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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Management Science</h1><div class="u-tcGrayDark">45,672 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Management Science</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Management_Science">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Management_Science/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Management_Science/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Management_Science/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Management_Science">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_69048707" data-work_id="69048707" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/69048707/Conflicting_Social_Codes_and_Organizations_Hygiene_and_Authenticity_in_Consumer_Evaluations_of_Restaurants">Conflicting Social Codes and Organizations: Hygiene and Authenticity in Consumer Evaluations of Restaurants</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">O rganization theory highlights the spread of norms of rationality in contemporary life. Yet rationality does not always spread without friction; individuals often act based on other beliefs and norms. We explore this problem in the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_69048707" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">O rganization theory highlights the spread of norms of rationality in contemporary life. Yet rationality does not always spread without friction; individuals often act based on other beliefs and norms. We explore this problem in the context of restaurants and diners. We argue that consumers potentially apply either of two social codes when forming value judgments about restaurants: (1) an apparently rational science-based code of hygiene involving compliance with local health regulations or (2) a context-activated code of authenticity involving conformity to cultural norms. We propose that violations of the hygiene code recede in importance when the authenticity code is activated. This claim is supported by empirical analyses of 442,086 online consumer reviews and 52,740 governmental health inspections conducted from 2004 to 2011.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/69048707" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a197d21750458915c1c91047d1f7109d" rel="nofollow" data-download="{"attachment_id":79296658,"asset_id":69048707,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79296658/download_file?st=MTc0MDAxMTAwNSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32222695" href="https://stanford.academia.edu/GlennCarroll">Glenn Carroll</a><script data-card-contents-for-user="32222695" type="text/json">{"id":32222695,"first_name":"Glenn","last_name":"Carroll","domain_name":"stanford","page_name":"GlennCarroll","display_name":"Glenn Carroll","profile_url":"https://stanford.academia.edu/GlennCarroll?f_ri=8001","photo":"https://0.academia-photos.com/32222695/120140650/109464138/s65_glenn.carroll.jpeg"}</script></span></span></li><li class="js-paper-rank-work_69048707 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="69048707"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 69048707, container: ".js-paper-rank-work_69048707", }); 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$(".js-view-count[data-work-id=69048707]").text(description); $(".js-view-count-work_69048707").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_69048707").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="69048707"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="422" rel="nofollow" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="724" rel="nofollow" href="https://www.academia.edu/Documents/in/Economics">Economics</a>, <script data-card-contents-for-ri="724" type="text/json">{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" rel="nofollow" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=69048707]'), work: {"id":69048707,"title":"Conflicting Social Codes and Organizations: Hygiene and Authenticity in Consumer Evaluations of Restaurants","created_at":"2022-01-21T12:43:55.036-08:00","url":"https://www.academia.edu/69048707/Conflicting_Social_Codes_and_Organizations_Hygiene_and_Authenticity_in_Consumer_Evaluations_of_Restaurants?f_ri=8001","dom_id":"work_69048707","summary":"O rganization theory highlights the spread of norms of rationality in contemporary life. Yet rationality does not always spread without friction; individuals often act based on other beliefs and norms. We explore this problem in the context of restaurants and diners. We argue that consumers potentially apply either of two social codes when forming value judgments about restaurants: (1) an apparently rational science-based code of hygiene involving compliance with local health regulations or (2) a context-activated code of authenticity involving conformity to cultural norms. We propose that violations of the hygiene code recede in importance when the authenticity code is activated. 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Whether in nonprofit, for-profit, or governmental agencies, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1906525" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations. <br /> <br />This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them. <br /> <br />Features <br /> <br />• <br />Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills <br />• <br />Updated examples, case studies, and references throughout the book <br />• <br />Key points and discussion questions following each chapter <br />• <br />Updated instructor’s manual available online as a PDF or Word document"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1906525" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aaf958a06c34f8159c26b10694256e58" rel="nofollow" data-download="{"attachment_id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32624927/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1808674" href="https://tacoma-washington.academia.edu/RichFurman">Rich Furman</a><script data-card-contents-for-user="1808674" type="text/json">{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=8001","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}</script></span></span></li><li class="js-paper-rank-work_1906525 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1906525"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1906525, container: ".js-paper-rank-work_1906525", }); 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Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.\r\n\r\nThis new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.\r\n\r\nFeatures\r\n\r\n• \r\nExpanded content on the practical aspects of organizational theory and suggestions for developing leadership skills\r\n• \r\nUpdated examples, case studies, and references throughout the book\r\n• \r\nKey points and discussion questions following each chapter\r\n• \r\nUpdated instructor’s manual available online as a PDF or Word document\"","downloadable_attachments":[{"id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=8001","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=8001","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=8001","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=8001","nofollow":true},{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=8001","nofollow":true},{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=8001"},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=8001"},{"id":201,"name":"Political 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System","url":"https://www.academia.edu/Documents/in/Information_System?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12525285" data-work_id="12525285" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12525285/Relicensing_as_a_Secondary_Market_Strategy">Relicensing as a Secondary Market Strategy</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Secondary markets in the Information Technology (IT) industry, where used or refurbished equipment is traded, have been growing steadily. For Original Equipment Manufacturers (OEMs) in this industry, the importance of secondary markets... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12525285" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Secondary markets in the Information Technology (IT) industry, where used or refurbished equipment is traded, have been growing steadily. For Original Equipment Manufacturers (OEMs) in this industry, the importance of secondary markets has grown in parallel, not only as a source of revenue, but also because of their impact on these firms' competitive advantage and market strategy. Recent articles in the press have severely criticized some OEMs who are perceived to be actively trying to eliminate the secondary market for their products. Others have policies that enhance their secondary markets. The goal of this paper is to understand how an OEM's incentives and optimal strategies vis-à-vis the secondary market are shaped contingent on her relative competitive advantage, product characteristics and consumer preferences. The critical tradeoff that we examine is whether the indirect benefit from maintaining an active secondary market (the resale value effect) can outweigh the potentially negative effect of the sales of used products at the expense of new product sales (the cannibalization effect). To that end, we develop a model where the OEM can directly affect the resale value of her product through a relicensing fee charged to the buyer of the refurbished equipment. Moreover, we introduce a measure of the consumers' willingness to return their used products to account for the fact that the higher the price offered by a third-party entrant, the higher the ratio of returned products at their end-of-use. We analyze the OEM's decision in both the monopoly and the duopoly cases, characterize the optimal relicensing fee set by the OEM, and draw conclusions on the conditions that favor stimulating or deterring the secondary market.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12525285" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2ba7a68699ab69cbd577c8d5ab38a3be" rel="nofollow" data-download="{"attachment_id":46116294,"asset_id":12525285,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46116294/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="31413938" href="https://artsandsciences-sc.academia.edu/MarkFerguson">Mark Ferguson</a><script data-card-contents-for-user="31413938" type="text/json">{"id":31413938,"first_name":"Mark","last_name":"Ferguson","domain_name":"artsandsciences-sc","page_name":"MarkFerguson","display_name":"Mark Ferguson","profile_url":"https://artsandsciences-sc.academia.edu/MarkFerguson?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_12525285 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12525285"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12525285, container: ".js-paper-rank-work_12525285", }); 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$(".js-view-count[data-work-id=12525285]").text(description); $(".js-view-count-work_12525285").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12525285").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12525285"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a>, <script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="23311" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing_Strategy">Marketing Strategy</a>, <script data-card-contents-for-ri="23311" type="text/json">{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="43318" rel="nofollow" href="https://www.academia.edu/Documents/in/Competitive_advantage">Competitive advantage</a><script data-card-contents-for-ri="43318" type="text/json">{"id":43318,"name":"Competitive advantage","url":"https://www.academia.edu/Documents/in/Competitive_advantage?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12525285]'), work: {"id":12525285,"title":"Relicensing as a Secondary Market Strategy","created_at":"2015-05-22T05:57:08.567-07:00","url":"https://www.academia.edu/12525285/Relicensing_as_a_Secondary_Market_Strategy?f_ri=8001","dom_id":"work_12525285","summary":"Secondary markets in the Information Technology (IT) industry, where used or refurbished equipment is traded, have been growing steadily. For Original Equipment Manufacturers (OEMs) in this industry, the importance of secondary markets has grown in parallel, not only as a source of revenue, but also because of their impact on these firms' competitive advantage and market strategy. Recent articles in the press have severely criticized some OEMs who are perceived to be actively trying to eliminate the secondary market for their products. Others have policies that enhance their secondary markets. The goal of this paper is to understand how an OEM's incentives and optimal strategies vis-à-vis the secondary market are shaped contingent on her relative competitive advantage, product characteristics and consumer preferences. The critical tradeoff that we examine is whether the indirect benefit from maintaining an active secondary market (the resale value effect) can outweigh the potentially negative effect of the sales of used products at the expense of new product sales (the cannibalization effect). To that end, we develop a model where the OEM can directly affect the resale value of her product through a relicensing fee charged to the buyer of the refurbished equipment. Moreover, we introduce a measure of the consumers' willingness to return their used products to account for the fact that the higher the price offered by a third-party entrant, the higher the ratio of returned products at their end-of-use. We analyze the OEM's decision in both the monopoly and the duopoly cases, characterize the optimal relicensing fee set by the OEM, and draw conclusions on the conditions that favor stimulating or deterring the secondary market.","downloadable_attachments":[{"id":46116294,"asset_id":12525285,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":31413938,"first_name":"Mark","last_name":"Ferguson","domain_name":"artsandsciences-sc","page_name":"MarkFerguson","display_name":"Mark Ferguson","profile_url":"https://artsandsciences-sc.academia.edu/MarkFerguson?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=8001","nofollow":true},{"id":43318,"name":"Competitive advantage","url":"https://www.academia.edu/Documents/in/Competitive_advantage?f_ri=8001","nofollow":true},{"id":109721,"name":"Closed loop supply chain","url":"https://www.academia.edu/Documents/in/Closed_loop_supply_chain?f_ri=8001"},{"id":672298,"name":"Secondary Mortgage Market","url":"https://www.academia.edu/Documents/in/Secondary_Mortgage_Market?f_ri=8001"},{"id":909074,"name":"Consumer Preference","url":"https://www.academia.edu/Documents/in/Consumer_Preference?f_ri=8001"},{"id":1166524,"name":"New Products","url":"https://www.academia.edu/Documents/in/New_Products?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_62635081" data-work_id="62635081" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/62635081/Mesurer_la_performance_des_entreprises_en_labsence_dindicateurs_objectifs_quelle_validit%C3%A9_Analyse_de_la_pertinence_de_certains_indicateurs">Mesurer la performance des entreprises en l'absence d'indicateurs objectifs : quelle validité ? Analyse de la pertinence de certains indicateurs</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Si la performance des organisations est un sujet central des sciences de gestion, sa mesure demeure une question méthodologique délicate. Après une présentation des différentes conceptualisations de la performance et une revue des... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_62635081" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Si la performance des organisations est un sujet central des sciences de gestion, sa mesure demeure une question méthodologique délicate. Après une présentation des différentes conceptualisations de la performance et une revue des modalités de mesure usuellement préconisées en matière de recherche organisationnelle, l'article cherche à apporter des éléments empiriques permettant d'évaluer la validité de certains indicateurs perceptuels au regard de données économiques. Sans prétendre à l'exhaustivité, cette démarche met en lumière quelques phénomènes inattendus. Mots clés : mesure-performance organisationnelle-données économiques.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/62635081" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9478da5fae080142fd0f49f6c11231f7" rel="nofollow" data-download="{"attachment_id":75332187,"asset_id":62635081,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/75332187/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="36405597" href="https://independent.academia.edu/ClaireGauzente">Claire Gauzente</a><script data-card-contents-for-user="36405597" type="text/json">{"id":36405597,"first_name":"Claire","last_name":"Gauzente","domain_name":"independent","page_name":"ClaireGauzente","display_name":"Claire Gauzente","profile_url":"https://independent.academia.edu/ClaireGauzente?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_62635081 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="62635081"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 62635081, container: ".js-paper-rank-work_62635081", }); });</script></li><li class="js-percentile-work_62635081 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 62635081; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_62635081"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_62635081 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="62635081"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 62635081; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=62635081]").text(description); $(".js-view-count-work_62635081").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_62635081").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="62635081"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="126799" rel="nofollow" href="https://www.academia.edu/Documents/in/Measure">Measure</a><script data-card-contents-for-ri="126799" type="text/json">{"id":126799,"name":"Measure","url":"https://www.academia.edu/Documents/in/Measure?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=62635081]'), work: {"id":62635081,"title":"Mesurer la performance des entreprises en l'absence d'indicateurs objectifs : quelle validité ? 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href="mailto:janjonkermail@gmail.com" rel="nofollow">janjonkermail@gmail.com</a> <a href="mailto:janjonker@wxs.nl" rel="nofollow">janjonker@wxs.nl</a> Dr. Bartjan W. Pennink Faculty of Economics and Business University... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_49540353" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Dr. Jan Jonker Nijmegen School of Management (NSM) Radboud University Nijmegen (RU) PO BOX 9108 6500 HK Nijmegen The Netherlands <a href="mailto:janjonkermail@gmail.com" rel="nofollow">janjonkermail@gmail.com</a> <a href="mailto:janjonker@wxs.nl" rel="nofollow">janjonker@wxs.nl</a> Dr. Bartjan W. Pennink Faculty of Economics and Business University ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49540353" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1178ef501c66afca8a7e7e5f31571173" rel="nofollow" data-download="{"attachment_id":67870021,"asset_id":49540353,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67870021/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3795715" href="https://rug.academia.edu/BartjanPennink">Bartjan Pennink</a><script data-card-contents-for-user="3795715" type="text/json">{"id":3795715,"first_name":"Bartjan","last_name":"Pennink","domain_name":"rug","page_name":"BartjanPennink","display_name":"Bartjan Pennink","profile_url":"https://rug.academia.edu/BartjanPennink?f_ri=8001","photo":"https://0.academia-photos.com/3795715/1372070/1691953/s65_bartjan.pennink.jpg"}</script></span></span></li><li class="js-paper-rank-work_49540353 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49540353"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49540353, container: ".js-paper-rank-work_49540353", }); 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Pennink Faculty of Economics and Business University ...","downloadable_attachments":[{"id":67870021,"asset_id":49540353,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3795715,"first_name":"Bartjan","last_name":"Pennink","domain_name":"rug","page_name":"BartjanPennink","display_name":"Bartjan Pennink","profile_url":"https://rug.academia.edu/BartjanPennink?f_ri=8001","photo":"https://0.academia-photos.com/3795715/1372070/1691953/s65_bartjan.pennink.jpg"}],"research_interests":[{"id":2065,"name":"Research Methodology","url":"https://www.academia.edu/Documents/in/Research_Methodology?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_79362354" data-work_id="79362354" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/79362354/Electronic_Negotiations_Foundations_Systems_and_Processes">Electronic Negotiations: Foundations, Systems, and Processes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Electronic negotiations are conflict management and resolution processes conducted on the internet and supported with software. This paper provides a historical overview of software used in conducting negotiations and aiding negotiators.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_79362354" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Electronic negotiations are conflict management and resolution processes conducted on the internet and supported with software. This paper provides a historical overview of software used in conducting negotiations and aiding negotiators. It recognizes the contributions to the design of negotiation models and systems coming from management science, engineering and management information systems as well as the more recent ones coming from psychology, communication research and computer science. Special attention is given to the relationship between the design and engineering of e-negotiation systems and the socio-psychological and anthropological aspects of negotiations that involve people. The discussion on e-negotiation systems and processes is grounded in negotiation process models, e-negotiation taxonomy, exchange mechanism design, and protocol theory. The paper reviews and analyses several enegotiation systems used in business and academia, including negotiation software platforms used in supply chain systems as well as in research and training.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/79362354" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2b5d0705c649633273728af505e0a419" rel="nofollow" data-download="{"attachment_id":86103124,"asset_id":79362354,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86103124/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13853855" href="https://ntnu.academia.edu/HsiangchuLai">Hsiangchu Lai</a><script data-card-contents-for-user="13853855" type="text/json">{"id":13853855,"first_name":"Hsiangchu","last_name":"Lai","domain_name":"ntnu","page_name":"HsiangchuLai","display_name":"Hsiangchu Lai","profile_url":"https://ntnu.academia.edu/HsiangchuLai?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_79362354 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="79362354"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 79362354, container: ".js-paper-rank-work_79362354", }); 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$(".js-view-count[data-work-id=79362354]").text(description); $(".js-view-count-work_79362354").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_79362354").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="79362354"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="11034" rel="nofollow" href="https://www.academia.edu/Documents/in/Mechanism_Design">Mechanism Design</a>, <script data-card-contents-for-ri="11034" type="text/json">{"id":11034,"name":"Mechanism Design","url":"https://www.academia.edu/Documents/in/Mechanism_Design?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="14370" rel="nofollow" href="https://www.academia.edu/Documents/in/Conflict_Management">Conflict Management</a>, <script data-card-contents-for-ri="14370" type="text/json">{"id":14370,"name":"Conflict Management","url":"https://www.academia.edu/Documents/in/Conflict_Management?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="24699" rel="nofollow" href="https://www.academia.edu/Documents/in/Supply_Chain">Supply Chain</a><script data-card-contents-for-ri="24699" type="text/json">{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=79362354]'), work: {"id":79362354,"title":"Electronic Negotiations: Foundations, Systems, and Processes","created_at":"2022-05-18T01:51:48.109-07:00","url":"https://www.academia.edu/79362354/Electronic_Negotiations_Foundations_Systems_and_Processes?f_ri=8001","dom_id":"work_79362354","summary":"Electronic negotiations are conflict management and resolution processes conducted on the internet and supported with software. This paper provides a historical overview of software used in conducting negotiations and aiding negotiators. It recognizes the contributions to the design of negotiation models and systems coming from management science, engineering and management information systems as well as the more recent ones coming from psychology, communication research and computer science. Special attention is given to the relationship between the design and engineering of e-negotiation systems and the socio-psychological and anthropological aspects of negotiations that involve people. The discussion on e-negotiation systems and processes is grounded in negotiation process models, e-negotiation taxonomy, exchange mechanism design, and protocol theory. The paper reviews and analyses several enegotiation systems used in business and academia, including negotiation software platforms used in supply chain systems as well as in research and training.","downloadable_attachments":[{"id":86103124,"asset_id":79362354,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13853855,"first_name":"Hsiangchu","last_name":"Lai","domain_name":"ntnu","page_name":"HsiangchuLai","display_name":"Hsiangchu Lai","profile_url":"https://ntnu.academia.edu/HsiangchuLai?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":11034,"name":"Mechanism Design","url":"https://www.academia.edu/Documents/in/Mechanism_Design?f_ri=8001","nofollow":true},{"id":14370,"name":"Conflict Management","url":"https://www.academia.edu/Documents/in/Conflict_Management?f_ri=8001","nofollow":true},{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=8001","nofollow":true},{"id":120250,"name":"Management Information System","url":"https://www.academia.edu/Documents/in/Management_Information_System?f_ri=8001"},{"id":959544,"name":"Process Model","url":"https://www.academia.edu/Documents/in/Process_Model?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_76999718" data-work_id="76999718" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/76999718/Corporate_Social_Responsibility_in_Emerging_Markets">Corporate Social Responsibility in Emerging Markets</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose: This paper analyses CSR initiatives in emerging markets from developed-countriesbased multinational companies (MNCs). The analysis is based on eight case studies with data collected through in-depth interviews with senior... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_76999718" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose: This paper analyses CSR initiatives in emerging markets from developed-countriesbased multinational companies (MNCs). The analysis is based on eight case studies with data collected through in-depth interviews with senior managers of the companies representing 85% of the Spanish foreign investments in Latin America. The results show that CSR initiatives from these companies seem to be guided by Instrumental Theories as they use these initiatives as a strategic tool to achieve economic objectives, seek a positive relation between them and their financial performance, and use them to strengthen their reputation. The findings tend to indicate that Instrumental Theories of CSR seem to apply for Western MNCs operating in emerging markets.