J. Bessant  S. Birley  C. Cooper  S. Dawson  J. Gennard  M. Gardiner  A. Gray  P. Jones  C. Mayer  J. McGee  M. Pidd  G. Rowley  J. Saunders  A. Stark 《英国管理杂志》2003,14(1):51-68

This paper reviews the state of the field of the sub-disciplines within UK management research, based upon the submissions of 94 UK higher education institutions to the Business and Management Studies Panel in the UK's 2001 Research Assessment Exercise (RAE). It offers observations on the UK model of the assessment of quality in, and funding of, research conducted in publicly funded higher education institutions.  相似文献   

    

Dan Zhu  G. Premkumar  Xiaoning Zhang  Chao‐Hsien Chu 《决策科学》2001,32(4):635-660

Intrusion detection systems help network administrators prepare for and deal with network security attacks. These systems collect information from a variety of systems and network sources, and analyze them for signs of intrusion and misuse. A variety of techniques have been employed for analysis ranging from traditional statistical methods to new data mining approaches. In this study the performance of three data mining methods in detecting network intrusion is examined. An experimental design (3times2x2) is created to evaluate the impact of three data mining methods, two data representation formats, and two data proportion schemes on the classification accuracy of intrusion detection systems. The results indicate that data mining methods and data proportion have a significant impact on classification accuracy. Within data mining methods, rough sets provide better accuracy, followed by neural networks and inductive learning. Balanced data proportion performs better than unbalanced data proportion. There are no major differences in performance between binary and integer data representation.  相似文献   

    

Stephen G. Donald  Whitney K. Newey 《Econometrica : journal of the Econometric Society》2001,69(5):1161-1191

Properties of instrumental variable estimators are sensitive to the choice of valid instruments, even in large cross‐section applications. In this paper we address this problem by deriving simple mean‐square error criteria that can be minimized to choose the instrument set. We develop these criteria for two‐stage least squares (2SLS), limited information maximum likelihood (LIML), and a bias adjusted version of 2SLS (B2SLS). We give a theoretical derivation of the mean‐square error and show optimality. In Monte Carlo experiments we find that the instrument choice generally yields an improvement in performance. Also, in the Angrist and Krueger (1991) returns to education application, when the instrument set is chosen in the way we consider, it turns out that both 2SLS and LIML give similar (large) returns to education.  相似文献   

    

Bender AD  Aaronson WE  Krasnick CJ  Bender JG 《Physician executive》1996,22(3):5-9

Medical practices historically have not been examined in terms of their organizational structures and of the appropriateness of their structures for survival as business entities. In this paper, we propose a model for the typical medical practice and discuss its fit with current organizational theory. It is apparent that the medical practice organization does not fit with the demands of a rapidly changing and complex environment. To survive and grow, the medical practice organization must align itself with others that have an interest and stake in the health care system, develop teamwork among physicians, bridge the gap between physicians and others in the organization, and recognize that the work done in the organization depends on other components of the organization.  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   

    

G. Tomas M. Hult 《决策科学》1998,29(1):193-216

This study examines the effects of market-driven organizational learning on a select set of strategic sourcing outcomes involving the sourcing function of a Fortune 500 multinational corporation. The focus is on the dyadic activities and relationships between the domestic and international strategic business units (SBUs) and the corporate buying center. The hypothesized relationships are tested on the overall sample and based on a two-by-two matrix framework defined by international versus domestic settings and frequent versus infrequent sourcing scenarios. Based on a sample of 179 domestic and 167 international SBUs, the results suggest that market-driven organizational learning in the strategic sourcing units influences customer satisfaction, relationship commitment, and cycle time of the sourcing process. However, while the set of learning orientations appears to be strategically robust across the four quadrant scenarios (moderator settings), the sourcing situations differ somewhat in the specific tactical learning orientations preferred.  相似文献   

    

Alan G. Robison  Sam Stern 《Global Business and Organizational Excellence》1997,17(1):43-51

Although creativity is a high priority for almost any organization, at most companies it happens only on a hit-or-miss basis. The main reason for this is a general lack of awareness of what really drives corporate creativity. Myths about creativity are commonplace, and managers act on them. This article describes three simple principles of corporate creativity, based on how it actually occurs, that will significantly boost creative performance when they are recognized and acted on: (1) most creative acts are unexpected and cannot be anticipated by management; (2) rewards do more harm than good to creativity; and (3) participation is the key variable by which to manage.  相似文献   

    

G. Premkumar  K. Ramamurthy 《决策科学》1995,26(3):303-336

The dramatic growth of interorganizational systems (IOS) has changed the way organizations conduct their business, and has resulted in significant tangible and intangible benefits being realized by participating firms. However, the implementation of these IOS requires the cooperation and commitment of all the participating members. These members may have complex economic and business relationships among themselves that can result in a number of social, political, and economic factors influencing the adoption and implementation of IOS. This study examines the role of interorganizational and organizational factors on the decision mode for adoption of IOS, in the specific context of electronic data interchange (EDI). Four interorganizational factors, based on the socio-political framework derived from research in marketing, and five organizational factors based on research in IS were used in the study. The data for the study were collected through a large scale field survey. Two respondents, the sales/purchase manager and the IS manager, from 201 firms responded to the survey. The results of discriminant analysis of the data reveal that two interorganizational variables, competitive pressure and exercised power, and two organizational variables, internal need and top management support, are important variables to differentiate firms with proactive decision mode from firms with reactive decision mode. The study also evaluates the differences between proactive and reactive firms on three implementation outcomes. Proactive firms are found to have greater extent of adaptation, more external connectivity with trading partners, and better integration of EDI information in their internal IS applications.  相似文献   

    

Thomas G. Cummings  Mark A. Kizilos 《Global Business and Organizational Excellence》1995,14(4):67-76

Organizations that seek the advantages of 24-hour operations frequently experience personnel problems related to the demands of shiftwork. Common difficulties include excessive turnover, poor productivity, and increased incidence of industrial accidents. This article describes the experience of a glass company facing high turnover stemming from employee dissatisfaction with shiftwork in one of its continuous operation factories. Designed as a high-involvement organization, the factory formed an employee task force to analyze the turnover problem and develop recommendations. Once the shift system was identified as a major factor contributing to employee turnover, a team of employees and managers was formed to design a new one. Following the adoption of the new shift system, turnover was reduced significantly. Based on this organization's experience, a general strategy for shift system design is proposed.  相似文献   

    

Carl G. Thor 《Global Business and Organizational Excellence》1995,14(3):111-131

Every organization is interested in finding out how it's doing. But there is no one measure that will provide a meaningful answer. This article discusses the need for a family of measures—and how to arrive at the optimal number and types of measures to make up that family.  相似文献