Systems Collaboration and Strategic Collaboration: Their Impacts on Supply Chain Responsiveness and Market Performance*

Recognizing the importance of interfirm collaboration and recent advancement of information technology (IT) to enhance joint decision making between firms, this study conceptualizes systems collaboration and strategic collaboration as two essential types of interfirm collaboration. The study then simultaneously examines the multiple roles of systems collaboration and strategic collaboration, and how they directly and indirectly influence a firm's supply chain responsiveness and market performance. Hypotheses are tested on survey data collected from 184 firms. Results suggest that the sequential relationships among IT competency, interfirm collaboration, and supply chain responsiveness have significant market performance implications.     

State-of-the-Art Developments in Expert Systems and Strategic Marketing Planning

This paper describes a case history of the development of an Expert System in Strategic Marketing Planning codenamed EXMAR. It traces the evolution of the system from the formation of the DTI club two years ago to the launch of the prototype model. The paper outlines the technical and domain–specific obstacles encountered en route and how these were overcome. A number of conclusions are drawn from the project. The principal one is that there is a bright future for expert systems in the field of strategic management. Professor Malcolm McDonald is the principal expert to the club. Hugh Wilson is a senior consultant with Artificial Intelligence Ltd. He was also the knowledge engineer and the project manager. For readers who would like a simple explanation of Expert Systems, please refer to Professor McDonald's paper ‘Marketing Planning and Expert Systems: an Epistemology of Practice’, Marketing Intelligence and Planning, 7, 7/8, 1989.     

Marketing Strategies and Market Prospects for Environmentally-Friendly Consumer Products1

Recent evidence suggests that the extent of consumer adoption of ‘green’ products is much less than would be indicated by the enthusiastic opinion poll evidence concerning public attitudes towards environmentally-friendly consumption. This paper reports on an empirical analysis of firms' marketing strategies and their influence on consumer demand for green products. In twenty 2–3 hour interviews with senior managers, four representative groups of markets were analysed household detergents, paper (recycled), petrol (unleaded) and automobile technology (focusing on catalytic converters). According to managers, firms' marketing strategies influenced consumer demand by making green technologies available in the fwst instance. However, barriers to supplying green products that show panty with, or better performance than, conventional technologies constrain pricing and communication efforts Managers stressed that, in the absence of clarity of green products' environmental benefits, product performance and other attributes, not green benefits, remain the main determinants of product preference and choice. Promotions focused much more on consumers than distribution channels, yet channel acceptance and support of green innovations are paramount in facilitating sales. Firms see the costs of generating and promoting desirable green technologies as barriers to diffusion in the immediate future. Legislation and/or economic incentives may help, but manufacturers are not optimistic that future green consumption rates will accelerate. The results also highlight several propositions concerning the discrepancy between consumer environmental concerns and purchasing actions which warrant further testing: there is mis-specification of green products in relation to consumers'needs; there are barriers to perceptions of green products' environmental impact and consumers' free ride due to individual self-interest.     

Treatment of Uncertainty in Performance Assessments for Complex Systems

When viewed at a high level, performance assessments (PAs) for complex systems involve two types of uncertainty: stochastic uncertainty, which arises because the system under study can behave in many different ways, and subjective uncertainty, which arises from a lack of knowledge about quantities required within the computational implementation of the PA. Stochastic uncertainty is typically incorporated into a PA with an experimental design based on importance sampling and leads to the final results of the PA being expressed as a complementary cumulative distribution function (CCDF). Subjective uncertainty is usually treated with Monte Carlo techniques and leads to a distribution of CCDFs. This presentation discusses the use of the Kaplan/Garrick ordered triple representation for risk in maintaining a distinction between stochastic and subjective uncertainty in PAs for complex systems. The topics discussed include (1) the definition of scenarios and the calculation of scenario probabilities and consequences, (2) the separation of subjective and stochastic uncertainties, (3) the construction of CCDFs required in comparisons with regulatory standards (e.g., 40 CFR Part 191, Subpart B for the disposal of radioactive waste), and (4) the performance of uncertainty and sensitivity studies. Results obtained in a preliminary PA for the Waste Isolation Pilot Plant, an uncertainty and sensitivity analysis of the MACCS reactor accident consequence analysis model, and the NUREG-1150 probabilistic risk assessments are used for illustration.     

The Interaction Effects of Frequency and Specificity of Feedback on Work Performance

ABSTRACT

This study investigated the interaction effect between specificity (specific vs. global) and frequency of feedback (frequent vs. infrequent) on the quality of work performance. Eighty participants were recruited and randomly assigned to one of the four groups: specific and frequent feedback, global and frequent feedback, specific and infrequent feedback, and global and infrequent feedback. A 2 × 2 factorial design was adopted. Participants were asked to work on a simulated order-fulfilling task and attended 24 sessions. The dependent variable was the error rate of the completed tasks. The results showed that more frequent feedback was more effective and specific feedback was more effective than global feedback in improving the quality of performance. Furthermore, an interactive effect between feedback frequency and specificity was found. Specific feedback was more effective than global feedback when the feedback was infrequent, but global feedback was comparable to specific feedback when it was frequent.     