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/76999718" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="42df9272beaad41e080e2b9f6ec5e3c4" rel="nofollow" data-download="{"attachment_id":84930480,"asset_id":76999718,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/84930480/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5196604" href="https://bristol.academia.edu/GastonFornes">Gaston Fornes</a><script data-card-contents-for-user="5196604" type="text/json">{"id":5196604,"first_name":"Gaston","last_name":"Fornes","domain_name":"bristol","page_name":"GastonFornes","display_name":"Gaston Fornes","profile_url":"https://bristol.academia.edu/GastonFornes?f_ri=8001","photo":"https://0.academia-photos.com/5196604/30413686/28187172/s65_gaston.fornes.jpg"}</script></span></span></li><li class="js-paper-rank-work_76999718 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="76999718"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 76999718, container: ".js-paper-rank-work_76999718", }); 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$(".js-view-count[data-work-id=76999718]").text(description); $(".js-view-count-work_76999718").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_76999718").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="76999718"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" rel="nofollow" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="46" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a><script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=76999718]'), work: {"id":76999718,"title":"Corporate Social Responsibility in Emerging Markets","created_at":"2022-04-19T15:21:56.048-07:00","url":"https://www.academia.edu/76999718/Corporate_Social_Responsibility_in_Emerging_Markets?f_ri=8001","dom_id":"work_76999718","summary":"Purpose: This paper analyses CSR initiatives in emerging markets from developed-countriesbased multinational companies (MNCs). The analysis is based on eight case studies with data collected through in-depth interviews with senior managers of the companies representing 85% of the Spanish foreign investments in Latin America. The results show that CSR initiatives from these companies seem to be guided by Instrumental Theories as they use these initiatives as a strategic tool to achieve economic objectives, seek a positive relation between them and their financial performance, and use them to strengthen their reputation. The findings tend to indicate that Instrumental Theories of CSR seem to apply for Western MNCs operating in emerging markets.","downloadable_attachments":[{"id":84930480,"asset_id":76999718,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5196604,"first_name":"Gaston","last_name":"Fornes","domain_name":"bristol","page_name":"GastonFornes","display_name":"Gaston Fornes","profile_url":"https://bristol.academia.edu/GastonFornes?f_ri=8001","photo":"https://0.academia-photos.com/5196604/30413686/28187172/s65_gaston.fornes.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=8001","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=8001","nofollow":true},{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001"},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=8001"},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=8001"},{"id":6818,"name":"Malaysia","url":"https://www.academia.edu/Documents/in/Malaysia?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":32213,"name":"Emerging Markets","url":"https://www.academia.edu/Documents/in/Emerging_Markets?f_ri=8001"},{"id":43881,"name":"Mexico","url":"https://www.academia.edu/Documents/in/Mexico?f_ri=8001"},{"id":56989,"name":"Latin America","url":"https://www.academia.edu/Documents/in/Latin_America?f_ri=8001"},{"id":62944,"name":"Emerging Market","url":"https://www.academia.edu/Documents/in/Emerging_Market?f_ri=8001"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=8001"},{"id":73196,"name":"Emerging market economies","url":"https://www.academia.edu/Documents/in/Emerging_market_economies?f_ri=8001"},{"id":77447,"name":"European Business","url":"https://www.academia.edu/Documents/in/European_Business?f_ri=8001"},{"id":145800,"name":"Corporate governace","url":"https://www.academia.edu/Documents/in/Corporate_governace?f_ri=8001"},{"id":232692,"name":"Manufacturing Industry","url":"https://www.academia.edu/Documents/in/Manufacturing_Industry?f_ri=8001"},{"id":1228493,"name":"CSR","url":"https://www.academia.edu/Documents/in/CSR?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68067801" data-work_id="68067801" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68067801/The_Framework_of_Quality_Measurement">The Framework of Quality Measurement</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper describes general determinants of quality measurement. There are discussed four assumptions that have been formulated to develop the framework of quality measurement. The assumptions are: (1) quality is the degree to which a set... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68067801" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper describes general determinants of quality measurement. There are discussed four assumptions that have been formulated to develop the framework of quality measurement. The assumptions are: (1) quality is the degree to which a set of inherent characteristics fulfils requirements, (2) requirements and inherent characteristics create finite sets, (3) requirements may have both different importance and different values depending on who formulates them, and (4) requirements do not have to be constant in time. The article contains the framework of quality measurement based on above four assumptions. There are proposed notation on the quality measurement on booth synthetic and the analytical level. It also contains examples of selected distance metrics in m-dimensional space as well as examples of selected aggregate functions that may be used in quality measurement on synthetic level.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68067801" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0997973fbba2a2a472ce4abf5570240f" rel="nofollow" data-download="{"attachment_id":78678000,"asset_id":68067801,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78678000/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="10000958" href="https://umcs.academia.edu/GrzegorzGrela">Grzegorz Grela</a><script data-card-contents-for-user="10000958" type="text/json">{"id":10000958,"first_name":"Grzegorz","last_name":"Grela","domain_name":"umcs","page_name":"GrzegorzGrela","display_name":"Grzegorz Grela","profile_url":"https://umcs.academia.edu/GrzegorzGrela?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_68067801 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68067801"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68067801, container: ".js-paper-rank-work_68067801", }); });</script></li><li class="js-percentile-work_68067801 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 68067801; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_68067801"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_68067801 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="68067801"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 68067801; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=68067801]").text(description); $(".js-view-count-work_68067801").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_68067801").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="68067801"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="724" rel="nofollow" href="https://www.academia.edu/Documents/in/Economics">Economics</a>, <script data-card-contents-for-ri="724" type="text/json">{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=68067801]'), work: {"id":68067801,"title":"The Framework of Quality Measurement","created_at":"2022-01-14T01:09:01.855-08:00","url":"https://www.academia.edu/68067801/The_Framework_of_Quality_Measurement?f_ri=8001","dom_id":"work_68067801","summary":"The paper describes general determinants of quality measurement. There are discussed four assumptions that have been formulated to develop the framework of quality measurement. The assumptions are: (1) quality is the degree to which a set of inherent characteristics fulfils requirements, (2) requirements and inherent characteristics create finite sets, (3) requirements may have both different importance and different values depending on who formulates them, and (4) requirements do not have to be constant in time. The article contains the framework of quality measurement based on above four assumptions. There are proposed notation on the quality measurement on booth synthetic and the analytical level. It also contains examples of selected distance metrics in m-dimensional space as well as examples of selected aggregate functions that may be used in quality measurement on synthetic level.","downloadable_attachments":[{"id":78678000,"asset_id":68067801,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":10000958,"first_name":"Grzegorz","last_name":"Grela","domain_name":"umcs","page_name":"GrzegorzGrela","display_name":"Grzegorz Grela","profile_url":"https://umcs.academia.edu/GrzegorzGrela?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_62497028" data-work_id="62497028" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/62497028/Competitiveness_of_nations_A_knowledge_discovery_examination">Competitiveness of nations: A knowledge discovery examination</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper presents the insights gained from the use of data mining and multivariate statistical techniques to identify important factors associated with a country's competitiveness and the development of knowledge discovery in databases... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_62497028" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper presents the insights gained from the use of data mining and multivariate statistical techniques to identify important factors associated with a country's competitiveness and the development of knowledge discovery in databases (KDD) models to predict it. In addition to stepwise regression and weighted non-linear programming techniques, intelligent learning techniques (artificial neural networks), and inferential techniques (classification and regression trees), were applied to a dataset of 43 countries from the World Competitiveness Yearbook (WCY). The dataset included 55 variables on economic, internationalization, governmental, financial, infrastructure, management, science and technology, as well as demographic and cultural characteristics. Exploratory data analysis and parameter calibration of the intelligent method architectures preceded the development and evaluation of reasonably accurate models (mean absolute error <5.5%), and subsequent out-of-sample validations. The strengths and weaknesses of each of the KDD techniques were assessed, along with their relative performance and the primary input variables influencing a country's competitiveness. Our analysis reveals that the primary drivers of competitiveness are lower country risk rating and higher computer usage, in entrepreneurial urbanized societies with less male dominance and basic infrastructure, with higher gross domestic investment, savings and private consumption, more imports of goods and services than exports, increased purchase power parity GDP, larger and more productive but not less expensive labor force, and higher R&D expenditures. Without diminishing the role and importance of WCY reports, our approach can be useful to estimate the competitiveness of many countries not included in WCY, while our findings may benefit policy makers and international agencies to expand their own abilities, insights and establish priorities for improving country competitiveness.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/62497028" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="309b7373dd191339106ac8ec6e910a68" rel="nofollow" data-download="{"attachment_id":75239020,"asset_id":62497028,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/75239020/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="81208289" href="https://stu.academia.edu/IrmaBecerra">Irma Becerra</a><script data-card-contents-for-user="81208289" type="text/json">{"id":81208289,"first_name":"Irma","last_name":"Becerra","domain_name":"stu","page_name":"IrmaBecerra","display_name":"Irma Becerra","profile_url":"https://stu.academia.edu/IrmaBecerra?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_62497028 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="62497028"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 62497028, container: ".js-paper-rank-work_62497028", }); 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$(".js-view-count[data-work-id=62497028]").text(description); $(".js-view-count-work_62497028").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_62497028").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="62497028"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="892" rel="nofollow" href="https://www.academia.edu/Documents/in/Statistics">Statistics</a>, <script data-card-contents-for-ri="892" type="text/json">{"id":892,"name":"Statistics","url":"https://www.academia.edu/Documents/in/Statistics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1352" rel="nofollow" href="https://www.academia.edu/Documents/in/Multivariate_Statistics">Multivariate Statistics</a>, <script data-card-contents-for-ri="1352" type="text/json">{"id":1352,"name":"Multivariate Statistics","url":"https://www.academia.edu/Documents/in/Multivariate_Statistics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2009" rel="nofollow" href="https://www.academia.edu/Documents/in/Data_Mining">Data Mining</a>, <script data-card-contents-for-ri="2009" type="text/json">{"id":2009,"name":"Data Mining","url":"https://www.academia.edu/Documents/in/Data_Mining?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4205" rel="nofollow" href="https://www.academia.edu/Documents/in/Data_Analysis">Data Analysis</a><script data-card-contents-for-ri="4205" type="text/json">{"id":4205,"name":"Data Analysis","url":"https://www.academia.edu/Documents/in/Data_Analysis?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=62497028]'), work: {"id":62497028,"title":"Competitiveness of nations: A knowledge discovery examination","created_at":"2021-11-26T12:01:44.861-08:00","url":"https://www.academia.edu/62497028/Competitiveness_of_nations_A_knowledge_discovery_examination?f_ri=8001","dom_id":"work_62497028","summary":"This paper presents the insights gained from the use of data mining and multivariate statistical techniques to identify important factors associated with a country's competitiveness and the development of knowledge discovery in databases (KDD) models to predict it. In addition to stepwise regression and weighted non-linear programming techniques, intelligent learning techniques (artificial neural networks), and inferential techniques (classification and regression trees), were applied to a dataset of 43 countries from the World Competitiveness Yearbook (WCY). The dataset included 55 variables on economic, internationalization, governmental, financial, infrastructure, management, science and technology, as well as demographic and cultural characteristics. Exploratory data analysis and parameter calibration of the intelligent method architectures preceded the development and evaluation of reasonably accurate models (mean absolute error \u003c5.5%), and subsequent out-of-sample validations. The strengths and weaknesses of each of the KDD techniques were assessed, along with their relative performance and the primary input variables influencing a country's competitiveness. Our analysis reveals that the primary drivers of competitiveness are lower country risk rating and higher computer usage, in entrepreneurial urbanized societies with less male dominance and basic infrastructure, with higher gross domestic investment, savings and private consumption, more imports of goods and services than exports, increased purchase power parity GDP, larger and more productive but not less expensive labor force, and higher R\u0026D expenditures. Without diminishing the role and importance of WCY reports, our approach can be useful to estimate the competitiveness of many countries not included in WCY, while our findings may benefit policy makers and international agencies to expand their own abilities, insights and establish priorities for improving country competitiveness.","downloadable_attachments":[{"id":75239020,"asset_id":62497028,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":81208289,"first_name":"Irma","last_name":"Becerra","domain_name":"stu","page_name":"IrmaBecerra","display_name":"Irma Becerra","profile_url":"https://stu.academia.edu/IrmaBecerra?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":892,"name":"Statistics","url":"https://www.academia.edu/Documents/in/Statistics?f_ri=8001","nofollow":true},{"id":1352,"name":"Multivariate Statistics","url":"https://www.academia.edu/Documents/in/Multivariate_Statistics?f_ri=8001","nofollow":true},{"id":2009,"name":"Data Mining","url":"https://www.academia.edu/Documents/in/Data_Mining?f_ri=8001","nofollow":true},{"id":4205,"name":"Data Analysis","url":"https://www.academia.edu/Documents/in/Data_Analysis?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":11128,"name":"Information Extraction","url":"https://www.academia.edu/Documents/in/Information_Extraction?f_ri=8001"},{"id":26066,"name":"Neural Network","url":"https://www.academia.edu/Documents/in/Neural_Network?f_ri=8001"},{"id":28235,"name":"Multidisciplinary","url":"https://www.academia.edu/Documents/in/Multidisciplinary?f_ri=8001"},{"id":41482,"name":"Multivariate Analysis","url":"https://www.academia.edu/Documents/in/Multivariate_Analysis?f_ri=8001"},{"id":63137,"name":"Non Linear Programming","url":"https://www.academia.edu/Documents/in/Non_Linear_Programming?f_ri=8001"},{"id":64642,"name":"Knowledge Discovery","url":"https://www.academia.edu/Documents/in/Knowledge_Discovery?f_ri=8001"},{"id":339534,"name":"Classification and Regression Tree","url":"https://www.academia.edu/Documents/in/Classification_and_Regression_Tree?f_ri=8001"},{"id":368001,"name":"Exploratory Data Analysis","url":"https://www.academia.edu/Documents/in/Exploratory_Data_Analysis?f_ri=8001"},{"id":545248,"name":"PIB","url":"https://www.academia.edu/Documents/in/PIB?f_ri=8001"},{"id":581652,"name":"Data Processing","url":"https://www.academia.edu/Documents/in/Data_Processing?f_ri=8001"},{"id":972948,"name":"Stepwise Regression","url":"https://www.academia.edu/Documents/in/Stepwise_Regression?f_ri=8001"},{"id":1211304,"name":"Artificial Neural Network","url":"https://www.academia.edu/Documents/in/Artificial_Neural_Network?f_ri=8001"},{"id":1442586,"name":"Non linear regression","url":"https://www.academia.edu/Documents/in/Non_linear_regression?f_ri=8001"},{"id":2925591,"name":"Mean Absolute Error","url":"https://www.academia.edu/Documents/in/Mean_Absolute_Error?f_ri=8001"},{"id":3227517,"name":"Gross Domestic Product","url":"https://www.academia.edu/Documents/in/Gross_Domestic_Product?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_47031956" data-work_id="47031956" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/47031956/An_analytic_approach_for_quantifying_the_value_of_e_business_initiatives">An analytic approach for quantifying the value of e-business initiatives</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We describe an IBM strategic consulting offering involving a methodology and an analytic tool. The methodology, the Risk and Opportunity Assessment, provides a systematic approach for diagnosing problems in the value chain of the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_47031956" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We describe an IBM strategic consulting offering involving a methodology and an analytic tool. The methodology, the Risk and Opportunity Assessment, provides a systematic approach for diagnosing problems in the value chain of the enterprise, and for selecting and prioritizing e-business initiatives. Applying this methodology involves the use of an analytic tool, the Value Chain Modeling Tool, that uses management science and operations research techniques, as well as techniques from the domains of finance and supply chain management, to model the endto-end value chain of the enterprise. This approach has been successfully used to improve the financial and operating performance of several enterprises.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/47031956" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c67f91bedc8116094682f8dda44ca1fb" rel="nofollow" data-download="{"attachment_id":66344059,"asset_id":47031956,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/66344059/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="185737437" href="https://independent.academia.edu/DaveSeybold">Dave Seybold</a><script data-card-contents-for-user="185737437" type="text/json">{"id":185737437,"first_name":"Dave","last_name":"Seybold","domain_name":"independent","page_name":"DaveSeybold","display_name":"Dave Seybold","profile_url":"https://independent.academia.edu/DaveSeybold?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_47031956 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="47031956"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 47031956, container: ".js-paper-rank-work_47031956", }); });</script></li><li class="js-percentile-work_47031956 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 47031956; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_47031956"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_47031956 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="47031956"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 47031956; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=47031956]").text(description); $(".js-view-count-work_47031956").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_47031956").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="47031956"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1335" rel="nofollow" href="https://www.academia.edu/Documents/in/Supply_Chain_Management">Supply Chain Management</a>, <script data-card-contents-for-ri="1335" type="text/json">{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2535" rel="nofollow" href="https://www.academia.edu/Documents/in/Operations_Research">Operations Research</a>, <script data-card-contents-for-ri="2535" type="text/json">{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=47031956]'), work: {"id":47031956,"title":"An analytic approach for quantifying the value of e-business initiatives","created_at":"2021-04-20T12:51:36.582-07:00","url":"https://www.academia.edu/47031956/An_analytic_approach_for_quantifying_the_value_of_e_business_initiatives?f_ri=8001","dom_id":"work_47031956","summary":"We describe an IBM strategic consulting offering involving a methodology and an analytic tool. The methodology, the Risk and Opportunity Assessment, provides a systematic approach for diagnosing problems in the value chain of the enterprise, and for selecting and prioritizing e-business initiatives. Applying this methodology involves the use of an analytic tool, the Value Chain Modeling Tool, that uses management science and operations research techniques, as well as techniques from the domains of finance and supply chain management, to model the endto-end value chain of the enterprise. This approach has been successfully used to improve the financial and operating performance of several enterprises.","downloadable_attachments":[{"id":66344059,"asset_id":47031956,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":185737437,"first_name":"Dave","last_name":"Seybold","domain_name":"independent","page_name":"DaveSeybold","display_name":"Dave Seybold","profile_url":"https://independent.academia.edu/DaveSeybold?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=8001","nofollow":true},{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":43311,"name":"Value Chain","url":"https://www.academia.edu/Documents/in/Value_Chain?f_ri=8001"},{"id":64561,"name":"Computer Software","url":"https://www.academia.edu/Documents/in/Computer_Software?f_ri=8001"},{"id":3547162,"name":"Modeling Tool","url":"https://www.academia.edu/Documents/in/Modeling_Tool?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_17671523" data-work_id="17671523" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/17671523/Value_of_Information_in_Capacitated_Supply_Chains">Value of Information in Capacitated Supply Chains</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We incorporate information ow between a supplier and a customer in a two-echelon model that captures the capacitated setting of a typical supply chain. We consider three situations: (1) a traditional model where there is no information to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_17671523" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We incorporate information ow between a supplier and a customer in a two-echelon model that captures the capacitated setting of a typical supply chain. We consider three situations: (1) a traditional model where there is no information to the supplier prior to a demand to him except from past data; (2) the supplier has the information of the (s,S) policy used by the customer as well as the end-product demand distribution; and (3) the supplier has full information about the state of the customer. We show that order up-to policies continue to be optimal for models with information ow for the nite horizon, the in nite horizon discounted and the in nite horizon average cost cases. We develop solution procedures to compute the optimal parameters. Study of these three models enables us to understand the relationships between capacity, inventory and information at the supplier level and how they are a ected by customer S ? s values and end-item demand distribution. We estimate the savings at the supplier due to information ow and study when information is most bene cial.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/17671523" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="51ff9c409c8f432b0e47c0cea6a5713a" rel="nofollow" data-download="{"attachment_id":39649670,"asset_id":17671523,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39649670/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37585997" href="https://independent.academia.edu/SridharTayur">Sridhar Tayur</a><script data-card-contents-for-user="37585997" type="text/json">{"id":37585997,"first_name":"Sridhar","last_name":"Tayur","domain_name":"independent","page_name":"SridharTayur","display_name":"Sridhar Tayur","profile_url":"https://independent.academia.edu/SridharTayur?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_17671523 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="17671523"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 17671523, container: ".js-paper-rank-work_17671523", }); 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We consider three situations: (1) a traditional model where there is no information to the supplier prior to a demand to him except from past data; (2) the supplier has the information of the (s,S) policy used by the customer as well as the end-product demand distribution; and (3) the supplier has full information about the state of the customer. We show that order up-to policies continue to be optimal for models with information ow for the nite horizon, the in nite horizon discounted and the in nite horizon average cost cases. We develop solution procedures to compute the optimal parameters. Study of these three models enables us to understand the relationships between capacity, inventory and information at the supplier level and how they are a ected by customer S ? s values and end-item demand distribution. We estimate the savings at the supplier due to information ow and study when information is most bene cial.","downloadable_attachments":[{"id":39649670,"asset_id":17671523,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37585997,"first_name":"Sridhar","last_name":"Tayur","domain_name":"independent","page_name":"SridharTayur","display_name":"Sridhar Tayur","profile_url":"https://independent.academia.edu/SridharTayur?