing literature. Finally, the results of the statistical analysis indicate that the strategy is successful in outguessing the market as defined in the classical Treynor and Mazuy illustration.     

Downsizing and the hyper-effective manager: The shifting importance of managerial roles during organizational transformation

This article describes how managerial roles change in importance during periods of significant organizational transition. An interdisciplinary approach reveals that (1) the competing values framework is a useful framework for examining this question; (2) the transformational roles increase as expected during downsizing; (3) three of four transactional roles also increase during downsizing. This last counterintuitive finding is illuminated by the interdisciplinary model developed. Overall, managers show significant evidence of hyper-effectivity—a state of high performance that is likely to be unsustainable in the long term. Implications for human resource practitioners and researchers are discussed. © 1996 by John Wiley & Sons, Inc.     

Who Goes to Metropolitan Parks? A Latent Class Analysis Approach to Understanding Park Visitation

This study aimed to identify typologies of park visitors and to examine associations among these typologies and socio-demographic characteristics. In 2013, intercept interviews were completed with 794 adult park visitors at two large parks located in Melbourne, Australia. Latent class analysis identified three classes of visitor: physically active visitor, with dog (12.4%); physically active visitor, with no dog (35.7%); and infrequent, low active, social visitor (51.9%). Respondents who were older and owned a dog had higher odds of being in Class 1 and Class 2. Respondents who had children had higher odds of being in Class 3. Respondents who reported poor health were less likely to be in Class 2 than in Class 3. Park users can be distinguished by the behaviors in which they engage. Understanding typologies of visitors will assist with the development of intervention strategies to optimize park visitation and park-based physical activity.     

Workplace Flexibilities,Job Satisfaction and Union Membership in the US Workforce

Using individual‐level data from the 2008 National Study of the Changing Workforce, we quantify how workers' job satisfaction levels correlate with five schedule‐based workplace flexibilities. The data permit us to control for numerous variables that might otherwise explain variation in the probability of job satisfaction, including, but not limited to, income, benefits, stress, depression, job control and individual preferences over flexibilities. Conditional on this control set, we find that workplace flexibilities correlate with an 8.1 per cent increase in job satisfaction. The relationship between job satisfaction and workplace flexibilities prevails through several sensitivity analyses, bias assessments and a propensity score matching analysis. We also explore how job satisfaction, union membership and workplace flexibilities intermix; we find that workplace flexibilities may function as a partial substitute for union membership.