James W. Marcum 《Global Business and Organizational Excellence》1993,12(4):581-592

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James T. C. Teng  Kenneth J. Calhoun 《决策科学》1996,27(4):673-710

Much of the current knowledge pertaining to information technology (IT) and decision making is based on decades old technologies that revolved around a central computing function and application-specific systems. The purpose of this research is to examine the IT decision-making relationship within the emerging organizational computing (OC) environment permeated by spontaneous utilization of both application-and nonapplication-specific computing and communication technologies. Specifically, this study seeks to explore managers' perceptions of the emerging OC environment as a facilitator of their decision-making activities. To achieve a higher level of clarity than previous works, a two-dimensional research framework is developed with the IT dimension consisting of computing and communication, and the decision-making dimension differentiated between operational and managerial decisions. A survey instrument was constructed that measured the computing and communication dimensions of information technology use and their perceived effects upon operational and managerial decisions. The major findings of the study confirmed that managers recognize the value of general, nonapplication-specific information technologies in decision making, and that this recognition is highly associated with how intensively these information technologies are used. Additionally, it was found that the two dimensions of IT differ in their relationships to decision making, and that IT usage relates to managerial decisions differently than operational decisions. These study findings have significant implication for practice and research, especially in the context of information resource management in which the primary purpose of the IS function is the delivery of general information service to users rather than the development of specific IS applications.  相似文献   

  总被引：1，自引：0，他引：1  

Flynn  James  Peters  Ellen  Mertz  C. K.  Slovic  Paul 《Risk analysis》1998,18(6):715-727

Public responses to nuclear technologies are often strongly negative. Events, such as accidents or evidence of unsafe conditions at nuclear facilities, receive extensive and dramatic coverage by the news media. These news stories affect public perceptions of nuclear risks and the geographic areas near nuclear facilities. One result of these perceptions, avoidance behavior, is a form of \"technological stigma\" that leads to losses in property values near nuclear facilities. The social amplification of risk is a conceptual framework that attempts to explain how stigma is created through media transmission of information about hazardous places and public perceptions and decisions. This paper examines stigma associated with the U.S. Department of Energy's Rocky Flats facility, a major production plant in the nation's nuclear weapons complex, located near Denver, Colorado. This study, based upon newspaper analyses and a survey of Denver area residents, finds that the social amplification theory provides a reasonable framework for understanding the events and public responses that took place in regard to Rocky Flats during a 6-year period, beginning with an FBI raid of the facility in 1989.  相似文献   

    

Gray  George M.  Allen  Jon C.  Burmaster  David E.  Gage  Stuart H.  Hammitt  James K.  Kaplan  Stanley  Keeney  Ralph L.  Morse  Joseph G.  North  D. Warner  Nyrop  Jan P.  Stahevitch  Alina  Williams  Richard 《Risk analysis》1998,18(6):773-780

The North American Free Trade Agreement (NAFTA) and the General Agreement on Tariffs and Trade (GATT) have focused attention on risk assessment of potential insect, weed, and animal pests and diseases of livestock. These risks have traditionally been addressed through quarantine protocols ranging from limits on the geographical areas from which a product may originate, postharvest disinfestation procedures like fumigation, and inspections at points of export and import, to outright bans. To ensure that plant and animal protection measures are not used as nontariff trade barriers, GATT and NAFTA require pest risk analysis (PRA) to support quarantine decisions. The increased emphasis on PRA has spurred multiple efforts at the national and international level to design frameworks for the conduct of these analyses. As approaches to pest risk analysis proliferate, and the importance of the analyses grows, concerns have arisen about the scientific and technical conduct of pest risk analysis. In January of 1997, the Harvard Center for Risk Analysis (HCRA) held an invitation-only workshop in Washington, D.C. to bring experts in risk analysis and pest characterization together to develop general principles for pest risk analysis. Workshop participants examined current frameworks for PRA, discussed strengths and weaknesses of the approaches, and formulated principles, based on years of experience with risk analysis in other setting and knowledge of the issues specific to analysis of pests. The principles developed highlight the both the similarities of pest risk analysis to other forms of risk analysis, and its unique attributes.  相似文献   

    

James W. Marcum  Christie J. Flynn  Kay E. Ketzenberger  Thomas E. Schaefer  John Theis  Cathie H. Tinney 《Global Business and Organizational Excellence》1998,17(2):93-98

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James W. Marcum  Christie J. Flynn  Kay E. Ketzenberger  Thomas E. Schaefer  John Theis 《Global Business and Organizational Excellence》1998,17(3):83-90

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James B. Rieley  Charles Leahy 《Global Business and Organizational Excellence》1998,17(4):57-63

The impact of corporate buyout can be measured several ways: by a change in cultural norms, by employee productivity, or by financial performance. Each of these measurements has an impact on the others. This case study details the consequences of a buyout—how changes in the norms of an organization's culture affected employee productivity and financial performance during a 12-month period.  相似文献   

    

James R. Lucas 《Global Business and Organizational Excellence》1998,17(2):1-4

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Kevin Agatstein  James B. Rieley 《Global Business and Organizational Excellence》1998,18(1):43-48

All organizations face the same problem of ensuring that their decision-making process is as effective as possible. Decision-making techniques range greatly—from a command-and-control hierarchical process to a totally diffused process reflected in self-directed work teams. How can managers determine whether they are taking the right approach, or doing the right thing? Indeed, does the “right thing” refer to short-term or long-term results? In most organizations, there is no real process to explore the impact of decisions over either the short or long term. As this article explains, computer simulation models can be used to enhance an organization's decision-making process and enable it to “see” the impact of its future choices over both the short and long term.  相似文献   

    

James R. Stanley 《Global Business and Organizational Excellence》1997,16(2):57-62

Productivity gains are key to improving customer satisfaction, market-share growth, and financial performance. For this reason, world-class companies do more than simply pursue incremental productivity improvements. Rather, they design improvement programs that accelerate the rate at which productivity gains are made. Between 1992 and 1995. Howmet Corporation of Greenwich, Connecticut, improved productivity at a rate of 6 percent per year. In 1996, however, the rate of annual improvement jumped to 12 percent. A comprehensive reengineering of the company, with one year for planning and three years for executing phase one on a companywide basis, set the stage for the dramatic acceleration in productivity improvement now occurring in phase two.  相似文献