Why good practice of OR is not enough—Ethical challenges for the OR practitioner

This paper develops the idea that following rules of good OR practice is necessary, but not sufficient for ethical OR. Several challenges of introducing ethical aspects into OR are discussed, evidencing difficulties and ambiguities in the relationship to be established between the OR practitioner and his/her clients, decision-makers or stakeholders. It shows that neither analysis nor modelling work nor the choice of analytical tools is entirely ethically neutral; incomparability, incommensurability and incertitude must be dealt with. The purpose of this article is to detail several difficulties or dilemmas an OR practitioner may be confronted with in the course of his or her assignment. In such situations, following rules of good practice may not be sufficient to indicate how to act in a morally good way. This paper aims at stimulating reflection by structuring the debate; it may leave the reader unsettled—unsettlement being a result and even aim of many discussions in moral philosophy.     

Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

In this article, we develop an interorganizational justice model to explain cross‐border interorganizational relationships. The model contends that cultural distance (construed as the cultural differences between offshoring partners) would influence behavioral uncertainty and the boundary spanners' perceptions of justice. Specifically, the model predicts that high levels of behavioral uncertainty are likely to reduce relational commitment, whereas low levels of behavioral uncertainty are likely to enhance relational commitment. However, boundary spanners' perceptions of distributive, procedural, and interactional justice would mitigate the negative impact of behavioral uncertainty on relational commitment. The model also predicts that culturally similar boundary spanners would be more likely to share similar perceptions of distributive, procedural, and interactional justice than culturally dissimilar boundary spanners. This model has implications for further theoretical discussion and empirical research as well as management practice. Managers could use the interorganizational justice model to assess shared perceptions of justice among boundary spanners and develop transcultural justice competencies.     

The Changing Transmission of Uncertainty Shocks in the U.S.

This article investigates if the impact of uncertainty shocks on the U.S. economy has changed over time. To this end, we develop an extended factor augmented vector autoregression (VAR) model that simultaneously allows the estimation of a measure of uncertainty and its time-varying impact on a range of variables. We find that the impact of uncertainty shocks on real activity and financial variables has declined systematically over time. In contrast, the response of inflation and the short-term interest rate to this shock has remained fairly stable. Simulations from a nonlinear dynamic stochastic general equilibrium (DSGE) model suggest that these empirical results are consistent with an increase in the monetary authorities’ antiinflation stance and a “flattening” of the Phillips curve. Supplementary materials for this article are available online.     

大维不可观测变量的中国宏观经济不确定性测度研究

本文提出利用大型统计数据直接测算中国宏观经济不确定性的方法。通过建立含有潜在不可观测变量的混频动态因子随机波动模型,实现利用月度和季度大型数据测度宏观经济不确定性。利用1994—2017年中国60个月度统计指标和4个季度统计指标,测算了我国宏观经济不确定性,结果表明:（1）中国宏观经济不确定性具有明显的阶段性特征,不确定性的变动受到多种因素的影响,传统的景气监测指标并不是一致最优的同步监测指标。（2）在测算宏观经济不确定性时,有必要将核心指标作为观测到的因子予以保留,不仅提高了结果的解释性,也能得到更符合经济事实的结果。（3）宏观政策变动是引起经济不确定性上升的重要因素,但政策的影响往往具有滞后效应,未预期的政策变动将触发更高的宏观经济不确定。     

企业动态能力及其功效:环境不确定性的影响

当前关于动态能力的维度及其功效还存在较大分歧,有些学者甚至认为动态能力毫无价值,应该摒弃动态能力研究.本文从战略过程视角,依据相关文献与访谈调查,将动态能力分解为组织意会能力、柔性决策能力及动态执行能力,探讨了动态能力与持续优势的关系及环境不确定性在其中的影响作用.通过对中国地区217家企业的实证研究发现,动态能力确实对持续优势有显著的正向影响,环境不确定性是动态能力的驱动因素而非调节变量,环境动态性对企业持续优势有显著的正向影响,敌对性则对持续优势有显著的负向影响.本研究的结论澄清了动态能力的价值前提,探明了环境不确定性的影响机理,对理论研究与实践操作都有一定的启发意义.     