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=8001","nofollow":true},{"id":47964,"name":"Information Flow","url":"https://www.academia.edu/Documents/in/Information_Flow?f_ri=8001","nofollow":true},{"id":88001,"name":"Information Sharing","url":"https://www.academia.edu/Documents/in/Information_Sharing?f_ri=8001","nofollow":true},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study?f_ri=8001"},{"id":275103,"name":"Value of Information","url":"https://www.academia.edu/Documents/in/Value_of_Information?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4650086" data-work_id="4650086" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4650086/Managing_e_transformation_in_the_public_sector_an_e_government_study_of_the_Inland_Revenue_Authority_of_Singapore_IRAS">Managing e-transformation in the public sector: an e-government study of the Inland Revenue Authority of Singapore (IRAS</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">E-governments are becoming a common phenomenon in the society today as public agencies rapidly embrace new technologies to streamline and reinvent their aging bureaucratic functions. However, due to the sheer diversity of stakeholders... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4650086" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">E-governments are becoming a common phenomenon in the society today as public agencies rapidly embrace new technologies to streamline and reinvent their aging bureaucratic functions. However, due to the sheer diversity of stakeholders involved in governmental operations, practitioners are finding it difficult to manage the dynamism in customer relations that coexists with the migration of public services onto the virtual environment. In an attempt to shed some light for e-government development, this paper studies one such initiative in Singapore from a customer relational perspective. Through the study of how one public organization adapts to the dynamic customer relations brought about by e-government, the case is able to discern the governing factors for successful government-stakeholder relations in an e-government community. An important contribution of this study is the proposal of a development model of relationships in the public sector, which will then be able to suggest how relationships can be effectively managed so as to achieve an e-government future.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4650086" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0a80a47b7d4e71f7145ec639185a6986" rel="nofollow" data-download="{"attachment_id":49726748,"asset_id":4650086,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49726748/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4795689" href="https://cbs.academia.edu/aldentan">Chee-Wee Tan</a><script data-card-contents-for-user="4795689" type="text/json">{"id":4795689,"first_name":"Chee-Wee","last_name":"Tan","domain_name":"cbs","page_name":"aldentan","display_name":"Chee-Wee Tan","profile_url":"https://cbs.academia.edu/aldentan?f_ri=8001","photo":"https://0.academia-photos.com/4795689/2515297/2920325/s65_chee-wee.tan.jpg"}</script></span></span></li><li class="js-paper-rank-work_4650086 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4650086"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4650086, container: ".js-paper-rank-work_4650086", }); 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However, due to the sheer diversity of stakeholders involved in governmental operations, practitioners are finding it difficult to manage the dynamism in customer relations that coexists with the migration of public services onto the virtual environment. In an attempt to shed some light for e-government development, this paper studies one such initiative in Singapore from a customer relational perspective. Through the study of how one public organization adapts to the dynamic customer relations brought about by e-government, the case is able to discern the governing factors for successful government-stakeholder relations in an e-government community. An important contribution of this study is the proposal of a development model of relationships in the public sector, which will then be able to suggest how relationships can be effectively managed so as to achieve an e-government future.","downloadable_attachments":[{"id":49726748,"asset_id":4650086,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4795689,"first_name":"Chee-Wee","last_name":"Tan","domain_name":"cbs","page_name":"aldentan","display_name":"Chee-Wee Tan","profile_url":"https://cbs.academia.edu/aldentan?f_ri=8001","photo":"https://0.academia-photos.com/4795689/2515297/2920325/s65_chee-wee.tan.jpg"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":459,"name":"Information Science","url":"https://www.academia.edu/Documents/in/Information_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information 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sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=8001"},{"id":17600,"name":"Accounting Information Systems","url":"https://www.academia.edu/Documents/in/Accounting_Information_Systems?f_ri=8001"},{"id":52627,"name":"Computer and Information Technology","url":"https://www.academia.edu/Documents/in/Computer_and_Information_Technology?f_ri=8001"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=8001"},{"id":92152,"name":"Information Systems Management","url":"https://www.academia.edu/Documents/in/Information_Systems_Management?f_ri=8001"},{"id":128433,"name":"Business Model","url":"https://www.academia.edu/Documents/in/Business_Model?f_ri=8001"},{"id":347700,"name":"Information Management System","url":"https://www.academia.edu/Documents/in/Information_Management_System?f_ri=8001"},{"id":418820,"name":"Information Systems 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27499310; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27499310"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27499310 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27499310"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27499310; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27499310]").text(description); $(".js-view-count-work_27499310").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27499310").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27499310"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="422" rel="nofollow" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a><script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27499310]'), work: {"id":27499310,"title":"Adaptive Filtering: An Empirical Evaluation","created_at":"2016-08-03T06:06:44.148-07:00","url":"https://www.academia.edu/27499310/Adaptive_Filtering_An_Empirical_Evaluation?f_ri=8001","dom_id":"work_27499310","summary":null,"downloadable_attachments":[{"id":47755960,"asset_id":27499310,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51652073,"first_name":"Johannes","last_name":"Ledolter","domain_name":"independent","page_name":"JohannesLedolter","display_name":"Johannes Ledolter","profile_url":"https://independent.academia.edu/JohannesLedolter?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=8001"},{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001"},{"id":3442,"name":"Production","url":"https://www.academia.edu/Documents/in/Production?f_ri=8001"},{"id":4974,"name":"Logistics","url":"https://www.academia.edu/Documents/in/Logistics?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=8001"},{"id":9048,"name":"Scheduling","url":"https://www.academia.edu/Documents/in/Scheduling?f_ri=8001"},{"id":38660,"name":"Operational Research","url":"https://www.academia.edu/Documents/in/Operational_Research?f_ri=8001"},{"id":78434,"name":"Investment","url":"https://www.academia.edu/Documents/in/Investment?f_ri=8001"},{"id":80414,"name":"Mathematical Sciences","url":"https://www.academia.edu/Documents/in/Mathematical_Sciences?f_ri=8001"},{"id":123506,"name":"Reliability","url":"https://www.academia.edu/Documents/in/Reliability?f_ri=8001"},{"id":179763,"name":"Adaptive Filter","url":"https://www.academia.edu/Documents/in/Adaptive_Filter?f_ri=8001"},{"id":408793,"name":"Empirical Evaluation","url":"https://www.academia.edu/Documents/in/Empirical_Evaluation?f_ri=8001"},{"id":524072,"name":"Location","url":"https://www.academia.edu/Documents/in/Location?f_ri=8001"},{"id":647491,"name":"Communications Technology","url":"https://www.academia.edu/Documents/in/Communications_Technology?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12201700 coauthored" data-work_id="12201700" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12201700/Optimal_allocation_of_proposals_to_reviewers_to_facilitate_effective_ranking">Optimal allocation of proposals to reviewers to facilitate effective ranking</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Wade D. Cook Schulich School of Business, York University, Toronto, Ontario M3J 1P3, Canada, <a href="mailto:wcook@schulich.yorku.ca" rel="nofollow">wcook@schulich.yorku.ca</a> Boaz Golany Faculty of Industrial Engineering and Management, Technion?Israel Institute of Technology, Haifa 32000,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12201700" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Wade D. Cook Schulich School of Business, York University, Toronto, Ontario M3J 1P3, Canada, <a href="mailto:wcook@schulich.yorku.ca" rel="nofollow">wcook@schulich.yorku.ca</a> Boaz Golany Faculty of Industrial Engineering and Management, Technion?Israel Institute of Technology, Haifa 32000, Israel, <a href="mailto:golany@ie" rel="nofollow">golany@ie</a>. ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12201700" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="beb619ee679a5aa57e6837c71fe4d10b" rel="nofollow" data-download="{"attachment_id":46305589,"asset_id":12201700,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46305589/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37920436" href="https://independent.academia.edu/MosheKress">Moshe Kress</a><script data-card-contents-for-user="37920436" type="text/json">{"id":37920436,"first_name":"Moshe","last_name":"Kress","domain_name":"independent","page_name":"MosheKress","display_name":"Moshe Kress","profile_url":"https://independent.academia.edu/MosheKress?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-12201700">+3</span><div class="hidden js-additional-users-12201700"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://telaviv.academia.edu/TalRaviv">Tal Raviv</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/WadeCook">Wade Cook</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/BoazGolany">Boaz Golany</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-12201700'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-12201700').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_12201700 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12201700"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12201700, container: ".js-paper-rank-work_12201700", }); });</script></li><li class="js-percentile-work_12201700 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 12201700; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_12201700"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12201700 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12201700"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12201700; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12201700]").text(description); $(".js-view-count-work_12201700").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12201700").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12201700"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="6411" rel="nofollow" href="https://www.academia.edu/Documents/in/Integer_Programming">Integer Programming</a>, <script data-card-contents-for-ri="6411" type="text/json">{"id":6411,"name":"Integer Programming","url":"https://www.academia.edu/Documents/in/Integer_Programming?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="24837" rel="nofollow" href="https://www.academia.edu/Documents/in/Peer_Review">Peer Review</a>, <script data-card-contents-for-ri="24837" type="text/json">{"id":24837,"name":"Peer Review","url":"https://www.academia.edu/Documents/in/Peer_Review?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="48636" rel="nofollow" href="https://www.academia.edu/Documents/in/Simulation">Simulation</a><script data-card-contents-for-ri="48636" type="text/json">{"id":48636,"name":"Simulation","url":"https://www.academia.edu/Documents/in/Simulation?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12201700]'), work: {"id":12201700,"title":"Optimal allocation of proposals to reviewers to facilitate effective ranking","created_at":"2015-05-03T03:19:39.446-07:00","url":"https://www.academia.edu/12201700/Optimal_allocation_of_proposals_to_reviewers_to_facilitate_effective_ranking?f_ri=8001","dom_id":"work_12201700","summary":"Wade D. Cook Schulich School of Business, York University, Toronto, Ontario M3J 1P3, Canada, wcook@schulich.yorku.ca Boaz Golany Faculty of Industrial Engineering and Management, Technion?Israel Institute of Technology, Haifa 32000, Israel, golany@ie. ...","downloadable_attachments":[{"id":46305589,"asset_id":12201700,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37920436,"first_name":"Moshe","last_name":"Kress","domain_name":"independent","page_name":"MosheKress","display_name":"Moshe Kress","profile_url":"https://independent.academia.edu/MosheKress?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":30665539,"first_name":"Tal","last_name":"Raviv","domain_name":"telaviv","page_name":"TalRaviv","display_name":"Tal Raviv","profile_url":"https://telaviv.academia.edu/TalRaviv?f_ri=8001","photo":"https://0.academia-photos.com/30665539/8929455/9965325/s65_tal.raviv.jpg"},{"id":30905289,"first_name":"Wade","last_name":"Cook","domain_name":"independent","page_name":"WadeCook","display_name":"Wade Cook","profile_url":"https://independent.academia.edu/WadeCook?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":154652293,"first_name":"Boaz","last_name":"Golany","domain_name":"independent","page_name":"BoazGolany","display_name":"Boaz Golany","profile_url":"https://independent.academia.edu/BoazGolany?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":6411,"name":"Integer Programming","url":"https://www.academia.edu/Documents/in/Integer_Programming?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":24837,"name":"Peer Review","url":"https://www.academia.edu/Documents/in/Peer_Review?f_ri=8001","nofollow":true},{"id":48636,"name":"Simulation","url":"https://www.academia.edu/Documents/in/Simulation?f_ri=8001","nofollow":true},{"id":65140,"name":"Models","url":"https://www.academia.edu/Documents/in/Models?f_ri=8001"},{"id":129891,"name":"Research and Development","url":"https://www.academia.edu/Documents/in/Research_and_Development-2?f_ri=8001"},{"id":369494,"name":"Ranking","url":"https://www.academia.edu/Documents/in/Ranking?f_ri=8001"},{"id":550568,"name":"Simulation experiment","url":"https://www.academia.edu/Documents/in/Simulation_experiment?f_ri=8001"},{"id":575847,"name":"Assignment Problem","url":"https://www.academia.edu/Documents/in/Assignment_Problem?f_ri=8001"},{"id":1300559,"name":"Integer Program","url":"https://www.academia.edu/Documents/in/Integer_Program?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14363736" data-work_id="14363736" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14363736/Human_capital_investments_and_employee_performance_an_analysis_of_IT_services_industry">Human capital investments and employee performance: an analysis of IT services industry</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The rapid pace of technological innovation necessitates Information Technology (IT) services firms to continually invest in replenishing the skills of their key asset base, the human capital. We examine whether human capital investments... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_14363736" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The rapid pace of technological innovation necessitates Information Technology (IT) services firms to continually invest in replenishing the skills of their key asset base, the human capital. We examine whether human capital investments directed towards employee training are effective in improving employee performance. Our rich employee level panel data set affords us the opportunity to link formal training with performance at the individual employee level. Using a dynamic panel model, we identify a significant positive impact of training on employee performance. A unit increase in training is linked to a 2.14% increase in an employee's performance. Interestingly, we find that in the IT sector skills atrophy and consequently high experience employees reap higher returns from training, highlighting the uniquely dynamic nature of IT knowledge and skills. We also find that general training that an employee can utilize outside the focal firm improves employee performance. However, specific training pertinent to the focal firm is not positively linked to performance. On the other hand, while domain and technical training both enhance employee performance individually, the interaction between the two suggests a substitutive relationship. Thus our findings suggest that the value of training is conditional upon a focused curricular approach that emphasizes a structured competency development program. Our findings have both theoretical and practical significance, most important of which is that they justify increased human capital investments to fuel future growth of this important component of the global economy.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14363736" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="664c0499d73fa3accfa4cd34dd9a04a1" rel="nofollow" data-download="{"attachment_id":44281267,"asset_id":14363736,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44281267/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33308125" href="https://spanalumni.academia.edu/alokGupta">alok Gupta</a><script data-card-contents-for-user="33308125" type="text/json">{"id":33308125,"first_name":"alok","last_name":"Gupta","domain_name":"spanalumni","page_name":"alokGupta","display_name":"alok Gupta","profile_url":"https://spanalumni.academia.edu/alokGupta?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_14363736 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="14363736"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 14363736, container: ".js-paper-rank-work_14363736", }); });</script></li><li class="js-percentile-work_14363736 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 14363736; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_14363736"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_14363736 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="14363736"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 14363736; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=14363736]").text(description); $(".js-view-count-work_14363736").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_14363736").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="14363736"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=14363736]'), work: {"id":14363736,"title":"Human capital investments and employee performance: an analysis of IT services industry","created_at":"2015-07-24T07:04:07.086-07:00","url":"https://www.academia.edu/14363736/Human_capital_investments_and_employee_performance_an_analysis_of_IT_services_industry?f_ri=8001","dom_id":"work_14363736","summary":"The rapid pace of technological innovation necessitates Information Technology (IT) services firms to continually invest in replenishing the skills of their key asset base, the human capital. We examine whether human capital investments directed towards employee training are effective in improving employee performance. Our rich employee level panel data set affords us the opportunity to link formal training with performance at the individual employee level. Using a dynamic panel model, we identify a significant positive impact of training on employee performance. A unit increase in training is linked to a 2.14% increase in an employee's performance. Interestingly, we find that in the IT sector skills atrophy and consequently high experience employees reap higher returns from training, highlighting the uniquely dynamic nature of IT knowledge and skills. We also find that general training that an employee can utilize outside the focal firm improves employee performance. However, specific training pertinent to the focal firm is not positively linked to performance. On the other hand, while domain and technical training both enhance employee performance individually, the interaction between the two suggests a substitutive relationship. Thus our findings suggest that the value of training is conditional upon a focused curricular approach that emphasizes a structured competency development program. Our findings have both theoretical and practical significance, most important of which is that they justify increased human capital investments to fuel future growth of this important component of the global economy.","downloadable_attachments":[{"id":44281267,"asset_id":14363736,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33308125,"first_name":"alok","last_name":"Gupta","domain_name":"spanalumni","page_name":"alokGupta","display_name":"alok Gupta","profile_url":"https://spanalumni.academia.edu/alokGupta?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22398453 coauthored" data-work_id="22398453" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22398453/Overcoming_resistance_to_organizational_change_Strong_ties_and_affective_cooptation">Overcoming resistance to organizational change: Strong ties and affective cooptation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">W e propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_22398453" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">W e propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization will adopt the change. By contrast, strong ties to potentially influential organization members who disapprove of a change outright (resistors) are an effective means of affective cooptation only when a change diverges little from institutionalized practices. With more divergent changes, the advantages of strong ties to resistors accruing to the change agent are weaker, and may turn into liabilities that reduce the likelihood of change adoption. Analyses of longitudinal data from 68 multimethod case studies of organizational change initiatives conducted at the National Health Service in the United Kingdom support these predictions and advance a relational view of organizational change in which social networks operate as tools of political influence through affective mechanisms.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22398453" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="acb5a835860d51ac5f7813d598ca11f0" rel="nofollow" data-download="{"attachment_id":43023671,"asset_id":22398453,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43023671/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="44029439" href="https://independent.academia.edu/TizianaCasciaro">Tiziana Casciaro</a><script data-card-contents-for-user="44029439" type="text/json">{"id":44029439,"first_name":"Tiziana","last_name":"Casciaro","domain_name":"independent","page_name":"TizianaCasciaro","display_name":"Tiziana Casciaro","profile_url":"https://independent.academia.edu/TizianaCasciaro?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-22398453">+1</span><div class="hidden js-additional-users-22398453"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://hbs.academia.edu/JulieBattilana">Julie Battilana</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-22398453'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-22398453').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_22398453 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="22398453"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 22398453, container: ".js-paper-rank-work_22398453", }); });</script></li><li class="js-percentile-work_22398453 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 22398453; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_22398453"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_22398453 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="22398453"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 22398453; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=22398453]").text(description); $(".js-view-count-work_22398453").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_22398453").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="22398453"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4307" rel="nofollow" href="https://www.academia.edu/Documents/in/Behavior">Behavior</a>, <script data-card-contents-for-ri="4307" type="text/json">{"id":4307,"name":"Behavior","url":"https://www.academia.edu/Documents/in/Behavior?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5975" rel="nofollow" href="https://www.academia.edu/Documents/in/Institutional_Theory">Institutional Theory</a>, <script data-card-contents-for-ri="5975" type="text/json">{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9043" rel="nofollow" href="https://www.academia.edu/Documents/in/Performance">Performance</a><script data-card-contents-for-ri="9043" type="text/json">{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=22398453]'), work: {"id":22398453,"title":"Overcoming resistance to organizational change: Strong ties and affective cooptation","created_at":"2016-02-24T12:38:20.663-08:00","url":"https://www.academia.edu/22398453/Overcoming_resistance_to_organizational_change_Strong_ties_and_affective_cooptation?f_ri=8001","dom_id":"work_22398453","summary":"W e propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization will adopt the change. By contrast, strong ties to potentially influential organization members who disapprove of a change outright (resistors) are an effective means of affective cooptation only when a change diverges little from institutionalized practices. With more divergent changes, the advantages of strong ties to resistors accruing to the change agent are weaker, and may turn into liabilities that reduce the likelihood of change adoption. Analyses of longitudinal data from 68 multimethod case studies of organizational change initiatives conducted at the National Health Service in the United Kingdom support these predictions and advance a relational view of organizational change in which social networks operate as tools of political influence through affective mechanisms.","downloadable_attachments":[{"id":43023671,"asset_id":22398453,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":44029439,"first_name":"Tiziana","last_name":"Casciaro","domain_name":"independent","page_name":"TizianaCasciaro","display_name":"Tiziana Casciaro","profile_url":"https://independent.academia.edu/TizianaCasciaro?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":32209808,"first_name":"Julie","last_name":"Battilana","domain_name":"hbs","page_name":"JulieBattilana","display_name":"Julie Battilana","profile_url":"https://hbs.academia.edu/JulieBattilana?f_ri=8001","photo":"https://0.academia-photos.com/32209808/11734303/13081446/s65_julie.battilana.jpg"}],"research_interests":[{"id":4307,"name":"Behavior","url":"https://www.academia.edu/Documents/in/Behavior?f_ri=8001","nofollow":true},{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=8001","nofollow":true},{"id":105071,"name":"Organizational Studies","url":"https://www.academia.edu/Documents/in/Organizational_Studies?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_72079629" data-work_id="72079629" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/72079629/Dynamic_Programming_and_Strong_Bounds_for_the_0_1_Knapsack_Problem">Dynamic Programming and Strong Bounds for the 0-1 Knapsack Problem</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">T wo new algorithms recently proved to outperform all previous methods for the exact solution of the 0-1 Knapsack Problem. This paper presents a combination of such approaches, where, in addition, valid inequalities are generated and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_72079629" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">T wo new algorithms recently proved to outperform all previous methods for the exact solution of the 0-1 Knapsack Problem. This paper presents a combination of such approaches, where, in addition, valid inequalities are generated and surrogate relaxed, and a new initial core problem is adopted. The algorithm is able to solve all classical test instances, with up to 10,000 variables, in less than 0.2 seconds on a HP9000-735/99 computer. The C language implementation of the algorithm is available on the internet.