Rituale geben Kraft

So sind Sie den Anforderungen der Palliativpflege besser gewachsen - In der Palliativpflege wird den Pflegekr?ften viel abverlangt. Konfrontiert mit dem allgegenw?rtigen Tod sollen sie sich immer wieder neu auf einen Sterbenden und sein Umfeld einlassen k?nnen. Was aber hilft ihnen bei dieser Anstrengung? Bieten Rituale eine Hilfe bei der Bew?ltigung?     

Managing New Product Development Teams in a Globally Dispersed NPD Program

Globalization is a major market trend today, one characterized by both increased international competition as well as extensive opportunities for firms to expand their operations beyond current boundaries. Effectively dealing with this important change, however, makes the management of global new product development (NPD) a major concern. To ensure success in this complex and competitive endeavor, companies must rely on global NPD teams that make use of the talents and knowledge available in different parts of the global organization. Thus, cohesive and well‐functioning global NPD teams become a critical capability by which firms can effectively leverage this much more diverse set of perspectives, experiences, and cultural sensitivities for the global NPD effort. The present research addresses the global NPD team and its impact on performance from both an antecedent and a contingency perspective. Using the resource‐based view (RBV) as a theoretical framework, the study clarifies how the internal, or behavioral, environment of the firm—specifically, resource commitment and senior management involvement—and the global NPD team are interrelated and contribute to global NPD program performance. In addition, the proposed performance relationships are viewed as being contingent on certain explicit, or strategic, factors. In particular, the degree of global dispersion of the firm's NPD effort is seen as influencing the management approach and thus altering the relationships among company background resources, team, and performance. For the empirical analysis, data are collected through a survey of 467 corporate global new product programs (North America and Europe, business‐to‐business). A structural model testing for the hypothesized effects was substantially supported. The results show that creating and effectively managing global NPD teams offers opportunities for leveraging a diverse but unique combination of talents and knowledge‐based resources, thereby enhancing the firm's ability to achieve a sustained competitive advantage in international markets. To function effectively, the global NPD team must be nested in a corporate environment in which there is a commitment of sufficient resources and where senior management plays an active role in leading, championing, and coordinating the global NPD effort. This need for commitment and global team integration becomes even more important for success as the NPD effort becomes more globally dispersed.     

The Fuzzy Front‐End of Discontinuous Innovation: Insights for Research and Management

In an article by Reid and de Brentani, a theoretical model of the process and structure for the fuzzy front‐end (FFE) of new product development (NPD) for discontinuous innovations was proposed. Its basic premise is that information flow in the early development of such innovations moves from the environment into the firm, facilitated by individuals playing three key roles at three decision‐making interfaces: (1) the boundary spanner at the boundary interface, (2) the gatekeeper at the gatekeeping interface, and (3) what is identified in this paper as the “project broker” at the project interface. The current paper builds on and augments the ideas presented in this theoretical model with the primary objective of formulating a set of propositions detailing factors affecting the flow of information, and thus role effectiveness at each of these interfaces for discontinuous innovations. The focus is on radically new innovations both because this type of innovation has the highest level of uncertainty during the FFE and because the development of products resulting from such innovations entails the greatest lack of understanding and the fewest strategies for effective management. To achieve this objective, individual, social system, and environmental factors, which promote and/or inhibit the effectiveness of the roles played during the three FFE phases, are examined in terms of both the speed and the quality of information flow. This is done with the goal of substantially improving NPD information as it proceeds through the FFE. In turn, it can help researchers, managers, and team players to better anticipate and meet the navigational challenges of this intrinsically complex, risky, but high potential, NPD scenario.     

What is the irrigation potential for Africa? A combined biophysical and socioeconomic approach

Although irrigation in Africa has the potential to boost agricultural productivities by at least 50%, food production on the continent is almost entirely rainfed. The area equipped for irrigation, currently slightly more than 13 million hectares, makes up just 6% of the total cultivated area. More than 70% of Africa’s poor live in rural areas and mostly depend on agriculture for their livelihoods. As a result, agricultural development is key to ending poverty on the continent. Many development organizations have recently proposed to significantly increase investments in irrigation in the region. However, the potential for irrigation investments in Africa is highly dependent upon geographic, hydrologic, agronomic, and economic factors that need to be taken into account when assessing the long-term viability and sustainability of planned projects. This paper analyzes the large, dam-based and small-scale irrigation investment potential in Africa based on agronomic, hydrologic, and economic factors. We find significant profitable irrigation potential for both small-scale and large-scale systems. This type of regional analysis can guide distribution of investment funds across countries and should be a first step prior to in-depth country- and local-level assessment of irrigation potential, which will be important to agricultural and economic development in Africa.     

