Transient detailed balance and product form for reaction networks

This paper explores the boundary of the set of reaction networks that have an exact transient (truncated) multidimensional Poisson or product-form distribution for the number of particles of different types. Motivated by the birth–death process, we introduce the notions of transient detailed balance and delay functions, and use these notions to obtain the novel transient product-form distribution in a coagulation-fragmentation process for polymers with a tree-like structure from that of the pure coagulation process.     

Unraveling quantity discounts

We consider the situation in which a buying organization deals with a discrete quantity discount schedule offered by a selling organization. Furthermore, the buying organization can negotiate with the selling organization about the lot size and purchase price, but does not know the underlying function that was used by the selling organization to determine the quantity discount schedule. In this paper, we provide an analytical and empirical basis for one general quantity discount function (QDF) that can be used to describe the underlying function of almost all different quantity discount types. We first develop such a QDF analytically. Among other things, this QDF enables buying organizations to calculate detailed prices for a large number of quantities. We subsequently show that the QDF fits very well with 66 discount schedules found in practice. We discuss that the QDF and related indicators can be a useful tool in supplier selection and negotiation processes. It can also be used for competitive analyses, multiple sourcing decisions, and allocating savings for purchasing groups. Additionally, the QDF can be included in research models incorporating quantity discounts. We conclude the paper with an outlook on further QDF research regarding the characterization of commodity markets from a demand elasticity point of view.     

A Business Model Innovation Typology

An effective business model is the core enabler of any company's performance. Business model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their business model, they often do not know how to articulate their existing or desired business model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of business model innovations. Ten retrospective case studies of business model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various business model innovation types, each with its own characteristics and challenges.     

The Effect of Active and Passive Peer Discouragement on Adolescent Risk taking: An Experimental Study

This experiment investigated the effect of peer discouragement on adolescent risk taking. Overall, 269 Dutch adolescents aged 11–15 years completed a risk taking computer task in the presence of an e‐confederate who demonstrated very little risk taking (passive peer discouragement) and/or sent risk‐discouraging messages to participants (active peer discouragement). The results showed that, compared to a situation with no peer discouragement, adolescents took significantly less risk only when they encountered a combination of active and passive peer discouragement; hence, when peers practiced what they preached. No gender differences were found in the effect of passive and active peer discouragement on risk taking. The results showed that digital peer messages play a promising role in diminishing adolescent risk taking.     

Improving Flood Risk Communication by Focusing on Prevention‐Focused Motivation

This article proposes an approach to flood risk communication that gives particular emphasis to the distinction between prevention and promotion motivation. According to E. Tory Higgins, the promotion system and the prevention system are assumed to coexist in every person, but one or the other may be temporarily or chronically more accessible. These insights have far‐reaching implications for our understanding of people's reasoning about risks. Flood risk communication framed in terms of prevention involves the notions of chance and harm, woven into a story about particular events that necessitate decisions to be more careful about safety issues and protect one's family and oneself from danger. The article describes how the insights worked out in practice, using a flood risk communication experiment among a sample from the general population in a highly populated river delta of the Netherlands. It had a posttest‐only control group design (n = 2,302). The results showed that risk communication had a large effect on the participants’ responses and that this effect was higher among chronic prevention‐focused people than among others. Any information that increased the fit between a prevention‐framed message and a person's chronic prevention motivation produced stronger situationally induced, prevention‐focused responses. This may significantly improve communication about risks. In contrast, the notion of water city projects, featuring waterside living, had more appeal to promotion‐focused people.     

Adaptive Strategies,Gender Ideology,and Work‐Family Balance Among Dutch Dual Earners

Using questionnaire data on 149 Dutch dual‐earner couples with young children participating in the European Famwork study, we examine how adaptive strategies and gender ideology relate to parents’ perceived success in balancing work and family. Path analysis indicates that some adaptive strategies may harm individuals’ work‐family balance, particularly when they are made in the domain where the time budget is limited. In the need to succeed in multiple roles, however, endorsement of traits traditionally linked with the opposite gender, that is masculine traits for women and feminine traits for men, seems beneficial. We speculate that two underlying mechanisms — social pressure and time constraints — jointly operate in determining perceived success in balancing work and family.     

Leadership behaviour and leader self-reported well-being: A review,integration and meta-analytic examination

ABSTRACT

While the link between leadership and follower well-being is well established, less is known about the relation between leaders’ leadership behaviour and their own well-being. Particularly, a systematic integration of existing studies is missing. Based on an integrated framework summarising major theories on the leader well-being–leadership link, we quantitatively synthesised findings on the relations between different leadership behaviours and leader well-being indicators. The meta-analytical results (95 effect sizes; N?=?12,617) confirmed significant relationships of constructive and destructive leadership with leader well-being in the expected directions. Relative weight analyses on the constructive leadership behaviours showed that change-oriented and relational-oriented leadership (e.g. transformational, participative) accounted for more variance in leader well-being than task-oriented leadership (e.g. transactional). Regarding destructive leadership, active destructive leadership (e.g. abusive supervision) showed stronger negative associations with leader well-being than passive leadership (e.g. laissez-faire). Based on our integrated framework, we proposed and found support for divergent patterns of associations for different forms of well-being (positive vs. negative, short-term vs. long-term, job-related vs. general). Our study demonstrates a considerable linkage between leader well-being and leadership, supporting the adoption of leadership development programmes and organisational health interventions for leaders given their impact on employees, teams and organisations.