The Effects of Social Comparison and Objective Feedback on Work Performance Across Different Performance Levels

This study investigated the interaction effects of feedback content type (social comparison feedback vs. objective feedback) and two different performance levels (high vs. low) on work performance. One hundred fifty participants were recruited and asked to perform a simulated work task in a preliminary session. Based on their performance, the upper 40% (high performance) and lower 40% (low performance) groups were selected for the main experiment. Participants in each group were randomly assigned to the two different experimental conditions: objective feedback and social comparison feedback. For the participants in the objective feedback condition, information on the number of correctly completed work tasks was provided. For the participants in the social comparison feedback condition, rank information on their performance was provided. The results indicated that social comparison feedback was more effective than objective feedback for the high performers, but was less effective for the low performers.     

The Relative Effects of Different Frequencies of Feedback on Work Performance

Abstract

This laboratory simulation examined the relative effects of two frequencies of feedback on work performance under hourly pay and incentive pay. The study had four experimental conditions: feedback delivered after every session under hourly pay and under incentive pay, and feedback delivered after every fourth session under hourly pay and under incentive pay. Thirty-five college students were randomly assigned to one of the four conditions. Each participant attended 24 thirty-minute sessions. Participants performed a simulated work task on the computer that consisted of computer-related activities such as dragging, clicking, and typing. The dependent variable was the number of correctly completed units of work. An analysis of covariance was conducted to analyze the data using pretest scores as a covariate. Participants who received feedback every session completed significantly more work units than participants who received feedback every fourth session. In addition, an interaction between feedback frequency and pay systems was found: Feedback delivered every session was more effective than feedback delivered every fourth session under the incentive pay system, but not under the hourly pay system. The results suggest that the relative effects of feedback frequency may depend upon the extent to which feedback is correlated with differential consequences for performance.     

Effects of Performance Feedback on Typing Speed and Accuracy

Abstract

Performance feedback is one of the most widely used tools in organizational settings. To date, little research has been conducted focusing on comparisons of the differential effects of the sources, frequency, or media used for feedback on both the quality and quantity of performance. This research investigated the effects of different feedback sources for performance (peer vs. supervisor) on quality and quantity (separate and combined) of typing performance. The source of feedback did not differentially influence performance, although this result may have been due to a failure to establish a clear distinction between the two roles. Feedback, compared to no feedback, increased the targeted typing performance significantly. Feedback for accuracy of performance yielded the largest overall results.     

The Effects of Temporal Placement of Feedback on Performance With and Without Goals

ABSTRACT

This report from the field evaluated the effects of temporal placement of feedback, and presence or absence of stated goals, on employee skill acquisition in the context of an organization-wide training. Four conditions were examined: feedback before performance with goals, feedback before performance without goals, feedback after performance with goals, and feedback after performance without goals. The results of this study found no statistically significant difference in performance across the four conditions.     

第三方物流企业市场导向度对绩效影响的实证研究

本文以重庆市第三方物流企业为样本,借鉴Narver和Slater设计的市场导向问卷,就第三方物流企业的市场导向度对绩效的影响进行了实证研究。结果表明,样本企业已经具有中等水平的市场导向度,市场导向对企业绩效有积极影响,第三方物流企业的顾客导向和职能部门间组织协调与企业绩效正相关,竞争者导向对企业绩效的影响不显著。中国第三方物流企业实施市场导向战略是必要的,但基于环境和行业发展的独特性,在实施市场导向战略时要具有自己的特色。     

构建高层管理团队社会网络的人力资源实践、战略柔性与企业绩效——环境不确定性的调节作用

本文首次将战略柔性作为一种典型的动态能力运用到战略人力资源管理的研究领域中,探索了其在构建高层管理团队(TMT)社会网络的人力资源实践与企业绩效关系中所扮演的中介作用,并且基于我国经济转型这一现实背景,采用环境不确定性作为该中介环节的调节变量予以进一步阐释.我们对上述问题进行了实证检验,通过对北京、天津、上海、江苏和浙江等地区390家企业的780名高管进行问卷调查,最终获得241个有效样本,研究发现:(1)构建TMT社会网络的人力资源实践对企业绩效具有正向影响,并且战略柔性在其中发挥了完全中介的作用;(2)环境不确定性在构建TMT社会网络的人力资源实践与战略柔性的关系中具有调节作用,但在战略柔性与企业绩效的关系中不具有调节作用.本文的研究结论表明,考虑战略柔性和环境不确定性这两个重要因素可以更好地解释构建TMT社会网络的人力资源实践对企业绩效的影响机制,这为战略人力资源管理在动态环境中的发展和应用提供了重要启示.     

