Correction to: What do we lose when machines take the decisions?

Journal of Management and Governance - In the original publication, the word “lose” has been inadvertently published as “loose”. All occurrences of “loose”...     

What do we Expect from our Friends?

We conduct a field experiment in a large real‐world social network to examine how subjects expect to be treated by their friends and by strangers who make allocation decisions in modified dictator games. Although recipients' beliefs accurately account for the extent to which friends will choose more generous allocations than strangers (i.e., directed altruism), recipients are not able to anticipate individual differences in the baseline altruism of allocators (measured by giving to an unnamed recipient, which is predictive of generosity toward named recipients). Recipients who are direct friends with the allocator, or even recipients with many common friends, are no more accurate in recognizing intrinsically altruistic allocators. Recipient beliefs are significantly less accurate than the predictions of an econometrician who knows the allocator's demographic characteristics and social distance, suggesting recipients do not have information on unobservable characteristics of the allocator. (JEL: C73, C91, D64)     

What do you know?

If you run an organization, what do you know? What could you know? What is obvious--what we take for granted--hides deeper, contradictory realities. Such simple assumptions as "The goal of management is to get things done by motivating people to do them" not only hide a deeper truth, they keep us from getting to what's true. There is no short road to leadership. It is long-term. It is about relationship, in the deepest sense. Leaders don't create energy and momentum, they harness the energy and momentum that already exists in the people that they hope to lead. They connect with people, and they get out of the way.     

What can we learn from the history of technology?

This article focuses on exploring what technology scholars and students of management of technology stand to benefit most by foraging through the history of technology. In order to show how historical sensitivity could sharpen scholarship, three strategies for complicating the simple are drawn from the historian's toolkit. Implications for research in technology and innovation management are discussed.     

What is wrong with the Mission Dependency Index for US federal infrastructure decisions?

The Mission Dependency Index (MDI) is a risk metric used by US military services and federal agencies for guiding operations, management, and funding decisions for facilities. Despite its broad adoption for guiding the expenditure of billions in federal funds, several studies on MDI suggest it may have flaws that limit its efficacy. We present a detailed technical analysis of MDI to show how its flaws impact infrastructure decisions. We present the MDI used by the US Navy and develop a critique of current methods. We identify six problems with MDI that stem from its interpretation, use, and mathematical formulation, and we provide examples demonstrating how these flaws can bias decisions. We provide recommendations to overcome flaws for infrastructure risk decision making but ultimately recommend the US government develop a new metric less susceptible to bias.     

What do managers think about IT?

The last few years have produced many conflicting opinions about the benefits and drawbacks of information technology (IT) at work. These have varied from the extravagent claims of office equipment suppliers who predicted the “paperless office”, to apocryphal stories about the adverse effects IT would have on employment. This article summarises some of the recent evidence about IT at work and describes a survey carried out among managers at Ashridge Management College. The managers all had personal experience of IT, and they reported how they used it, and what the advantages and difficulties were. Collectively this evidence confirms that there are indeed many potential advantages to be gained by using IT, provided that managers take appropriate steps.     

Corporate social responsibility in the board room – when do directors pay attention?

When do board directors pay attention to corporate social responsibility (CSR) issues? Board directors have traditionally focused on maximizing shareholder profit and viewed corporate governance narrowly as a way to meet this goal. They have paid little or no attention to CSR issues because they see CSR as a contrast to profit maximization. We argue in this article that companies can no longer ignore CSR. We propose that three conditions must be met in order for boards to pay attention toCSR. First, the board must have a mindset that considers CSR as contributing value to the firm. Second, the board must have relevant competences that enable members to understand CSR issues. Third, compensation of top-level management should reflect CSR performance. The first two conditions are directly linked to human resource development because, in order to embrace the specific challenges that CSR possesses, board members must develop an understanding of the CSR field and related challenges and opportunities for the company.     

What skills do physician leaders need now and in the future?

The role of the physician leader is moving beyond traditional medical staff issues. A recent national survey of physician leaders shows a growing need for education on specific technical, leadership, and practical skills. The results reveal the medical leadership skills that physician executives consider important today, and provide a window to the future about the skills that will be important tomorrow. Physicians say they need training now in quality assurance, clinical benchmarking, decision-making, and strategic planning. And when they gaze into the future and see the rapid changes throughout health care, they say they'll need more training in communication, organizational change, effective listening, and systems thinking.     

