Change Management Strategy eJournal最新文献

{"title":"Importance of Random Forests to Complexity Science","authors":"Dhruv Sharma","doi":"10.2139/ssrn.1839986","DOIUrl":"https://doi.org/10.2139/ssrn.1839986","url":null,"abstract":"The aim of this paper is to relate the random forest algorithm to complexity science. The success of Random Forests is noteworthy and an early success in terms of application of complexity science. Random forests are able to generate successful intelligent and robust predictions by generating complexity using a simple approach which yields scientific insights to complex phenomena. Understanding random forests as a form of complexity based intelligence will help further the progress of the study of complexity science and intelligence across disciplines.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121412717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"El Control de la Eficiencia de las Prácticas de RRHH: Un Análisis de la Realidad de las Empresas que Operan en España (Control of Efficiency in HRM Practices: Analysis of Spain-Based Firms)","authors":"Javier Capapé, Lourdes Susaeta","doi":"10.2139/SSRN.1842104","DOIUrl":"https://doi.org/10.2139/SSRN.1842104","url":null,"abstract":"El control de la eficiencia de las practicas de RRHH ha recibido una atencion escasa en la literatura academica. En este trabajo hemos contrastado cual es el nivel de aplicacion de las teorias acerca de la cuantificacion de los efectos de las politicas de RRHH. Hemos desarrollado una encuesta entre 190 empresas y descubrimos que tan solo un 5% dispone de herramientas para el calculo del retorno de la inversion realizada en RRHH. Exploramos la relacion que tiene el perfil del responsable del area con la decision de cuantificar las practicas de RRHH. A pesar de que escasas empresas esten cuantificando el ROI de las politicas de RRHH, existe el interes de los responsables de RRHH por disponer de estas herramientas de medicion. La consideracion estrategica de la formacion y el reclutamiento favorecen la decision de cuantificar. Por ultimo, hemos considerado que politicas relevantes plantean mas dificultades de medicion: de nuevo la formacion de los empleados, con procesos implantados en la mayoria de las empresas, carece de una sistematizacion que permita el analisis cuantitativo.The control of efficiency in HRM practices has received scarce attention in academic literature. In this work we have contrasted the level of application of theories about quantification of effects of HR policies. We have conducted a survey in 190 companies and found that only 5% have tools to calculate the return of the investment in HR. We explore the relationship between Area Manager’s profile and the decision of quantify HR practices. Despite of the low amount of companies that measures ROI of HR practices there is an interest of HR Managers to have these measurement tools. The strategic consideration of training and recruitment influence the decision to quantify. Finally, we have considered which relevant policies pose measurement difficulties: once again employees training, with processes implemented at the majority of companies, lack a systematization to allow quantitative analysis.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115845298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Contextrank: Begetting Order to Usage of Context Information and Identity Management in Pervasive Ad-Hoc Environments","authors":"A. Arabo, Q. Shi, M. Merabti","doi":"10.4018/978-1-60960-487-5.CH016","DOIUrl":"https://doi.org/10.4018/978-1-60960-487-5.CH016","url":null,"abstract":"Contextual information and Identity Management (IM) is of paramount importance in the growing use of portable mobile devices for sharing information and communication between emergency services in pervasive ad-hoc environments. Mobile Ad-hoc Networks (MANets) play a vital role within such a context. The concept of ubiquitous/pervasive computing is intrinsically tied to wireless communications. Apart from many remote services, proximity services (context-awareness) are also widely available, and people rely on numerous identities to access these services. The inconvenience of these identities creates significant security vulnerability as well as user discomfort, especially from the network and device point of view in MANet environments. The need of displaying only relevant contextual information (CI) with explicit user control arises in energy constraint devices and in dynamic situations. We propose an approach that allows users to define policies dynamically and a ContextRank Algorithm which will detect the usability of CI. The proposed approach is not only efficient in computation but also gives users total control and makes policy specification more expressive. In this Chapter, the authors address the issue of dynamic policy specification, usage of contextual information to facilitate IM and present a User-centered and Context-aware Identity Management (UCIM) framework for MANets.