On a multiple endpoints testing problem

In a clinical trial comparing drug with placebo, where there are multiple primary endpoints, we consider testing problems where an efficacious drug effect can be claimed only if statistical significance is demonstrated at the nominal level for all endpoints. Under the assumption that the data are multivariate normal, the multiple endpoint-testing problem is formulated. The usual testing procedure involves testing each endpoint separately at the same significance level using two-sample t-tests, and claiming drug efficacy only if each t-statistic is significant. In this paper we investigate properties of this procedure. We show that it is identical to both an intersection union test and the likelihood ratio test. A simple expression for the p-value is given. The level and power function are studied; it is shown that the test may be conservative and that it is biased. Computable bounds for the power function are established.     

Proportional reversed hazard rate model and its applications

The purpose of this paper is to study the structure and properties of the proportional reversed hazard rate model (PRHRM) in contrast to the celebrated proportional hazard model (PHM). The monotonicity of the hazard rate and the reversed hazard rate of the model is investigated. Some criteria of aging are presented and the inheritance of the aging notions (of the base distribution) by the PRHRM is studied. Characterizations of the model involving Fisher information are presented and the statistical inference of the parameters is discussed. Finally, it is shown that several members of the proportional reversed hazard rate class have been found to be useful and flexible in real data analysis.     

Retracted and replaced: Sodium cromoglicate: an ineffective drug or meta‐analysis misused?

The following article from Pharmaceutical Statistics, Sodium cromoglicate: an ineffective drug or meta‐analysis misused? by M. T. Stevens, A. M. Edwards, J. B. L. Howell published online on 15 March 2007 in Wiley InterScience ( www.interscience.wiley.com ), has been retracted by agreement between the author, the journal Editor in Chief, Steven Julious, and John Wiley & Sons, Ltd. The retraction has been agreed because the article is not yet ready for publication and an early version without revisions was published in error. Replacement article pending. Copyright © 2007 John Wiley & Sons, Ltd.     

The historical decline of fertility in Eastern Europe

I test the hypothesis that the growth of autonomy was the factor responsible for the decline of marital fertility in eight Eastern European countries. By growth of autonomy I mean increased control over one's political, personal, religious, economic and reproductive life. This increased control was manifested in revolutions, democratic political reforms, nationalist movements and declining marital fertility. The political reforms were the result of the growth of autonomy but they also accelerated the dissemination of these new ideas among the populace contributing to further growth of autonomy. My hypothesis is generally supported by the historical data.     

How planning and capital budgeting improve SME performance

This paper focuses on the use of strategic planning among small and medium sized enterprises (SMEs) in the UK manufacturing sector. It analyses the relationship between the intensity of strategic planning, business objectives, perceived performance, changes in the business environment and the use of capital budgeting techniques. Capital budgeting is of particular interest as an area of investigation, and is one which has seldom featured in previous studies of strategic planning behaviour. These issues were investigated via a survey of UK manufacturing SMEs carried out in the winter of 1996/97.

The key results suggest that SMEs incorporate a range of objectives into their strategic planning process, with profit improvement perceived to be the most important objective, followed by sales growth. SMEs engaged in detailed strategic planning are more likely to use formal capital budgeting techniques, including the net present value method, which is consistent with maximising the companys' value. Perceived profitability and success in achieving organisational objectives were positively associated with planning detail, suggesting that strategic planning is a key component improving performance. Planning detail was also associated with a significantly higher level of perceived change in the business environment.     

Predicting Whistle Blowing: A Theory of Reasoned Action Approach

Fishbein and Ajzen's Reasoned Action model was used to predict intention to blow the whistle. Accounting students attending an Israeli university and accountant practitioners were used as the subjects for the study. It was hypothesized that attitudes and social norms would directly explain intention, while professional obligation, locus of control and professional socialization would modify the criterion variable through attitudes and social norms. Findings showed that social norms directly influenced intent to blow the whistle among both samples, as hypothesized. However, locus of control and professional socialization also directly influenced intent, rather than modifying the criterion variable. Suggestions for further research are included.     

Facility Location with Dynamic Distance Functions

Facility location problems have always been studied with theassumption that the edge lengths in the network are static anddo not change over time. The underlying network could be used to model a city street networkfor emergency facility location/hospitals, or an electronic network for locating information centers. In any case, it is clear that due to trafficcongestion the traversal time on links changes with time. Very often, we have estimates as to how the edge lengths change over time, and our objective is to choose a set of locations (vertices) ascenters, such that at every time instant each vertex has a center close to it (clearly, the center close to a vertex may change over time). We also provide approximation algorithms as well as hardness results forthe K-center problem under this model. This is the first comprehensive study regarding approximation algorithmsfor facility location for good time-invariant solutions.     

On-Line Scheduling of Two-Machine Open Shops Where Jobs Arrive Over Time

We investigate the problem of on-line scheduling two-machine open shops with the objective of minimizing the makespan.Jobs arrive independently over time, and the existence of a job is not known until its arrival. In the clairvoyant on-line model, the processing requirement of every job becomes fully known at the arrival of the job, while inthe non-clairvoyant on-line model, this processing requirement is notknown until the job is processed and completed.In both models, scheduling of a job is irrevocable.We study the two-machine open shop problem for both models in the preemptive and in the non-preemptive version. For each of the four variants, we provide an algorithm that is best possible with respect to the worst-case performance. In the clairvoyant on-line model, the best worst-case performance ratios are 5/4 (preemptive) and 3/2 (non-preemptive), and in the non-clairvoyant on-line model, they are 3/2 (preemptive and non-preemptive).     

Can physicians lead other physicians into the future?

This article reflects upon some of the dynamics that prevent physicians from successfully engaging change. Physicians are enculturated to the competitive and hierarchical, and to value personal autonomy. These traits promote distrust and inhibit the formation of collaborative relationships. At this time of growing complexity, when most other industries are developing styles of work based on teamwork, worker empowerment, cross training, and information sharing, physicians cling to the metaphor of the ship's captain, a lone decision-marker and authoritarian possessor of grand knowledge. And yet, in order to lead, physicians need to learn to work differently and nurture a more collaborative approach. The author's blueprint for change includes: Stop trying to manage consensus; commit to measured accountability; think systemically; don't make the mistake of thinking that people will follow because you are right; and, most importantly, create relationships based on shared purpose and principles.