Confronting Uncertainty: Lessons from Rural Social Work

Abstract

Communities in Australia and internationally are experiencing massive change. Climate variability is an aspect of change that social workers in Australia, particularly in rural areas, are grappling with. Vulnerable populations will be at increased risk as extreme weather events increase in frequency. Communities will be facing social challenges hitherto unknown. The experience of uncertainty and fragmentation as characteristics of postmodernism has exposed the ambiguous and contested nature of much of social work practice and contributed to a crisis of confidence for the social work profession. The move towards rationality and linear approaches in the postwelfare state is often at odds with the complexity and uncertainty of human situations that has always been social work terrain. It can be argued that social work, with its ethical base, person-in-environment approach, expertise in ambiguity and complexity, and recognition of context, is well-placed to manage postmodern uncertainty. Using the 2009 Victorian bushfire example, I argue that an uncertain future is an opportunity for social workers, those working in rural areas in particular, to reassert social work's moral purpose in working with communities facing change. Implications for social work policy, practice, and education are briefly explored.     

The Impact of Nonagility on Service Level and Project Duration*

“Why projects are late” is a fundamental issue in theory and in practice. One well‐established explanation is that a project's network structure can be a significant factor—the “fatter” or more parallel the project, the later the project completion. Herein we show that a lack of agility, which may frequently arise in projects when there are external resources, can also be a significant factor in project delays—both in more serial‐like projects as well as more parallel ones. Specifically, this article formally characterizes the concept of agility in projects, shows how a lack of agility can have a significant impact on a project, and gives some general properties on agility with respect to a project's structure.     

Longitudinal Analysis of Inhibitors of Manufacturer Delivery Performance

This article examines demand, manufacturing, and supply factors proposed to inhibit manufacturer delivery execution. Extant research proposes many factors expected to harm delivery performance. Prior cross‐sectional empirical research examines such factors at the plant level, generally finding factors arising from dynamic complexity to be significant, but factors arising from detail complexity to be insignificant. Little empirical research examines the factors using product‐level operating data, which arguably makes more sense for analyzing how supply chain complexity factors inhibit delivery. For purposes of research triangulation, we use longitudinal product‐level data from MRP systems to examine whether the factors inhibit internal manufacturing on time job rates and three customer‐oriented measures of delivery performance: product line item fill rates, average delivery lead times, and average tardiness. Our econometric models pool product line item data across division plants and within distinct product families, using a proprietary monthly dataset on over 100 product line items from the environmental controls manufacturing division of a Fortune 100 conglomerate. The data summarize customer ordering events of over 900 customers and supply chain activities of over 80 suppliers. The study contributes academically by finding significant detail complexity inhibitors of delivery that prior studies found insignificant. The findings demonstrate the need for empirical research using data disaggregated below the plant‐level unit of analysis, as they illustrate how some factors previously found insignificant indeed are significant when considered at the product‐level unit of analysis. Managers can use the findings to understand better which drivers and inhibitors of delivery performance are important.     

Reciprocity and uncertainty: When do people forgive?

A sizable proportion of individuals act reciprocally. They punish and reward depending on the (un)kindness of those with whom they interact. In this paper, I explore whether individuals still reciprocate intentions when others lack full control over the consequences of their actions. By means of a dictator game with punishment opportunities, I show that unkind intentions are enough to trigger punishments, irrespectively of the outcome. By contrast, accidents are forgiven. To isolate how uncertainty over the result of an action affects the assessment of intentions, I control for other possible departures from self-profit maximization, such as distributional concerns or efficiency maximization. I find that the former also plays a role in respondents’ behavior.