Women on boards and firm performance

This study investigates the financial performance of Dutch companies both with and without women on their boards. The analysis extends earlier methods used in research by Catalyst (The bottom line: corporate performance and women’s representation on boards, 2007) and McKinsey (Women matter. Gender diversity, a corporate performance driver. McKinsey & Company, USA, 2007), two studies that are often cited in the literature, although, each has a number of methodological shortcomings. This article adds to the international debate, which is often normative, through examining 99 listed companies in the Dutch Female Board Index. Our results show that firms with women directors perform better than those without women on their boards.     

L(d,1)-labelings of the edge-path-replacement of a graph

For two positive integers j and k with j≥k, an L(j,k)-labeling of a graph G is an assignment of nonnegative integers to V(G) such that the difference between labels of adjacent vertices is at least j, and the difference between labels of vertices that are distance two apart is at least k. The span of an L(j,k)-labeling of a graph G is the difference between the maximum and minimum integers used by it. The L(j,k)-labelings-number of G is the minimum span over all L(j,k)-labelings of G. This paper focuses on L(d,1)-labelings-number of the edge-path-replacement G(P _k ) of a graph G. Note that G(P ₃) is the incidence graph of G. L(d,1)-labelings of the edge-path-replacement G(P _k ) of a graph, called (d,1)-total labeling of G, was introduced in 2002 by Havet and Yu (Workshop graphs and algorithms, 2003; Discrete Math 308:493–513, 2008). Havet and Yu (Discrete Math 308:498–513, 2008) obtained the bound $\Delta+ d-1\leq\lambda^{T}_{d}(G)\leq2\Delta+ d-1$ and conjectured $\lambda^{T}_{d}(G)\leq\Delta+2d-1$ . In (Lü in J Comb Optim, to appear; Zhejiang University, submitted), we worked on L(2,1)-labelings-number and L(1,1)-labelings-number of the edge-path-replacement G(P _k ) of a graph G, and obtained that λ(G(P _k ))≤Δ+2 for k≥5, and conjecture λ(G(P ₄))≤Δ+2 for any graph G with maximum degree Δ. In this paper, we will study L(d,1)-labelings-number of the edge-path-replacement G(P _k ) of a graph G for d≥3 and k≥4.     

Re-positioning the supplier: an SME perspective

As manufactured products become more complex, their design and manufacturing demands more and more resource which is being increasingly shared between the supply/value chain members. Competition is being typified less by firm versus firm and more by supply chain versus supply chain. The final assemblers are simplifying their supply chain to reduce logistics complexity and provide best value to the final customer. To suppliers, particularly SMEs, this gives rise to both opportunities for increasing 'added value', as well as threats of being dropped from rationalized supplier bases. Historically, SMEs have been sandwiched between large customers and suppliers and have always reacted to their superior bargaining power. Now, if the SMEs want to survive and grow, they have to adopt a more proactive stance to re-position themselves in response to these supply chain trends. In this paper, we present a technique for re-positioning the supplier in terms of'physical value added' and competency/practice-based 'differentiation'. We use the proposed approach to see how one supplier has successfully changed his business and another has developed plans to change, in line with the trends in their industry structure.     

Product universality and design for supply chain management

We describe our experience of developing models in which the principles of design for supply chain management (DFCM) have been implemented for new product development at Hewlett-Packard Company (HP). This experience arises from the development of a new product that is scheduled to be released in 1995. A key design decision faced by the product development team was whether to use a universal module or regionally dedicated modules to satisfy global market requirements. We describe a wide range of factors—including manufacturing and logistics costs—that could be used to support the design decision; these factors associated with product and process design contribute to tolal supply chain costs. We review the analytical model used to evaluate the cost and service implications of the two design alternatives. Finally, we discuss qualitative considerations that might influence the eventual decisions as well as the lessons learned from this real world experience.     

Hierarchical model to design manufacturing systems applied to a metal-mechanic company

This paper describes the application of a model to design and manage the manufacturing process through an integrated system, using a Hierarchical methodology-by means of different aggregation and disaggregation stages with an appropriate time horizon. The hierarchical model obtained allows interfacing between the master schedule and the schedule of the orders. At each level of the hierarchical model some decisions have to be made in order to design the manufacturing system, but having a model that also takes into consideration the management of the system. To do this it is necessary to use aggregated information concerned with the level at which decisions are made. It is obtained from the database, which contains the information at the highest level of aggregation. This model has been applied to a metal mechanic company, that makes final products such as car washers, etc. The benefits of this approach for the company are addressed in this paper.     