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/72079629" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="01b9296f47a53b517b0e26ecc1eb4519" rel="nofollow" data-download="{"attachment_id":81153626,"asset_id":72079629,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/81153626/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32241586" href="https://unibo.academia.edu/PaoloToth">Paolo Toth</a><script data-card-contents-for-user="32241586" type="text/json">{"id":32241586,"first_name":"Paolo","last_name":"Toth","domain_name":"unibo","page_name":"PaoloToth","display_name":"Paolo Toth","profile_url":"https://unibo.academia.edu/PaoloToth?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_72079629 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="72079629"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 72079629, container: ".js-paper-rank-work_72079629", }); 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$(".js-view-count[data-work-id=72079629]").text(description); $(".js-view-count-work_72079629").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_72079629").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="72079629"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="300" rel="nofollow" href="https://www.academia.edu/Documents/in/Mathematics">Mathematics</a>, <script data-card-contents-for-ri="300" type="text/json">{"id":300,"name":"Mathematics","url":"https://www.academia.edu/Documents/in/Mathematics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="10929" rel="nofollow" href="https://www.academia.edu/Documents/in/Dynamic_programming">Dynamic programming</a>, <script data-card-contents-for-ri="10929" type="text/json">{"id":10929,"name":"Dynamic programming","url":"https://www.academia.edu/Documents/in/Dynamic_programming?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="299021" rel="nofollow" href="https://www.academia.edu/Documents/in/Branch_and_Bound">Branch and Bound</a><script data-card-contents-for-ri="299021" type="text/json">{"id":299021,"name":"Branch and Bound","url":"https://www.academia.edu/Documents/in/Branch_and_Bound?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=72079629]'), work: {"id":72079629,"title":"Dynamic Programming and Strong Bounds for the 0-1 Knapsack Problem","created_at":"2022-02-21T02:33:49.118-08:00","url":"https://www.academia.edu/72079629/Dynamic_Programming_and_Strong_Bounds_for_the_0_1_Knapsack_Problem?f_ri=8001","dom_id":"work_72079629","summary":"T wo new algorithms recently proved to outperform all previous methods for the exact solution of the 0-1 Knapsack Problem. This paper presents a combination of such approaches, where, in addition, valid inequalities are generated and surrogate relaxed, and a new initial core problem is adopted. The algorithm is able to solve all classical test instances, with up to 10,000 variables, in less than 0.2 seconds on a HP9000-735/99 computer. The C language implementation of the algorithm is available on the internet.","downloadable_attachments":[{"id":81153626,"asset_id":72079629,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32241586,"first_name":"Paolo","last_name":"Toth","domain_name":"unibo","page_name":"PaoloToth","display_name":"Paolo Toth","profile_url":"https://unibo.academia.edu/PaoloToth?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":300,"name":"Mathematics","url":"https://www.academia.edu/Documents/in/Mathematics?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":10929,"name":"Dynamic programming","url":"https://www.academia.edu/Documents/in/Dynamic_programming?f_ri=8001","nofollow":true},{"id":299021,"name":"Branch and Bound","url":"https://www.academia.edu/Documents/in/Branch_and_Bound?f_ri=8001","nofollow":true},{"id":1868639,"name":"Exact solution methods","url":"https://www.academia.edu/Documents/in/Exact_solution_methods?f_ri=8001"},{"id":1957240,"name":"ENVIRONMENTAL SCIENCE AND MANAGEMENT","url":"https://www.academia.edu/Documents/in/ENVIRONMENTAL_SCIENCE_AND_MANAGEMENT?f_ri=8001"},{"id":2221688,"name":"Knapsack Problem","url":"https://www.academia.edu/Documents/in/Knapsack_Problem?f_ri=8001"},{"id":3306347,"name":"valid inequalities","url":"https://www.academia.edu/Documents/in/valid_inequalities?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_66470782" data-work_id="66470782" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/66470782/On_the_use_of_Monte_Carlo_simulation_cache_and_splitting_techniques_to_improve_the_Clarke_and_Wright_savings_heuristics">On the use of Monte Carlo simulation, cache and splitting techniques to improve the Clarke and Wright savings heuristics</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper presents the SR-GCWS-CS probabilistic algorithm that combines Monte Carlo simulation with splitting techniques and the Clarke and Wright savings heuristic to find competitive quasi-optimal solutions to the Capacitated Vehicle... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_66470782" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper presents the SR-GCWS-CS probabilistic algorithm that combines Monte Carlo simulation with splitting techniques and the Clarke and Wright savings heuristic to find competitive quasi-optimal solutions to the Capacitated Vehicle Routing Problem (CVRP) in reasonable response times. The algorithm, which does not require complex fine-tuning processes, can be used as an alternative to other metaheuristics—such as Simulated Annealing, Tabu Search, Genetic Algorithms, Ant Colony Optimization or GRASP, which ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/66470782" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bdfdbee0280ff92807f297caa7211273" rel="nofollow" data-download="{"attachment_id":77649166,"asset_id":66470782,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/77649166/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="137142586" href="https://independent.academia.edu/DanielRiera7">Daniel Riera</a><script data-card-contents-for-user="137142586" type="text/json">{"id":137142586,"first_name":"Daniel","last_name":"Riera","domain_name":"independent","page_name":"DanielRiera7","display_name":"Daniel Riera","profile_url":"https://independent.academia.edu/DanielRiera7?f_ri=8001","photo":"https://0.academia-photos.com/137142586/75112905/63619191/s65_daniel.riera.jpeg"}</script></span></span></li><li class="js-paper-rank-work_66470782 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="66470782"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 66470782, container: ".js-paper-rank-work_66470782", }); 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$(".js-view-count[data-work-id=66470782]").text(description); $(".js-view-count-work_66470782").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_66470782").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="66470782"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="422" rel="nofollow" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a><script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=66470782]'), work: {"id":66470782,"title":"On the use of Monte Carlo simulation, cache and splitting techniques to improve the Clarke and Wright savings heuristics","created_at":"2021-12-29T19:34:54.522-08:00","url":"https://www.academia.edu/66470782/On_the_use_of_Monte_Carlo_simulation_cache_and_splitting_techniques_to_improve_the_Clarke_and_Wright_savings_heuristics?f_ri=8001","dom_id":"work_66470782","summary":"This paper presents the SR-GCWS-CS probabilistic algorithm that combines Monte Carlo simulation with splitting techniques and the Clarke and Wright savings heuristic to find competitive quasi-optimal solutions to the Capacitated Vehicle Routing Problem (CVRP) in reasonable response times. The algorithm, which does not require complex fine-tuning processes, can be used as an alternative to other metaheuristics—such as Simulated Annealing, Tabu Search, Genetic Algorithms, Ant Colony Optimization or GRASP, which ...","downloadable_attachments":[{"id":77649166,"asset_id":66470782,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":137142586,"first_name":"Daniel","last_name":"Riera","domain_name":"independent","page_name":"DanielRiera7","display_name":"Daniel Riera","profile_url":"https://independent.academia.edu/DanielRiera7?f_ri=8001","photo":"https://0.academia-photos.com/137142586/75112905/63619191/s65_daniel.riera.jpeg"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":2507,"name":"Combinatorial Optimization","url":"https://www.academia.edu/Documents/in/Combinatorial_Optimization?f_ri=8001"},{"id":2537,"name":"Heuristics","url":"https://www.academia.edu/Documents/in/Heuristics?f_ri=8001"},{"id":4974,"name":"Logistics","url":"https://www.academia.edu/Documents/in/Logistics?f_ri=8001"},{"id":6177,"name":"Modeling","url":"https://www.academia.edu/Documents/in/Modeling?f_ri=8001"},{"id":6420,"name":"Ant Colony Optimization","url":"https://www.academia.edu/Documents/in/Ant_Colony_Optimization?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=8001"},{"id":30329,"name":"Genetic Algorithm","url":"https://www.academia.edu/Documents/in/Genetic_Algorithm?f_ri=8001"},{"id":78434,"name":"Investment","url":"https://www.academia.edu/Documents/in/Investment?f_ri=8001"},{"id":80414,"name":"Mathematical Sciences","url":"https://www.academia.edu/Documents/in/Mathematical_Sciences?f_ri=8001"},{"id":105093,"name":"Combinatorial Problems","url":"https://www.academia.edu/Documents/in/Combinatorial_Problems?f_ri=8001"},{"id":524072,"name":"Location","url":"https://www.academia.edu/Documents/in/Location?f_ri=8001"},{"id":647491,"name":"Communications Technology","url":"https://www.academia.edu/Documents/in/Communications_Technology?f_ri=8001"},{"id":758278,"name":"Large Scale","url":"https://www.academia.edu/Documents/in/Large_Scale?f_ri=8001"},{"id":2618516,"name":"Metamodel","url":"https://www.academia.edu/Documents/in/Metamodel?f_ri=8001"},{"id":4003552,"name":"Capacitated Vehicle Routing Problem","url":"https://www.academia.edu/Documents/in/Capacitated_Vehicle_Routing_Problem?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1111851" data-work_id="1111851" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1111851/e_Government_information_systems_Evaluation_led_design_for_public_value_and_client_trust">e-Government information systems: Evaluation-led design for public value and client trust</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">e-Government systems differ from commercial information systems (IS) in that they frequently encompass strategic goals that go beyond efficiency, effectiveness and economy, and include political and social objectives such as trust in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1111851" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">e-Government systems differ from commercial information systems (IS) in that they frequently encompass strategic goals that go beyond efficiency, effectiveness and economy, and include political and social objectives such as trust in government, social inclusion, community regeneration, community well-being and sustainability. Designing e-Government systems that help to meet these objectives is a significant challenge for the future. This paper develops an evaluative design framework for e-Government projects that complements traditional approaches to IS evaluation. The framework is based upon Moor's concept of public value. It focuses upon citizens' and clients' experiences of service provision and service outcomes as contributors to the formation of public trust. Trust is shown to be related to the extent to which people feel that an e-Government service enhances their sense of being wellinformed, gives them greater personal control, and provides them with a sense of influence or contingency. The framework's development and validation are founded upon analyses of a two live case studies in south-east England and London, U.K.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1111851" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0452f1643be8e9a664895a83b16a51ef" rel="nofollow" data-download="{"attachment_id":6840158,"asset_id":1111851,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/6840158/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="976561" href="https://damanhour.academia.edu/EmanGamal">Eman Gamal</a><script data-card-contents-for-user="976561" type="text/json">{"id":976561,"first_name":"Eman","last_name":"Gamal","domain_name":"damanhour","page_name":"EmanGamal","display_name":"Eman Gamal","profile_url":"https://damanhour.academia.edu/EmanGamal?f_ri=8001","photo":"https://0.academia-photos.com/976561/2943303/3446525/s65_eman.gamal.jpg"}</script></span></span></li><li class="js-paper-rank-work_1111851 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1111851"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1111851, container: ".js-paper-rank-work_1111851", }); 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$(".js-view-count[data-work-id=1111851]").text(description); $(".js-view-count-work_1111851").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1111851").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1111851"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">25</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="459" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Science">Information Science</a>, <script data-card-contents-for-ri="459" type="text/json">{"id":459,"name":"Information Science","url":"https://www.academia.edu/Documents/in/Information_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a>, <script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="492" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Information_Systems">Management Information Systems</a><script data-card-contents-for-ri="492" type="text/json">{"id":492,"name":"Management Information Systems","url":"https://www.academia.edu/Documents/in/Management_Information_Systems?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1111851]'), work: {"id":1111851,"title":"e-Government information systems: Evaluation-led design for public value and client trust","created_at":"2011-11-23T16:53:01.588-08:00","url":"https://www.academia.edu/1111851/e_Government_information_systems_Evaluation_led_design_for_public_value_and_client_trust?f_ri=8001","dom_id":"work_1111851","summary":"e-Government systems differ from commercial information systems (IS) in that they frequently encompass strategic goals that go beyond efficiency, effectiveness and economy, and include political and social objectives such as trust in government, social inclusion, community regeneration, community well-being and sustainability. Designing e-Government systems that help to meet these objectives is a significant challenge for the future. This paper develops an evaluative design framework for e-Government projects that complements traditional approaches to IS evaluation. The framework is based upon Moor's concept of public value. It focuses upon citizens' and clients' experiences of service provision and service outcomes as contributors to the formation of public trust. Trust is shown to be related to the extent to which people feel that an e-Government service enhances their sense of being wellinformed, gives them greater personal control, and provides them with a sense of influence or contingency. The framework's development and validation are founded upon analyses of a two live case studies in south-east England and London, U.K.","downloadable_attachments":[{"id":6840158,"asset_id":1111851,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":976561,"first_name":"Eman","last_name":"Gamal","domain_name":"damanhour","page_name":"EmanGamal","display_name":"Eman Gamal","profile_url":"https://damanhour.academia.edu/EmanGamal?f_ri=8001","photo":"https://0.academia-photos.com/976561/2943303/3446525/s65_eman.gamal.jpg"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":459,"name":"Information Science","url":"https://www.academia.edu/Documents/in/Information_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":492,"name":"Management Information Systems","url":"https://www.academia.edu/Documents/in/Management_Information_Systems?f_ri=8001","nofollow":true},{"id":1453,"name":"Information Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=8001"},{"id":6314,"name":"Health Information Systems","url":"https://www.academia.edu/Documents/in/Health_Information_Systems?f_ri=8001"},{"id":7099,"name":"Case Studies","url":"https://www.academia.edu/Documents/in/Case_Studies?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":14884,"name":"Business Information Systems","url":"https://www.academia.edu/Documents/in/Business_Information_Systems?f_ri=8001"},{"id":17600,"name":"Accounting Information Systems","url":"https://www.academia.edu/Documents/in/Accounting_Information_Systems?f_ri=8001"},{"id":19707,"name":"Social Inclusion","url":"https://www.academia.edu/Documents/in/Social_Inclusion?f_ri=8001"},{"id":24061,"name":"Sustainable Design","url":"https://www.academia.edu/Documents/in/Sustainable_Design?f_ri=8001"},{"id":52627,"name":"Computer and Information Technology","url":"https://www.academia.edu/Documents/in/Computer_and_Information_Technology?f_ri=8001"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=8001"},{"id":92152,"name":"Information Systems Management","url":"https://www.academia.edu/Documents/in/Information_Systems_Management?f_ri=8001"},{"id":128433,"name":"Business Model","url":"https://www.academia.edu/Documents/in/Business_Model?f_ri=8001"},{"id":281391,"name":"Service provision","url":"https://www.academia.edu/Documents/in/Service_provision?f_ri=8001"},{"id":347700,"name":"Information Management System","url":"https://www.academia.edu/Documents/in/Information_Management_System?f_ri=8001"},{"id":418820,"name":"Information Systems Technology","url":"https://www.academia.edu/Documents/in/Information_Systems_Technology?f_ri=8001"},{"id":480145,"name":"Design framework","url":"https://www.academia.edu/Documents/in/Design_framework?f_ri=8001"},{"id":641270,"name":"Computer Information Systems","url":"https://www.academia.edu/Documents/in/Computer_Information_Systems?f_ri=8001"},{"id":701120,"name":"Strategic Information Systems","url":"https://www.academia.edu/Documents/in/Strategic_Information_Systems?f_ri=8001"},{"id":1213131,"name":"Geographic Information Systems","url":"https://www.academia.edu/Documents/in/Geographic_Information_Systems?f_ri=8001"},{"id":1715976,"name":"Soft System Methodology","url":"https://www.academia.edu/Documents/in/Soft_System_Methodology?f_ri=8001"},{"id":2213585,"name":"Information System","url":"https://www.academia.edu/Documents/in/Information_System?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28208570 coauthored" data-work_id="28208570" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/28208570/A_Framework_for_Reconciling_Attribute_Values_from_Multiple_Data_Sources">A Framework for Reconciling Attribute Values from Multiple Data Sources</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">B ecause of the heterogeneous nature of different data sources, data integration is often one of the most challenging tasks in managing modern information systems. While the existing literature has focused on problems such as schema... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28208570" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">B ecause of the heterogeneous nature of different data sources, data integration is often one of the most challenging tasks in managing modern information systems. While the existing literature has focused on problems such as schema integration and entity identification, it has largely overlooked a basic question: When an attribute value for a real-world entity is recorded differently in different databases, how should the "best" value be chosen from the set of possible values? This paper provides an answer to this question. We first show how a probability distribution over a set of possible values can be derived. We then demonstrate how these probabilities can be used to solve a given decision problem by minimizing the total cost of type I, type II, and misrepresentation errors. Finally, we propose a framework for integrating multiple data sources when a single "best" value has to be chosen and stored for every attribute of an entity.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28208570" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="779e73300acde0d1be6dee0772b98b0a" rel="nofollow" data-download="{"attachment_id":48519649,"asset_id":28208570,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48519649/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="52869708" href="https://independent.academia.edu/DebabrataDey5">Debabrata Dey</a><script data-card-contents-for-user="52869708" type="text/json">{"id":52869708,"first_name":"Debabrata","last_name":"Dey","domain_name":"independent","page_name":"DebabrataDey5","display_name":"Debabrata Dey","profile_url":"https://independent.academia.edu/DebabrataDey5?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-28208570">+1</span><div class="hidden js-additional-users-28208570"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JiangJeffrey">Jeffrey Jiang</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-28208570'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-28208570').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_28208570 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28208570"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28208570, container: ".js-paper-rank-work_28208570", }); });</script></li><li class="js-percentile-work_28208570 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28208570; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_28208570"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_28208570 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="28208570"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28208570; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28208570]").text(description); $(".js-view-count-work_28208570").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_28208570").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="28208570"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="40333" rel="nofollow" href="https://www.academia.edu/Documents/in/Heterogeneous_Databases">Heterogeneous Databases</a>, <script data-card-contents-for-ri="40333" type="text/json">{"id":40333,"name":"Heterogeneous Databases","url":"https://www.academia.edu/Documents/in/Heterogeneous_Databases?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="48769" rel="nofollow" href="https://www.academia.edu/Documents/in/Data_Integration">Data Integration</a>, <script data-card-contents-for-ri="48769" type="text/json">{"id":48769,"name":"Data Integration","url":"https://www.academia.edu/Documents/in/Data_Integration?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="67959" rel="nofollow" href="https://www.academia.edu/Documents/in/Probability_Distribution_and_Applications">Probability Distribution & Applications</a><script data-card-contents-for-ri="67959" type="text/json">{"id":67959,"name":"Probability Distribution \u0026 Applications","url":"https://www.academia.edu/Documents/in/Probability_Distribution_and_Applications?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=28208570]'), work: {"id":28208570,"title":"A Framework for Reconciling Attribute Values from Multiple Data Sources","created_at":"2016-09-02T10:11:46.157-07:00","url":"https://www.academia.edu/28208570/A_Framework_for_Reconciling_Attribute_Values_from_Multiple_Data_Sources?f_ri=8001","dom_id":"work_28208570","summary":"B ecause of the heterogeneous nature of different data sources, data integration is often one of the most challenging tasks in managing modern information systems. While the existing literature has focused on problems such as schema integration and entity identification, it has largely overlooked a basic question: When an attribute value for a real-world entity is recorded differently in different databases, how should the \"best\" value be chosen from the set of possible values? This paper provides an answer to this question. We first show how a probability distribution over a set of possible values can be derived. We then demonstrate how these probabilities can be used to solve a given decision problem by minimizing the total cost of type I, type II, and misrepresentation errors. Finally, we propose a framework for integrating multiple data sources when a single \"best\" value has to be chosen and stored for every attribute of an entity.","downloadable_attachments":[{"id":48519649,"asset_id":28208570,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":52869708,"first_name":"Debabrata","last_name":"Dey","domain_name":"independent","page_name":"DebabrataDey5","display_name":"Debabrata Dey","profile_url":"https://independent.academia.edu/DebabrataDey5?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":29058571,"first_name":"Jeffrey","last_name":"Jiang","domain_name":"independent","page_name":"JiangJeffrey","display_name":"Jeffrey Jiang","profile_url":"https://independent.academia.edu/JiangJeffrey?f_ri=8001","photo":"https://0.academia-photos.com/29058571/44452156/34989229/s65_jeffrey.jiang.jpg"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":40333,"name":"Heterogeneous Databases","url":"https://www.academia.edu/Documents/in/Heterogeneous_Databases?f_ri=8001","nofollow":true},{"id":48769,"name":"Data Integration","url":"https://www.academia.edu/Documents/in/Data_Integration?f_ri=8001","nofollow":true},{"id":67959,"name":"Probability Distribution \u0026 Applications","url":"https://www.academia.edu/Documents/in/Probability_Distribution_and_Applications?f_ri=8001","nofollow":true},{"id":137986,"name":"Data Quality","url":"https://www.academia.edu/Documents/in/Data_Quality?f_ri=8001"},{"id":341805,"name":"Data Integrity","url":"https://www.academia.edu/Documents/in/Data_Integrity?f_ri=8001"},{"id":349059,"name":"Decision Problem","url":"https://www.academia.edu/Documents/in/Decision_Problem?f_ri=8001"},{"id":404100,"name":"Schema Integration","url":"https://www.academia.edu/Documents/in/Schema_Integration?f_ri=8001"},{"id":2213585,"name":"Information System","url":"https://www.academia.edu/Documents/in/Information_System?f_ri=8001"},{"id":2518726,"name":"Difference-in-Differences","url":"https://www.academia.edu/Documents/in/Difference-in-Differences?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27434249" data-work_id="27434249" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27434249/Hierarchical_Linear_Modeling_of_Multilevel_Data">Hierarchical Linear Modeling of Multilevel Data</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Most data involving organizations are hierarchical in nature and often contain variables measured at multiple levels of analysis. Hierarchical linear modeling (HLM) is a relatively new and innovative statistical method that organizational... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27434249" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Most data involving organizations are hierarchical in nature and often contain variables measured at multiple levels of analysis. Hierarchical linear modeling (HLM) is a relatively new and innovative statistical method that organizational scientists have used to alleviate some common problems associated with multilevel data, thus advancing our understanding of organizations. This article presents a broad overview of HLM's logic through an empirical analysis and outlines how its use can strengthen sport management research. For illustration purposes, we use both HLM and the traditional linear regression model to analyze how organizational and individual factors in Major League Baseball impact individual players' salaries. A key implication is that, depending on the method, parameter estimates differ because of the multilevel data structure and, thus, findings differ. We explain these differences and conclude by presenting theoretical discussions from strategic management and consumer behavior to provide a potential research agenda for sport management scholars.