Search results

Presents a study of correlates of divergent vision within, and sensitivity to internal issues by, top management teams across an eight‐country sample of 2,514 top managers. The outcome reveals their importance as well as remarkable similarities. Findings relate, among others, to organizational issues ignored, business consequences, and satisfaction. These highlight the “culture‐free” importance of both the internal and external roles of top management.

Very few functions seem as well‐positioned as the corporate strategy function to create value. Even the name, corporate strategy, suggests access to critical information and decision‐makers, as well as distinctive contributions to the organization's most important decisions. Yet many corporate strategy functions find that their contributions are limited and they are unable to have significant, tangible impact. Understanding the opportunities to increase the value of the corporate strategy function allows managers and executives to make purposeful change to tune the function to the organization's needs.

The authors interviewed managers and executives responsible for the corporate strategy function in 11 different companies across multiple industries. These interviews identified several approaches to providing the corporate strategy function, the keys to their success, and their limitations. A simple matrix was developed that allows the corporate strategy function to be characterized and identifies opportunities to increase the impact of the function.

The authors found that increasing the impact of the corporate strategy function involves increasing the complexity of the function's contribution (e.g., from simple analysis to solution design) or increasing the scope of that contribution (e.g., from process support to solution implementation). Increasing complexity or scope requires changes to the function's organization, processes and people competencies.

Increasing the impact of the corporate strategy function has clear implications – better decisions are made, important initiatives are more likely to succeed, and the strategy function is better able to meet the organization's unique needs.

A research project exploring emerging student needs explored six aspects of student life: living, learning, working, playing, connecting and participating.

A modified version of the University of Houston’s “Framework Foresight” method was used to explore the future of six aspects of future student life. The resulting scenarios were analyzed for their implications, including the use of the World Café technique, and ultimately led to the identification of nine emerging student needs.

Nine specific emerging needs of future students could be used strategically by institutions of higher education to guide and inform planning and to generate innovative ideas for university offerings. Specific examples of offerings that would meet the projected future needs are recommended.

In terms of research limitations, the paper is focused on the needs of students and does not purport to be an exhaustive analysis of all of the issues influencing higher education. It views the future of higher education through the lens of students and their emerging needs.

The paper is intended for educators, researchers and administrators to provide insight on how the needs of students, their key customers, are evolving.

This piece explores student life in its totality as way to more accurately identify student needs in the future.

The primary objective of the current study is to examine the impact that the size of a police department and workload on a department have on response time. Secondarily, the authors look at the effect that incident-level factors such as the severity of a call for service (CFS) and community-level factors such as ethnic diversity have on police response time.

The current study examined CFSs data collected over a three-year period and organizational information from 26 police departments in Northeast Texas, as well as community-level information. In order to measure the effect of organizational variables, community factors and incident-level variables on police response time, the authors employed the use of hierarchical linear models (HLMs).

The results of hierarchical linear modeling indicated that incident-level factors and police department size are significant predictors of response time.

There are two primary limitations: first, there were a lack of available organizational structure correlates such as age and differentiation. Second, the primary data set had a significant number of incomplete or repeating cases, thereby limiting the accuracy of the current study’s analysis.

The most unique aspect of this manuscript is that it examines how organizational factors affect police response time. Numerous studies analyzed determinants of police response time such as incident- and community-level factors, but the importance of organizational factors has not been analyzed.

The purpose of this article is to demonstrate the importance of a strategic approach to collaborative innovation and the use of a value chain research methodology for identifying opportunities for co‐innovation.

Value chain analysis is used to map three flows in the Houston Farms value chain; material flow, information flow and relationships. Having diagnosed the current level of co‐innovation we then identify improvement projects and opportunities for co‐innovation to reduce cost and add value, for the benefit of the value chain as a whole.

The application of the value chain analysis methodology to the Houston Farms value chain revealed the importance of strategy and robust processes in key areas for co‐innovation – R&D and new product development. It also revealed that small businesses can enjoy a degree of success as a result of comparative advantage in certain areas but that sustainable competitive advantage cannot occur by chance – identifying the potential for co‐innovation is an important first step in the right direction.

The value chain innovation roadmap represents a useful framework for exploring the current state and future capability for co‐innovation in a value chain. The value chain analysis methodology is an effective diagnostic tool as it focuses on what happens at the interface between stakeholders and how this relates to what final consumers regard as value adding, rather than traditional financial and functional KPIs which make it difficult to explore the competitiveness of the value chain as a whole.

