The Experts below are selected from a list of 45 Experts worldwide ranked by ideXlab platform
Mikko Sandelin - One of the best experts on this subject based on the ideXlab platform.
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operation of management control practices as a package a case study on control system variety in a growth firm context
Management Accounting Research, 2008Co-Authors: Mikko SandelinAbstract:This empirical case study examines the operation of management control practices as a package in a growth firm context by paying particular attention to the couplings between cultural, Personnel, Action and results controls. The analysis focuses on two different management control packages in the face of similar contingencies at different points of time. The paper argues that the functionality of a control package depends on internal consistency, specifically on the reciprocal linkages of design and use between a primary mode of control and other control elements. Moreover, it argues that control package variety is driven by the way in which the management responds to functional demands. The alternative control packages are considered equifinal to the extent of limited operational complexity, whereas an accounting-centric control package is sufficient also in the face of increasing levels of operational complexity.
Naoki Takahashi - One of the best experts on this subject based on the ideXlab platform.
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Development of technology and service thinking for technical Personnel: Action research at a Japanese monitor maker
Technology in Society, 2015Co-Authors: Kunio Shirahada, H. M. Belal, Naoki TakahashiAbstract:The importance of services within technology-based business in terms of customer value is increasingly well-understood by manufacturing companies. Manufacturing companies are trying to restructure their business models by adding the concept of service that is required to make a process of value co-creation with customers. Human resources are a core factor in the implementation of this notion in the practical field. In a technology-based business, technical Personnel must have not only technology-oriented thinking but also service-oriented thinking in order to generate new value propositions. In this work, we propose an approach to transform the way of thinking and support knowledge co-creation with others with a focus on new corporate value propositions. We combined a service innovation chart with a business model thinking methodology to create a new approach intended for the development of technology and service thinking within technical Personnel. Our objective is to help manufacturing companies create a service climate and clarify the knowledge co-creation process. We conducted Action research by introducing our approach to 25 technical Personnel employed by a Japanese monitor maker and obtained data including feedback on its usability and the impact on corporate business models. The findings of this study will help Personnel to generate technology and service-based innovation concepts, thereby promoting servitization in technology-based companies.
Kunio Shirahada - One of the best experts on this subject based on the ideXlab platform.
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Development of technology and service thinking for technical Personnel: Action research at a Japanese monitor maker
Technology in Society, 2015Co-Authors: Kunio Shirahada, H. M. Belal, Naoki TakahashiAbstract:The importance of services within technology-based business in terms of customer value is increasingly well-understood by manufacturing companies. Manufacturing companies are trying to restructure their business models by adding the concept of service that is required to make a process of value co-creation with customers. Human resources are a core factor in the implementation of this notion in the practical field. In a technology-based business, technical Personnel must have not only technology-oriented thinking but also service-oriented thinking in order to generate new value propositions. In this work, we propose an approach to transform the way of thinking and support knowledge co-creation with others with a focus on new corporate value propositions. We combined a service innovation chart with a business model thinking methodology to create a new approach intended for the development of technology and service thinking within technical Personnel. Our objective is to help manufacturing companies create a service climate and clarify the knowledge co-creation process. We conducted Action research by introducing our approach to 25 technical Personnel employed by a Japanese monitor maker and obtained data including feedback on its usability and the impact on corporate business models. The findings of this study will help Personnel to generate technology and service-based innovation concepts, thereby promoting servitization in technology-based companies.
Barry I Graubard - One of the best experts on this subject based on the ideXlab platform.
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comment on using the peters belson method in equal employment opportunity Personnel evaluations by sinclair and pan
Law Probability and Risk, 2009Co-Authors: Barry I GraubardAbstract:The Peters-Belson (P-B) method (also called the Blinder–Oaxaca approach method in the economics literature; Blinder, 1973; Oaxaca, 1973) is a linear regression–based method that is used in salary discrimination cases. The underlying idea is to create a ‘statistical match’ to each member of the protected or unfavoured group by predicting the wage that an individual from that group would have received had that individual been a member of the majority or favoured group (see Altonji and Blank, 1999, for a review). The paper of Sinclair and Pan (2009) applies an extension of the P-B method to logistic regression (Gastwirth and Greenhouse, 1995; Nayak and Gastwirth, 1997) to Personnel Actions where the outcome is a binary variable, e.g. hired or not, instead of a continuous variable such as salary. As in the case for linear regression, they use logistic regression to adjust for differences in the distribution of covariates between the favoured versus unfavoured groups in the prediction of fairness of a Personnel Action. In logistic regression, the P-B method follows the same basic recipe as it does for linear regression. A logistic regression is fitted to the favoured group and then applied to the individuals in the unfavoured group to estimate their predicted probability of success. The difference between an individual’s observed value (0 or 1) and predicted values is their ‘shortfall’. Here, the predicted value is the probability of not being hired. The total short falls for all members of the unfavoured group estimates the number of positions (hires or promotions) they would have received had their qualifications been assessed by the same formula the employers used in evaluating the candidates from the favoured group. This average short fall is the P-B estimate of disparity. Sinclair and Pan (2009) give an excellent presentation of the properties of the P-B method and how it compares with the standard method where a regression is estimated using the combined data from both groups and an indicator variable is included in the regression model to distinguish the two groups. An estimate of the disparity for standard method comes directly from this additional term. In this Comment, I will provide some graphical illustrations of several important issues related to using the two methods for estimating disparity and augment some of the excellent statistical discussion provided by Sinclair and Pan (2009). This discussion will focus on linear regression instead of logistic regression because it is easier to illustrate the properties of both the P-B and the standard method graphically for linear regression in this situation, as these properties extend to the logistic regression setting. To focus on the basic concepts, I consider simple linear regression where there are two variables, dependent variable wages (W ) and a covariate X that is a predictor of wages such as years of experience, and there are only two groups to be compared, favoured and unfavoured. I will assume that the slopes of lines for the
H. M. Belal - One of the best experts on this subject based on the ideXlab platform.
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Development of technology and service thinking for technical Personnel: Action research at a Japanese monitor maker
Technology in Society, 2015Co-Authors: Kunio Shirahada, H. M. Belal, Naoki TakahashiAbstract:The importance of services within technology-based business in terms of customer value is increasingly well-understood by manufacturing companies. Manufacturing companies are trying to restructure their business models by adding the concept of service that is required to make a process of value co-creation with customers. Human resources are a core factor in the implementation of this notion in the practical field. In a technology-based business, technical Personnel must have not only technology-oriented thinking but also service-oriented thinking in order to generate new value propositions. In this work, we propose an approach to transform the way of thinking and support knowledge co-creation with others with a focus on new corporate value propositions. We combined a service innovation chart with a business model thinking methodology to create a new approach intended for the development of technology and service thinking within technical Personnel. Our objective is to help manufacturing companies create a service climate and clarify the knowledge co-creation process. We conducted Action research by introducing our approach to 25 technical Personnel employed by a Japanese monitor maker and obtained data including feedback on its usability and the impact on corporate business models. The findings of this study will help Personnel to generate technology and service-based innovation concepts, thereby promoting servitization in technology-based companies.