Creativity Business Discipline = Higher Profits Faster from New Product Development

A study was conducted of 69 analysts evaluating 267 early-stage new product development (NPD) projects in a major global chemical company over a 10-year time span. Positive correlations were found between profits resulting from NPD project analyses and the degree of creativity of the analysts evaluating those projects. Creativity can be reliably measured with standard psychological instruments, such as the MBTI® Creativity Index. Analysts with MBTI Creativity Indices above the median for the group studied identified opportunities providing 12 to 13 times more profit than those with MBTI Creativity Indices below the median, when both groups were rigorously trained and coached in stage-gate business analysis methods.
NPD requires breakthrough creativity because the first ideas for commercialization are almost never commercial until they have been substantially revised through a thought process involving branching. It is therefore most productive to preselect innovative, creative people for the early stages of NPD, and then teach this group the business discipline required in stage-gate NPD processes.
The results show that by utilizing these principles, both the overall speed and productivity of typical NPD processes can be increased approximately nine-fold, or nearly an order of magnitude when compared to today's typical linear stage-gate processes.     

Adjusting Choice Models to Better Predict Market Behavior

The emergence of Bayesian methodology has facilitated respondent-level conjoint models, and deriving utilities from choice experiments has become very popular among those modeling product line decisions or new product introductions. This review begins with a paradox of why experimental choices should mirror market behavior despite clear differences in content, structure and motivation. It then addresses ways to design the choice tasks so that they are more likely to reflect market choices. Finally, it examines ways to model the results of the choice experiments to better mirror both underlying decision processes and potential market choices. Co-chairs. Author order is alphabetical.     

Infinite-variance,alpha-stable shocks in monetary SVAR

This paper outlines a theory of what might be going wrong in the monetary SVAR (structural vector autoregression) literature and provides supporting empirical evidence. The theory is that macroeconomists may be attempting to identify structural forms that do not exist, given the true distribution of the innovations in the reduced-form VAR. This paper shows that this problem occurs whenever (1) some innovation in the VAR has an infinite-variance distribution and (2) the matrix of coefficients on the contemporaneous terms in the VAR's structural form is nonsingular. Since (2) is almost always required for SVAR analysis, it is germane to test hypothesis (1). Hence, in this paper, we fit α-stable distributions to the residuals from 3-lag and 12-lag monetary VARs, and, using a parametric-bootstrap method, we reject the null hypotheses of finite variance (or equivalently, α = 2) for all 12 error terms in the two VARs. These results are mostly robust to a sample break at the February 1984 observations. Moreover, ARCH tests suggest that the shocks from the subperiod VARs are homoskedastic in seven of 24 instances. Next, we compare the fits of the α-stable distributions with those of t distributions and a GARCH(1,1) shock model. This analysis suggests that the time-invariant α-stable distributions provide the best fits for two of six shocks in the VAR(12) specification and three of six shocks in the VAR(3). Finally, we use the GARCH model as a filter to obtain homoskedastic shocks, which also prove to have α < 2, according to ML estimates.     

Identifying the best companies for leaders: does it lead to higher returns?

Since 2002, Chief Executive magazine, in conjunction with the Hay Group, has published a list of the Top 20 Companies for Leaders. In this paper, we examine the performance of those companies listed as being the best for leaders. We examine the announcement impact on share price associated with the press releases for firms included in the list and holding period returns between subsequent survey releases. While we generally do not find a significant difference in the performance of the Best Leader sample compared with either the market or the matched sample, we do find that the Best Leader sample outperforms other benchmarks on a raw and risk‐adjusted basis during times of high market volatility. Copyright © 2009 John Wiley & Sons, Ltd.     

International best practice,quality management anf high performance: inferences from the Australian automotive sector

The adoption of international ‘best practice’ (IBP) has been presented widely as a strategy for organizations to improve productivity and competitiveness. The most prominent best practices include total quality management, continuous improvement programmes and just-in-time (JIT) production. Two key measures of competitiveness are quality and efficiency, and we examine those IBPs that lead to high levels of quality and efficiency in the Australian automotive industry. Our findings are based on a survey of the Australian automotive industry, and they suggest that the successful implementation of JIT and continuous improvement programmes can influence efficiency; this corresponds with recent discussions of IBP. However, our analyses also indicate that certain areas of human resource management, such as performance appraisals, performance-related pay, welfare schemes and testing during selection, can have an important influence on efficiency and quality and should also be considered as important forms of best practice.     

The adoption of international best practices in a Western culture: East meets West

Contemporary organizations facing changing economic and strategic realities have considered many models of organizational performance, in particular those based on ‘actices’odels of best practice have emanated from the USA, some European countries and Japan; however, the question remains –ternational best practices be transferred to Australia or elsewhere? Since companies in Japan, in particular, have been seen as harbingers of these best practices, we compare the level of adoption in Japanese and non-Japanese companies in three Australian industries. Differences between Japanese and non-Japanese companies were more apparent in the automotive industry with only a few differences found for the information and tourism industries. The main differences between the two ownership categories were in areas of unionization and management–elations, that is, areas that may be influenced more by institutional arrangements than by cultural differences. Perhaps the most interesting finding from the comparative research was that there were relatively few differences between the Japanese and non-Japanese companies. These characteristics include: organizational structure, labour turnover, teams as part of the organizational structure, levels of training, use of ringi-style decision making, security of employment, employee welfare schemes, the use of and success with performance appraisal and performance-related pay, and a wide range of quality systems. The key pillars of Japanese management are not being transferred, and we cannot expect to see identical arrangements regarding other management practices. But the differences between Japan and western countries such as Australia are very gradually declining.     

Fast Kernel Smoothing of Point Patterns on a Large Network using Two‐dimensional Convolution

We propose a computationally efficient and statistically principled method for kernel smoothing of point pattern data on a linear network. The point locations, and the network itself, are convolved with a two‐dimensional kernel and then combined into an intensity function on the network. This can be computed rapidly using the fast Fourier transform, even on large networks and for large bandwidths, and is robust against errors in network geometry. The estimator is consistent, and its statistical efficiency is only slightly suboptimal. We discuss bias, variance, asymptotics, bandwidth selection, variance estimation, relative risk estimation and adaptive smoothing. The methods are used to analyse spatially varying frequency of traffic accidents in Western Australia and the relative risk of different types of traffic accidents in Medellín, Colombia.     

Organizational structuring and project team structuring in integrated product development project

For a superior project result, integrated product development (IPD) project need to have stage-specific management approaches where the front-end structuring supports and strengthens the management of the project and the team during the execution stages. In the current study we focus on relationships on the organizational level variable during the front-end stage of the project, organizational structuring, with a project execution level variable, project team structuring to study the impact on product design glitches and project performance in the concurrent project environment. We hypothesize that managing the overall product development projects with integrated organizational structuring at the front stage and project team structuring during the development and project implementation stages can lead to reduced product glitches which can enhance the overall IPD project performance. We test our hypothetical model using data collected from the US automotive industry. Our data supports all the three proposed hypotheses. Discussion and implication of the empirical results, limitations of the current study, and recommendations for future studies are also provided.