The value of rescheduling functionality within standard MRP packages

One of the basic functions of an MRP system is to issue rescheduling messages that urge the planner tospeed up or slow down open orders. It seems in practice that these messages are not used at all by planners. This is mostly due to the inaccuracy of MRP, that more or less ignores safety time, safety stocks and lotsize flexibility in the calculation of reschedule-in messages. Reschedule-out messages are usually ignored because planners do not see the value of the message. Other reasons for not adhering to rescheduling messages are a lack of maintenance of MRP parameters or simply the wrong use of the MRP function. In the future, MRP rescheduling functionality will be used even less than today, due to the changing role of MRP within the planning framework. With the uprise of finite capacity scheduling packages, MRP is being pushed one level upward in the planning hierarchy. This means that rescheduling functionalities for the short term will become completely obsolete in MRP systems.     

Measuring Sharedness of Team-Related Knowledge: Design and Validation of a Shared Mental Model Instrument

Many researchers have explored how people share and construct similar mental models in teams. They have claimed that successful team performance depends on a shared mental model of team members about task, team, equipment and situation. Most of the literature has illustrated simplified relationships between a team's mental model and their performance without a valid instrument addressing the confined and relevant constructs of a shared mental model. This paper describes the instrument development steps and the conceptual framework for factors associated with shared mental models. After development and refinement, the instrument was finalized for use to measure team-related knowledge. The final instrument consists of 42 items that are linked to the five emergent factors of shared mental models including general task and team knowledge, general task and communication skills, attitude toward teammates and task, team dynamics and interactions, and team resources and working environment.     

The perceptions of human resource development professionals in Taiwan regarding their working relationships with subject matter experts (SMEs) during the training design process

While the literature supports the importance of establishing a relationship between designers and subject matter experts (SMEs) in the training design process, this approach is not followed in all global practices. The purpose of this study was to identify the perceptions of human resource development professionals in Taiwan regarding their working relationships with SMEs. The respondents of the study were HRD professionals who worked in high-tech companies located in a science park in Taiwan. The study found that a significant relationship exists between the ability to work with SMEs and current ability in the training design process among HRD professionals who had worked with SMEs. This study provides implications for the professional development of HRD practitioners and HRD practice in Taiwan companies. Cross-cultural issues are discussed to explain inconsistencies between the results and US-based perspectives on the training design process.     

Relations between stressors and group perceptions: Main and mediating effects

Most orgnizations these days utilize groups for the performance of at least some tasks. There is therefore a need to examine the relationthip between job stressors and group functioning. Until now it has been proposed that employees who perceive high levels of stress in their jobs will have negative perceptions of the groups in which they work, in the form of reduced altruism and collective efficacy. They may also have higher levels of psychological strain. This study examined relations between job-related stressors and group perceptions (collective efficacy 3rd the prevalence of altruistic behaviour) in a sample of 2403 mililitary personnel, comprising 31 companies in two US Anny combat brigades. We also examined whether group perceptions mediated the relationship between stressors and both job satisfaction and subjective well-being. Results indicated that stressors were negatively associated with measures of group perceptions, and both job satisfiction and well-being. Furthermore, mediated regression analyses suggested that relations between interpersonal conflict and both job satitfaction and well-being were partially mediated by both group perception measures. These finding suggest that work-related stressors may negatively impact on group functioning, which may lead to employee strains. Implications of these finding are discussed, and suggestions are made for future research.     

Stress and coping in US organizations: The role of the Employee Assistance Programme

Abstract

The organizational role of the Employee Assistance Programme (EAP) is evaluated with particular respect to managerial and human resources policies and practices. Attention is given to models of the EAP, and an ideal-typical model is discussed. A synoptic view is taken covering the scope of the EAP, the sectors of application, the selection criteria for the EAP, as well as patterns of introduction-all within a contingency framework. A critical analysis is made of the roles of participants within the EAP process, as well as of problematic ethical and professional dimensions which the EAP introduces into organizational functioning. A final section treats the future forms of development which the EAP may follow to satisy both organizational and professional imperatives.