Reflexivity,stress, and unlearning in the new product development team: the moderating effect of procedural justice

The success of new product development (NPD) depends on a team's abilities to integrate, build, and reconfigure internal and external competences and the flexibility to address rapidly changing environments. To develop innovative products it is desirable that these processes should not be constrained by current beliefs and routines. NPD teams therefore need to engage in an unlearning process to overcome any resistance to new ideas and to facilitate a fresh approach. The paper recognizes that the controlled experience of stress plays a part in unlearning (e.g., confusion about technology or market change can encourage changes) and argues that teams should systematically reflect on the progress they are making in projects and in unlearning. The fairness of procedures used by the management moderates the proposed relationships. Two hundred and ninety eight team members and 77 NPD team leaders participated in the study. The results indicate that team reflexivity positively influences unlearning and product innovation, while team stress has a negative effect. The perceived fairness of management procedures strengthens the positive effects of team reflexivity on unlearning and product innovation, and reduces negative effect of team stress.     

Incentive Redesign and Collaboration in Organizations: Evidence from a Natural Experiment

Research summary : Separating the individual from the social effects of incentives has been challenging because of the possibility of synergies in team production. We observe a unique natural experiment in a South Korean e‐commerce company in which a switch from pay‐for‐performance to fixed (but different) salaries took place in a staggered and effectively random manner across employees. In this case, social and individual effects perspectives make opposing predictions, enabling a critical test. We find evidence consistent with social effects of incentives, particularly as predicted by goal framing theory. The results have implications for the design of incentives to foster collaboration, organizational learning, and organizational performance. Managerial summary : Managers often neglect the deeper hypothesis behind pay‐for‐performance schemes—that people primarily care about how much they are individually paid. An opposing school of thought contends that incentives have social effects too—that individuals care about not only what they receive but also what their peers receive. It is difficult to say whether individual or social effects would be more salient in a context, without a proper experiment with randomization. We exploit a rare opportunity provided by a company that changed its incentive system in a random order, thus unintentionally creating a natural experiment. The results strongly validate the existence of social effects of incentives, but also make the general case for the opportunity to learn from experimenting with organization design in a systematic manner. Copyright © 2017 John Wiley & Sons, Ltd.     

Economics at the Antitrust Division 2016–2017: Healthcare,Nuclear Waste,and Agriculture

This year the Antitrust Division of the U.S. Department of Justice litigated an unprecedented number of cases. Two mergers, Anthem with Cigna and Aetna with Humana, threatened to dramatically alter the face of commercial health insurance. The Anthem case raised questions of how to evaluate a claim that competition costs billions annually in potential medical cost savings. The Aetna case raised questions of how commercial insurers compete against the public programs—specifically Medicare. The Division also litigated numerous other civil matters including a proposed merger of nuclear waste disposal facilities. In that case, economists had to explore the scope and bounds of competition within a variety of regulatory regimes. And, in a merger of two new technologies that improve the efficiency of planting seeds, the emerging nature of the market led to interesting variations in the analysis. This overview of the economic issues in these particular cases is intended to provide insights into the challenges of enforcing antitrust law and the way in which economic analysis in particular is used to address those challenges.     

Give it to us straight (most of the time): Top managers’ use of concrete language and its effect on investor reactions

Research Summary : Building on the communications and linguistics literatures, we explore the language attributes managers use in interactions with investors and the subsequent reactions of investors. Specifically, we hypothesize that top managers’ use of concrete language attributes in communication with investors broadly associates with positive investor reactions. We further posit that this relationship will be moderated by the level of firm risk. Our results support our hypotheses and, thus, offer important insights to the impression management literature. First, subtle elements of managerial communication can have significant impression management consequences. More specifically, language concreteness is a key language attribute that generally induces positive investor responses. Finally, the effectiveness of language concreteness is conditional on the informational environment of the firm. Managerial Summary : How can managers communicate in a way that presents the firm more positively or reduces the negativity associated with perceived firm risks? Our findings indicate that choosing appropriate persuasive language features in interactions with investors can help a firm manage its impressions. Specifically, we find that top managers’ use of concrete language that provides details and specific information in communication with investors, in general, garners positive investor reactions. Further, the effectiveness of top managers’ use of concrete language depends on investor concerns. More specifically, we find that when a firm is seen as having a riskier profile, using concrete language helps induce a more positive investor response; while when a firm is seen as low risk, using abstract language may be more beneficial.     

Planning horizons for master production scheduling

Production and operations planning in organizations quite often is a multi-level sequential process, involving aggregate planning, master production scheduling, and detailed operations planning and scheduling. To obtain good planning results, it is desirable to have a proper planning horizon for each level of planning. There have been a considerable number of studies dealing with planning horizons for aggregate planning or production smoothing problems. There are also many planning horizon studies for single-item lot sizing problems. No study has addressed the issues associated with the planning horizons for master production schedules (which is a multi-item lot sizing problem in nature), particularly with respect to the relationship to the aggregate plan.This study addresses the issue of planning horizons for companies employing a make-to-stock competitive strategy facing a seasonal demand for their products. We formulate the aggregate planning problem and the master scheduling problem as two separate mathematical programs to approximate the two-stage process that typically takes place in practice. Rolling planning horizons are used to approximate the periodic updates of the plans commonly done in practice. The models also incorporate resource requirements planning concepts to estimate loads on the critical work centers.The planning process is simulated as a single pass procedure where the results of aggregate planning are passed to the master production scheduling model once per month and the results of the master scheduling model (i.e., the portion of the master schedule actually implemented) are passed back to the aggregate planning model for the next planning session.The experimental results show that when the planner faces extreme cost structures such as high smoothing costs/high setup costs or low smoothing costs/low setup costs, the planning horizon effects are reduced to a minimum. Master schedule planning horizons need not be as long as aggregate planning horizons. Alternatively, non-extreme cost structures such as high smoothing costs/low setup costs and low smoothing costs/high setup costs should be handled with equal planning horizons for both aggregate planning and master scheduling.It is also found that the firm's cost structure has an impact on the appropriate planning horizon for both aggregate planning and master scheduling. Some cost conditions allow for smaller master schedule horizons. The best horizon choice seems to be equal planning horizons for both aggregate planning and master scheduling, even though the cost savings is slight in some cases.Finally, the proper length of the planning horizon for master scheduling is affected by the planning horizon of the aggregate plans.     

