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1.
A conceptual framework of anonymity in Group Support Systems 总被引:2,自引:2,他引:0
Joseph S. Valacich Leonard M. Jessup Alan R. Dennis J. F. Nunamaker Jr. 《Group Decision and Negotiation》1992,1(3):219-241
As the development and use of automated systems for collaborative work grows, the need for a better understanding of these systems becomes more important. Our focus is on one type of system, a Group Support System (GSS) and, in particular, on one important aspect of a GSS—anonymity. A conceptual framework for the study of anonymity in a GSS is presented, which describes the general classes of variables and their relationships. These variables include the factors that influence anonymity in a GSS, types of anonymity, and the effects of anonymity on a message sender, receiver, group process, and outcome. Each of these variables is discussed with working propositions presented for important group process and outcome measures. The objectives of this article are to highlight the importance and complexity of anonymity, to act as a guide for empirical investigations of anonymity, and to influence future GSS development and use. 相似文献
2.
Corporate investment myopia: a horserace of the theories 总被引:3,自引:0,他引:3
This paper tests two theories of corporate investment myopia which predict a distortion in investment policy with respect to the standard net present value rule. The theories are confronted with the empirical evidence, allowing the theories to compete to explain investment behavior. Research and development expense is used to proxy for long-term investment in a pooled, cross-sectional time-series regression. I find that research and development expense is decreasing in the age of the Chief Executive Officer. Results are consistent with the hypothesis that agency costs are lower when the firm invests myopically, rather than follow a standard net present value rule. 相似文献
3.
4.
Leonard L. Berry 《Journal of the Academy of Marketing Science》1995,23(4):236-245
Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research.
The impetus for its development has come from the maturing of services marketing with the emphasis on quality, increased recognition
of potential benefits for the firm and the customer, and technological advances. Accelerating interest and active research
are extending the concept to incorporate newer, more sophisticated viewpoints. Emerging perspectives explored here include
targeting profitable customers, using the strongest possible strategies for customer bonding, marketing to employees and other
stakeholders, and building trust as a marketing tool. Although relationship marketing is developing, more research is needed
before it reaches maturity. A baker’s dozen of researchable questions suggests some future directions.
holds the J. C. Penney Chair of Retailing Studies, is a professor of Marketing, and is director of the Center for Retailing
Studies at Texas A&M University. He is a former national president of the American Marketing Association. His research interests
are services marketing, service quality, and retailing strategy. He has published numerous journal articles and books, includingDelivering Quality Service: Balancing Customer Perceptions and Expectations (Free Press, 1990),Marketing Services: Competing Through Quality (Free Press, 1991), andOn Great Service: A Framework for Action (Free Press, 1995). 相似文献
5.
Does the competition mode influence the delegation decisions of the firm owners? By constructing a vertical negotiation game model, we find that under Cournot competition in the downstream market, the downstream firm's owner will not choose delegation, whereas under Bertrand competition, the downstream firm's owner will choose delegation. If the product substitution is relatively large, the adoption of delegation management by the owners of downstream firms under Bertrand competition will bring higher profits. It further shows that compared with the situation of no delegation, delegation management may reverse the social welfare ranking under Bertrand and Cournot competitions. 相似文献
6.
Julien Van Den Broeck Fernand Broeckx Leonard Kaufman 《Journal of Productivity Analysis》1990,1(1):43-78
We propose to introduce some economic performance variables of the firms and relate these with the corresponding frontier efficiency measures of 13 industries of the Belgian manufacturing sector in 1978. In order to find groups of similar firms by applying a cluster technique, we assume that this relationship is of a product life cycle nature.In the light of the product life cycle scheme itself and variations of it we can consider the possible explanatory variables of technical inefficiency in each group of firms as sources which intensify or slow-down the economic performance of the firm under consideration. Some cautious characterization of the top and bottom level clusters is formulated and linked to the efficiency issue.This paper was processed by N. R. Adam 相似文献
7.
We examine the effects of public ownership and regulatory agency independence on regulatory outcomes in EU telecommunications.
Specifically, we study regulated interconnect rates paid by entrants to incumbents. We find that public ownership of the incumbent
positively affects these interconnect rates, and suggest that governments influence regulatory outcomes in favor of incumbents
in which they are substantially invested. However, we also find that the presence of institutional features enhancing regulatory
independence from the government mitigates this effect. In order to study regulatory independence, we introduce a new cross-country
time-series database—the European Union Regulatory Institutions (EURI) Database. This database describes the development of
institutions bearing on regulatory independence and quality in telecommunications in the 15 founding EU member states from
1997 to 2003
*We thank Laurent Pipitone for superb research assistance. Geoff Edwards thanks the Sasakawa Foundation and the Institute
of Management, Innovation and Organization at the Haas School of Business for generous financial assistance, and London Business
School for non-financial support. Leonard Waverman thanks the Global Communications Consortium for support 相似文献
8.