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27434249" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="393c51e1344ccc44895cbaffb6a255db" rel="nofollow" data-download="{"attachment_id":47692152,"asset_id":27434249,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47692152/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51565186" href="https://independent.academia.edu/SamuelTodd1">Samuel Todd</a><script data-card-contents-for-user="51565186" type="text/json">{"id":51565186,"first_name":"Samuel","last_name":"Todd","domain_name":"independent","page_name":"SamuelTodd1","display_name":"Samuel Todd","profile_url":"https://independent.academia.edu/SamuelTodd1?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27434249 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27434249"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27434249, container: ".js-paper-rank-work_27434249", }); });</script></li><li class="js-percentile-work_27434249 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27434249; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27434249"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27434249 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27434249"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27434249; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27434249]").text(description); $(".js-view-count-work_27434249").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27434249").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27434249"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="3131" rel="nofollow" href="https://www.academia.edu/Documents/in/Small_Business">Small Business</a>, <script data-card-contents-for-ri="3131" type="text/json">{"id":3131,"name":"Small Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9538" rel="nofollow" href="https://www.academia.edu/Documents/in/Consumer_Behavior">Consumer Behavior</a><script data-card-contents-for-ri="9538" type="text/json">{"id":9538,"name":"Consumer Behavior","url":"https://www.academia.edu/Documents/in/Consumer_Behavior?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27434249]'), work: {"id":27434249,"title":"Hierarchical Linear Modeling of Multilevel Data","created_at":"2016-08-01T04:02:14.801-07:00","url":"https://www.academia.edu/27434249/Hierarchical_Linear_Modeling_of_Multilevel_Data?f_ri=8001","dom_id":"work_27434249","summary":"Most data involving organizations are hierarchical in nature and often contain variables measured at multiple levels of analysis. Hierarchical linear modeling (HLM) is a relatively new and innovative statistical method that organizational scientists have used to alleviate some common problems associated with multilevel data, thus advancing our understanding of organizations. This article presents a broad overview of HLM's logic through an empirical analysis and outlines how its use can strengthen sport management research. For illustration purposes, we use both HLM and the traditional linear regression model to analyze how organizational and individual factors in Major League Baseball impact individual players' salaries. A key implication is that, depending on the method, parameter estimates differ because of the multilevel data structure and, thus, findings differ. We explain these differences and conclude by presenting theoretical discussions from strategic management and consumer behavior to provide a potential research agenda for sport management scholars.","downloadable_attachments":[{"id":47692152,"asset_id":27434249,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51565186,"first_name":"Samuel","last_name":"Todd","domain_name":"independent","page_name":"SamuelTodd1","display_name":"Samuel Todd","profile_url":"https://independent.academia.edu/SamuelTodd1?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":3131,"name":"Small Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=8001","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":9538,"name":"Consumer Behavior","url":"https://www.academia.edu/Documents/in/Consumer_Behavior?f_ri=8001","nofollow":true},{"id":39920,"name":"Parameter estimation","url":"https://www.academia.edu/Documents/in/Parameter_estimation?f_ri=8001"},{"id":43202,"name":"Research Agenda","url":"https://www.academia.edu/Documents/in/Research_Agenda?f_ri=8001"},{"id":53994,"name":"Data Structure","url":"https://www.academia.edu/Documents/in/Data_Structure?f_ri=8001"},{"id":79425,"name":"Sport Management","url":"https://www.academia.edu/Documents/in/Sport_Management?f_ri=8001"},{"id":990608,"name":"Linear Regression Model","url":"https://www.academia.edu/Documents/in/Linear_Regression_Model?f_ri=8001"},{"id":993329,"name":"Empirical Analysis","url":"https://www.academia.edu/Documents/in/Empirical_Analysis?f_ri=8001"},{"id":1131393,"name":"Major League Baseball","url":"https://www.academia.edu/Documents/in/Major_League_Baseball?f_ri=8001"},{"id":1243829,"name":"Quantitative Method","url":"https://www.academia.edu/Documents/in/Quantitative_Method?f_ri=8001"},{"id":1294378,"name":"Hierarchical Linear Model","url":"https://www.academia.edu/Documents/in/Hierarchical_Linear_Model?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11079297" data-work_id="11079297" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11079297/Consensus_ranking_An_ICT_security_awareness_case_study">Consensus ranking - An ICT security awareness case study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Decision making a b s t r a c t There are many disciplines where the problem of consensus ranking plays a vital role.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11079297" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="831b802d6d42c71eb693b82d606a6fcb" rel="nofollow" data-download="{"attachment_id":36768644,"asset_id":11079297,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36768644/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="26780468" href="https://nwu.academia.edu/HennieKruger">Hennie Kruger</a><script data-card-contents-for-user="26780468" type="text/json">{"id":26780468,"first_name":"Hennie","last_name":"Kruger","domain_name":"nwu","page_name":"HennieKruger","display_name":"Hennie Kruger","profile_url":"https://nwu.academia.edu/HennieKruger?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_11079297 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11079297"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11079297, container: ".js-paper-rank-work_11079297", }); });</script></li><li class="js-percentile-work_11079297 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11079297; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11079297"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11079297 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11079297"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11079297; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11079297]").text(description); $(".js-view-count-work_11079297").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11079297").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11079297"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1283" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Security">Information Security</a>, <script data-card-contents-for-ri="1283" type="text/json">{"id":1283,"name":"Information Security","url":"https://www.academia.edu/Documents/in/Information_Security?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" rel="nofollow" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7454" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Communication_Technology">Information Communication Technology</a>, <script data-card-contents-for-ri="7454" type="text/json">{"id":7454,"name":"Information Communication Technology","url":"https://www.academia.edu/Documents/in/Information_Communication_Technology?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11079297]'), work: {"id":11079297,"title":"Consensus ranking - An ICT security awareness case study","created_at":"2015-02-25T05:53:16.117-08:00","url":"https://www.academia.edu/11079297/Consensus_ranking_An_ICT_security_awareness_case_study?f_ri=8001","dom_id":"work_11079297","summary":"Decision making a b s t r a c t There are many disciplines where the problem of consensus ranking plays a vital role.","downloadable_attachments":[{"id":36768644,"asset_id":11079297,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":26780468,"first_name":"Hennie","last_name":"Kruger","domain_name":"nwu","page_name":"HennieKruger","display_name":"Hennie Kruger","profile_url":"https://nwu.academia.edu/HennieKruger?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1283,"name":"Information Security","url":"https://www.academia.edu/Documents/in/Information_Security?f_ri=8001","nofollow":true},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=8001","nofollow":true},{"id":7454,"name":"Information Communication Technology","url":"https://www.academia.edu/Documents/in/Information_Communication_Technology?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study?f_ri=8001"},{"id":575847,"name":"Assignment Problem","url":"https://www.academia.edu/Documents/in/Assignment_Problem?f_ri=8001"},{"id":821516,"name":"Decision Maker","url":"https://www.academia.edu/Documents/in/Decision_Maker?f_ri=8001"},{"id":1164759,"name":"Computers Security","url":"https://www.academia.edu/Documents/in/Computers_Security?f_ri=8001"},{"id":1166524,"name":"New Products","url":"https://www.academia.edu/Documents/in/New_Products?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26609889 coauthored" data-work_id="26609889" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26609889/Working_with_connective_flow_how_smartphone_use_is_evolving_in_practice">Working with connective flow: how smartphone use is evolving in practice</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Smartphones, those handheld devices that connect us via telephone and the Internet to virtually everyone and everything in the world, are becoming an integral part of everyday life. While there are significant individual and collective... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26609889" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Smartphones, those handheld devices that connect us via telephone and the Internet to virtually everyone and everything in the world, are becoming an integral part of everyday life. While there are significant individual and collective benefits from being more connected, there are also concerns associated with 'always on' work practices. This paper reports on a two-phase case study of smartphone users in a global financial services firm comparing the use of smartphones and their impact on work over time. We found that mobile communication technology practices have evolved within a relatively short (5-year) period of time as users seek to manage connectivity across work and non-work spaces. Disconnecting from work is no longer possible, nor desirable, for many users, who exercise choice (agency), switching between work and nonwork interactions to regulate the connective flow across multiple connective media.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26609889" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="15b38e7b8d5562e8fb5a955361ecb777" rel="nofollow" data-download="{"attachment_id":46895987,"asset_id":26609889,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46895987/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="50592663" href="https://independent.academia.edu/JudithMacCormick">Judith MacCormick</a><script data-card-contents-for-user="50592663" type="text/json">{"id":50592663,"first_name":"Judith","last_name":"MacCormick","domain_name":"independent","page_name":"JudithMacCormick","display_name":"Judith MacCormick","profile_url":"https://independent.academia.edu/JudithMacCormick?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-26609889">+1</span><div class="hidden js-additional-users-26609889"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://auckland.academia.edu/DarlKolb">Darl Kolb</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-26609889'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-26609889').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_26609889 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26609889"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26609889, container: ".js-paper-rank-work_26609889", }); });</script></li><li class="js-percentile-work_26609889 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 26609889; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_26609889"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); 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While there are significant individual and collective benefits from being more connected, there are also concerns associated with 'always on' work practices. This paper reports on a two-phase case study of smartphone users in a global financial services firm comparing the use of smartphones and their impact on work over time. We found that mobile communication technology practices have evolved within a relatively short (5-year) period of time as users seek to manage connectivity across work and non-work spaces. Disconnecting from work is no longer possible, nor desirable, for many users, who exercise choice (agency), switching between work and nonwork interactions to regulate the connective flow across multiple connective media.","downloadable_attachments":[{"id":46895987,"asset_id":26609889,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":50592663,"first_name":"Judith","last_name":"MacCormick","domain_name":"independent","page_name":"JudithMacCormick","display_name":"Judith MacCormick","profile_url":"https://independent.academia.edu/JudithMacCormick?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":4793816,"first_name":"Darl","last_name":"Kolb","domain_name":"auckland","page_name":"DarlKolb","display_name":"Darl Kolb","profile_url":"https://auckland.academia.edu/DarlKolb?f_ri=8001","photo":"https://0.academia-photos.com/4793816/2041483/18468637/s65_darl.kolb.jpg"}],"research_interests":[{"id":37,"name":"Information 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Model","url":"https://www.academia.edu/Documents/in/Business_Model?f_ri=8001"},{"id":226366,"name":"Connectivity","url":"https://www.academia.edu/Documents/in/Connectivity?f_ri=8001"},{"id":347700,"name":"Information Management System","url":"https://www.academia.edu/Documents/in/Information_Management_System?f_ri=8001"},{"id":418820,"name":"Information Systems Technology","url":"https://www.academia.edu/Documents/in/Information_Systems_Technology?f_ri=8001"},{"id":479534,"name":"Smartphone","url":"https://www.academia.edu/Documents/in/Smartphone?f_ri=8001"},{"id":641270,"name":"Computer Information Systems","url":"https://www.academia.edu/Documents/in/Computer_Information_Systems?f_ri=8001"},{"id":701120,"name":"Strategic Information Systems","url":"https://www.academia.edu/Documents/in/Strategic_Information_Systems?f_ri=8001"},{"id":927170,"name":"Connective Flow","url":"https://www.academia.edu/Documents/in/Connective_Flow?f_ri=8001"},{"id":1213131,"name":"Geographic Information Systems","url":"https://www.academia.edu/Documents/in/Geographic_Information_Systems?f_ri=8001"},{"id":1715976,"name":"Soft System Methodology","url":"https://www.academia.edu/Documents/in/Soft_System_Methodology?f_ri=8001"},{"id":2213585,"name":"Information System","url":"https://www.academia.edu/Documents/in/Information_System?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13995371" data-work_id="13995371" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13995371/Software_Development_Practices_Software_Complexity_and_Software_Maintenance_Performance_A_Field_Study">Software Development Practices, Software Complexity, and Software Maintenance Performance: A Field Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Software maintenance claims a large proportion of organizational resources. It is thought that many maintenance problems derive from inadequate software design and development practices. Poor design choices can result in complex software... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13995371" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Software maintenance claims a large proportion of organizational resources. It is thought that many maintenance problems derive from inadequate software design and development practices. Poor design choices can result in complex software that is costly to support and difficult to change. However, it is difficult to assess the actual maintenance performance effects of software development practices because their impact is</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13995371" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="44189c4f921e7fb84a01eac6b867d01c" rel="nofollow" data-download="{"attachment_id":44721786,"asset_id":13995371,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44721786/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33032949" href="https://umn.academia.edu/GordonDavis">Gordon Davis</a><script data-card-contents-for-user="33032949" type="text/json">{"id":33032949,"first_name":"Gordon","last_name":"Davis","domain_name":"umn","page_name":"GordonDavis","display_name":"Gordon Davis","profile_url":"https://umn.academia.edu/GordonDavis?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_13995371 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13995371"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13995371, container: ".js-paper-rank-work_13995371", }); 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$(".js-view-count[data-work-id=13995371]").text(description); $(".js-view-count-work_13995371").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13995371").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13995371"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1450" rel="nofollow" href="https://www.academia.edu/Documents/in/Software_Maintenance">Software Maintenance</a>, <script data-card-contents-for-ri="1450" type="text/json">{"id":1450,"name":"Software Maintenance","url":"https://www.academia.edu/Documents/in/Software_Maintenance?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8129" rel="nofollow" href="https://www.academia.edu/Documents/in/Software_Development">Software Development</a>, <script data-card-contents-for-ri="8129" type="text/json">{"id":8129,"name":"Software Development","url":"https://www.academia.edu/Documents/in/Software_Development?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="57987" rel="nofollow" href="https://www.academia.edu/Documents/in/Software_Quality">Software Quality</a><script data-card-contents-for-ri="57987" type="text/json">{"id":57987,"name":"Software Quality","url":"https://www.academia.edu/Documents/in/Software_Quality?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13995371]'), work: {"id":13995371,"title":"Software Development Practices, Software Complexity, and Software Maintenance Performance: A Field Study","created_at":"2015-07-13T08:56:22.572-07:00","url":"https://www.academia.edu/13995371/Software_Development_Practices_Software_Complexity_and_Software_Maintenance_Performance_A_Field_Study?f_ri=8001","dom_id":"work_13995371","summary":"Software maintenance claims a large proportion of organizational resources. It is thought that many maintenance problems derive from inadequate software design and development practices. Poor design choices can result in complex software that is costly to support and difficult to change. However, it is difficult to assess the actual maintenance performance effects of software development practices because their impact is","downloadable_attachments":[{"id":44721786,"asset_id":13995371,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33032949,"first_name":"Gordon","last_name":"Davis","domain_name":"umn","page_name":"GordonDavis","display_name":"Gordon Davis","profile_url":"https://umn.academia.edu/GordonDavis?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1450,"name":"Software Maintenance","url":"https://www.academia.edu/Documents/in/Software_Maintenance?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":8129,"name":"Software Development","url":"https://www.academia.edu/Documents/in/Software_Development?f_ri=8001","nofollow":true},{"id":57987,"name":"Software 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}) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_31479771" data-work_id="31479771" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/31479771/Multiple_Criteria_Decision_Making_Multiattribute_Utility_Theory_The_Next_Ten_Years">Multiple Criteria Decision Making, Multiattribute Utility Theory: The Next Ten Years</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/31479771" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text 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href="https://www.academia.edu/45417637/Robust_Comparative_Statics_of_Risk_Changes">Robust Comparative Statics of Risk Changes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The standard method for establishing the comparative statics of risk changes in optimization problems has been con…ned to comparing unique interior solutions, relying on strong assumptions about payo¤ functions and decision variables. We... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_45417637" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The standard method for establishing the comparative statics of risk changes in optimization problems has been con…ned to comparing unique interior solutions, relying on strong assumptions about payo¤ functions and decision variables. We propose a simple and intuitive approach that hinges on considerably weaker assumptions. Merging insights from the monotone comparative statics literature with insights from the risk apportionment literature, we show that the ranking of simple lottery pairs is all that is needed for establishing the comparative statics of risk changes. We use this approach to analyze the comparative statics of Nth-degree stochastic dominance shifts in a general setting with one and with multiple decision variables, and we show how these results can be applied to generalize the classical theories of precautionary saving, self-protection, and others.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/45417637" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d3ab53cd7d87808219c9c9809e253ca1" rel="nofollow" data-download="{"attachment_id":65931739,"asset_id":45417637,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65931739/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="168300910" href="https://independent.academia.edu/NocettiDiego">Diego Nocetti</a><script data-card-contents-for-user="168300910" type="text/json">{"id":168300910,"first_name":"Diego","last_name":"Nocetti","domain_name":"independent","page_name":"NocettiDiego","display_name":"Diego Nocetti","profile_url":"https://independent.academia.edu/NocettiDiego?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_45417637 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="45417637"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 45417637, container: ".js-paper-rank-work_45417637", }); 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$(".js-view-count[data-work-id=45417637]").text(description); $(".js-view-count-work_45417637").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_45417637").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="45417637"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="724" rel="nofollow" href="https://www.academia.edu/Documents/in/Economics">Economics</a>, <script data-card-contents-for-ri="724" type="text/json">{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6002" rel="nofollow" href="https://www.academia.edu/Documents/in/Theory">Theory</a>, <script data-card-contents-for-ri="6002" type="text/json">{"id":6002,"name":"Theory","url":"https://www.academia.edu/Documents/in/Theory?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8207" rel="nofollow" href="https://www.academia.edu/Documents/in/Risk">Risk</a><script data-card-contents-for-ri="8207" type="text/json">{"id":8207,"name":"Risk","url":"https://www.academia.edu/Documents/in/Risk?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=45417637]'), work: {"id":45417637,"title":"Robust Comparative Statics of Risk Changes","created_at":"2021-03-07T16:28:09.315-08:00","url":"https://www.academia.edu/45417637/Robust_Comparative_Statics_of_Risk_Changes?f_ri=8001","dom_id":"work_45417637","summary":"The standard method for establishing the comparative statics of risk changes in optimization problems has been con…ned to comparing unique interior solutions, relying on strong assumptions about payo¤ functions and decision variables. We propose a simple and intuitive approach that hinges on considerably weaker assumptions. Merging insights from the monotone comparative statics literature with insights from the risk apportionment literature, we show that the ranking of simple lottery pairs is all that is needed for establishing the comparative statics of risk changes. We use this approach to analyze the comparative statics of Nth-degree stochastic dominance shifts in a general setting with one and with multiple decision variables, and we show how these results can be applied to generalize the classical theories of precautionary saving, self-protection, and others.","downloadable_attachments":[{"id":65931739,"asset_id":45417637,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":168300910,"first_name":"Diego","last_name":"Nocetti","domain_name":"independent","page_name":"NocettiDiego","display_name":"Diego Nocetti","profile_url":"https://independent.academia.edu/NocettiDiego?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=8001","nofollow":true},{"id":6002,"name":"Theory","url":"https://www.academia.edu/Documents/in/Theory?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":8207,"name":"Risk","url":"https://www.academia.edu/Documents/in/Risk?f_ri=8001","nofollow":true},{"id":13424,"name":"Decision Analysis","url":"https://www.academia.edu/Documents/in/Decision_Analysis?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30740802" data-work_id="30740802" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30740802/Spillover_Asymmetry_and_Why_It_Matters">Spillover Asymmetry and Why It Matters</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">While spillovers are a crucial factor in determining the optimal environment for innovation, there is no consensus regarding their impact on firm behavior. One reason for this may be that models differ in their assumptions for the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30740802" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">While spillovers are a crucial factor in determining the optimal environment for innovation, there is no consensus regarding their impact on firm behavior. One reason for this may be that models differ in their assumptions for the functional form of the spillover pool. In industrial organization and economic geography, for example, the predominant convention is that all innovation within an industry/region contributes to a spillover pool that has a common value for all firms. An alternative convention prevalent in endogenous growth and evolutionary economics is that spillovers have directionality-the size of the relevant pool differs across firms.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30740802" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ab3efce20e2fe89d78940c3bec8744fd" rel="nofollow" data-download="{"attachment_id":51185503,"asset_id":30740802,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51185503/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32543020" href="https://independent.academia.edu/HartPosen">Hart Posen</a><script data-card-contents-for-user="32543020" type="text/json">{"id":32543020,"first_name":"Hart","last_name":"Posen","domain_name":"independent","page_name":"HartPosen","display_name":"Hart Posen","profile_url":"https://independent.academia.edu/HartPosen?