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91.
Summary We consider the problem of making inferences about the parameters of a time series model when there is the possibility of a discrete variance change at an unknown time point. For this we obtain the posterior distributions of the parameters and of the variance ratio. 相似文献
92.
W. Theodore Cummings Donald W. Jackson Lonnie L. Ostrom 《Journal of the Academy of Marketing Science》1989,17(2):147-156
The product management form of organization has been around for quite a while; yet little empirical research has been done
on product managers. This article reports a study of product managers and some organizational behavior factors which contribute
to their job satisfaction and job performance. These factors include centralization of decision making, job structure, job
scope, role ambiguity, and role conflict. Finally, several suggestions are made for creating an environment more conductive
to having product managers who are satisfied with their jobs. 相似文献
93.
Richard C. Becherer D.B.A. Fred W. Morgan Ph.D. Lawrence M. Richard Ph.D. 《Journal of the Academy of Marketing Science》1982,10(3):269-280
Consumer susceptibility to reference group influence has been demonstrated for certain products and buying situations. This
article reports a study designed to determine if reference group influence varies between consumers classified as situationally-oriented
and dispositionally-oriented. Results indicate a considerable difference between the two groups.
Independence Health Plan 相似文献
94.
Relationships in business markets: Exchange episodes,value creation,and their empirical assessment 总被引:1,自引:0,他引:1
James C. Anderson 《Journal of the Academy of Marketing Science》1995,23(4):346-350
Conclusion David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship
development. In focusing on which constructs are “active” and therefore most meaningful at each stage, he has opened a new
vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not.
I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to
make field-survey, longitudinal research worthwhile.
Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier
relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing
and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies
for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be
an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual
gain.
His research interests are in working relationships between firms in business markets and measurement techniques. His articles
have appeared inHarvard Business Review, Journal of Marketing, Journal of Marketing Research, Management Science, Psychological Bulletin, andPsychometrika, among others. He has been vice president of the Business Marketing Division of the American Marketing Association and is
a fellow of the American Psychological Association. 相似文献
95.
96.
Bailey W 《Fund raising management》1991,21(11):45-49
What happens in today's hospitals when keeping the faith with donors clashes with fiscal politics? An enterprising assistant attorney general asked that question and turned up some disquieting answers. 相似文献
97.
Sandy W 《The Journal of business strategy》1991,12(5):30-33
There are eight areas in a business plan where energy is often wasted. Here's how to spot the gaps that prevent plans from being put into action. 相似文献
98.
In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results). 相似文献
99.
100.