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1.
The development of delinquency during adolescence: a comparison of missing data techniques revisited
Quality & Quantity - Conclusions about the individual development of delinquent behaviours during the life-course are often made by repeatedly interviewing the same respondents (i.e. panel... 相似文献
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Conclusions on the development of delinquent behaviour during the life-course can only be made with longitudinal data, which is regularly gained by repeated interviews of the same respondents. Missing data are a problem for the analysis of delinquent behaviour during the life-course shown with data from an adolescents’ four-wave panel. In this article two alternative techniques to cope with missing data are used: full information maximum likelihood estimation and multiple imputation. Both methods allow one to consider all available data (including adolescents with missing information on some variables) in order to estimate the development of delinquency. We demonstrate that self-reported delinquency is systematically underestimated with listwise deletion (LD) of missing data. Further, LD results in false conclusions on gender and school specific differences of the age–crime relationship. In the final discussion some hints are given for further methods to deal with bias in panel data affected by the missing process. 相似文献
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The Effects of Environmental Turbulence on New Product Development Strategy Planning 总被引:8,自引:0,他引:8
Roger Calantone Rosanna Garcia Cornelia Dröge 《Journal of Product Innovation Management》2003,20(2):90-103
Managers need guidance on how to cope with turbulent environments in order to improve corporate performance. Research on environmental turbulence has suggested that firms adopt a less centralized, more organic structure in dynamic, uncertain environments. Little work has been done specifically, however, on how environmental turbulence affects strategy planning for new product development (NPD). In this article, we specify a baseline model with firm innovativeness, market orientation and top management risk taking as antecedents to NPD speed and corporate strategic planning; these in turn are modeled as antecedents to NPD program (not project) performance. Two conceptualizations of the role of environmental turbulence are examined: (1) that market turbulence and technological turbulence are additional direct antecedents to NPD program performance; and (2) that the baseline model is moderated by turbulence (that is, that the strengths of the paths differ depending on levels of turbulence). A cross-sectional survey methodology including four diverse industries [automotive, electronics, publishing, and manufacturing/research and development (R&D) laboratories] was used to test the hypotheses. The latter conceptualization is supported. In particular, the paths from innovativeness to strategic planning and from risk taking to NPD speed are significantly greater in highly turbulent environments. A set of managerial recommendations and implications are provided. First, managers must recognize the possible improvements in new product performance by actively including NPD personnel in corporate strategic planning and also by involving corporate planners in NPD activities. Second, managers also should recognize that turbulent environments heighten the need to make risky investments, and sometimes, risky decisions; risk-taking decisions ought to be encouraged in such environments. 相似文献
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Business Performance and Strategic New Product Development Activities: An Empirical Investigation 总被引:1,自引:0,他引:1
Roger J. Calantone Shawnee K. Vickery Cornelia Drge 《Journal of Product Innovation Management》1995,12(3):214-223
Despite the ongoing search for the so-called silver bullet that provides the ultimate competitive advantage, there is no roadmap showing the “right” way to perform new product development (NPD). What's more, it is highly unlikely that such a formula could be developed. Given the diversity of firms and industries as well as the complexity of the NPD process, no single set of NPD activities or steps can be defined that will be appropriate for all firms. However, Roger J. Calantone, Shawnee K. Vickery, and Cornelia Droge propose that it is possible to develop such a framework within the confines of a specific industry. They suggest that successful companies within an industry are likely to focus on certain essential NPD activities that allow them to achieve the best possible results within the constraints of their market. Their research is directed toward identifying the relationship between the performance of specific innovation-related activities and overall business performance in the furniture industry. This study also assesses the relationship between a firm's performance on an NPD activity and the importance assigned to that activity by the firm's chief executive officer (CEO). With the current emphasis on cross-functional teams, the study also seeks to determine whether performance on a given NPD activity is related to the assignment of responsibility for that activity. The following NPD activities were evaluated for their effect on corporate performance: customization, new product introduction, design innovation, product development cycle time, product technological innovation, product improvement, new product development, and original product development. Compared to their competitors, top performers consistently put more strategic emphasis on each of these activities. All of these activities have a strong positive influence on return on investment (ROI) and ROI growth. What's more, most of the activities also clearly relate to stronger market share, market share growth, return on sales (ROS), and ROS growth. The vision and focus on these essential NPD activities must begin with CEOs who recognize their strategic value. Such leaders will direct appropriate staff and technical resources toward performance of the necessary activities. They will also ensure that the organization is sufficiently flexible to accept the changes in responsibilities for coordination and leadership that are necessary during different stages in the NPD process. To gain the product flexibility necessary for competing in numerous market segments, top performers require greater input and leadership from design, engineering, and manufacturing. 相似文献
