Operations related groups (ORGs): A clustering procedure for production/inventory systems

Many production/inventory systems contain thousands of stock keeping units (SKUs). In general, it is not computationally (or conceptually) feasible to consider every one of these items individually in the development of control polices and strategies. Our objective here is to develop a methodology for defining groups to support strategic planning for the operations function. Accordingly, such groups should take into consideration all product characteristics which have a significant impact on the particular operations management problem of interest. These characteristics can include many of the attributes which are used in other functional groupings and will most certainly go beyond the cost and volume attributes used in ABC analysis.The ORG methodology is based on statistical clustering and can utilize a full range of operationally significant item attributes. It considers both statistical measures of discrimination and the operational consequences associated with implementing policies derived on the basis of group membership. The main departure of this analysis from earlier work is: 1) the approach can handle any combination of item attribute information that is important for strategy purposes, 2) management's interest in defining groups on the basis of operational factors can be accommodated, 3) statistical discrimination is considered directly, 4) group definition reflects the performance of management policies which are based (in part) on group membership, and 5) the method can be applied successfully to systems with a large number of SKUs.The specific application which motivated development of the ORG methodology was an analysis of distribution strategy for the service parts division of a major automobile manufacturer. The manufacturer was interested in developing optimal inventory stocking policies, which took into account the complexities of its multiechelon distribution network, supplier relationships and customer service targets for each market segment. This manufacturer stocked over 300,000 part numbers in an extensive network with approximately 50 distribution centers and thousands of dealer locations (i.e., 1.5 million SKU/ location combinations). The results of this application indicated that the advantage of using operationally relevant data for grouping and for defining generic, group-based policies for controlling inventory can be substantial. The ORG methodology can be of value to operations managers in industries with a large number of diverse items.     

Pragmatism and Compliance: Employer Responses to the Working Time Regulations

Analysis of Working Time Regulations data reveals three patterns of response that help to explain the lack of employers' post‐implementation protest: coincidence with current practice; easy ‘escape’ options; and non‐compliance. Whether this represents a failure of health and safety legislation or a pragmatic response to labour market conditions is discussed.     

How to invest in social capital.

Business runs better when people within a company have close ties and trust one another. But the relationships that make organizations work effectively are under assault for several reasons. Building such "social capital" is difficult in volatile times. Disruptive technologies spawn new markets daily, and organizations respond with constantly changing structures. The problem is worsened by the virtuality of many of today's workplaces, with employees working off-site or on their own. What's more, few managers know how to invest in such social capital. The authors describe how managers can help their organizations thrive by making effective investments in social capital. For instance, companies that value social capital demonstrate a commitment to retention as a way of limiting workplace volatility. The authors cite SAS's extensive efforts to signal to employees that it sees them as human beings, not just workers. Managers can build trust by showing trust themselves, as well as by rewarding trust and sending clear signals to employees. They can foster cooperation by giving employees a common sense of purpose through good strategic communication and inspirational leadership. Johnson & Johnson's well-known credo, which says the company's first responsibility is to the people who use its products, has helped the company in time of adversity, as in 1982 when cyanide in Tylenol capsules killed seven people. Other methods of fostering cooperation include rewarding the behavior with cash and establishing rules that get people into the habit of cooperating. Social capital, once a given in organizations, is now rare and endangered. By investing in it, companies will be better positioned to seize the opportunities in today's volatile, virtual business environment.     

The perceived utility of information presented via electronic decision aids: A consumer perspective

Recent advancements in electronic technology have made possible a viable alternative information delivery system in the form of Electronic Decision Aids (EDAs). However, consumers will only benefit from such technological innovations if they are perceived to be useful in facilitating the decision making process. The current study investigates the effects of type of EDA format (autonomous versus dominant) and provision of educational information on the perceived utility of information presented via an electronic decision aid. In addition, the relationships between these two dimensions and specific consumer characteristics, including product familiarity, computer familiarity, and locus of control, as well as product type (search versus experience goods) are systematically identified and evaluated. Results suggest that selection of an appropriate format depends upon the nature of the product being selected, while inclusion of educational information enhances perceived utility of the information in selecting both types of products.

