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211.
Phillip L Carter Joseph R. Carter Robert M. Monczka Thomas H. Slaight Andrew J. Swan 《Journal of Supply Chain Management》2000,36(4):14-26
The purpose of this research was the development of the 10‐year forecasts for purchasing and supply based upon a close examination of key change drivers. The authors aimed at highlighting the most important areas of concern for purchasing executives. The research included trends of importance for organizations of all sizes, in all major industries — profit and nonprofit, private and public. To this end, the research team:
- • Identified the major economic, demographic, societal, competitive, and technological trends most likely to have major implications for the purchasing and supply management profession, its professionals, and organizationalprocesses
- • Projected the identified trends for 10 years (2008)
- • Determined the impact of these trends on purchasing and supply executives
- • Forecasted the environment for purchasing and supply in 10 years (2008)
- • Projected the changes to the purchasing and supply profession, its professionals, and organizational processes implied as a result of the research
212.
John Kelly examines and rejects the claim that job redesign satisfies the mutual interests of workers and employers through its provision of improved job satisfaction and performance. He investigates the costs to the parties involved which have been almost invariably neglected. 相似文献
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214.
This paper introduces methods of variable structure control (VSC) theory to economists. The VSC design is based on closed loop optimal control solutions. It is shown that VSC can yield stable solutions in the presence of parameter errors whereas conventional closed loop optimal control solutions become unstable. The methodology is applied to a simple economic model.The authors wish to thank John Burkett and Berc Rustem for constructive comments on earlier versions of the paper. 相似文献
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Many firms prepare forecasts at the beginning of each financial quarter that predict total sales over the upcoming quarter. Such forecasts may be used to make financial projections, or to plan manufacturing capacity and materials purchases. As weekly sales are recorded during the quarter, these quarterly forecasts are often revised, allowing plans and projections to be adjusted appropriately. A formal basis for these forecast revisions may be found in so-called stable seasonal pattern models, which are based on the observation that in many instances, the sales that accrue during a given period of a quarter follow a regular pattern. This paper discusses a number of stable seasonal pattern models – several from the literature, two that are novel – which have been evaluated for making forecast revisions at Sun Microsystems, Inc. Commonalities between the models are elucidated using a general theoretical framework, and a straightforward sample-based mechanism is described that affords great flexibility in the design and use of stable seasonal pattern models. The paper culminates in a detailed comparison of the performance of new and existing stable seasonal pattern models with respect to Sun's sales data. 相似文献
217.
Paul R. Lamore David Berkowitz Phillip A. Farrington 《Journal of Product Innovation Management》2013,30(4):695-711
The level of integration between the marketing and research and development (R&D) functions may be gauged by degree of communication, information sharing, and collaboration between the functions during the new product development process. This article examines how a firm's strategic choice regarding market orientation may influence the relationship between marketing and R&D personnel, and how this relationship may affect organizational success. Under examination are both the responsive form of market orientation, in which a firm focuses on immediate customer needs and tends to be market driven, and the proactive form, in which the firm focuses on future market needs and tends to be invention driven. It is theorized that responsive market orientation will be more positively related to marketing‐R&D integration due to the market‐driven nature of the orientation. Conversely, it is theorized proactive market orientation will be more positively related to organizational success than responsive market orientation due to the innovation‐driven nature of the orientation. The study was implemented via a Web‐based survey and data analysis was performed using structural equation modeling techniques. The results of this study provide empirical evidence that both proactive and responsive market orientation exhibit a positive relationship with marketing–R&D integration, indicating that both forms of market orientation may lead to closer collaboration between the marketing and R&D functions. Despite the assumption that a proactive orientation is driven by innovation and technology in which R&D may play a more significant role, there is evidence that a high degree of synergy is developed between the groups when the focus is on future market needs. A market‐driven responsive orientation by necessity requires high integration between departments to commercialize products in a timely manner to meet current market needs. Proactive market orientation exhibits a positive relationship with market performance, whereas responsive market orientation does not. The result may show evidence of the “new product paradox,\" whereby developing products to address immediate market needs may result in lower market performance because the new products may be replacements for obsolete offerings or are actually cannibalizing sales of existing products. 相似文献
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219.
Using an Edgeworth expansion to speed up the asymptotics, we develop one-sided coverage intervals for a proportion based on a stratified simple random sample. To this end, we assume the values of the population units are generated from independent random variables with a common mean within each stratum. These stratum means, in turn, may either be free to vary or are assumed to be equal. The more general assumption is equivalent to a model-free randomization-based framework when finite population correction is ignored. Unlike when an Edgeworth expansion is used to construct one-sided intervals under simple random sampling, it is necessary to estimate the variance of the estimator for the population proportion when the stratum means are allowed to differ. As a result, there may be accuracy gains from replacing the normal z -score in the Edgeworth expansion with a t -score. 相似文献
220.
Hershey H. Friedman Ph.D. Linda W. Friedman M.S. Phillip E. Weingarten M.Ph. Ralph Gallay Ph.D. 《Journal of the Academy of Marketing Science》1982,10(4):432-437
The purpose of the current study was to determine whether the magnitude of a price markdown affects consumers' purchase intentions and/or price perception. Four groups of subjects were all shown a brochure for a new TV video game selling for $49.95. Three different list prices were used: $200, $100, and $75. A fourth group, the control, was shown only the selling price. The results of the experiment indicated that the group shown the $200 list price (i.e., a 75% markdown) had greater intent-to-purchase the product than did the control group. There were no differences among the groups with respect to price perception. 相似文献