Estimation and testing of crossing‐points in fixed design regression

Many phenomena in the life sciences can be analyzed by using a fixed design regression model with a regression function m that exhibits a crossing‐point in the following sense: the regression function runs below or above its mean level, respectively, according as the input variable lies to the left or to the right of that crossing‐point, or vice versa. We propose a non‐parametric estimator and show weak and strong consistency as long as the crossing‐point is unique. It is defined as maximizing point arg max of a certain marked empirical process. For testing the hypothesis H₀ that the regression function m actually is constant (no crossing‐point), a decision rule is designed for the specific alternative H₁ that m possesses a crossing‐point. The pertaining test‐statistic is the ratio max/argmax of the maximum value and the maximizing point of the marked empirical process. Under the hypothesis the ratio converges in distribution to the corresponding ratio of a reflected Brownian bridge, for which we derive the distribution function. The test is consistent on the whole alternative and superior to the corresponding Kolmogorov–Smirnov test, which is based only on the maximal value max. Some practical examples of possible applications are given where a certain study about dental phobia is discussed in more detail.     

Criteria for screening new industrial products

Screening new industrial product ideas—the initial GO/NO GO decision in the new product process—is a critical decision. This article reports the results of an extensive investigation into what criteria managers use in their screening decisions, and how these criteria are weighted and combined.     

The maturation of the science of media selection

The historical development of models in the field of media scheduling is traced. The models are identified as to which have dominated certain stages of development over the last twenty five years. A general discussion is also provided of the less sophisticated models of the preceding period. Overall, the evolution is described in terms of the development of a science to maturity. This paper was invited and has not been subject to our blind review process.     

Innovative versus incremental new business services: Different keys for achieving success

In companies where new product development plays an important strategic role, managers necessarily contend with a portfolio of projects that range from high technology, new‐to‐the‐world, innovations to relatively simple improvements, adaptations, line extensions, or imitations of competitive offerings. Recent studies indicate that achieving successful outcomes for projects that differ radically in terms of innovativeness requires that firms adjust their NPD practices in line with the type of new product project they are developing. Based on a large‐scale survey of managers knowledgeable about new product development in their firm, this study focuses on new business‐to‐business service projects in an attempt to gain insights about the influence of product innovativeness on the factors that are linked to new service success and failure. The research results indicate that there are a small number of “global” success factors which appear to govern the outcome of new service ventures, regardless of their degree of newness. These include: ensuring an excellent customer/need fit, involving expert front line personnel in creating the new service and in helping customers appreciate its distinctiveness and benefits, and implementing a formal and planned launch program for the new service offering. Several other factors, however, were found to play a more distinctive role in the outcome of new service ventures, depending on how really new or innovative the new service was. For low innovativeness new business services, the results suggest that managers can enhance performance by: leveraging the firm's unique competencies, experiences and reputation through the introduction of new services that have a strong corporate fit; installing a formal “stage‐gate” new service development system, particularly at the front‐end and during the design stage of the development process; and ensuring that efforts to differentiate services from competitive or past offerings do not lead to high cost or unnecessarily complex service offerings. For new‐to‐the‐world business services, the primary distinguishing feature impacting performance is the corporate culture of the firm: one that encourages entrepreneurship and creativity, and that actively involves senior managers in the role of visionary and mentor for new service development. In addition, good market potential and marketing tactics that offset the intangibility of “really new” service concepts appear to have a positive performance effect.     

What Happened to the Japanese Model?

Japan's steep postwar growth was nested in a political economy built around producer‐oriented policies: by fostering the growth of large firms using the tools of industrial policy, the government could jumpstart development. Many large firms, and their employees, benefited indirectly from this growth program, and very small firms and industries not included in the growth model were compensated through preferential policies or subsidies. Japan's social contract evolved around this system, having as its centerpiece lifetime employment. The government spent more resources on supporting exporting industries and compensating domestic ones than on building a forward‐looking welfare system. Japan's decade‐long economic downturn marks a structural transition towards a postindustrial society. While excelling in producing tangibles, Japan has fallen behind in fostering modern industries, including services; the country also lacks a welfare system to handle increasing structural unemployment that this transition brings about. Without a commitment towards a welfare system and a welfare society, and a reorientation of the social contract towards citizens, Japan is unlikely to transition successfully.     

Modeling Expectation Formation Involving Several Sources of Information

Abstract. Experimental studies of expectation formation of subjects are predominantly limited to the prediction of one single time series despite the practical relevance of expectations in situations with multiple sources of information. In this paper, we report on an experiment in which subjects are given time series (indicators) as additional information for the judgemental forecast of a stationary time series. The quality and the number of these indicators are varied in three versions of a forecasting experiment. We explore the effects on forecasting accuracy and we test the average forecasts of the subjects for consistency with the rational expectations hypothesis. A simple heuristic is presented that explains the average forecasting behavior better than the rational expectations if indicators are presented to the subjects. It is demonstrated by a simulation study that this result is representative for the considered stationary stochastic processes.