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Der wahrgenommene Nutzen von Informationen, die durch elektronische Entscheidungshilfen bereitgestellt werden: eine Verbraucherperspektive

Zusammenfassung Elektronische Entscheidungshilfen in Einzelhandelsgeschäften sind eine neuartige Form der produktbezogenen Verbraucherinformation, die durch neuere technologische Entwicklungen ermöglicht wurde. Ob diese Innovation bei Konsumenten Erfolg haben wird, dürfte wesentlich davon abhängen, wie nützlich sie für den Kaufentscheidungsprozess eingeschätzt wird.Der Beitrag berichtet über eine empirische Studie darüber, wie diese wahrgenommene Nützlichkeit abhängig ist von der Informationsform (unterschieden danach, ob der sich informierende Verbraucher den Informationsvorgang eigenständig kontrollieren und gestalten kann oder nicht) und davon, ob die Information auch Bestandteile umfasst, die die generelle Produktkenntnis erhöhen und dadurch zusätzliche aufklärende Wirkung erzielen können, oder nicht. Ausserdem wurde der Einfluss der Produktart sowie der Produktvertrautheit des Konsumenten und seiner Vertrautheit mit dem Computer analysiert. Die Ergebnisse wurden in Laboruntersuchungen gewonnen, bei denen es um die Wahl eines Fotoapparates und um die Wahl eines Arztes ging.Es zeigt sich, dass es von der Produktart abhängig ist, welche der beiden Informationsformen zweckmässiger ist, wogegen durchgängig gilt, dass zusätzliche aufklärende Informationsbestandteile die wahrgenommene Nützlichkeit von Informationen erhoehen.

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Donna J. Hill is Associate Professor of Marketing, Bradley University, Peoria, IL 61625, USA. Maryon F. King is Assistant Professor of Marketing, Southern Illinois University, Carbondale, IL 62901, USA. Eli Cohen is Associate Professor and Head. Computer Information Systems. College of Business. Eastern New Mexico University, Portales. NM 88130, USA.     

The tradeoff between firm size and diversity in the pursuit of technological progress

Conclusion Our analysis lends support to both sides of the debate concerning the optimal firm size for achieving technical advance. It provides a basis for why industries composed of many small firms will tend to exhibit greater diversity in the approaches to innovation pursued, and why greater diversity will contribute to more rapid technological change. It also provides a basis for why industries populated by larger firms will achieve a more rapid rate of technical advance on the approaches to innovation that are pursued. These arguments together suggest that a tradeoff exists between the appropriability advantage of large size and the advantages of diversity that accrue from numerous small firms. Our analysis has been more appreciative than rigorous and, indeed, often explicity speculative. While we attempted to raise important questions, our framework requires more structuring before we can be confident about any of our conclusions. Even in its inchoate form, however, our analysis demonstrates that much needs to be done before the current debate about firm size can seriously inform policy. If we accept the plausibility of our basic framework, it focuses attention on a range of issues and questions. The fundamental premise of our analysis is that firm capabilities and perceptions differ within industries. This premise is not, however, widely reflected in analyses of industry behavior and performance, which typically take some representative firm as their starting point. Indeed, the analytic utility of our particular premise deserves scrutiny. Are differences in firm capabilities and perceptions as critical to explaining the industry patterns in innovative activity and performance as we suggest? Do these differences persist? Is our abstract characterization of these differences and their effects on innovative activity up to the task of providing a basis for policy?These intraindustry differences in capabilities and perceptions underpin the hypothesized relationship in our framework between the number of firms within an industry and the number of distinct technological activities pursued by the industry as a whole. Surely this hypothesis should be tested. To establish the relationship between numbers of firms and technological diversity, we also made two important assumptions, which themselves should be examined. First, we assumed that firms independently decide upon which approaches to innovation to pursue.This assumption precludes the clustering of firms around innovative activities due to imitation, a phenomenon highlighted by Nelson (1981) and Scott (1991). To the degree that innovative activities yield relatively fast, public results, the assumption may be suspect. While our evidence indirectly suggests that such clustering may not be critical for explaining innovative activity in a wide range of industries, more research would be helpful. Second, we assumed that the number of approaches to innovation pursued by firms is independent of their size, implying large and small firms will tend to pursue the same number of approaches. This assumption probably does not apply to the smallest firms within an industry, particularly to the extent that such firms are often not full line manufacturing firms. Does it apply, however, to the medium to large firms that account for the preponderance of R&D and economic activity inthe manufacturing sector? While our evidence again provides indirect support for this claim, more empirical and theoretical research is indicated.We also made other claims and assumptions that deserve further attention. For example, we argued that greater technological diversity stimulates technical advance and provides gross increments to social welfare. Assuming it exists, the mechanism linking diversity and technical advance has never been examined empirically and is not obvious. Our assumption that expected firm growth due to innovation is increamental played an important role in permitting usto hypothesize an appropriability advantage of large size. Again, both the assumption and its alleged effect on innovative activity are worth examining. Finally, we also need to test whether the relationship between R&D and firm size within industries depends upon appropriability conditions, particularly upon the extent to which firms can sell their innovations or grow rapidly due to innovation. In conclusion, this litany of reasonable but unsubstantiated assumptions and arguments should make clear that this paper is only a modest beginning of a daunting research agenda.

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