Improving the New Product Development Process: A Fractal Paradigm for High-Technology Products

Those professionals who are charged with improving the new product development (NPD) process may well feel as though they have been asked to bring order out of chaos. For every level in the organization, and for every step in the NPD process, they must contend with myriad, often interdependent choices—of products and processes; of tools and technologies; of proven best practices and hypothesized solutions. In turn, each choice may cascade into several additional decisions. With so many issues to address and so many variables to consider, practioners and researchers alike need a clear, but complete, framework for exploring, understanding, and improving the NPD process. To help bring some order to the study and the practice of NPD management, W. Austin Spivey, J. Michael Munson, and John H. Wolcott introduce a new metaphor, or paradigm, for product development: a fractal paradigm. Like some fractal images, their framework for understanding the essence of NPD rests on the concept of self-similarity. In other words, the picture their framework provides for understanding and managing the NPD process consists of the same set of concerns, regardless of the level at which the process is viewed. They developed this fractal paradigm during an empirical study of technology transition in a highly successful federal laboratory organization. Whether the focus is on the organization, the division, the team, or the individual, the essence of the NPD process as viewed through their framework comes down to two sets of factors: management factors and resource factors. In turn, each of these factors cascades into several interrelated sets of concerns. For example, the management factors comprise concerns about leadership and the management system. The resource factors include concerns about information, infrastructure, time, and money. Regardless of the level of detail at which the framework is viewed, improving the NPD process requires attention to all of these factors, by all levels within the organization. For example, visionary leadership on the part of senior management will have little effect if middle management and line supervisors fail to provide the necessary leadership for their respective groups of subordinates. Notwithstanding the complexity of the NPD process, the fractal paradigm focuses attention on those few key factors that must be managed continually, throughout all levels of the organization, to ensure successful commercialization of new products.     

Capital intensive education policy issues and problems

This paper describes some of the problems of today's mass schools and suggests that the technology is already available to replace them with more effective and efficient ones using capital intensive man-machine methods of instruction. It discusses some of the political and labor problems that may impede implementation and makes suggestions how these may be overcome.Research findings on the development of such schools are examined. A generalized model of such schools is presented based on a number of studies suggesting it will be substantially more cost-effective than its contemporary counterparts. The politics of change is discussed and specific strategies for implementation are suggested, the most immediate of which is the provision of federal or state funds for development of operating models of capital intensive schools. The key role of teacher union negotiations in facilitating or impeding changes is considered along with the present teacher union posture of opposition. It is suggested that teacher unions can best serve their own interests by cooperating in the development of capital intensive schools while bargaining to assure that their members share appropriately in the benefits of the improvements they bring.     

Tourism in the PRC-five years after China opens its gates

The ‘tourism industry’ in China, since its recognition as such in 1978, has grown rapidly. This has entailed both ideological and planning problems. The authors, both with extensive first hand experience of the industry in China, illustrate the pragmatism of the Chinese approach in providing solutions and planning the way ahead.     

University of Texas Roundtable on The State of the U.S. Private Equity Market

In this discussion that took place at the 2017 University of Texas Private Equity conference, the moderator began by noting that since 2000, the fraction of the U.S. GDP produced by companies that are owned or controlled by global private equity firms has increased from 7% to 15%. What's more, today's PE firms have raised an estimated $1.5 trillion of capital that is now available for investing. And thanks in part to this abundance of capital, the prices of PE transactions have increased sharply, with EBITDA pricing multiples rising from about 8.8X in 2012 to 11.5X at the beginning of 2017. Partly as a consequence of such abundant capital and high transaction prices, the aggregate returns to U.S. private equity funds during this four‐year period have fallen below the returns to the stockholders of U.S. public companies. Nevertheless, the good news for private equity investors is that the best‐performing PE firms have continued their long history of outperforming the market. And the consistency of their performance goes a long way toward explaining why the overwhelming majority of the capital contributed by limited partners continues to be allocated to funds put together by these top‐tier PE firms. In this roundtable, a representative of one of these top‐tier firms joins the founder of a relatively new firm with a middle‐market focus in discussing the core competencies and approaches that have enabled the best PE firms to increase the productivity and value of their portfolio companies. Effective financial management—the ability to manage leveraged capital structures and the process of readying their companies for sale to potential strategic or financial investors—is clearly part of the story. But more fundamental and critical to their success has been their ability to find undervalued or undermanaged assets—and either retain or recruit operating managements that, when effectively monitored and motivated, are able to realize the potential value of those assets through changes in strategy and increases in operating efficiency.     

Understanding the framing effect: do affective responses to decision options mediate the influence of frame on choice?

Little research has examined how gain- and loss-framed options influence participants’ affective states. In the current paper, we present two studies that measure affective responses to framed options to identify a potential mediator of the relation between frame and choice. We found that participants reported more positive responses after reading gain-framed options that presented a certain outcome compared to loss-framed options that presented a certain outcome, consistent with the choice patterns of the framing effect. We also found that framing effects were mediated by affective evaluation of the options. We suggest future researchers continue to assess the influence of affective response on evaluating options and making decisions.     

Redistributive choices and increasing income inequality: experimental evidence for income as a signal of deservingness

We explore the relation between redistribution choices, source of income, and pre-redistribution inequality. Previous studies find that when income is earned through work there is less support for redistribution than when income is determined by luck. Using a lab experiment, we vary both the income-generating process (luck vs. performance) and the level of inequality (low vs. high). We find that an increase in inequality has less impact on redistribution choices when income is earned through performance than when income results from luck. This result is likely explained by individuals using income differences as a heuristic to infer relative deservingness. If people believe income inequality increases as a result of performance rather than luck, then they are likely to believe the poor deserve to stay poor and the rich deserve to stay rich.     

How to Do More Than Manage Inflation's Effects

As the countries of Eastern Europe move to become more market-oriented, they may experience bouts of high infation. This isn't something limited to the Third World or Latin America. Such a possibility, however, should not dampen MNC interest in doing business in any of these parts of the world. In countries subject to inflation, profitability is still possible. Learning to manage its effects can even create competitive advantage.