Interpenetrating subsampling regression estimation with or without jackknifing

In this paper four regression estimators are considered for a finite population total based on interpenetrating subsamples, two of which are with jackknifing and the other two are without jackknifing. Both theoretical and empirical comparisons of the four proposed estimators are done with respect to bias, variance and mean square error.     

Selection of Binary Variables and Classification by Boosting

We adopt boosting for classification and selection of high-dimensional binary variables for which classical methods based on normality and non singular sample dispersion are inapplicable. Boosting seems particularly well suited for binary variables. We present three methods of which two combine boosting with the relatively classical variable selection methods developed in Wilbur et al. (2002 Wilbur , J. D. , Ghosh , J. K. , Nakatsu , C. H. , Brouder , S. M. , Doerge , R. W. ( 2002 ). Variable selection in high-dimensional multivariate binary data with application to the analysis of microbial community DNA fingerprints . Biometrics 58 : 378 – 386 . [Google Scholar]). Our primary interest is variable selection in classification with small misclassification error being used as validation of proposed method for variable selection. Two of the new methods perform uniformly better than Wilbur et al. (2002 Wilbur , J. D. , Ghosh , J. K. , Nakatsu , C. H. , Brouder , S. M. , Doerge , R. W. ( 2002 ). Variable selection in high-dimensional multivariate binary data with application to the analysis of microbial community DNA fingerprints . Biometrics 58 : 378 – 386 . [Google Scholar]) in one set of simulated and three real life examples.     

Structure of Uncertainty and Decision Making: An Experimental Investigation*

Decisions in the real world usually involve imprecise information or uncertainty about the precesses by which outcomes may be determined. This research reports the results of a laboratory experiment which examined whether the structure of uncertainty, namely, both the center and the range of the probability distribution describing the uncertainty, is an important determinant of choice. Specifically, it examines how the uncertainty of audit by the Internal Revenue Service of income tax returns affects taxpayers' decisions about intentional noncompliance. The context is relevant as almost nothing is known about how taxpayers assess detection risks using the probability information they have. The study focuses on intentional noncompliance. The factors affecting it are distinct and separate from those affecting unintentional noncompliance. Other factors that affect intentional tax noncompliance, such as risk, tax rates, and penalty rates, were controlled in the experiment. It was hypothesized that the lower the mean and the lesser the range (ambiguity) of the perceived audit probability, the greater the international noncompliance. As hypothesized, the analysis indicates that both the mean and the range of the perceived audit probability rate affect intentional noncompliance, though the effect of ambiguity is greater at a relatively higher level of mean. This result suggests that the strength of the information describing an uncertain event is captured better by both the mean and the range of the uncertainty than either of those components singly.     

The Effects of Knowledge Management on Team Members' Ratings of Project Success and Impact*

Many organizations are trying to improve the generation and utilization of knowledge. The activities associated with these efforts are identified as organizational knowledge management (KM). While much has been written about knowledge management from the organizational level, the success of such efforts over the long run will depend upon on how KM activities impact important outcomes as perceived by those at the employee level who actually implement the activities. This study used the input‐process‐output framework of team effectiveness to investigate the relationship between selected KM‐related activities on integrated product and process development team members' satisfaction with their project's success and the impact they expected it to have on the organization. The results indicate that team‐level leadership and support (i.e., inputs), along with knowledge generation and dissemination (i.e., processes), are key drivers of member performance‐related ratings (i.e., outputs). Finally, and possibly most importantly, a number of interactions were evident suggesting that the KM processes moderate the effects of the KM inputs. These findings and their implications are discussed.     

Risk,Ambiguity, and Decision Choice: Some Additional Evidence*

This paper extends prior research by jointly assessing the roles of risk attitude and tolerance for ambiguity in predicting choice. An experiment examined the effects of these variables on decisions made in four different scenarios. The four scenarios (treatment combinations) were generated by manipulating risk and ambiguity into two levels (high and low). The context was defined in terms of a sample size selection problem. The second issue explored was the effect of attitudes toward risk and ambiguity on decision confidence. The results indicate that (1) both risk attitude and ambiguity intolerance determined choice behavior, (2) the roles of these individual attitudes depend on the levels of the two treatment variables of risk and ambiguity, (3) the presence of ambiguity accentuates the perception of risk in individual subjects, and (4) decision makers who are less risk averse, and have more tolerance for ambiguity, display greater confidence in their choice. The paper discusses some of the managerial implications of the results.