Effects of Accurate and Inaccurate Feedback on Work Performance: The Role of the Awareness of Inaccuracy

ABSTRACT

This study compared the effects of accurate (i.e., contingent) and inaccurate (i.e., non-contingent) feedback on work performance under two different work conditions. Under one work condition, participants could clearly see the outcome of their performance (i.e., visible condition). Under the other condition, they could not clearly see the outcome of their performance (i.e., non-visible condition). One hundred and twenty participants were randomly assigned to four experimental conditions (i.e., accurate/visible, inaccurate/visible, accurate/non-visible, and inaccurate/non-visible) and asked to perform a simulated work task. The results indicated that inaccurate feedback was as effective as accurate feedback under the non-visible condition, but inaccurate feedback was less effective than accurate feedback under the visible condition.     

Effects of Process and Human Performance Improvement Strategies

Abstract

Organizational performance is a function of many variables, two of which are work process factors and human performance factors. Our study compared the effects of changing a work process versus human performance improvement techniques and the combined effects of combing both techniques. A 2 (manual vs. electronic process) X 2 (with vs. without behavioral intervention) between-subjects design with stratified random assignment was employed. Forty-eight participants performed a word processing task where their minutes-in-possession and error rate were recorded. Results revealed a main effect for process type and a main effect for behavioral intervention. The largest effects were observed with the context of a combined intervention. The implications of using a combined approach and topics for future researchers are discussed.     

双元营销能力平衡、战略地位优势与新创高技术服务企业绩效

鉴于人们对双元营销能力的平衡及其影响企业绩效的路径机制、边界条件以及服务企业如何平衡双元营销能力等知之甚少,着眼于中国经济转型背景下的新创高技术服务企业,遵循能力-地位-绩效经典理论逻辑,构建基于能力视角的创始团队双元营销能力对战略地位优势和绩效动态交互影响的概念模型.采用SPSS 19.0、AMOS 17.0和多元层次回归分析方法,对来自长三角、珠三角和海西地区225家企业的调研数据进行统计分析.研究结果表明,创始团队的营销探索能力和营销利用能力均显著提升企业绩效,但路径机制不同,营销探索能力主要通过服务差异化优势的部分中介作用直接和间接影响绩效,营销利用能力则通过服务扩展优势的部分中介作用直接和间接影响绩效;市场竞争强度正向调节营销探索能力与绩效的关系,负向调节营销利用能力与绩效的关系;营销探索能力和营销利用能力具有二元平衡关系,两者交互正向影响绩效.     

考虑消费者策略行为的供应商产品升级策略

随着科技的发展和市场竞争的加剧,企业不断频繁地进行产品升级更新以应对消费者快速变化的需求;同时,消费者也越来越具有策略性行为,主要表现为跨期选择购买产品的类型和时机。本文考虑消费者策略行为研究供应链上游供应商的最优产品升级策略,分析捆绑、模块化和整合三种产品升级策略中消费者的购买决策和供应链企业的均衡定价决策。研究表明：当消费者耐心程度和升级模块的价值升级系数满足一定条件时,供应商将选择模块化升级策略,相对于捆绑升级策略,将获得更高的利润;而只有当消费者耐心程度较小时,采用整合升级策略相对于其他两种升级策略更有利于提高利润。     

市场不确定性影响并购的超边际分析与实证研究

威廉姆森指出不确定性的提高引致的高市场交易成本将更可能促使企业实行纵向一体化.本文区分了中间产品市场、最终产品市场、生产中间产品的劳务市场以及生产最终产品的劳务市场,在此基础上,运用杨小凯的超边际分析模型对市场的不确定性进行了分析,指出某一市场的不确定性对并购的影响要依赖其他市场的不确定性.运用logistic模型进行实证研究的结果表明,中间产品市场的不确定性对并购的影响是正向的,但最终产品市场的不确定性对并购的影响是负向的.     

Evaluating the Temporal Location of Feedback: Providing Feedback Following Performance vs. Prior to Performance

In order to make feedback as effective as possible, it is important to understand its function in the three-term contingency (TTC) and the impact of various factors involved in delivering feedback. Timing of feedback is one factor that can affect the impact of feedback on learner’s behavior. An analysis of timing of feeback may help us getting closer to better understanding how feedback functions in the TTC. The purpose of this study was to evaluate the effects of feedback at different temporal locations. Specifically, feedback was provided either immediately (a) after a teaching session or (b) before the following teaching session, on teaching performance of undergraduate psychology students. The results indicated that feedback provided before the teaching session was more effective in improving teaching skills than feedback that was provided after the session. These findings suggest that feedback may function primarily as an antecedent to future performance and not necessarily as a consequence for past performance. However, the behavioral mechanism that explains these results is not yet clear. Future studies should investigate this further by manipulating the content of feedback prior to the teaching performance.     

公司创业精神、市场营销能力与市场绩效的关系研究

公司创业精神是企业所拥有的最为异质的资源之一,它对企业的市场绩效有着显著的影响.通过以中国的调研数据来探索公司创业精神的丰富内涵,并验证公司创业精神与市场绩效之间的关系.同时,从理论和实证2个方面研究了公司创业精神对市场绩效的作用途径,发现市场营销能力在其中发挥着中介的作用.