A Comparison of Group Model Building and Strategic Options Development and Analysis

A distinctive tradition within group decision support uses models to structure managerial problems. In this tradition, stakeholders jointly construct a model on their issue of concern in facilitated workshops. In the past decades a wide variety of theoretical insights into and techniques for model-based decision support have been proposed and tested in practical applications. Methods are designed and used by experts; guidelines on their use are not completely spelled out in the literature. This lack of transparency may lead to difficulties in showing the value of methods to researchers in other fields, limit transferability of methods and complicate recombining elements of methods into a multimethodology. In this paper we aim to contribute to transparency by contrasting two model-driven methods: group model building (GMB) and Strategic Options Development and Analysis (SODA). We first develop a framework for comparing methods on a theoretical and practical level. Second, we describe the separate use of each approach, on one and the same issue, with a similar group of participants. By contrasting the choices made in a practical application we clarify process and results in different phases of problem analysis. Our conclusion is that theoretical assumptions of both approaches are more similar than expected. Each method captures different aspects of the problem and in this sense methods may supplement one another: where SODA focuses on the future and identification of actions, GMB aims to create insight into the relation between (past) behavior and structure of the problem. In choosing which element of the methods to use, it is important to realize that each element strikes a particular balance between costs (e.g. time taken from participants or modelers) and benefits (e.g. level of involvement or model verification). For instance, some elements speed up the process but do so at the cost of lowering participants’ involvement. A practical combination of elements of GMB and SODA thus requires the user to assess the relative importance of insight and action as project deliverables, weigh costs and benefits of elements of either method and string these together in a logical sequence that creates the outcomes required.     

Design Factors Influencing Willingness‐to‐Pay Estimates in the Becker‐DeGroot‐Marschak (BDM) Mechanism and the Non‐hypothetical Choice Experiment: A Case of Biofortified Maize in Zambia

Two of the experimental methods used to estimate willingness‐to‐pay (WTP) for a non‐market good, the Becker‐DeGroot‐Marschak (BDM) mechanism and the non‐hypothetical choice experiment (nHCE) often lead to significantly different WTP estimates, complicating the choice between the methods. In Zambia the same group of researchers used both techniques to evaluate WTP for orange maize, which provides more vitamin A than other varieties. This provided an opportunity to analyse the sources of the difference. In the BDM experiment, one group of respondents was provided with more training opportunities than the other, and made higher bids. Accounting for lexicographic behaviour in the nHCE reduced the estimated WTP. These two design factors together resulted in a decrease in the WTP difference for orange maize (1,279–632 ZMK) although the difference remains statistically significant. More training was also shown to eliminate the effects of different orders in which maize varieties were presented.     

Food aid: Pros and cons

Extreme poverty, drought and famine continue to afflict people in many parts of the world. Food aid has occupied a central role in the response to these problems, and there have been notable successes, yet there is doubt and criticism about the appropriateness of food aid. Is food aid doing more harm than good?     

Does irritation induced by charitable direct mailings reduce donations?

Charities rely mainly on direct mailings to attract the attention of potential donors. Individuals may feel irritated by these mailings, in particular when they receive many mailings. This might harm the revenues charities receive from their mailing activities. Moreover, target selection by charities likely results in many mailings being sent to the best donors, and hence they might become most irritated. As such, irritation with direct mailings could well be endogenously determined. To ensure exogenous variation in irritation, we performed a unique controlled field experiment in cooperation with five of the largest charities in the Netherlands. Our analysis reveals that direct mailings do result in irritation, but surprisingly, this irritation affects neither stated nor actual donating behavior.     

Trend stationarity in the I(2) cointegration model

A vector autoregressive model for I(2) processes which allows for trend-stationary components and restricts the deterministic part of the process to be at most linear is defined. A two-step statistical analysis of the model is derived. The joint test of I(1) and I(2) cointegrating ranks is shown to be asymptotically similar with respect to the drift terms and the asymptotic distribution is tabulated. The cointegrating parameters are shown to be mixed Gaussian and an application for UK monetary data illustrates the proposed analysis.     

European raw materials policy — past and current development

In world-wide negotiations and agreements on raw material problems the Community is either taking part as such or represented by the member state providing the Chairman of the Council. Admittedly it has often been difficult to work out the required common position for the member states, and only insofar as a consensus has been reached between them can therefore be talked of a European Raw Material Policy.     

Book Reviews

Book Review

Book Reviews     

Value Orientation in Process Management

There is no doubt that at least since the 1990s process orientation has evolved into one of the central paradigms of organizational design. Since then, all process management subtasks have matured. Process management decisions, however, lack economic foundation. They are usually based on qualitative or technical criteria or on plausibility considerations that do not necessarily comply with typical objectives in a market economy. Consequently, design alternatives are hardly comparable and an integrated valuation of a company’s assets is impossible. The status quo is astonishing for several reasons: First, process management decisions usually imply investment projects with different risk/return positions and capital tie-up. Second, the need for designing processes according to their contribution to corporate objectives has been explicated repeatedly. Third, the paradigm of value-based management is an accepted theoretical framework from economic research that enables to consistently valuate the risk/return effects of decisions across functional areas, hierarchy levels, and asset classes. This suggests the hypothesis that process management in general as well as the goal orientation of process management decisions in particular have evolved almost independently of value-based management. In the paper at hand, this hypothesis is confirmed based on a sample of process management publications. We therefore explicate the research gap as regards value orientation in process management. In order to bridge the gap between value-based management and process-oriented organizational design, we transfer economically well-founded objective functions to process management decisions.