Comparison of Cramer–Rao lower bounds of variances for at least equal protection of respondents

In this paper, a new randomized response model is proposed, which is shown to have a Cramer–Rao lower bound of variance that is lower than the Cramer–Rao lower bound of variance suggested by Singh and Sedory at equal protection or greater protection of respondents. A new measure of protection of respondents in the setup of the efficient use of two decks of cards, because of Odumade and Singh, is also suggested. The developed Cramer–Rao lower bounds of variances are compared under different situations through exact numerical illustrations. Survey data to estimate the proportion of students who have sometimes driven a vehicle after drinking alcohol and feeling over the legal limit are collected by using the proposed randomization device and then analyzed. The proposed randomized response technique is also compared with a black box technique within the same survey. A method to determine minimum sample size in randomized response sampling based on a small pilot survey is also given.     

The Influence of Governance Structure and Strategic Corporate Social Responsibility Toward Sustainability Reporting Quality

Increased business complexities coupled with enhanced global transformation have propelled corporations to behave as responsible citizens to drive the sustainability agenda. Many corporations incorporate their affirmative commitment to sustainable business practices into their corporate identities and give evidence for this in their sustainability reports. This paper examines the role of the board of directors in sustainability reporting quality (SRQ) in the Asia‐Pacific region. Based on a cross‐sectional study of 113 companies from 12 countries in the region, we find that the SRQ in the region leaves much room for improvement. However, we find that the institutionalization of the concept of corporate social responsibility (CSR) in an organization provides a sound foundation for enhancing SRQ. We find that the value of CSR anchored in the vision and/ or mission statement and strategic alliances fostered with non‐governmental organizations are positively associated with SRQ. This study contributes to strengthening the understanding, promoting discussion on the state of sustainability reporting in the Asia‐Pacific context and laying a solid foundation for more aggressive efforts to enhance SRQ. The study identifies the significant drivers currently associated with SRQ. The weak role of the board of directors in upholding the sustainable development agenda through the reporting process is highlighted. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.     

The effects of workforce strategies on manufacturing operations

This paper tests the effects of three workforce strategies on a multistage, multiproduct manufacturing system under various operating conditions. These three strategies are those that are predominant in today's world economics. One type is a chase strategy, often used by firms that employ low skilled workers and faced with seasonal product demands, where workforce levels fluctuate according to increases and decreases in production requirements. A level-flexible strategy, commonly called the Toyota system, keeps the aggregate workforce at a constant size but by having flexibly trained workers it can allow transfers of workers between various departments and processes as production requirements dictate. The third major type is a level-inflexible strategy, such as that used on mass-assembly lines employed by American automobile manufacturers. Under this strategy, the number of workers remains constant in each department as well as at the aggregate level regardless of short term changes in the production requirements. The manufacturing system is envisioned as a sequential planning process with interrelated decisions made at the levels of aggregate planning, master production scheduling, and departmental planning. This process is modeled as a zero-one mixed integer program. The operating conditions under which the strategies are tested are the variability of demand, the level of service, and the degree of inventory investment. The strategies are statistically tested as to their effects on five criteria: average weekly workforce size, average quarterly inventory investment, average weekly overtime, total setups and the average weekly ratio of departmental load to capacity.Using four different products and an experimental manufacturing environment described within the paper, we tested for any statistical differences between the three strategies. We found that none of the strategies had significantly different workforce sizes. Also, the chase strategy had the smallest average quarterly inventory investment. This implies that the “Japanese” level-inflexible strategy does not have the smallest workforce or lowest inventory as claimed by some.We also tested the effects of the operating conditions on the workforce strategies. The level-flexible strategy was most insulated from the seasonality, inventory restrictions, and service level. Thus again the claims made for the level-inflexible strategy about being insulated from its environment were not substantiated. It was found that the seasonality of demand had the greatest impact on the three workforce strategies. Also, the level of service greatly affected the utilization of labor resources.The major overall conclusion is that the level-flexible strategy which is associated with some Japanese manufacturing firms does not achieve the claims that some of its adherents have made for it. It does not have the smallest workforce or the lowest inventory nor is it best insulated from its environment. Furthermore, the seasonality of demand and the level of service do effect this strategy.     

Bivariate non-central negative binomial distribution: Another generalisation

Summary Another bivariate generalisation (Type V) of the non-central negative binomial distribution is considered. This generalisation is constructed (i) as a latent structure model; (ii) as an extension of an accident proneness model investigated by Edwards/Gurland (1961); and (iii) as a reversible stochastic counter model. The third construction gives, as a result, an apparently new formulation of the Edwards/Gurland model. The probabilities, moments, recurrence formulas and some properties are given. An application to the data used by Holgate (1966) is considered.     

The elasticity of substitution in urban housing production: A VES approach

Many of the models which have been developed to explain urban spatial structure and land-use patterns rest on the properties of production functions. Differing factor price ratios within urban areas, particularly land prices, result in capital-land ratios exemplified by high-rise apartments and single-family dwellings. The purpose of this paper is to explore a new functional form for the housing production function. Specifically, a variable elasticity of substitution production function is proposed and some preliminary empirical evidence is provided using data for single-family housing.