Spark innovation through empathic design 总被引:11,自引:0,他引:11
Companies are used to bringing in customers to participate in focus groups, usability laboratories, and market research surveys in order to help in the development of new products and services. And for improving products that customers know well, those tools are highly sophisticated. For example, knowledgeable customers are adept at identifying the specific scent of leather they expect in a luxury vehicle or at helping to tune the sound of a motorcycle engine to just the timbre that evokes feelings of power. But to go beyond improvements to the familiar, companies need to identify and meet needs that customers may not yet recognize. To accomplish that task, a set of techniques called empathic design can help. Rather than bring the customers to the company, empathic design calls for company representatives to watch customers using products and services in the context of their own environments. By doing so, managers can often identify unexpected uses for their products, just as the product manager of a cooking oil did when he observed a neighbor spraying the oil on the blades of a lawn mower to reduce grass buildup. They can also uncover problems that customers don't mention in surveys, as the president of Nissan Design did when he watched a couple struggling to remove the backseat of a competitor's minivan in order to transport a couch. The five-step process Dorothy Leonard and Jeffrey Rayport describe in detail is a relatively low-cost, low-risk way to identify customer needs, and it has the potential to redirect a company's existing technological capabilities toward entirely new businesses. 相似文献
9.
Generally speaking, human beings dislike admitting flaws in their actions. The complexities of regional development provide ample opportunity for flawed action. As public intervention in the process of economic and social development is on the upswing, serious attention must be paid to evaluations in order to minimize flaws in the programs. This paper examines three constraints to evaluation: friction generated by data collection; absence of precise goals and modus operandi coupled with continuous program modification; and role conflict within the evaluation team. The difficulties with data lie in the definition of regional boundaries and hostility of the people resulting from normlessness and government involvement. Regional survey research centers are suggested to mitigate the problem. The second conistraint exists because of the sensitivity of program administrators to critical evaluation. They react with vague, general, and illusory goals, discounting and negation of results, and the concept of a pilot study from which “lessons learned always justify a program.” Long-run conditioning and public relations may be the only effective policies to relieve this constraint. The third constraint of role conflict has always existed but is particularly important when changes in programs derive from their evaluations. The solution is for our professions to insist on full public disclosure of results coupled with triyearly turnover of evaluation personnel. De façon générale, les humains détestent avouer leurs fautes. he dévelop-peraent régional étant trés complexe, beaucoup ?actions enterprises pourront s'avérer défectueuses ou néfastes. intervention publique dans le processus de développement économique et social se faisant peu fréqtiente, une attention spéciale et constante doit être apportée aux évaluations visant. à minimiser les erreurs dans les programmes. Cet article eiamine trois contraintes propres à?évaluation: obstacles crées par la cueilette des données; absence de buts prés et de modus operandi joints à une modification continuelle du programme; et conflit de rôle dans ?équipe ?évaluation. Les difficultés avec les données sont liées à la délimitation des régions et à?hostilityé des gens résultant de ?absence compléte de normes et de ?ingérence gouvernementale dans la vie privée. Pour résoudre le probléme, on suggére des centres ?enquétes et de recherches régionaux. La seconde contrainte vient du fait que les administrateurs de programme sont sensibles à une évaluation critique. lis répondent avec des buts vagues, généraux et illusoires; Us ne nient pas les résultats mais n'acceptent pas le concept ?une étude pilote óu “Les resultats obtenus justifient toujours un plan ?amélioration.” Un conditionnement à long terme et des relations extérienres peuvent être les settles politiques efficaces pour parer à cette contrainte. La troisiéme, due au conflit de rôle, a toujours existé mais elle est particu-liérement importante quand les modifications de programme dérivent de leurs évaluations. La solution serait que les associations professionnelles insistent sur une divulgation compléte des réstultats au public ainsi qu'un renouueUement du personnel ?évaluation tous les trois ans. 相似文献
10.
Evan Leonard 《American journal of economics and sociology》2014,73(5):1007-1134
Farming, including family farming, is now dominated by vertically controlled operations that deplete the soil, pollute water, and produce food designed more to satisfy marketing requirements than human nutritional needs. Agricultural practices today are a result of abdicating control over our lives to a thoroughly industrialized culture, in which institutions are governed by the single criterion of efficiency‐‐finding least‐cost solutions. Standardization is a major part of that process. But living systems cannot be standardized. They require diversity and some degree of redundancy to adapt to changing environmental conditions. In the cultural contest between the machine and the garden, the machine has definitely won, but if we do not make room for the garden again, our victory will be our own funeral. New Agrarianism seeks to encourage diversity of species on each farm and across farms within entire landscapes. But farmers cannot carry out the restoration of ecologically‐oriented agriculture on their own. They need support from cities: 1) in the form of markets to sell locally‐grown produce at prices that will support their work, 2) in a new understanding of ecosystems that focuses on inhabited spaces and not just wilderness, and 3) in an orientation that questions whether efficiency should be the paramount value of our culture. Finally, the transition to more biologically‐diverse human settlements can come about only if economic incentives are modified to remove the unrelenting pressure on farmers to expand their operations or go out of business. 相似文献