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_30740802 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30740802"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30740802, container: ".js-paper-rank-work_30740802", }); });</script></li><li class="js-percentile-work_30740802 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30740802; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30740802"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30740802 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30740802"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30740802; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30740802]").text(description); $(".js-view-count-work_30740802").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30740802").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30740802"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="728" rel="nofollow" href="https://www.academia.edu/Documents/in/Economic_Geography">Economic Geography</a>, <script data-card-contents-for-ri="728" type="text/json">{"id":728,"name":"Economic Geography","url":"https://www.academia.edu/Documents/in/Economic_Geography?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="731" rel="nofollow" href="https://www.academia.edu/Documents/in/Evolutionary_Economics">Evolutionary Economics</a>, <script data-card-contents-for-ri="731" type="text/json">{"id":731,"name":"Evolutionary Economics","url":"https://www.academia.edu/Documents/in/Evolutionary_Economics?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="759" rel="nofollow" href="https://www.academia.edu/Documents/in/Industrial_Organization">Industrial Organization</a>, <script data-card-contents-for-ri="759" type="text/json">{"id":759,"name":"Industrial Organization","url":"https://www.academia.edu/Documents/in/Industrial_Organization?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a><script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30740802]'), work: {"id":30740802,"title":"Spillover Asymmetry and Why It Matters","created_at":"2017-01-04T10:05:32.122-08:00","url":"https://www.academia.edu/30740802/Spillover_Asymmetry_and_Why_It_Matters?f_ri=8001","dom_id":"work_30740802","summary":"While spillovers are a crucial factor in determining the optimal environment for innovation, there is no consensus regarding their impact on firm behavior. One reason for this may be that models differ in their assumptions for the functional form of the spillover pool. In industrial organization and economic geography, for example, the predominant convention is that all innovation within an industry/region contributes to a spillover pool that has a common value for all firms. An alternative convention prevalent in endogenous growth and evolutionary economics is that spillovers have directionality-the size of the relevant pool differs across firms.","downloadable_attachments":[{"id":51185503,"asset_id":30740802,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32543020,"first_name":"Hart","last_name":"Posen","domain_name":"independent","page_name":"HartPosen","display_name":"Hart Posen","profile_url":"https://independent.academia.edu/HartPosen?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":728,"name":"Economic Geography","url":"https://www.academia.edu/Documents/in/Economic_Geography?f_ri=8001","nofollow":true},{"id":731,"name":"Evolutionary Economics","url":"https://www.academia.edu/Documents/in/Evolutionary_Economics?f_ri=8001","nofollow":true},{"id":759,"name":"Industrial Organization","url":"https://www.academia.edu/Documents/in/Industrial_Organization?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":232693,"name":"Endogenous Growth","url":"https://www.academia.edu/Documents/in/Endogenous_Growth?f_ri=8001"},{"id":324056,"name":"Banking Industry","url":"https://www.academia.edu/Documents/in/Banking_Industry?f_ri=8001"},{"id":1557246,"name":"Functional Form","url":"https://www.academia.edu/Documents/in/Functional_Form?f_ri=8001"},{"id":1745949,"name":"Innovation","url":"https://www.academia.edu/Documents/in/Innovation-61?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9727754" data-work_id="9727754" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9727754/Managing_Capacity_Through_Reward_Programs">Managing Capacity Through Reward Programs</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">R ewarding customers with own products or services has become an increasingly popular practice across a spectrum of industries such as airlines, hotels, and telecommunication. In these service industries, firms face demand uncertainty and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9727754" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">R ewarding customers with own products or services has become an increasingly popular practice across a spectrum of industries such as airlines, hotels, and telecommunication. In these service industries, firms face demand uncertainty and strict short-term capacity constraint. When the market demand is low, firms hold excess capacities that would lead to intense price competition. In this paper we study the adoption and design of reward programs in the context of capacity management. We demonstrate that it is optimal for firms to offer capacity rewards when the market demand varies from one period to the other. By offering the reward programs, firms can effectively reduce available capacities when the market demand is low, and hence credibly show their unwillingness to undersell. Such a commitment can encourage their competitors to set their prices high. When firms provide reward programs, if a firm sets a higher price than the other and sells less today, in the future the firm can benefit from the other firm's larger reduction in available capacity through rewards. Thus, reward programs also provide additional incentives for firms to set higher current prices. Finally, since reward programs can add flexibility in adjusting the available capacities to the market demand, firms increase the size of regular capacities with reward programs.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9727754" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9a221292a6869c966574e0350d539b79" rel="nofollow" data-download="{"attachment_id":47664241,"asset_id":9727754,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47664241/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="23352019" href="https://utoronto.academia.edu/mengzeshi">mengze shi</a><script data-card-contents-for-user="23352019" type="text/json">{"id":23352019,"first_name":"mengze","last_name":"shi","domain_name":"utoronto","page_name":"mengzeshi","display_name":"mengze shi","profile_url":"https://utoronto.academia.edu/mengzeshi?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9727754 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9727754"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9727754, container: ".js-paper-rank-work_9727754", }); });</script></li><li class="js-percentile-work_9727754 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9727754; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9727754"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9727754 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9727754"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9727754; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9727754]").text(description); $(".js-view-count-work_9727754").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9727754").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9727754"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184561" rel="nofollow" href="https://www.academia.edu/Documents/in/Price_Competition">Price Competition</a>, <script data-card-contents-for-ri="184561" type="text/json">{"id":184561,"name":"Price Competition","url":"https://www.academia.edu/Documents/in/Price_Competition?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="212989" rel="nofollow" href="https://www.academia.edu/Documents/in/Service_industry">Service industry</a>, <script data-card-contents-for-ri="212989" type="text/json">{"id":212989,"name":"Service industry","url":"https://www.academia.edu/Documents/in/Service_industry?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="321836" rel="nofollow" href="https://www.academia.edu/Documents/in/Spectrum">Spectrum</a><script data-card-contents-for-ri="321836" type="text/json">{"id":321836,"name":"Spectrum","url":"https://www.academia.edu/Documents/in/Spectrum?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9727754]'), work: {"id":9727754,"title":"Managing Capacity Through Reward Programs","created_at":"2014-12-11T08:43:10.619-08:00","url":"https://www.academia.edu/9727754/Managing_Capacity_Through_Reward_Programs?f_ri=8001","dom_id":"work_9727754","summary":"R ewarding customers with own products or services has become an increasingly popular practice across a spectrum of industries such as airlines, hotels, and telecommunication. In these service industries, firms face demand uncertainty and strict short-term capacity constraint. When the market demand is low, firms hold excess capacities that would lead to intense price competition. In this paper we study the adoption and design of reward programs in the context of capacity management. We demonstrate that it is optimal for firms to offer capacity rewards when the market demand varies from one period to the other. By offering the reward programs, firms can effectively reduce available capacities when the market demand is low, and hence credibly show their unwillingness to undersell. Such a commitment can encourage their competitors to set their prices high. When firms provide reward programs, if a firm sets a higher price than the other and sells less today, in the future the firm can benefit from the other firm's larger reduction in available capacity through rewards. Thus, reward programs also provide additional incentives for firms to set higher current prices. Finally, since reward programs can add flexibility in adjusting the available capacities to the market demand, firms increase the size of regular capacities with reward programs.","downloadable_attachments":[{"id":47664241,"asset_id":9727754,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":23352019,"first_name":"mengze","last_name":"shi","domain_name":"utoronto","page_name":"mengzeshi","display_name":"mengze shi","profile_url":"https://utoronto.academia.edu/mengzeshi?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":184561,"name":"Price Competition","url":"https://www.academia.edu/Documents/in/Price_Competition?f_ri=8001","nofollow":true},{"id":212989,"name":"Service industry","url":"https://www.academia.edu/Documents/in/Service_industry?f_ri=8001","nofollow":true},{"id":321836,"name":"Spectrum","url":"https://www.academia.edu/Documents/in/Spectrum?f_ri=8001","nofollow":true},{"id":1605462,"name":"Capacity Management","url":"https://www.academia.edu/Documents/in/Capacity_Management?f_ri=8001"},{"id":1763848,"name":"Demand Uncertainty","url":"https://www.academia.edu/Documents/in/Demand_Uncertainty?f_ri=8001"},{"id":2141485,"name":"Capacity constraint","url":"https://www.academia.edu/Documents/in/Capacity_constraint?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14497610 coauthored" data-work_id="14497610" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14497610/David_vs_Goliath_An_Analysis_of_Asymmetric_Mixed_Strategy_Games_and_Experimental_Evidence">David vs. Goliath: An Analysis of Asymmetric Mixed-Strategy Games and Experimental Evidence</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Mixed strategies are widely used to model strategic situations in diverse fields such as economics, marketing, political science, and biology. However, some of the implications of asymmetric mixed-strategy solutions are counterintuitive.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_14497610" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Mixed strategies are widely used to model strategic situations in diverse fields such as economics, marketing, political science, and biology. However, some of the implications of asymmetric mixed-strategy solutions are counterintuitive. We develop a stylized model of patent race to examine some of these implications. In our model two firms compete to develop a product and obtain a patent. However, one firm values the patent more because of its market advantages, such as brand reputation and distribution network. Contrary to some intuition, we find that the firm that values the patent less is likely to invest more aggressively in developing the product and will also win the patent more often. We argue that the reason for these counterintuitive results is inherent in the very concept of mixed strategy solution. In a laboratory test, we examine whether subjects&#39; behavior conforms to the equilibrium predictions. We find that the aggregate behavior of our subjects is consistent with...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14497610" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4180d4d619a77bf589d6f2b566c3f12e" rel="nofollow" data-download="{"attachment_id":41196092,"asset_id":14497610,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41196092/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33444185" href="https://duke.academia.edu/WilfredAmaldoss">Wilfred Amaldoss</a><script data-card-contents-for-user="33444185" type="text/json">{"id":33444185,"first_name":"Wilfred","last_name":"Amaldoss","domain_name":"duke","page_name":"WilfredAmaldoss","display_name":"Wilfred Amaldoss","profile_url":"https://duke.academia.edu/WilfredAmaldoss?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-14497610">+1</span><div class="hidden js-additional-users-14497610"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/SanjayJain43">Sanjay Jain</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-14497610'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-14497610').html(); 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However, some of the implications of asymmetric mixed-strategy solutions are counterintuitive. We develop a stylized model of patent race to examine some of these implications. In our model two firms compete to develop a product and obtain a patent. However, one firm values the patent more because of its market advantages, such as brand reputation and distribution network. Contrary to some intuition, we find that the firm that values the patent less is likely to invest more aggressively in developing the product and will also win the patent more often. We argue that the reason for these counterintuitive results is inherent in the very concept of mixed strategy solution. In a laboratory test, we examine whether subjects\u0026#39; behavior conforms to the equilibrium predictions. We find that the aggregate behavior of our subjects is consistent with...","downloadable_attachments":[{"id":41196092,"asset_id":14497610,"asset_type":"Work","always_allow_download":false},{"id":41196083,"asset_id":14497610,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33444185,"first_name":"Wilfred","last_name":"Amaldoss","domain_name":"duke","page_name":"WilfredAmaldoss","display_name":"Wilfred Amaldoss","profile_url":"https://duke.academia.edu/WilfredAmaldoss?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":33564413,"first_name":"Sanjay","last_name":"Jain","domain_name":"independent","page_name":"SanjayJain43","display_name":"Sanjay Jain","profile_url":"https://independent.academia.edu/SanjayJain43?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":732,"name":"Experimental Economics","url":"https://www.academia.edu/Documents/in/Experimental_Economics?f_ri=8001","nofollow":true},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":13424,"name":"Decision Analysis","url":"https://www.academia.edu/Documents/in/Decision_Analysis?f_ri=8001","nofollow":true},{"id":53886,"name":"Competitive strategy","url":"https://www.academia.edu/Documents/in/Competitive_strategy?f_ri=8001"},{"id":152868,"name":"Adaptive learning","url":"https://www.academia.edu/Documents/in/Adaptive_learning?f_ri=8001"},{"id":166775,"name":"Learning Model","url":"https://www.academia.edu/Documents/in/Learning_Model?f_ri=8001"},{"id":764415,"name":"Investment Decision","url":"https://www.academia.edu/Documents/in/Investment_Decision?f_ri=8001"},{"id":1195987,"name":"Laboratory Tests","url":"https://www.academia.edu/Documents/in/Laboratory_Tests?f_ri=8001"},{"id":1325807,"name":"Firm Value","url":"https://www.academia.edu/Documents/in/Firm_Value?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_17516296 coauthored" data-work_id="17516296" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/17516296/Optimal_control_of_serial_multi_echelon_inventory_production_systems_with_periodic_batching">Optimal control of serial, multi-echelon inventory/production systems with periodic batching</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We consider a single-item, periodic-review, serial, multi-echelon inventory system, with linear inventory holding and penalty costs. In order to facilitate shipment consolidation and capacity planning, we assume the system has implemented... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_17516296" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We consider a single-item, periodic-review, serial, multi-echelon inventory system, with linear inventory holding and penalty costs. In order to facilitate shipment consolidation and capacity planning, we assume the system has implemented periodic batching: each stage is allowed to order at given equidistant times. Further, for each stage except the most downstream one, the reorder interval is assumed to be an</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/17516296" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="26f58d6da0a424891f933b8cd9494b09" rel="nofollow" data-download="{"attachment_id":39553336,"asset_id":17516296,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39553336/download_file?st=MTc0MDAxMTAwNiw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37284637" href="https://independent.academia.edu/GeertjanVanHoutum">Geert-jan Van Houtum</a><script data-card-contents-for-user="37284637" type="text/json">{"id":37284637,"first_name":"Geert-jan Van","last_name":"Houtum","domain_name":"independent","page_name":"GeertjanVanHoutum","display_name":"Geert-jan Van Houtum","profile_url":"https://independent.academia.edu/GeertjanVanHoutum?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-17516296">+2</span><div class="hidden js-additional-users-17516296"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://cmu.academia.edu/AlanSchellerwolf">Alan Scheller-wolf</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JinxinYi">Jinxin Yi</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-17516296'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-17516296').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_17516296 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="17516296"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 17516296; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=17516296]").text(description); $(".js-view-count-work_17516296").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_17516296").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="17516296"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2200" rel="nofollow" href="https://www.academia.edu/Documents/in/Optimal_Control">Optimal Control</a>, <script data-card-contents-for-ri="2200" type="text/json">{"id":2200,"name":"Optimal Control","url":"https://www.academia.edu/Documents/in/Optimal_Control?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2535" rel="nofollow" href="https://www.academia.edu/Documents/in/Operations_Research">Operations Research</a>, <script data-card-contents-for-ri="2535" type="text/json">{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="20202" rel="nofollow" href="https://www.academia.edu/Documents/in/Production_Planning">Production Planning</a><script data-card-contents-for-ri="20202" type="text/json">{"id":20202,"name":"Production Planning","url":"https://www.academia.edu/Documents/in/Production_Planning?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=17516296]'), work: {"id":17516296,"title":"Optimal control of serial, multi-echelon inventory/production systems with periodic batching","created_at":"2015-10-30T07:27:37.694-07:00","url":"https://www.academia.edu/17516296/Optimal_control_of_serial_multi_echelon_inventory_production_systems_with_periodic_batching?f_ri=8001","dom_id":"work_17516296","summary":"We consider a single-item, periodic-review, serial, multi-echelon inventory system, with linear inventory holding and penalty costs. In order to facilitate shipment consolidation and capacity planning, we assume the system has implemented periodic batching: each stage is allowed to order at given equidistant times. Further, for each stage except the most downstream one, the reorder interval is assumed to be an","downloadable_attachments":[{"id":39553336,"asset_id":17516296,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37284637,"first_name":"Geert-jan Van","last_name":"Houtum","domain_name":"independent","page_name":"GeertjanVanHoutum","display_name":"Geert-jan Van Houtum","profile_url":"https://independent.academia.edu/GeertjanVanHoutum?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":37416649,"first_name":"Alan","last_name":"Scheller-wolf","domain_name":"cmu","page_name":"AlanSchellerwolf","display_name":"Alan Scheller-wolf","profile_url":"https://cmu.academia.edu/AlanSchellerwolf?f_ri=8001","photo":"/images/s65_no_pic.png"},{"id":37384556,"first_name":"Jinxin","last_name":"Yi","domain_name":"independent","page_name":"JinxinYi","display_name":"Jinxin Yi","profile_url":"https://independent.academia.edu/JinxinYi?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":2200,"name":"Optimal Control","url":"https://www.academia.edu/Documents/in/Optimal_Control?f_ri=8001","nofollow":true},{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":20202,"name":"Production Planning","url":"https://www.academia.edu/Documents/in/Production_Planning?f_ri=8001","nofollow":true},{"id":20626,"name":"Production Management","url":"https://www.academia.edu/Documents/in/Production_Management?f_ri=8001"},{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=8001"},{"id":117212,"name":"Inventory Management","url":"https://www.academia.edu/Documents/in/Inventory_Management?f_ri=8001"},{"id":150295,"name":"Production Control","url":"https://www.academia.edu/Documents/in/Production_Control?f_ri=8001"},{"id":179557,"name":"Capacity Planning","url":"https://www.academia.edu/Documents/in/Capacity_Planning?f_ri=8001"},{"id":743999,"name":"Production System","url":"https://www.academia.edu/Documents/in/Production_System?f_ri=8001"},{"id":1688405,"name":"Setup Time","url":"https://www.academia.edu/Documents/in/Setup_Time?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_912280" data-work_id="912280" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/912280/Ontology_based_information_model_development_for_science_information_reuse_and_integration">Ontology-based information model development for science information reuse and integration</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Scientific digital libraries serve complex and evolving research communities. Justifications for the development of scientific digital libraries include the desire to preserve science data and the promises of information... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_912280" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Scientific digital libraries serve complex and evolving research communities. Justifications for the development of scientific digital libraries include the desire to preserve science data and the promises of information interconnectedness, correlative science, and system interoperability. Shared ontologies are fundamental to fulfilling these promises. We present a tool framework, a set of principles, and a real world case study where shared ontologies are used to develop and manage science information models and subsequently guide the implementation of scientific digital libraries. The tool framework, based on an ontology modeling tool, has been used to formalize legacy information models as well as design new models. Within this framework, the information model remains relevant within changing domains and thereby promotes the interoperability, interconnectedness, and correlation desired by scientists.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/912280" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2ac0d6d1b0a635fceba322e27bb8eae9" rel="nofollow" data-download="{"attachment_id":5522890,"asset_id":912280,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/5522890/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="732226" href="https://jpl-nasa.academia.edu/ChrisMattmann">Chris Mattmann</a><script data-card-contents-for-user="732226" type="text/json">{"id":732226,"first_name":"Chris","last_name":"Mattmann","domain_name":"jpl-nasa","page_name":"ChrisMattmann","display_name":"Chris Mattmann","profile_url":"https://jpl-nasa.academia.edu/ChrisMattmann?f_ri=8001","photo":"https://0.academia-photos.com/732226/250203/295720/s65_chris.mattmann.jpg"}</script></span></span></li><li class="js-paper-rank-work_912280 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="912280"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 912280, container: ".js-paper-rank-work_912280", }); 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Justifications for the development of scientific digital libraries include the desire to preserve science data and the promises of information interconnectedness, correlative science, and system interoperability. Shared ontologies are fundamental to fulfilling these promises. We present a tool framework, a set of principles, and a real world case study where shared ontologies are used to develop and manage science information models and subsequently guide the implementation of scientific digital libraries. The tool framework, based on an ontology modeling tool, has been used to formalize legacy information models as well as design new models. 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In this way, the theory of organizational knowledge creation has developed rapidly in academic... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24176855" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Any organization that wishes to excel at KM needs to improve its knowledge creation processes, both at the individual and at the group level. In this way, the theory of organizational knowledge creation has developed rapidly in academic world and been broadly scattered in management science over the last 19 years. This paper conducts a general study about the theory&#39;s</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24176855" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0e307b004241eca54b1ee36970f58835" rel="nofollow" data-download="{"attachment_id":44516894,"asset_id":24176855,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44516894/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="12533995" href="https://znu.academia.edu/mostafajafari">mostafa jafari</a><script data-card-contents-for-user="12533995" type="text/json">{"id":12533995,"first_name":"mostafa","last_name":"jafari","domain_name":"znu","page_name":"mostafajafari","display_name":"mostafa jafari","profile_url":"https://znu.academia.edu/mostafajafari?f_ri=8001","photo":"https://0.academia-photos.com/12533995/7944808/101521258/s65_mostafa.jafari.jpg"}</script></span></span></li><li class="js-paper-rank-work_24176855 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24176855"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24176855, container: ".js-paper-rank-work_24176855", }); 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Neither a heuristic nor an exact approach based on a... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_31623345" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper illustrates how a modern heuristic and two classical integer programming models have been combined to provide a solution to a nurse rostering problem at a major UK hospital. Neither a heuristic nor an exact approach based on a standard IP package was able to meet all the practical requirements. This was overcome by using a variant of tabu search as the core method, but applying knapsack and network¯ow models in pre-and post-processing phases. The result is a successful software tool that frees senior nursing staff from a time consuming administrative task.