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排序方式: 共有49条查询结果,搜索用时 10 毫秒
1.
Ian Barclay 《R&D Management》1992,22(4):307-318
This paper describes work on evaluating and improving the New Product Development Process (NPDP). The relevant results of a survey of current practice in NPDP within 149 companies are presented. The development and experimental application, within a commercial company, of a methodology for evaluating and improving the NPDP is also described. 相似文献
2.
Pat Barclay 《Experimental Economics》2006,9(2):181-182
Recent studies in experimental economics have shown that many people have other-regarding preferences, potentially including
preferences for altruism, reciprocity, and fairness. It is useful to investigate why people possess such preferences and what
functional purpose they might serve outside the laboratory, because evolutionary and social learning perspectives both predict
that cooperative sentiments should only exist if they bring benefits that outweigh the costs of other-regarding behavior.
Theories of costly signaling suggest that altruistic acts may function (with or without intention) as signals of unobservable
qualities such as resources or cooperative intent, and altruists may benefit (possibly unintentionally) from the advertisement
of such qualities. After reviewing the theories that could potentially account for the evolution of altruism (Chapter 1),
I test some predictions about cooperation derived from costly signaling theory. In Chapter 2, I show that participants in
experimental public goods games were more cooperative when they had cues that they could benefit from having a good reputation,
and that there was apparently some competition to be the most generous group member. Furthermore, in subsequent trust games,
people tended to trust high public goods contributors more than low contributors. Chapter 3 failed to find evidence that granting
high status to people makes them more likely to contribute to public goods or punish free-riders, but there was suggestive
evidence that physical proximity to the experimenter affected contributions and punishment. In Chapter 4, I found that people
tended to trust others who were willing to incur costs to punish those who free-ride on group cooperation provided that such
punishment was justified, and men were more punitive than women. In Chapter 5, I show that women find altruistic men more
desirable than neutral men for long-term relationships. Together, these results suggest that humans do treat altruism as a
signal of willingness to be cooperative. These findings are discussed with respect to the adaptive design of cooperative sentiments
as well as the current debate over group selection.
Dissertation: Department of Psychology, Neuroscience & Behaviour, McMaster University, Hamilton, Ontarion
Currently: Post-Doc, Department of Neurobiology & Behavior, Cornell University 相似文献
3.
The 1978 Public Utility Regulatory Policy Act (PURPA) fostered decentralized generation of electricity, particularly in the form of cogeneration. A model of a firms' decision to cogenerate is developed that illustrates both the interface between the firm and an electric utility, and the firm's internal interface between its primary product and cogeneration technologies. The model is used to show that the firm may operate inefficiently in both the short run and long run owing to the fixed-proportions technology of cogeneration and PURPA mandated operating procedures, respectively. Cogenerating firms that dump heat into the atmosphere may signal inefficient behavior; therefore, monitoring heat dumping may be important in measuring the success of cogeneration. 相似文献
4.
5.
A continuing challenge for researchers and practitioners alike is the lack of data on the effectiveness of corporate–community
investment programmes. The focus of this article is on the minerals industry, where companies currently face the challenge
of matching corporate drivers for strategic partnership with community needs for programmes that contribute to local and regional
sustainability. While many global mining companies advocate a strategic approach to partnerships, there is no evidence currently
available that suggests companies are monitoring these partnerships to see if they do, in fact, represent ‘strategic’ investments.
This article argues that applying the management concept of ‘investment performance’ to corporate–community partnerships requires
questioning traditional evaluation methods that focus on the results of programmes or activities. We adopt a case study approach
to introduce an evaluation framework that considers performance from both corporate and community perspectives and that conceptualises
partnership performance as comprising four aspects: (1) the contribution of the partnership to the overall portfolio of a
company’s community investment programmes, (2) the appropriateness of the partnership model, (3) the effectiveness of the
partnering relationship and (4) the ability of the partners to achieve programme goals. The application of this evaluation
framework to an established corporate–community partnership programme provided some useful insights as to how partnership
performance can be improved. 相似文献
6.
7.
John Hulland Gergana Y. Nenkov Donald W. Barclay 《Journal of the Academy of Marketing Science》2012,40(3):450-467
There is a compelling need to improve the relationship between managers in marketing and sales departments. This paper argues
that one critical way of enhancing individual managers’ perceptions of relationship effectiveness between these departments
is to view the issue as a matter of justice and suggests that perceived marketing–sales relationship effectiveness is positively
influenced by managers’ perceptions of organizational justice. Furthermore, it proposes that interfunctional communication
has the potential to enhance the proposed positive effects of justice and hence needs to be considered and effectively managed
when looking at marketing–sales relationship effectiveness. Data drawn from a survey of 203 marketing and sales managers in
38 consumer packaged goods companies are used to empirically test these predictions. The authors find that perceived sales–marketing
relationship effectiveness is influenced by perceptions of distributive, procedural and interactional justice. Greater interfunctional
communication is found to further enhance the positive effects of distributive and procedural justice on perceived relationship
effectiveness, but it does not contribute to the already strong positive effects of interactional justice. Furthermore, results
reveal important differences in the effects of justice on perceived relationship effectiveness across the marketing and sales
departments. 相似文献
8.
The new product development process: past evidence and future practical application, Part 1. 总被引:1,自引:0,他引:1
Ian Barclay 《R&D Management》1992,22(3):255-264
This article conducts a review of the research work into the process of product development and the way in which it has progressed over nearly forty years. It also shows that much of the work is unknown to many product development managers. The article goes on to show why the application of past research evidence has been restricted and describes attempts at translating the results into effective action. 相似文献
9.
10.
Emerging trends indicate that programs are being used to deliver benefits that may not be fully harnessed from single sets of uncoordinated projects. To support this movement, it is essential to have suitable measurement frameworks to assess the contribution of these activities and supply decision makers with valuable data on whether their objectives are being realized. This paper introduces the Multi‐Objective Realization Method (MORE) to help measure the strategic contributions of programs. The main principles of MORE underline the importance of a formal strategy to elicit and develop program objectives and to frame those objectives within defined measurement dimensions. 相似文献