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121924867","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Role of External Knowledge(s) in the Introduction of Product and Process Innovations","authors":"C. Antonelli, C. Fassio","doi":"10.1111/radm.12159","DOIUrl":"https://doi.org/10.1111/radm.12159","url":null,"abstract":"This paper investigates the heterogeneity of the sources of external knowledge and their differentiated effects on process and product innovations respectively. The results of the empirical investigations show that the upstream vertical sources of external knowledge from suppliers exert a strong and positive role on the introduction of process innovations, whereas horizontal and downstream vertical sources stemming respectively from competitors and customers have stronger effects on the introduction of product innovations. These results support the hypothesis that the matching between sources of external knowledge and types of innovation is necessary to implement successful innovation strategies. The study suggests that the strategic decisions of R&D managers in innovation practices should take in greater consideration the availability of the differentiated sources of external knowledge in the system in which firms are embedded.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125908402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Histories of User-Generated Content: Between Formal and Informal Media Economies","authors":"R. Lobato, Julian Thomas, D. Hunter","doi":"10.2139/ssrn.1749803","DOIUrl":"https://doi.org/10.2139/ssrn.1749803","url":null,"abstract":"Debates about user-generated content (UGC) often depend on a contrast with its normative opposite, the professionally produced content that is supported and sustained by commercial media businesses or public organisations. UGC is seen to appear within or in opposition to professional media, often as a disruptive, creative, change-making force. Our suggestion is to position UGC not in opposition to professional or \"producer media\", or in hybridised forms of subjective combination with it (the so-called \"pro-sumer\" or \"pro-am\" system), but in relation to different criteria, namely the formal and informal elements in media industries. In this article, we set out a framework for the comparative and historical analysis of UGC systems and their relations with other formal and informal media activity, illustrated with examples ranging from games to talkback radio. We also consider the policy implications that emerge from a historicised reading of UGC as a recurring dynamic within media industries, rather than a manifestation of consumer agency specific to digital cultures.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-01-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122554284","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Is high-Quality Production Location-Specific? Evidence from the Automobile Industry","authors":"N. Lacetera, Justin R. Sydnor","doi":"10.2139/ssrn.1717026","DOIUrl":"https://doi.org/10.2139/ssrn.1717026","url":null,"abstract":"A large literature has documented substantial heterogeneity in the performance of similar firms within industries, but what are the sources of that heterogeneity? In this paper we investigate one potential source of differential performance, the role of location-specific factors, including the quality and attitudes of the local workforce, the type of supplier networks, the education system, the institutional infrastructure, and local “culture.” We focus on the automobile industry and in particular the role that location-specific factors play in determining the quality of automobile production. We exploit the natural experiment provided by the establishment of assembly plants in the U.S. by Japanese auto manufacturers. A number of the most popular Japanese car models are assembled both in Japanese plants and U.S. plants. We use a unique data set of over 400,000 used-car transactions at wholesale auctions to test whether the long-run quality of otherwise identical cars depends on the country of assembly. Japanese-assembled cars sell for a modest $50 more on average and other measures of quality also show small or no differences. The finding that American plants can produce high quality (Japanese) cars suggests that there is not an inherent limitation to the U.S. manufacturing environment and that the sources of heterogeneity in quality automobile production are likely dominated by firm-specific rather than location-specific factors.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130813594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovation and Market-Driven Management in Fast Fashion Companies","authors":"E. Arrigo","doi":"10.4468/2010.2.06ARRIGO","DOIUrl":"https://doi.org/10.4468/2010.2.06ARRIGO","url":null,"abstract":"In hyper-competitive markets, innovation is critica l for the growth of marketdriven companies. An examination of case studies of highly competitive global companies in the fast fashion sector, reveals that detailed understanding of the market, deriving from direct management of their st ores, enables Zara, Gap and H&M to develop an innovation management capability. This is a fundamental competitive driver for the company’s success.