The explicit and objective measurement of what consumers value is an important addition to the value chain analysis methodology and the co‐innovation roadmap is an original attempt to illustrate the core drivers and capabilities for achieving co‐innovation in a value chain. The insights from the case demonstrate the value of this approach to companies who are open to innovation and recognise the need to focus the use of scarce value‐adding resources on specific value chains and the needs and wants of final consumers therein.

This study aims to provide data on substance use amongst young people in Scotland to inform policy and practice for an age group who generally do not access specialist alcohol and drug services. The main objectives of the study were to assess the problem severity scores of items from a modified version of the DAST-10 brief screening instrument among respondents; examine correlations between a range of variables in relation to DAST-10 problem severity scores; and explore respondent knowledge of how and where to seek help.

A fixed quantitative design methodology recruited a non-probability sample of 4,501 respondents from an online survey made available by “We are With you” Scotland.

The survey was ethically approved by the School of Education and Social Sciences, University of the West of Scotland. It consisted of 32 questions exploring substances used within the past 12 months, and 12 weeks, and included the DAST-10. We further explored help seeking, and knowledge of support available to respondents.

Substance use patterns were markedly different from people currently known to specialist alcohol and drug services. Over half of respondents were under 25, and 62% report being employed. The most commonly used substances were cannabis and cocaine. One third of respondents recorded substantial or severe problem severity scores and reside in Scottish Local Authorities with high concentrations of socio-economic inequality.

Secure accommodation, stable relationships and being employed are protective factors in relation to reported negative health consequences associated with problem substance use.

Just under one third (27%) of respondents report knowing where to seek help for substance use problems; however, they are unwilling to attend existing specialist alcohol and drug services.

A non-probability sample of the Scottish population has a potential for response bias due to how and what way the survey was made available to respondents. It is acknowledged that while useful as a method of generating drug use data, there are limitations in how recently the substance use occurred, and in relation to the types of substances reported (cannabis, cocaine and ecstasy).

The study provides data to inform wider public health measures in relation to accessing support and addressing societal discrimination associated with the use of substances. The study provides data on service design for young people who do not access specialist alcohol and drug services.

The study informs substance use policy in the Scottish context in relation to a population of young people who use licit and illicit substances. Data contributes to evidence supporting correlations between problematic substance use and socio-economic inequality. Data indicates that existing specialist services require redesign.

The study is the first to be conducted within a Scottish context.

Investors’ fear can be rational, emanating from the natural dynamics of economic fundamentals, or it can be quasi rational and not attributable to any known risk factors. Using VIX from Chicago Board Options Exchange as a proxy for investors’ fear, the purpose of this paper is to consider the following research questions: to what extent does noise play a role in the formation of investors’ fear? To what extent is the impact of fear on S&P 500 index returns driven by rational reactions to new information vs fear induced by noise in stock market returns? To what extent do S&P 500 index returns display asymmetric behavior in response to investor’s rational and quasi rational fear?

In a two-step process, the authors first decompose investors’ fear into its rational and irrational components by generating two additional variables representing fear induced by rational expectations and fear due to noise. The authors then estimate a three-vector autoregression (VAR) model to examine their relative impact on S&P 500 returns.

Impulse responses generated from a 13-variable VAR model show that investors’ fear is driven by risk factors to some extent, and this extent is well captured by the Fama and French three-factor and the Carhart four-factor models. Specifically, investors’ fear is negatively related to the market risk premium, negatively related to the premium between value and growth stocks, and positively related to momentum. The magnitude and duration of the impact of the market risk premium is almost twice that of the impact of the premium on value stocks and the momentum of investors’ fear. However, almost 90 percent of the movement in investors’ fear is not attributable to the 12 risk factors chosen in this study and thus may be largely irrational in nature. The impulse responses suggest that both rational and irrational fear have significant negative effects on market returns. Moreover, the effects are asymmetric on S&P 500 index returns wherein irrational upturns in fear have a greater impact than downturns. In addition, the component of investors’ fear driven by irrationality or noise has more than twice the impact on market returns in terms of magnitude and duration than the impact of the rational component of investors’ fear.

The results are consistent with the view that one of the most important drivers of stock market returns is irrational fear that is not rooted in economic fundamentals.