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/31623345" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3a7f1b4228f1fcd636ccc90de3eee7e0" rel="nofollow" data-download="{"attachment_id":51949026,"asset_id":31623345,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51949026/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="60700037" href="https://independent.academia.edu/JonathanThompson30">Jonathan Thompson</a><script data-card-contents-for-user="60700037" type="text/json">{"id":60700037,"first_name":"Jonathan","last_name":"Thompson","domain_name":"independent","page_name":"JonathanThompson30","display_name":"Jonathan Thompson","profile_url":"https://independent.academia.edu/JonathanThompson30?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_31623345 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="31623345"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 31623345, container: ".js-paper-rank-work_31623345", }); 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The result is a successful software tool that frees senior nursing staff from a time consuming administrative task.","downloadable_attachments":[{"id":51949026,"asset_id":31623345,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":60700037,"first_name":"Jonathan","last_name":"Thompson","domain_name":"independent","page_name":"JonathanThompson30","display_name":"Jonathan Thompson","profile_url":"https://independent.academia.edu/JonathanThompson30?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information 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Technology","url":"https://www.academia.edu/Documents/in/Communications_Technology?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_59752339" data-work_id="59752339" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/59752339/Prioritization_of_e_Government_strategies_using_a_SWOT_AHP_analysis_the_case_of_Turkey">Prioritization of e-Government strategies using a SWOT-AHP analysis: the case of Turkey</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The e-Government agenda is being pursued throughout the world to one degree or another, but it has added significance in Central Europe. The region is just beginning to emerge from a period of far-reaching political and economic... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_59752339" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The e-Government agenda is being pursued throughout the world to one degree or another, but it has added significance in Central Europe. The region is just beginning to emerge from a period of far-reaching political and economic transformation following the collapse of repressive communist systems. For these countries, e-Government is more than simply a new channel of delivering services; it offers an opportunity to achieve a quantum leap in transparency and efficiency of administration, which the region's leaders have promised their citizens since the early 1990s. Turkey is currently working hard to catch this opportunity. Turkish Government has initiated the Urgent Action Plan in December 2002 to remedy long-lasting economic problems and to improve social and well-being of the country. One of the basic components of this plan is 'e-Transformation Turkey Project' which aims to carry Turkey into Information society. One of the two purposes of this study is to define and to prioritize the strengths, weaknesses, opportunities, and threats (SWOT) groups and their subfactors for e-Government in Turkey. The other purpose is to determine and to evaluate the alternative strategies for e-Government applications at the national level in Turkey. We use the SWOT approach in combination with analytic hierarchy process (AHP) to achieve this task. The strategies have been prioritized and sensitivity analyses of the obtained results have been made using a software.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/59752339" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="758c364103b71dcdfb61cf921a29ab8d" rel="nofollow" data-download="{"attachment_id":73512998,"asset_id":59752339,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/73512998/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="106259515" href="https://independent.academia.edu/CengizKahraman1">Cengiz Kahraman</a><script data-card-contents-for-user="106259515" type="text/json">{"id":106259515,"first_name":"Cengiz","last_name":"Kahraman","domain_name":"independent","page_name":"CengizKahraman1","display_name":"Cengiz Kahraman","profile_url":"https://independent.academia.edu/CengizKahraman1?f_ri=8001","photo":"https://0.academia-photos.com/106259515/42177641/36934809/s65_cengiz.kahraman.jpg"}</script></span></span></li><li class="js-paper-rank-work_59752339 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="59752339"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 59752339, container: ".js-paper-rank-work_59752339", }); 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The region is just beginning to emerge from a period of far-reaching political and economic transformation following the collapse of repressive communist systems. For these countries, e-Government is more than simply a new channel of delivering services; it offers an opportunity to achieve a quantum leap in transparency and efficiency of administration, which the region's leaders have promised their citizens since the early 1990s. Turkey is currently working hard to catch this opportunity. Turkish Government has initiated the Urgent Action Plan in December 2002 to remedy long-lasting economic problems and to improve social and well-being of the country. One of the basic components of this plan is 'e-Transformation Turkey Project' which aims to carry Turkey into Information society. One of the two purposes of this study is to define and to prioritize the strengths, weaknesses, opportunities, and threats (SWOT) groups and their subfactors for e-Government in Turkey. The other purpose is to determine and to evaluate the alternative strategies for e-Government applications at the national level in Turkey. We use the SWOT approach in combination with analytic hierarchy process (AHP) to achieve this task. The strategies have been prioritized and sensitivity analyses of the obtained results have been made using a software.","downloadable_attachments":[{"id":73512998,"asset_id":59752339,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":106259515,"first_name":"Cengiz","last_name":"Kahraman","domain_name":"independent","page_name":"CengizKahraman1","display_name":"Cengiz Kahraman","profile_url":"https://independent.academia.edu/CengizKahraman1?f_ri=8001","photo":"https://0.academia-photos.com/106259515/42177641/36934809/s65_cengiz.kahraman.jpg"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":459,"name":"Information Science","url":"https://www.academia.edu/Documents/in/Information_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":492,"name":"Management Information Systems","url":"https://www.academia.edu/Documents/in/Management_Information_Systems?f_ri=8001","nofollow":true},{"id":1453,"name":"Information Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=8001"},{"id":6314,"name":"Health Information Systems","url":"https://www.academia.edu/Documents/in/Health_Information_Systems?f_ri=8001"},{"id":7099,"name":"Case Studies","url":"https://www.academia.edu/Documents/in/Case_Studies?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":14884,"name":"Business Information Systems","url":"https://www.academia.edu/Documents/in/Business_Information_Systems?f_ri=8001"},{"id":17600,"name":"Accounting Information Systems","url":"https://www.academia.edu/Documents/in/Accounting_Information_Systems?f_ri=8001"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=8001"},{"id":92152,"name":"Information Systems Management","url":"https://www.academia.edu/Documents/in/Information_Systems_Management?f_ri=8001"},{"id":128433,"name":"Business Model","url":"https://www.academia.edu/Documents/in/Business_Model?f_ri=8001"},{"id":279027,"name":"European","url":"https://www.academia.edu/Documents/in/European?f_ri=8001"},{"id":347700,"name":"Information Management System","url":"https://www.academia.edu/Documents/in/Information_Management_System?f_ri=8001"},{"id":418820,"name":"Information Systems Technology","url":"https://www.academia.edu/Documents/in/Information_Systems_Technology?f_ri=8001"},{"id":641270,"name":"Computer Information Systems","url":"https://www.academia.edu/Documents/in/Computer_Information_Systems?f_ri=8001"},{"id":1213131,"name":"Geographic Information Systems","url":"https://www.academia.edu/Documents/in/Geographic_Information_Systems?f_ri=8001"},{"id":1715976,"name":"Soft System Methodology","url":"https://www.academia.edu/Documents/in/Soft_System_Methodology?f_ri=8001"},{"id":2213585,"name":"Information System","url":"https://www.academia.edu/Documents/in/Information_System?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34403284" data-work_id="34403284" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34403284/Optimal_defence_of_single_object_with_imperfect_false_targets">Optimal defence of single object with imperfect false targets</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper considers an object exposed to external intentional attacks. The defender distributes its resource between deploying false targets and protecting the object. The false targets are not perfect and there is a nonzero probability... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34403284" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper considers an object exposed to external intentional attacks. The defender distributes its resource between deploying false targets and protecting the object. The false targets are not perfect and there is a nonzero probability that a false target can be detected by the attacker. Once the attacker has detected a certain number of false targets, it ignores them and chooses such number of undetected targets to attack that maximizes the probability of the object destruction. The defender decides how many false targets to deploy in order to minimize the probability of the object destruction assuming that the attacker uses the most harmful strategy to attack. The optimal number of false targets and the optimal number of attacked targets are obtained for the case of single and multiple types of the false targets. A methodology of finding the optimal defence strategy under uncertain contest intensity is suggested.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34403284" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bc3e5652ca02e949cba8c700789b3f8a" rel="nofollow" data-download="{"attachment_id":54284733,"asset_id":34403284,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54284733/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="67719011" href="https://ustb.academia.edu/RuiPeng">Rui Peng</a><script data-card-contents-for-user="67719011" type="text/json">{"id":67719011,"first_name":"Rui","last_name":"Peng","domain_name":"ustb","page_name":"RuiPeng","display_name":"Rui Peng","profile_url":"https://ustb.academia.edu/RuiPeng?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_34403284 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34403284"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34403284, container: ".js-paper-rank-work_34403284", }); 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$(".js-view-count[data-work-id=34403284]").text(description); $(".js-view-count-work_34403284").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34403284").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34403284"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="37" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="422" rel="nofollow" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a><script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34403284]'), work: {"id":34403284,"title":"Optimal defence of single object with imperfect false targets","created_at":"2017-08-29T16:00:41.938-07:00","url":"https://www.academia.edu/34403284/Optimal_defence_of_single_object_with_imperfect_false_targets?f_ri=8001","dom_id":"work_34403284","summary":"The paper considers an object exposed to external intentional attacks. The defender distributes its resource between deploying false targets and protecting the object. The false targets are not perfect and there is a nonzero probability that a false target can be detected by the attacker. Once the attacker has detected a certain number of false targets, it ignores them and chooses such number of undetected targets to attack that maximizes the probability of the object destruction. The defender decides how many false targets to deploy in order to minimize the probability of the object destruction assuming that the attacker uses the most harmful strategy to attack. The optimal number of false targets and the optimal number of attacked targets are obtained for the case of single and multiple types of the false targets. A methodology of finding the optimal defence strategy under uncertain contest intensity is suggested.","downloadable_attachments":[{"id":54284733,"asset_id":34403284,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":67719011,"first_name":"Rui","last_name":"Peng","domain_name":"ustb","page_name":"RuiPeng","display_name":"Rui Peng","profile_url":"https://ustb.academia.edu/RuiPeng?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=8001","nofollow":true},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=8001","nofollow":true},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=8001"},{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001"},{"id":3442,"name":"Production","url":"https://www.academia.edu/Documents/in/Production?f_ri=8001"},{"id":4974,"name":"Logistics","url":"https://www.academia.edu/Documents/in/Logistics?f_ri=8001"},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=8001"},{"id":9048,"name":"Scheduling","url":"https://www.academia.edu/Documents/in/Scheduling?f_ri=8001"},{"id":16823,"name":"Vulnerability","url":"https://www.academia.edu/Documents/in/Vulnerability?f_ri=8001"},{"id":38660,"name":"Operational Research","url":"https://www.academia.edu/Documents/in/Operational_Research?f_ri=8001"},{"id":78434,"name":"Investment","url":"https://www.academia.edu/Documents/in/Investment?f_ri=8001"},{"id":80414,"name":"Mathematical Sciences","url":"https://www.academia.edu/Documents/in/Mathematical_Sciences?f_ri=8001"},{"id":123506,"name":"Reliability","url":"https://www.academia.edu/Documents/in/Reliability?f_ri=8001"},{"id":436756,"name":"Defect","url":"https://www.academia.edu/Documents/in/Defect?f_ri=8001"},{"id":524072,"name":"Location","url":"https://www.academia.edu/Documents/in/Location?f_ri=8001"},{"id":599592,"name":"Attack","url":"https://www.academia.edu/Documents/in/Attack?f_ri=8001"},{"id":647491,"name":"Communications Technology","url":"https://www.academia.edu/Documents/in/Communications_Technology?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33995821" data-work_id="33995821" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/33995821/Multistage_Selection_and_the_Financing_of_New_Ventures">Multistage Selection and the Financing of New Ventures</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">U sing a random sample of 221 new Swedish ventures initiated in 1998, we examine why some new ventures are more likely than others to successfully be awarded capital from external sources. We examine venture financing as a staged... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_33995821" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">U sing a random sample of 221 new Swedish ventures initiated in 1998, we examine why some new ventures are more likely than others to successfully be awarded capital from external sources. We examine venture financing as a staged selection process in which two sequential selection events systematically winnow the population of ventures and influence which ventures receive financing. For a venture to receive external financing its founders must first select it as a candidate for external funding, and then a financier must fund it. We find evidence that founders select ventures as candidates for external finance based on their perceptions of market competition, market growth, and employment growth, while financiers base funding decisions on objective verifiable indicators of venture development, such as the completion of organizing activities, marketing activities, and the level of sales of the venture. Our findings have implications for venture financing and evolutionary theories of social processes.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/33995821" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6d61e2d5eb1b1b41d2b027d9f3e64e75" rel="nofollow" data-download="{"attachment_id":53945645,"asset_id":33995821,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53945645/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="66633742" href="https://case.academia.edu/ScottShane">Scott Shane</a><script data-card-contents-for-user="66633742" type="text/json">{"id":66633742,"first_name":"Scott","last_name":"Shane","domain_name":"case","page_name":"ScottShane","display_name":"Scott Shane","profile_url":"https://case.academia.edu/ScottShane?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_33995821 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="33995821"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 33995821, container: ".js-paper-rank-work_33995821", }); 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$(".js-view-count[data-work-id=33995821]").text(description); $(".js-view-count-work_33995821").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_33995821").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="33995821"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" rel="nofollow" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="47" rel="nofollow" href="https://www.academia.edu/Documents/in/Finance">Finance</a>, <script data-card-contents-for-ri="47" type="text/json">{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="867" rel="nofollow" href="https://www.academia.edu/Documents/in/Perception">Perception</a><script data-card-contents-for-ri="867" type="text/json">{"id":867,"name":"Perception","url":"https://www.academia.edu/Documents/in/Perception?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=33995821]'), work: {"id":33995821,"title":"Multistage Selection and the Financing of New Ventures","created_at":"2017-07-22T06:52:03.587-07:00","url":"https://www.academia.edu/33995821/Multistage_Selection_and_the_Financing_of_New_Ventures?f_ri=8001","dom_id":"work_33995821","summary":"U sing a random sample of 221 new Swedish ventures initiated in 1998, we examine why some new ventures are more likely than others to successfully be awarded capital from external sources. We examine venture financing as a staged selection process in which two sequential selection events systematically winnow the population of ventures and influence which ventures receive financing. For a venture to receive external financing its founders must first select it as a candidate for external funding, and then a financier must fund it. We find evidence that founders select ventures as candidates for external finance based on their perceptions of market competition, market growth, and employment growth, while financiers base funding decisions on objective verifiable indicators of venture development, such as the completion of organizing activities, marketing activities, and the level of sales of the venture. Our findings have implications for venture financing and evolutionary theories of social processes.","downloadable_attachments":[{"id":53945645,"asset_id":33995821,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":66633742,"first_name":"Scott","last_name":"Shane","domain_name":"case","page_name":"ScottShane","display_name":"Scott Shane","profile_url":"https://case.academia.edu/ScottShane?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=8001","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=8001","nofollow":true},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=8001","nofollow":true},{"id":867,"name":"Perception","url":"https://www.academia.edu/Documents/in/Perception?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001"},{"id":53844,"name":"Evolutionary theory","url":"https://www.academia.edu/Documents/in/Evolutionary_theory?f_ri=8001"},{"id":135164,"name":"Capital","url":"https://www.academia.edu/Documents/in/Capital?f_ri=8001"},{"id":145748,"name":"Sales","url":"https://www.academia.edu/Documents/in/Sales?f_ri=8001"},{"id":265625,"name":"Evolutionary Algorithm","url":"https://www.academia.edu/Documents/in/Evolutionary_Algorithm?f_ri=8001"},{"id":271424,"name":"Financing","url":"https://www.academia.edu/Documents/in/Financing?f_ri=8001"},{"id":398499,"name":"Random sampling","url":"https://www.academia.edu/Documents/in/Random_sampling?f_ri=8001"},{"id":593083,"name":"Completion","url":"https://www.academia.edu/Documents/in/Completion?f_ri=8001"},{"id":988780,"name":"Employment Growth","url":"https://www.academia.edu/Documents/in/Employment_Growth?f_ri=8001"},{"id":999668,"name":"Completeness","url":"https://www.academia.edu/Documents/in/Completeness?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8894414" data-work_id="8894414" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8894414/Managerial_Influence_in_the_Implementation_of_New_Technology">Managerial Influence in the Implementation of New Technology</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8894414" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="56c8721cf08f85fee832a29e305123b7" rel="nofollow" data-download="{"attachment_id":47962531,"asset_id":8894414,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47962531/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="19549573" href="https://uwyo.academia.edu/DorothyBarton">Dorothy Barton</a><script data-card-contents-for-user="19549573" type="text/json">{"id":19549573,"first_name":"Dorothy","last_name":"Barton","domain_name":"uwyo","page_name":"DorothyBarton","display_name":"Dorothy Barton","profile_url":"https://uwyo.academia.edu/DorothyBarton?f_ri=8001","photo":"https://0.academia-photos.com/19549573/5448582/6212909/s65_dorothy.barton.jpg"}</script></span></span></li><li class="js-paper-rank-work_8894414 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8894414"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8894414, container: ".js-paper-rank-work_8894414", }); });</script></li><li class="js-percentile-work_8894414 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 8894414; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_8894414"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_8894414 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="8894414"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 8894414; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=8894414]").text(description); $(".js-view-count-work_8894414").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8894414").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="8894414"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="59546" rel="nofollow" href="https://www.academia.edu/Documents/in/New_Technology">New Technology</a>, <script data-card-contents-for-ri="59546" type="text/json">{"id":59546,"name":"New Technology","url":"https://www.academia.edu/Documents/in/New_Technology?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="121337" rel="nofollow" href="https://www.academia.edu/Documents/in/expert_System">expert System</a>, <script data-card-contents-for-ri="121337" type="text/json">{"id":121337,"name":"expert System","url":"https://www.academia.edu/Documents/in/expert_System?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="238655" rel="nofollow" href="https://www.academia.edu/Documents/in/Implementation">Implementation</a><script data-card-contents-for-ri="238655" type="text/json">{"id":238655,"name":"Implementation","url":"https://www.academia.edu/Documents/in/Implementation?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=8894414]'), work: {"id":8894414,"title":"Managerial Influence in the Implementation of New Technology","created_at":"2014-10-21T12:39:13.043-07:00","url":"https://www.academia.edu/8894414/Managerial_Influence_in_the_Implementation_of_New_Technology?f_ri=8001","dom_id":"work_8894414","summary":null,"downloadable_attachments":[{"id":47962531,"asset_id":8894414,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":19549573,"first_name":"Dorothy","last_name":"Barton","domain_name":"uwyo","page_name":"DorothyBarton","display_name":"Dorothy Barton","profile_url":"https://uwyo.academia.edu/DorothyBarton?f_ri=8001","photo":"https://0.academia-photos.com/19549573/5448582/6212909/s65_dorothy.barton.jpg"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":59546,"name":"New Technology","url":"https://www.academia.edu/Documents/in/New_Technology?f_ri=8001","nofollow":true},{"id":121337,"name":"expert System","url":"https://www.academia.edu/Documents/in/expert_System?f_ri=8001","nofollow":true},{"id":238655,"name":"Implementation","url":"https://www.academia.edu/Documents/in/Implementation?f_ri=8001","nofollow":true},{"id":297691,"name":"High performance","url":"https://www.academia.edu/Documents/in/High_performance?f_ri=8001"},{"id":458190,"name":"Organizational Innovation","url":"https://www.academia.edu/Documents/in/Organizational_Innovation?f_ri=8001"},{"id":1745949,"name":"Innovation","url":"https://www.academia.edu/Documents/in/Innovation-61?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21568983" data-work_id="21568983" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21568983/Testing_a_Life_Cycle_Theory_of_Cooperative_Interorganizational_Relationships_Movement_Across_Stages_and_Performance">Testing a Life-Cycle Theory of Cooperative Interorganizational Relationships: Movement Across Stages and Performance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">his research examines the evolution of cooperative interorganizational relationships and provides an empiri- cal test of four propositions from the DSO (Dwyer et al. 1987) life-cycle theory, and one proposition from the RV (Ring and Van... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_21568983" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">his research examines the evolution of cooperative interorganizational relationships and provides an empiri- cal test of four propositions from the DSO (Dwyer et al. 1987) life-cycle theory, and one proposition from the RV (Ring and Van de Ven 1994) theory of relationship development. Using primary data from over 1,500 resellers in a channel of distribution, we find that the mature</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21568983" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2fc74b663a61988eeb69e9f292a7821e" rel="nofollow" data-download="{"attachment_id":42091371,"asset_id":21568983,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42091371/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42689679" href="https://independent.academia.edu/SandyJap">Sandy Jap</a><script data-card-contents-for-user="42689679" type="text/json">{"id":42689679,"first_name":"Sandy","last_name":"Jap","domain_name":"independent","page_name":"SandyJap","display_name":"Sandy Jap","profile_url":"https://independent.academia.edu/SandyJap?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_21568983 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="21568983"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 21568983, container: ".js-paper-rank-work_21568983", }); });</script></li><li class="js-percentile-work_21568983 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 21568983; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_21568983"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_21568983 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="21568983"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 21568983; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=21568983]").text(description); $(".js-view-count-work_21568983").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_21568983").