What should we spend on health care?

For 5 years there has been debate about the need to re-organize the structure of the U.K. National Health Service. At last legislation has been agreed and the NHS Reorganization Act takes effect from 1 April 1974. In this article the author discusses a variety of relevant factors which he believes should be taken into consideration in implementing the Act.     

What do you have to do to become a medical director?

Medical management is a large and growing profession. The need for physicians in management roles grows unabated in hospitals, managed care organizations, group practices, and myriad other environments. But entry is not merely a matter of wishful thinking. Painstakingly assembled credentials and skills are the order of the day. The advice in this column is distilled from Medical Directors: What, Why, How, a new College monograph.     

What do board members in art organizations do? A grounded theory approach

This paper explores the characteristics and activities of board members in art organizations. It describes two case studies within international artists’ residencies in France and Germany. Adopting a grounded theory approach, our study identifies the different characteristics of board members such as friendship, competence and diversity, together with board activities such as controlling, advising, legitimating, helping, exchanging and deciding. The contributions of this research are twofold. First, contrary to most governance literature, the independence of board members and board monitoring roles do not seem to be important issues for the two art organizations involved. Instead, friendship and networking appear to be key factors for the board, helping the organizations to be successful by giving them more chance to survive and grow. Second, as specific board members in the two cases studied, executive directors play a continual role of “governance entrepreneurs,” building and managing various board-related organs to counterbalance the influence of fund providers. In this way, executive directors attempt to satisfy their predominant public fund providers and to help the artists’ residencies survive.     

What kind of corporate planner do you need?

The planning literature ignores distinctions among types of plans and types of planners. Consequently, a systematic pairing of planners and a company's level of planning need is not well understood or implemented in practice. This paper provides two missing links in order to bridge this shortfall between theory and practice. One is a planning matrix which establishes six possible planning modes for a company based on its stage of development and management style. The second is a distinction between three types of planners who would be appropriate to each planning mode. The matrix plus the three categories of planners provides a new tool for management in its responsibility for planning the job of the corporate planner. In doing so, it also surfaces some underlying causes of organizational strain and stress associated with the corporate planner's position.     

The Informatics Institute: why do we need it?

Why should physician executives care about medical informatics? For that matter, what is medical informatics anyway? Broadly defined, medical informatics is the study of the collection, storage, retrieval, and analysis of data and information in health care to support clinical and administrative decision making. Informatics is important because, in the past 10 years, powerful computer, software, and information technologies have been developed to enable health care organizations to automate some of the work of decision making, for improved quality of care and cost control, and for successful managed care contracting. This new emphasis on informatics in health care was the impetus for the founding by ACPE earlier this year of The Informatics Institute, which will be involved in educational and research activities in the growing area of medical informatics. In this new column in Physician Executive, Dr. Marshall Ruffin, President and CEO of the Institute, will discuss the role of medical informatics in health care delivery and financing and its relation to physician executives.     

Synchronous flow shop problems: How much can we gain by leaving machines idle?

In synchronous production lines it may be beneficial to leave machines idle instead of processing the next job immediately. In this paper, the effects of inserting voluntary idle times are discussed in more detail for different objective functions (minimization of makespan, total completion time, maximum lateness). Besides deriving theoretical bounds on how much can be gained by inserting idle times, an extensive computational study is conducted to empirically examine the actual improvements. For this, exact algorithms and heuristics capable of incorporating voluntary idle times are proposed to find (near-) optimal schedules. It can be seen that the potential gain is very large in theory, while the empirical results indicate that in general only small improvements are achievable in practice.     

Crisis Communication Post Katrina: What are we Learning?

Hurricane Katrina and post-Katrina audits are an on-going project for public affairs scholarship. Much has been written but critical frameworks of analysis are minimal. Crisis communication taxonomies are rich and fruitful in understanding the framing of calamitous events. In revisiting a previous mapping of crisis communication vulnerability points in the Katrina tragedy, the authors provide a further “vulnerability audit” of crisis-communication capabilities within a changing political/administrative ontology—one pointing to the privatization of crises/disasters within the Neo-liberal state. Lessons about crisis communication according to the earlier four conceptual lenses (Garnett and Kouzmin 2007) are supported by more recent developments and scholarship.