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Peter M. Wiedemann Martin Clauberg Corresponding author Cornelia R. Karger Gernot Henseler 《Journal of Risk Research》2013,16(6):513-529
Early risk detection is essential for being able to address the most important environmental health risk‐topics in a persistent and prospective manner. In support of the action programme “Environment and Health” (APUG) of the German Federal Ministry of Health and Social Security (BMGS) and the Federal Ministry for the Environment, Nature Conservation, and Nuclear Safety (BMU) which recommended that a detection and evaluation system for the timely recognition of emerging risk problems be developed, a qualitative feasibility study was commissioned. The results of this study are presented here and support the development of an early risk detection system based on the insights gained from the investigation of case studies and the differentiation and presentation of a risk typology, methods, tools, and suggested organizational processes. The study has shown that early risk detection includes the identification, characterization, evaluation and dissemination of information on possible risks as well as the circumstances of appearance and distribution. The goal is the recognition of possible risks in order for risk management to be able to introduce swift and appropriate measures. Consequently, it can also serve as an instrument towards further development of a balanced and structured implementation of the precautionary principle in the environmental health policy. 相似文献
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Cornelia Droge Roger Calantone Nukhet Harmancioglu 《Journal of Product Innovation Management》2008,25(3):272-286
This research proposes and tests a model of direct and indirect effects linking four antecedents to new product success: (1) a proactive strategic orientation along with enabling (2) organic organizational structures should lead to more (3) innovativeness and (4) market intelligence. Innovativeness and market intelligence should in turn lead to greater new product success. The relationships among the four antecedents are not hypothesized to be moderated by environmental turbulence because their domain is intraorganizational. However, the relationships from intraorganizational constructs to new product success are hypothesized to be moderated by environmental turbulence because success depends in part on the environment in which the new product must compete. The model was tested using a sample composed of 202 small business units of manufacturers on the Fortune 500. The sample was heavily involved in new product development: Their average annual research and development budget was $360.4 million, and approximately 8.2% of sales came from products introduced in the last five years. A two-group structural equation model analysis supports the moderation model overall and reveals the pattern of direct, indirect, and total effects. The results show that innovativeness (but not market intelligence) directly predicts new product success when turbulence is high, whereas market intelligence (but not innovativeness) directly engenders new product success in low turbulence. Environmental turbulence also affects the total indirect impact of strategy proactiveness and organizational organicity on new product success. These indirect effects operate through innovativeness and market intelligence as complete mediators. 相似文献
10.
Cornelia Dröge Diane Halstead Robert D. Mackoy 《Journal of the Academy of Marketing Science》1997,25(1):18-30
A general model of satisfaction formation is proposed that extends the seminal disconfirmation of expectations model by explicitly
incorporating the processing of both chosen and nonchosen alternatives. Using presidential election data, the results show
that satisfaction with the nonchoice does remain salient in the determination of overall postchoice satisfaction. Disconfirmation
related to either the chosen or the nonchosen alternative influences satisfaction with both the chosen and the nonchosen alternative.
Overall, the model suggests that the nonchoice alternative may continue to be relevant in the satisfaction formation process.
She received her Ph.D. from McGill University. Her work has appeared in theJournal of Marketing Research, Journal of the Academy of Marketing Science, International Journal of Research in Marketing,
Decision Sciences, Journal of Macromarketing, and numerous other journals and conference proceedings. She is also coauthor of three books.
She holds a Ph.D. in marketing from Michigan State University. Her work has appeared in theJournal of the Academy of Marketing Science; Journal of Business Research; International Journal of Research in Marketing;
Journal of Services Marketing; Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior; and other journals and conference proceedings. Dr. Halstead was formerly an account executive with Needham Harper Worldwide
and Director of Marketing and Media Services at Maxwell Advertising.
Robert D. Mackoy received his Ph.D. from Michigan State University and is an assistant professor of marketing at Butler University. His research
has appeared in theJournal of Retailing; Journal of Macromarketing; Journal of Services Marketing; Journal of Social Psychology; Journal of Consumer
Satisfaction, Dissatisfaction and Complaining Behavior; and the proceedings of the American Marketing Association, Association for Consumer Research, and Marketing and Public Policy
conferences. 相似文献