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="21568983"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39898" rel="nofollow" href="https://www.academia.edu/Documents/in/Path_Dependence">Path Dependence</a>, <script data-card-contents-for-ri="39898" type="text/json">{"id":39898,"name":"Path Dependence","url":"https://www.academia.edu/Documents/in/Path_Dependence?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="55641" rel="nofollow" href="https://www.academia.edu/Documents/in/Performance_Evaluation">Performance Evaluation</a>, <script data-card-contents-for-ri="55641" type="text/json">{"id":55641,"name":"Performance Evaluation","url":"https://www.academia.edu/Documents/in/Performance_Evaluation?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="99052" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Exchange">Information Exchange</a><script data-card-contents-for-ri="99052" type="text/json">{"id":99052,"name":"Information Exchange","url":"https://www.academia.edu/Documents/in/Information_Exchange?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=21568983]'), work: {"id":21568983,"title":"Testing a Life-Cycle Theory of Cooperative Interorganizational Relationships: Movement Across Stages and Performance","created_at":"2016-02-04T15:28:42.791-08:00","url":"https://www.academia.edu/21568983/Testing_a_Life_Cycle_Theory_of_Cooperative_Interorganizational_Relationships_Movement_Across_Stages_and_Performance?f_ri=8001","dom_id":"work_21568983","summary":"his research examines the evolution of cooperative interorganizational relationships and provides an empiri- cal test of four propositions from the DSO (Dwyer et al. 1987) life-cycle theory, and one proposition from the RV (Ring and Van de Ven 1994) theory of relationship development. Using primary data from over 1,500 resellers in a channel of distribution, we find that the mature","downloadable_attachments":[{"id":42091371,"asset_id":21568983,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42689679,"first_name":"Sandy","last_name":"Jap","domain_name":"independent","page_name":"SandyJap","display_name":"Sandy Jap","profile_url":"https://independent.academia.edu/SandyJap?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":39898,"name":"Path Dependence","url":"https://www.academia.edu/Documents/in/Path_Dependence?f_ri=8001","nofollow":true},{"id":55641,"name":"Performance Evaluation","url":"https://www.academia.edu/Documents/in/Performance_Evaluation?f_ri=8001","nofollow":true},{"id":99052,"name":"Information Exchange","url":"https://www.academia.edu/Documents/in/Information_Exchange?f_ri=8001","nofollow":true},{"id":113170,"name":"Evolution of Cooperation","url":"https://www.academia.edu/Documents/in/Evolution_of_Cooperation?f_ri=8001"},{"id":182962,"name":"Life Cycle","url":"https://www.academia.edu/Documents/in/Life_Cycle?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4303216 coauthored" data-work_id="4303216" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4303216/Assignment_Problems_with_Weighted_and_Nonweighted_Neighborhood_Constraints_in_3_6_4_4_and_6_3_Tilings">Assignment Problems with Weighted and Nonweighted Neighborhood Constraints in 3^6, 4^4 and 6^3 Tilings</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We formulated a binary integer program to model the assignment problem stated as follows: the elements of given finite sets should be assigned to the compartments of a tiling (with finite number of compartments) such that the costs of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4303216" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We formulated a binary integer program to model the assignment problem stated as follows: the elements of given finite sets should be assigned to the compartments of a tiling (with finite number of compartments) such that the costs of having adjacent elements from different sets are minimized. We defined that two compartments are adjacent if and only if they share a common edge. In this paper, we considered the regular tilings of regular polygons in Euclidean plane.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4303216" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a8164d0bdfa889fa1270206c56718a7b" rel="nofollow" data-download="{"attachment_id":31764444,"asset_id":4303216,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31764444/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4168405" href="https://up-losbanos.academia.edu/JomarRabajante">Jomar Rabajante</a><script data-card-contents-for-user="4168405" type="text/json">{"id":4168405,"first_name":"Jomar","last_name":"Rabajante","domain_name":"up-losbanos","page_name":"JomarRabajante","display_name":"Jomar Rabajante","profile_url":"https://up-losbanos.academia.edu/JomarRabajante?f_ri=8001","photo":"https://0.academia-photos.com/4168405/1628118/1963807/s65_jomar.rabajante.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-4303216">+1</span><div class="hidden js-additional-users-4303216"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://up-losbanos.academia.edu/MarkLexterDeLara">Mark Lexter De Lara</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-4303216'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-4303216').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_4303216 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4303216"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4303216, container: ".js-paper-rank-work_4303216", }); });</script></li><li class="js-percentile-work_4303216 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 4303216; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_4303216"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_4303216 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="4303216"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 4303216; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=4303216]").text(description); $(".js-view-count-work_4303216").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4303216").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4303216"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2535" rel="nofollow" href="https://www.academia.edu/Documents/in/Operations_Research">Operations Research</a>, <script data-card-contents-for-ri="2535" type="text/json">{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="25773" rel="nofollow" href="https://www.academia.edu/Documents/in/Operations_research_and_Optimization">Operations research and Optimization</a><script data-card-contents-for-ri="25773" type="text/json">{"id":25773,"name":"Operations research and Optimization","url":"https://www.academia.edu/Documents/in/Operations_research_and_Optimization?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4303216]'), work: {"id":4303216,"title":"Assignment Problems with Weighted and Nonweighted Neighborhood Constraints in 3^6, 4^4 and 6^3 Tilings","created_at":"2013-08-22T14:18:59.308-07:00","url":"https://www.academia.edu/4303216/Assignment_Problems_with_Weighted_and_Nonweighted_Neighborhood_Constraints_in_3_6_4_4_and_6_3_Tilings?f_ri=8001","dom_id":"work_4303216","summary":"We formulated a binary integer program to model the assignment problem stated as follows: the elements of given finite sets should be assigned to the compartments of a tiling (with finite number of compartments) such that the costs of having adjacent elements from different sets are minimized. We defined that two compartments are adjacent if and only if they share a common edge. In this paper, we considered the regular tilings of regular polygons in Euclidean plane.","downloadable_attachments":[{"id":31764444,"asset_id":4303216,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4168405,"first_name":"Jomar","last_name":"Rabajante","domain_name":"up-losbanos","page_name":"JomarRabajante","display_name":"Jomar Rabajante","profile_url":"https://up-losbanos.academia.edu/JomarRabajante?f_ri=8001","photo":"https://0.academia-photos.com/4168405/1628118/1963807/s65_jomar.rabajante.jpg"},{"id":4971452,"first_name":"Mark Lexter","last_name":"De Lara","domain_name":"up-losbanos","page_name":"MarkLexterDeLara","display_name":"Mark Lexter De Lara","profile_url":"https://up-losbanos.academia.edu/MarkLexterDeLara?f_ri=8001","photo":"https://0.academia-photos.com/4971452/2152398/13185499/s65_mark_lexter.de_lara.jpg"}],"research_interests":[{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true},{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":25773,"name":"Operations research and Optimization","url":"https://www.academia.edu/Documents/in/Operations_research_and_Optimization?f_ri=8001","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_58233124" data-work_id="58233124" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/58233124/Effectiveness_as_Paradox_Consensus_and_Conflict_in_Conceptions_of_Organizational_Effectiveness">Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Attention to the subject of organizational effectiveness has been increasing in the last several years as popular management books have extolled management excellence, almost two million jobs have been lost due to poor U.S.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_58233124" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Attention to the subject of organizational effectiveness has been increasing in the last several years as popular management books have extolled management excellence, almost two million jobs have been lost due to poor U.S. competitiveness, and economic conditions have put pressure on organizations to become more accountable with their resources. However, despite its popularity, much confusion continues in the organizational literature regarding the definition, circumscription, and appropriate criteria for assessing effectiveness. In this paper, I summarize what areas are becoming consensual among most writers on effectiveness, and I point out continuing areas of disagreement and conflict. The five statements summarizing consensual characteristics of effectiveness and the three statements summarizing areas of continuing conflict point out that agreement about effectiveness is mainly an agreement to disagree. Conflicts center mainly on the incompatibility and inappropriateness of commonly selected criteria. The main theme of the paper, however, is a discussion of an inherent, but largely ignored, characteristic of effectiveness in organizations-the paradoxical nature of effectiveness criteria. This discussion illustrates that the most effective organizations are also those characterized by paradoxes-i.e., contradictions, simultaneous opposites, and incompatibilities. Taking account of this characteristic helps explain one reason why so much confusion and disagreement continues to surround effectiveness, and it uncovers a new set of research questions that can guide future investigations. Some suggestions are provided for how research on paradoxes in effectiveness might be pursued in the future.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/58233124" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2ce7524eaada42a0302b3cee984b163a" rel="nofollow" data-download="{"attachment_id":72744353,"asset_id":58233124,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/72744353/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35952839" href="https://umich.academia.edu/KCameron">Kim Cameron</a><script data-card-contents-for-user="35952839" type="text/json">{"id":35952839,"first_name":"Kim","last_name":"Cameron","domain_name":"umich","page_name":"KCameron","display_name":"Kim Cameron","profile_url":"https://umich.academia.edu/KCameron?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_58233124 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="58233124"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 58233124, container: ".js-paper-rank-work_58233124", }); });</script></li><li class="js-percentile-work_58233124 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 58233124; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_58233124"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_58233124 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="58233124"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 58233124; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=58233124]").text(description); $(".js-view-count-work_58233124").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_58233124").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="58233124"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="23437" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Effectiveness">Organizational Effectiveness</a>, <script data-card-contents-for-ri="23437" type="text/json">{"id":23437,"name":"Organizational Effectiveness","url":"https://www.academia.edu/Documents/in/Organizational_Effectiveness?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="170610" rel="nofollow" href="https://www.academia.edu/Documents/in/Selection_Criteria">Selection Criteria</a><script data-card-contents-for-ri="170610" type="text/json">{"id":170610,"name":"Selection Criteria","url":"https://www.academia.edu/Documents/in/Selection_Criteria?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=58233124]'), work: {"id":58233124,"title":"Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness","created_at":"2021-10-15T15:31:33.790-07:00","url":"https://www.academia.edu/58233124/Effectiveness_as_Paradox_Consensus_and_Conflict_in_Conceptions_of_Organizational_Effectiveness?f_ri=8001","dom_id":"work_58233124","summary":"Attention to the subject of organizational effectiveness has been increasing in the last several years as popular management books have extolled management excellence, almost two million jobs have been lost due to poor U.S. competitiveness, and economic conditions have put pressure on organizations to become more accountable with their resources. However, despite its popularity, much confusion continues in the organizational literature regarding the definition, circumscription, and appropriate criteria for assessing effectiveness. In this paper, I summarize what areas are becoming consensual among most writers on effectiveness, and I point out continuing areas of disagreement and conflict. The five statements summarizing consensual characteristics of effectiveness and the three statements summarizing areas of continuing conflict point out that agreement about effectiveness is mainly an agreement to disagree. Conflicts center mainly on the incompatibility and inappropriateness of commonly selected criteria. The main theme of the paper, however, is a discussion of an inherent, but largely ignored, characteristic of effectiveness in organizations-the paradoxical nature of effectiveness criteria. This discussion illustrates that the most effective organizations are also those characterized by paradoxes-i.e., contradictions, simultaneous opposites, and incompatibilities. Taking account of this characteristic helps explain one reason why so much confusion and disagreement continues to surround effectiveness, and it uncovers a new set of research questions that can guide future investigations. Some suggestions are provided for how research on paradoxes in effectiveness might be pursued in the future.","downloadable_attachments":[{"id":72744353,"asset_id":58233124,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":35952839,"first_name":"Kim","last_name":"Cameron","domain_name":"umich","page_name":"KCameron","display_name":"Kim Cameron","profile_url":"https://umich.academia.edu/KCameron?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":23437,"name":"Organizational Effectiveness","url":"https://www.academia.edu/Documents/in/Organizational_Effectiveness?f_ri=8001","nofollow":true},{"id":170610,"name":"Selection Criteria","url":"https://www.academia.edu/Documents/in/Selection_Criteria?f_ri=8001","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_56285497" data-work_id="56285497" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/56285497/How_Near_Miss_Events_Amplify_or_Attenuate_Risky_Decision_Making">How Near-Miss Events Amplify or Attenuate Risky Decision Making</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">I n the aftermath of many natural and man-made disasters, people often wonder why those affected were underprepared, especially when the disaster was the result of known or regularly occurring hazards (e.g., hurricanes). We study one... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_56285497" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">I n the aftermath of many natural and man-made disasters, people often wonder why those affected were underprepared, especially when the disaster was the result of known or regularly occurring hazards (e.g., hurricanes). We study one contributing factor: prior near-miss experiences. Near misses are events that have some nontrivial expectation of ending in disaster but, by chance, do not. We demonstrate that when near misses are interpreted as disasters that did not occur, people illegitimately underestimate the danger of subsequent hazardous situations and make riskier decisions (e.g., choosing not to engage in mitigation activities for the potential hazard). On the other hand, if near misses can be recognized and interpreted as disasters that almost happened, this will counter the basic "near-miss" effect and encourage more mitigation. We illustrate the robustness of this pattern across populations with varying levels of real expertise with hazards and different hazard contexts (household evacuation for a hurricane, Caribbean cruises during hurricane season, and deep-water oil drilling). We conclude with ideas to help people manage and communicate about risk.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/56285497" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1bd496ccb0922740333bc68943600313" rel="nofollow" data-download="{"attachment_id":71746633,"asset_id":56285497,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/71746633/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9053127" href="https://georgetown.academia.edu/RobinDillon">Robin Dillon</a><script data-card-contents-for-user="9053127" type="text/json">{"id":9053127,"first_name":"Robin","last_name":"Dillon","domain_name":"georgetown","page_name":"RobinDillon","display_name":"Robin Dillon","profile_url":"https://georgetown.academia.edu/RobinDillon?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_56285497 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="56285497"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 56285497, container: ".js-paper-rank-work_56285497", }); });</script></li><li class="js-percentile-work_56285497 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 56285497; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_56285497"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_56285497 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="56285497"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 56285497; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=56285497]").text(description); $(".js-view-count-work_56285497").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_56285497").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="56285497"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8207" rel="nofollow" href="https://www.academia.edu/Documents/in/Risk">Risk</a>, <script data-card-contents-for-ri="8207" type="text/json">{"id":8207,"name":"Risk","url":"https://www.academia.edu/Documents/in/Risk?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="42234" rel="nofollow" href="https://www.academia.edu/Documents/in/Natural_Disasters">Natural Disasters</a>, <script data-card-contents-for-ri="42234" type="text/json">{"id":42234,"name":"Natural Disasters","url":"https://www.academia.edu/Documents/in/Natural_Disasters?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="57433" rel="nofollow" href="https://www.academia.edu/Documents/in/Seasonality">Seasonality</a><script data-card-contents-for-ri="57433" type="text/json">{"id":57433,"name":"Seasonality","url":"https://www.academia.edu/Documents/in/Seasonality?f_ri=8001","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=56285497]'), work: {"id":56285497,"title":"How Near-Miss Events Amplify or Attenuate Risky Decision Making","created_at":"2021-10-07T05:37:02.416-07:00","url":"https://www.academia.edu/56285497/How_Near_Miss_Events_Amplify_or_Attenuate_Risky_Decision_Making?f_ri=8001","dom_id":"work_56285497","summary":"I n the aftermath of many natural and man-made disasters, people often wonder why those affected were underprepared, especially when the disaster was the result of known or regularly occurring hazards (e.g., hurricanes). We study one contributing factor: prior near-miss experiences. Near misses are events that have some nontrivial expectation of ending in disaster but, by chance, do not. We demonstrate that when near misses are interpreted as disasters that did not occur, people illegitimately underestimate the danger of subsequent hazardous situations and make riskier decisions (e.g., choosing not to engage in mitigation activities for the potential hazard). On the other hand, if near misses can be recognized and interpreted as disasters that almost happened, this will counter the basic \"near-miss\" effect and encourage more mitigation. We illustrate the robustness of this pattern across populations with varying levels of real expertise with hazards and different hazard contexts (household evacuation for a hurricane, Caribbean cruises during hurricane season, and deep-water oil drilling). We conclude with ideas to help people manage and communicate about risk.","downloadable_attachments":[{"id":71746633,"asset_id":56285497,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9053127,"first_name":"Robin","last_name":"Dillon","domain_name":"georgetown","page_name":"RobinDillon","display_name":"Robin Dillon","profile_url":"https://georgetown.academia.edu/RobinDillon?f_ri=8001","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=8001","nofollow":true},{"id":8207,"name":"Risk","url":"https://www.academia.edu/Documents/in/Risk?f_ri=8001","nofollow":true},{"id":42234,"name":"Natural Disasters","url":"https://www.academia.edu/Documents/in/Natural_Disasters?f_ri=8001","nofollow":true},{"id":57433,"name":"Seasonality","url":"https://www.academia.edu/Documents/in/Seasonality?f_ri=8001","nofollow":true},{"id":69531,"name":"Risk Perception","url":"https://www.academia.edu/Documents/in/Risk_Perception?f_ri=8001"},{"id":158722,"name":"Natural disaster","url":"https://www.academia.edu/Documents/in/Natural_disaster?f_ri=8001"},{"id":850270,"name":"Near miss","url":"https://www.academia.edu/Documents/in/Near_miss?f_ri=8001"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12644716" data-work_id="12644716" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12644716/Forecasting_in_supply_chain_companies_Should_you_trust_your_judgment">Forecasting in supply chain companies: Should you trust your judgment?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12644716" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fd009c61f3279088dd9928e6bdb40f21" rel="nofollow" data-download="{"attachment_id":46031942,"asset_id":12644716,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46031942/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="31628137" href="https://independent.academia.edu/PaulGoodwin8">Paul Goodwin</a><script data-card-contents-for-user="31628137" type="text/json">{"id":31628137,"first_name":"Paul","last_name":"Goodwin","domain_name":"independent","page_name":"PaulGoodwin8","display_name":"Paul Goodwin","profile_url":"https://independent.academia.edu/PaulGoodwin8?f_ri=8001","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_12644716 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12644716"><i class="u-m1x fa 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href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=8001","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2535" rel="nofollow" href="https://www.academia.edu/Documents/in/Operations_Research">Operations Research</a>, <script data-card-contents-for-ri="2535" type="text/json">{"id":2535,"name":"Operations Research","url":"https://www.academia.edu/Documents/in/Operations_Research?f_ri=8001","nofollow":true}</script><a 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EXERCÍCIO COM MODELOS DE FRONTEIRA ESTOCÁSTICA BAYESIANA</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The evaluation of the efficient operational costs is one of the main requirements to the price cap scheme adopted in Brazil since 1995 to regulate the electricity tariff. This work presents a Bayesian stochastic frontier model and the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5478356" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The evaluation of the efficient operational costs is one of the main requirements to the price <br />cap scheme adopted in Brazil since 1995 to regulate the electricity tariff. This work presents a <br />Bayesian stochastic frontier model and the results obtained for a sample with the 45 more <br />important Brazilian electricity distribution utilities.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5478356" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aaf18e0dfabb5ef92a38c2f81ab59bc5" rel="nofollow" data-download="{"attachment_id":32591648,"asset_id":5478356,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32591648/download_file?st=MTc0MDAxMTAwNyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1957474" href="https://uerj.academia.edu/Jos%C3%A9Pessanha">José Francisco Pessanha</a><script data-card-contents-for-user="1957474" type="text/json">{"id":1957474,"first_name":"José Francisco","last_name":"Pessanha","domain_name":"uerj","page_name":"JoséPessanha","display_name":"José Francisco Pessanha","profile_url":"https://uerj.academia.edu/Jos%C3%A9Pessanha?f_ri=8001","photo":"https://0.academia-photos.com/1957474/2757869/14606900/s65_jos_francisco.pessanha.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-5478356">+1</span><div class="hidden js-additional-users-5478356"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://cefet-rj.academia.edu/MarcusViniciusPereiraDeSouza">Marcus Vinicius Pereira de Souza</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-5478356'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-5478356').html(); 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u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_50265202" data-work_id="50265202" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/50265202/Research_Note_Sell_First_Fix_Later_Impact_of_Patching_on_Software_Quality">Research Note—Sell First, Fix Later: Impact of Patching on Software Quality</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We present a model of fixing or patching a software problem after the product has been released in the market. Specifically, we model a software firm's trade-off in releasing a buggy product early and investments in fixing it later. Just... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_50265202" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We present a model of fixing or patching a software problem after the product has been released in the market. Specifically, we model a software firm's trade-off in releasing a buggy product early and investments in fixing it later. Just as the marginal cost of producing software can be effectively zero, so can be the marginal cost of repairing multiple copies of defective software by issuing patches. We show that due to the fixed cost nature of investments in patching, a software vendor has incentives to release a buggier product early and patch it later in a larger market. Thus, a software monopolist releases a product with fewer bugs but later than what is socially optimal. 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Specifically, we model a software firm's trade-off in releasing a buggy product early and investments in fixing it later. Just as the marginal cost of producing software can be effectively zero, so can be the marginal cost of repairing multiple copies of defective software by issuing patches. We show that due to the fixed cost nature of investments in patching, a software vendor has incentives to release a buggier product early and patch it later in a larger market. Thus, a software monopolist releases a product with fewer bugs but later than what is socially optimal. 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