Some problems in determining the number of acceptors needed in a family planning programme to achieve a specified reduction in the birth rate

Abstract The paper attempts to revive professional interest in a problem originally considered by Lee and Isbister and which has assumed added importance recently because of the increasing number of national family planning programmes that are being instituted, which require the determination of the number of acceptors needed in a family planning programme in order to achieve a specified reduction in the birth rate. The publication of subsequent papers on births averted by programmes, notably by Potter and Wolfers, each of whom had made some criticisms of the paper by Lee and Isbister, has tended to obscure the differences in the nature between the problem raised by Lee and Isbister, and that discussedby Potter or Wolfers. The paper tries to bring out these differences and points out one of the limitations of the estimates of births averted obtained by using either Potter's or Wolfers's methods, viz. the inability to determine the time period to which the birth reduction refers, thereby further complicating the issues involved in assessing the social and economic implications of births averted by a family planning programme. The paper also points out some of the unrecognizedtechnical considerations which arise in dealingwith the 'target-setting' problem raised by Lee and Isbister and suggeststhat stochasticmodel studies might offera clue for evolving practical methods for tackling this problem.     

The Role of Project and Organizational Context in Managing High‐tech R&D Projects

High‐tech organizations often struggle to manage different types of R&D projects. Evidence from research and practice suggests that managers frequently categorize and manage projects based on the extent of change triggered in product, process, technology, and market dimensions. However, this can create challenges in high‐tech organizations. This study investigates how high‐tech organizations manage R&D projects based on their learning goals. First, we argue for the benefits of categorizing R&D projects based on the degree of exploration and exploitation learning goals. A qualitative case study from four high‐tech business units involving 10 R&D projects helps understand the different types of projects based on their learning goals. The case study shows that R&D projects in high‐tech organizations typically fall into three categories based on their learning goals: Radical innovation projects, Incremental innovation projects, and Hybrid projects. Second, we iterate between literature and evidence from our qualitative data to theorize how project context and organizational context affect project performance depending on the type of project. The data for the empirical analysis come from a multilevel survey of 110 R&D projects across 34 high‐tech business units. Results show the importance of designing project and organizational context differently for the three types of R&D projects. Collectively, this study offers a new perspective on how to manage high‐tech R&D projects.     

'Continuation rate', 'use-effectiveness' and their assessment for the diaphragm and jelly method

Abstract The application of the life-table technique in the calculation of use-effectiveness of a contraceptive was proposed by Potter in 1963.(1) The technique was also found to be useful in assessing the duration for which the use of a contraceptive was continued. The keen interest that existed in the use of IUD in the mid-1960's was reflected in the terminology developed for assessment of the continuity of use. 'Retention rate' was a frequently used index.(2) Because of the development of the concept of segments whose end-period determined either termination of the use of a method or its continuance on a cut-off date, 'closure rate' and 'termination rate' have been used as measures of the discontinuance of the use of methods primarily of the IUD.(3) While discussing concepts relating to acceptance, use and effectiveness of family planning methods, more generally, an expert group suggested that 'continuation' should be used to denote that a client (or a couple) had begun to practise a method and that the method was still being practised.(4) Since this group defined 'an acceptor' as a person taking service and/or advice, i.e. having an IUD insertion or a sterilization operation or receiving supplies (or advice on methods such as 'rhythm' or coitus-interruptus with the intent of using the method), the base for the assessment of continuation rates, according to this group, would be only those acceptors who had begun using the method. The lifetable method has also been used for the study of the continuation rate for pill acceptors.(5) Balakrishnan, et al., made a study of continuation rates of oral contraceptives using the multiple decrement life-table technique.(6).     

Classification of textile fabrics using statistical multivariate techniques

In this study, an attempt has been made to classify the textile fabrics based on the physical properties using statistical multivariate techniques like discriminant analysis and cluster analysis. Initially, the discriminant functions have been constructed for the classification of the three known categories of fabrics made up of polyster, lyocell/viscose and treated-polyster. The classification yielded hundred per cent accuracy. Each of the three different categories of fabrics has been further subjected to the K-means clustering algorithm that yielded three clusters. These clusters are subjected to discriminant analysis which again yielded a 100% correct classification, indicating that the clusters are well separated. The properties of clusters are also investigated with respect to the measurements.     

Managing Knowledge Creation in High‐Tech R&D Projects: A Multimethod Study

R&D projects in high‐tech organizations bring together diverse knowledge domains to quickly develop new products and processes. The fast‐paced context of high‐tech organizations makes it challenging to create new knowledge and solve complex problems. Managing these R&D projects requires understanding both the mechanisms and the type of knowledge created to achieve project objectives. This research conducts a two‐phased multimethod study to understand knowledge creation in high‐tech R&D projects. The first phase uses qualitative data to develop a theory on knowledge creation in R&D projects. The second phase involves a survey that collects data from R&D projects to test the theory. Results from the case study find that R&D projects benefit from two types of knowledge – objective and intuitive. The case analyses show that intuitive and objective knowledge creation in high‐tech organizations occurs by creating not only diverse but also psychological safe project teams. The large‐scale survey finds that team diversity positively influences objective knowledge creation while psychological safety affects intuitive knowledge creation. Surprisingly, the results show that team diversity negatively affects intuitive knowledge creation. A post hoc analysis takes a more granular look at diversity and shows that different kinds of diversity have different effects on knowledge creation. This helps to better explain how to manage innovation across boundaries. Finally, the analysis shows that both objective and intuitive knowledge influence R&D project performance. Taken together, these results help explain how to manage innovation across functional boundaries to create knowledge and enhance R&D project performance.      

Learning and innovation in the context of process-focused management practices: The case of an environmental management system

Adoption of process-focused management practices has been associated with inertia and rigidity in adopting firms. By drawing on the literature on routines and using survey data from 192 ISO 14001 certified facilities in the United States, I find that change catalysis or a deep form of learning which presents the opportunity for innovation can happen in this context. I also examine the internal and external determinants of change catalysis. By doing so I contribute to a better understanding of how process-focused management practices can be a source of innovation within firms.     

Task Design,Team Context,and Psychological Safety: An Empirical Analysis of R&D Projects in High Technology Organizations

High technology organizations need to develop new products or processes that address the dual goals of exploration and exploitation. The competing viewpoints and the asymmetric nature of market returns associated with these goals in R&D projects can heighten stress levels among project team members and reduce their psychological safety. While current research calls for greater focus on task design for improving psychological safety, we know little about how team contextual factors affect this relationship. This study develops and tests a conceptual framework that examines the moderating role of R&D team contextual factors, namely, relative exploration and project‐organization metric alignment on the relationship between a key task design variable, namely, team autonomy, and psychological safety. Relative exploration captures the extent to which exploration goals are emphasized over exploitation goals in an R&D project, while project‐organization metric alignment measures the extent to which project metrics are aligned with broader organizational metrics. Furthermore, we examine the performance consequences of psychological safety in R&D projects. The empirical analysis is conducted using primary data collected from multiple informants across 110 R&D projects in 34 high technology business units. Our results indicate that relative exploration and project‐organization metric alignment have contrasting moderating effects. Furthermore, the effect of psychological safety on project performance is found to be indirect and mediated through team turnover. Implications of the study findings, limitations, and directions for future research are discussed.