Impostors in the Temple,by Martin Anderson

The Teaching Innovations Program (TIP) was a six-year project funded by the National Science Foundation that gave economics instructors the opportunity to learn interactive teaching strategies for use in undergraduate economics courses. TIP participants first attended a teaching workshop that presented various teaching strategies. They then could enroll in a follow-up program of online instruction and mentoring to learn more about one or two teaching strategies. TIP participants also had the opportunity to engage in the scholarship of teaching and learning economics to share their work. A retrospective survey was administered to the participants after attending the program to obtain a longitudinal assessment of TIP. This article presents the overall survey findings and discusses the results from each TIP phase (workshop, online instruction, and scholarship).     

The appliance of science? New public management and strategic change

Changes in the nature of science as a social practice were fundamentally organic and endogenous in nature prior to the 1970s. Since then changes in UK public science has been policy-led and the imperatives exogenous. This shift was the result of attempts to achieve strategic managed change in the sector using new public management (NPM) techniques. This paper explores the discourses that promoted the change effort and the NPM techniques and processes deployed to this end. It seeks to identify the aims and objectives of the intended strategic change and evaluates the extent to which they have been achieved. Our conclusion is that rather than a planned, strategic change process directed at improved economy, efficiency and effectiveness, what occurred was a poorly processed ideologically driven attempt to achieve political aims.     

High reliability Human Resource Management (HRM): A system for high risk workplaces

High Performance Work Systems (HPWS) research is based on the search for the most suitable bundle of complementary practices appropriate for the organisation and its operating environment. We examine the contents of a HPWS in organisations seeking impeccable safety and reliability as their foremost ‘performance’ outcome. We propose a ‘High Reliability HRM’ framework, and examine the degree of implementation in a three case study of Australian state emergency services organisations. The findings highlight HRM practices inconsistent with the framework, and illustrated by rich interview accounts, we detail associated negative implications for employee behaviour and attitudes. We contribute to HPWS research by empirically examining how reliability-seeking organisations conceptualise and implement HRM systems. This study emphasises how inconsistency in HRM practice bundles can pose a threat to reliable service provision, a critical finding for emergency services and reliability-seeking organisations more broadly.     

Stakeholders’ Attributes,Behaviors, and Decision‐Making Strategies in Construction Projects: Importance and Correlations in Practice

Project managers need to make decisions on how to balance competing claims between the different stakeholders in projects. Previous studies have suggested that the choice of decision‐making strategies is highly related to stakeholders’ attributes and behaviors in practice; however, limited studies have been conducted in the construction field to analyze the importance of stakeholders’ attributes, behaviors, and decision‐making strategies, and validate the correlations between the factors and decision‐making strategies. To analyze the underlying meanings of stakeholders’ attributes, behaviors, and decision‐making strategies from the practitioners’ perspectives, and indicate the influence of stakeholder‐related factors on decision‐making strategies, an interview, questionnaire survey, and case study were adopted. Empirical studies suggest that three stakeholder attributes (power, urgency, and proximity), and four types of stakeholder behaviors (cooperative potential, competitive threat, opposite position, and neutral attitude) are perceived by the practitioners as important to dealing with stakeholder claims. Depending on stakeholders’ salience levels and behavior types, strategies of defense, compromise, or concession/adaptation are chosen and applied by project managers in practice. The findings can help project managers to proactively understand stakeholder performance, place emphasis on particular attributes and behaviors, and formulate appropriate schemes under different circumstances.     

The Impact of Market Intervention on Quota Mobility: The Case of the Ontario Dairy Industry

We examine the relationship between farm‐level scale efficiency and quota purchases in the Ontario dairy quota market before and after the implementation of a progressive transfer assessment policy and a price cap policy. We find that scale efficiency has a positive effect on net quota purchases and that the two regulations slowed down this effect. The largest deterrent in the movement of quota from less efficient to more efficient producers occurred after the implementation of the capital asset pricing policy. If the capital asset pricing policy remains in effect, it will likely take a longer time to achieve an efficient allocation of quota across producers in the industry. Nous examinons la relation entre l'efficience d'échelle agricole et les achats de quota au sein du marché des quotas laitiers ontariens, avant et après l'implantation d'une politique d'évaluation progressive de transfert, et d'une autre de plafonnement des prix. Nous avançons que l'efficience d'échelle a un effet positif sur les achats nets de quota et que les deux politiques ont freiné cet effet. La plus grande dissuasion au sein du mouvement des quotas de producteurs moins efficients vers ceux qui le sont plus, survient après le plafonnement des prix. Si la politique de plafonnement des prix demeure en vigueur, il faudra attendre encore longtemps avant de réussir une allocation efficiente des quotas parmi les producteurs de l'industrie.     

Competitive positioning within and across a strategic group structure: the performance of core,secondary, and solitary firms

Drawing from economic and cognitive theories, researchers have argued that firms within an industry tend to cluster together, following similar strategies. Their positioning in strategic groups, in turn, is argued to influence firm actions and firm performance. We extend this research to examine performance implications of competitive positioning not just among but also within groups. We find that performance differences within groups are significantly larger than across groups, suggesting that some firms within groups develop better resource or competitive positions. We also find that secondary firms within a group outperform both core firms within the group and solitary firms, the latter being those not belonging to any multifirm strategic group. This suggests that secondary firms may be able to effectively balance the benefits of strategic distinctiveness with institutional pressures for similarity. We conclude that the primary implication of strategic groups does not relate to the ability of firms to create stable, advantageous market segments through collusion. Instead, strategic groups represent a range of viable strategic positions firms may stake out and use as reference points. Moreover, our results concerning secondary firms indicate that firm positioning within a group structure can have performance implications. Copyright © 2002 John Wiley & Sons, Ltd.     

How to handle missing data in regression models using information criteria*

An important application of multiple regression is predictor selection. When there are no missing values in the data, information criteria can be used to select predictors. For example, one could apply the small‐sample‐size corrected version of the Akaike information criterion (AIC), the (AICC). In this article, we discuss how information criteria should be calculated when the dependent variable and/or the predictors contain missing values. Therewith, we extensively discuss and evaluate three models that can be employed to deal with the missing data, that is, to predict the missing values. The most complex model, that is, the model with all available predictors, outperforms the other models. These results also apply to more general hypotheses than predictor selection and also to structural equation modeling (SEM) models.     

Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation

Shared leadership and multidisciplinary teams are advocated for their capacity to develop innovative solutions to important organisational challenges. However, research suggests that the impact of shared leadership is somewhat ambiguous, leading us to propose a curvilinear inverted U‐shaped effect on multidisciplinary team innovation. Furthermore, we posit that this curvilinearity is contingent on awareness of member profession, specifically the salience of professional identity. Using a sample of 60 multidisciplinary healthcare teams, we investigated a model in which shared leadership has a curvilinear effect on innovation contingent on professional salience. Support for our hypotheses attempts to account for ambiguities in the impact of shared leadership and provides guidance for human resource management strategies to enhance multidisciplinary team innovation.