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127980946","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reinforcing the EU Dialogue with Developing Countries on Climate Change Mitigation","authors":"F. Vöhringer, A. Haurie, D. Guan, M. Labriet, R. Loulou, V. Bosetti, V. Bosetti, Pryadarshi R. Shukla, P. Thalmann","doi":"10.2139/ssrn.1600065","DOIUrl":"https://doi.org/10.2139/ssrn.1600065","url":null,"abstract":"The FP6 TOCSIN project has evaluated climate change mitigation options in China and India and the conditions for strategic cooperation on research, development and demonstration (RDD (II) a strong increase in Annex I support regarding RD (III) a well-designed mix of instruments and targets in an effective climate deal that addresses manifold national interests and concerns.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"344 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115891382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reconciling Alchian and Penrose: Competitive Strategy, Organizational Capabilities and Firm Performance as Evolutionary Learning","authors":"C. Reschke","doi":"10.2139/ssrn.1571831","DOIUrl":"https://doi.org/10.2139/ssrn.1571831","url":null,"abstract":"Strategy research has often – though not always – focused on the connections between the elements of strategy, structure, conduct and performance (e.g. Chandler 1962, Rumelt 1974). However, issues in competitive strategy research are how to link individual-level perceptions and actions to firm-level strategic actions and these with the resulting effects on firm performance. These are usually empirically analyzed using statistical methods relating firm-level, business unit and (top-)management characteristics as proxies for effects and inferred causal relations on performance. However, the link remains weak in that the myriad of actions taken by actors in companies is usually not linked to performance effects either on the company or business unit level even today, even decades after criticizing this approach (e.g. Miller 1979). We require a genetic framework for a causal theory of the interactions between actors' mental representations and their actions that is measurable - as demanded by Low and Macmillan (1988) and reiterated about a decade later by Aldrich and Martinez (2001). The interactions of social actors and events in and outside of organizations play a crucial role in this. For instance, Mintzberg (1994) has argued that a companies´ realized strategy is the outcome of the interaction between the intended and an emergent strategy resulting from the tension between deliberate (planned) strategy and the impact of environmental forces. This process results in evolutionary paths of strategy-making behaviour and resultant outcomes, following patterns developed in the past, getting stuck in dead ends or exploring new domains or forms of organizational change (Meyer, Gaba and Colwell 2005). While it may be desirable to disentangle myriads of individual actions and link them to their performance effects, e.g. via approaches such as strategy-as-practice (Whittington 1996, Hendry 2000) in the long run, on a shorter time horizon, it may be helpful to focus on the observation of meso-level interactions between individual strategic actions and performance outcomes using constructs such as ‘routines’ and ‘dynamic capabilities’. Thus for instance, Rumelt (1991) has called for an evolutionary approach to the analysis of the development of industries, Teece (1994), and Teece, Pisano and Shuen (1997) have argued for the existence of dynamic capabilities affecting firm performance and linking these to evolutionary ideas (Teece 2007). Likewise, Winter and Nelson's (1982) routines have been used to explain the stability in firm behavior affecting performance. And indeed, on the macro-level of observed outcomes, an evolutionary approach to strategy can build on the knowledge developed in ecology and evolutionary theory (e.g. Hannan and Freeman 1989, Nelson and Winter 1982), as well as linking routines to to dynamic capabilities (Zollo and Winter 2002) on an explanatory meso-level. Thus, while it is usually argued that evolutionary approaches to social phenome","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"142 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127318243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What are Business Models? Developing a Theory of Performative Representations","authors":"M. Perkmann, A. Spicer","doi":"10.1108/S0733-558X(2010)0000029020","DOIUrl":"https://doi.org/10.1108/S0733-558X(2010)0000029020","url":null,"abstract":"Despite a rich extant literature, it is unclear what business models are. We assess three dominant conceptions of business models in the academic literature: as transactional structures, value extracting devices, and mechanisms for structuring the organization. To overcome the shortcomings of these approaches, we draw on theories of performativity, social typecasting, and managerial cognition. We propose an alternative conception of business models as performative representations that work in three ways: as narratives that convince, typifications that legitimate, and recipes that guide social action. Rather than actual features of firms, business models are representations that allow managers to articulate and instantiate the value of new technologies.","PeriodicalId":323407,"journal":{"name":"Change Management Strategy eJournal","volume":"365 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124589465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}