Managing the Unexpected Across Space: Improvisation,Dispersion, and Performance in NPD Teams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.     

Time discounting for primary and monetary rewards

This paper reports a positive and statistically significant relation between short-term discount rates elicited with a monetary and a primary reward (chocolate). This finding suggests that high short-term discount rates are related to an underlying individual trait.     

Drinking cheaply: the demand for basic wine in Italy

The wine market has evolved dramatically over the last three decades. The premium wine segment has expanded significantly to the detriment of basic wines. Nevertheless, in traditional wine producing and consuming countries, inexpensive wines still account for a large market share, both in volume and value. Marketing strategies for such wines are changing in an attempt to tap this increasingly crowded market segment. Despite its importance, the basic wine segment has not been studied in‐depth and is often assumed to have no product differentiation. This paper tried to ascertain the existence of a possible degree of heterogeneity within nonpremium wines and to measure, by means of elasticity computation, the relationships among categories of wines aggregated with criteria that go beyond price. A demand system (censored QUAIDS) was estimated, using a statistically representative panel of 6,773 Italian households, to see to what extent, if any, substitution occurs in home consumption of basic wines, which is the main channel of distribution of inexpensive wines in Italy. Although price is an important lever in supply policies, our results also suggest the importance of packaging, such as carton as an alternative to glass.     

Probabilistic sophistication,second order stochastic dominance and uncertainty aversion

We study the interplay of probabilistic sophistication, second order stochastic dominance and uncertainty aversion, three fundamental notions in choice under uncertainty. In particular, our main result, Theorem 2, characterizes uncertainty averse preferences that are probabilistically sophisticated, as well as uncertainty averse preferences that satisfy second order stochastic dominance. As a byproduct, Proposition 2 highlights a fundamental tension between probabilistic sophistication/second order stochastic dominance and uncertainty aversion in the presence of nontrivial unambiguous events.     

Ascending auctions for multiple objects: the case for the Japanese design

Summary. We consider two ascending auctions for multiple objects, namely, an English and a Japanese auction, and derive a perfect Bayesian equilibrium of the Japanese auction by exploiting its strategic equivalence with the survival auction, which consists of a finite sequence of sealed-bid auctions. Thus an equilibrium of a continuous time game is derived by means of backward induction in finitely many steps. We then show that all equilibria of the Japanese auction induce equilibria of the English auction, but that many collusive or signaling equilibria of the English auction do not have a counterpart in the Japanese auction.Received: 2 September 2004, Revised: 20 April 2005, JEL Classification Numbers: C72, D44.Fabrizio Germano: Correspondence toWe are indebted to Philippe Jehiel for useful discussions and to Nicolas Vieille for suggestions in the proof of Proposition 2; we also thank seminar audiences in Athens, Basel, Beer-Sheva, Berlin, Brussels, Cambridge, Edinburgh, Exeter, Lausanne, Lisbon, London, Louvain-la-Neuve, Namur and Tel Aviv. Germano acknowledges financial support from Euopean Commission, TMR Network Grant ERBFMRXCT0055, “Cooperation and Information” as well from the Spanish Ministry of Science and Technology, Grants SEC2001-0792, SEJ2004-06319, and in form of a Ramon y Cajal Fellowship. Lovo is member of GREGHEC, unité CNRS, FRE-2810. The support of the Economic and Social Research Council (ESRC) is also gratefully acknowledged. The work was part of the programme of the ESRC Research for Economic Learning and Social Evolution.     

Hospital cost sharing incentives: evidence from Iceland

Hospitals’ incentives to provide health care are influenced by the degree of cost sharing between the purchaser and the provider. In most OECD countries, governments remunerate hospitals according to the activity performed. Activity is usually measured through a diagnosis related groups (DRGs) system. This study estimates the degree of cost sharing of the NordDRG classification system (the DRG version of the Nordic countries) in Iceland during 2003–2005. We first apply ordinary least square (OLS) methods to estimate the degree of cost sharing by regressing the price for each individual patient against its cost. Second, we propose an instrumental-variable approach to address the potential endogeneity of costs. The OLS estimates suggest that the degree of cost sharing is in the range 0.16–0.17 (i.e. 1$ increase in cost is associated with an increase in reimbursement by 0.16–0.17$ increase in cost is associated with an increase in reimbursement by 0.16–0.17). The instrumental-variable approach provides some evidence of endogeneity, and suggests that cost sharing is overestimated by OLS. The instrumented estimates of cost sharing are 0.11, 0.13 and 0.14 in 2003, 2004 and 2005, respectively. Regardless of the method applied, most cost sharing is associated with the retrospective features of the classification system (such as the type of treatment provided).     

How Teamwork Matters More as Team Member Dispersion Increases*

Product development teams become increasingly dispersed because innovative project tasks require the input of specialized knowledge at multiple locations. Prior analyses indicate that as team member dispersion increases teams find it more difficult to perform high‐quality teamwork. Moreover, the literature has largely assumed that the performance effect of teamwork in innovative projects would be driven by the nature of the project task and that this would be true regardless of the degree to which team members were co‐located. The present study argues, however, that teamwork affects team performance more strongly as team member dispersion increases. Two main reasons for this are discussed: (1) High‐quality teamwork can leverage the increased knowledge potential of dispersed teams; and (2) team leaders in more dispersed teams have little possibility to compensate low‐quality teamwork through hands‐on leadership. Responses from 575 managers, team leaders, and team members of 145 new product development (NPD) projects in the software industry were used to analyze the moderating effect of team member proximity on the relationship between teamwork quality and team performance. Using regression analysis, support is found for the initial hypothesis that team member dispersion moderates the relationship between teamwork quality and team performance, that is, that increasing team member dispersion increases the positive impact of teamwork quality on team performance. As such, the present analysis advances understanding of dispersed teams, showing that teamwork quality not only is more difficult to achieve but also is more critical to team performance as team dispersion increases. Furthermore, low‐proximity teams can reach higher levels of effectiveness and efficiency than co‐located ones if they manage to achieve high levels of teamwork over distance. Thus, team dispersion may well be an opportunity and should not just be regarded as a liability to be overcome or avoided. This research recognizes that the vast majority of teams are neither perfectly co‐located nor perfectly virtual. There are many shades of gray between these two extremes, and various individual, team, task, and contextual characteristics may have an effect on how decreases—however small—in geographical proximity affect the process and performance of teams. Future research is encouraged to address such factors at different levels of analysis aimed at providing managers with recommendations for dispersed teamwork.