Evaluating Adaptive Policymaking using expert opinions

Adaptive Policymaking (APM) is a policymaking approach for dealing involving policy problems with deep uncertainty. Two barriers to getting APM used are that (1) there are few actual examples of adaptive policies developed by policymakers or domain experts, and (2) APM has rarely been used in a real-world policy setting. More specifically, there are questions that remain about the costs and benefits of APM, and the efficacy and performance of adaptive policies compared to traditional static policies. This paper addresses these questions and barriers by reporting on a workshop with experts that was aimed at developing an adaptive policy for the implementation of ISA in the Netherlands. We report on their evaluation of both the process of developing the policy and their assessment of the efficacy of the developed policy compared to that of the current policy under consideration by the Dutch national government. The experts indicated that APM increases the chances of reaching policy goals and makes better use of decision support information that is gathered during the policy analysis process. However, they also indicated that, despite these potential benefits of APM, it may be hard to implement adaptive policies due to institutional issues.     

Don't Trust Trust: A Dynamic Approach to Controlling Supplier Involvement in New Product Development

Prior literature stresses the importance for manufacturers to use formal and informal controls to coordinate collaborative new product development activities with suppliers. In doing so, the existence of trust between manufacturers and suppliers is believed to play a key role because it enables manufacturers to reduce investments in formal controls and rely more on less costly informal controls. Manufacturers and suppliers don't suddenly trust each other though: trust typically grows over time as the partners get to know each other. Trust may also decrease if manufacturers overuse formal controls or if suppliers underperform. These fluctuations in trust over the course of supplier–manufacturer relationships complicate the so‐called trust–control nexus and raise important questions about the impact of trust on the efficiency and effectiveness of formal and informal controls as coordination mechanisms. Therefore, this study examines how manufacturers should balance formal and informal controls over time to reap the full benefits of collaborative product development with suppliers. For that purpose, a conceptual and system dynamics model are developed, which incorporate the links among formal and informal controls, trust, and the supplier's development performance. In an empirical validation in the context of the shipbuilding industry, the results reject the notion that manufacturers must lessen formal controls and increase informal controls with trust. Instead, it is most efficient and effective to invest always in formal controls, particularly process control, to coordinate supplier involvement in new product development. These results have important theoretical and managerial implications: Informal controls are not as profitable as expected.     

A Delphi-based risk analysis — Identifying and assessing future challenges for supply chain security in a multi-stakeholder environment

Identifying and assessing the potential impact and likelihood of future events, which might evolve into risks, are a prerequisite to identify future security challenges. In particular, risks associated with global supply chains are special since they involve a multitude of international stakeholders with different perspectives on security needs and measures. Therefore, it is essential to determine which techniques and instruments are best suited for risk assessment in complex and multi-organizational environments. The Delphi expert survey technique has proven to be a valuable instrument for long-term decision making support as well as foresight, and has a potential value for risk assessment. We contribute to this research strand and conduct a Delphi-based risk analysis. Our research concentrates on man-made risks in global supply chains which are particularly uncertain in terms of type, location, and affected supply chain partners and can therefore be classified as inherently “wicked” issues, i.e. issues that are multidimensional with often unpleasant outcomes. We illustrate that Delphi research makes a fivefold contribution to risk analysis by: (1) identifying and quantifying risks; (2) analyzing stakeholder perceptions and worldviews; (3) stimulating a global communication process; (4) identifying weak signals, outlier opinions, and wildcards; (5) and facilitating risk scenario development.     

IMF‐Supported Programmes: Stimulating Capital to Non‐defaulting Countries

International Monetary Fund (IMF)‐supported programmes catalyse private capital to non‐defaulting countries. We find the IMF to be effective in stimulating private capital flows to middle‐income countries that participate in a Fund programme, but do not restructure their debt. IMF‐supported programmes help non‐defaulting countries to signal their willingness to reform and repay debts, thereby catalysing private capital. This signalling role appears to be more important for Fund catalysis, than the size of IMF lending.     

Leaning on lean: the reception of a management fashion in Germany

The 'fashionable' concept of lean production has been discussed more intensively in Germany than elsewhere in Europe but has resulted not only in rationalisation measures such as downsizing and delayering but also in implementing 'Gruppenarbeit'. Through interpretation processes at different levels, the outcomes of action undertaken in the name of a concept can become loose-coupled to its original meanings. Fashion's 'interpretive viability' allows for this.     

Do Retailers Really Profit from Ambidextrous Managers? The Impact of Frontline Mechanisms on New and Existing Product Selling Performance

When manufacturers introduce a new product to the market, downstream retail partners are faced with inherent trade‐offs. Retail sales personnel have to support the new product's introduction with substantial sales efforts but also sell the existing products in stock, before storage and devaluation costs spin out of control. This study shows how retail sales managers can guide sales personnel's performance of new and existing product selling, respectively. The authors argue that a manager may prioritize selling new products, existing products, or both (i.e., have an ambidextrous selling orientation). Based on data gathered from sales representatives and company databases of a large European consumer electronics retailer, the authors perform a time‐lagged partial least squares analysis to test empirically their conceptual model. The authors find that ambidextrous sales managers outperform their singular‐oriented counterparts if they properly align their orientation with a frontline management mechanism consisting of task autonomy, performance feedback, and employee age. More specifically, ambidextrous managers promote net profit obtainment if they grant their sales employees task autonomy and give little performance feedback. In addition, a remarkable finding is that older sales agents tend to outperform their younger counterparts when working under an ambidextrous manager. The authors discuss the implications of these findings.