Search results

While most automation suppliers are willing to follow the technology trend and build products in order to stay current with market demand, the truly innovative and entrepreneurial company is setting expectations and providing forward‐thinking solutions for its customers. Blindly shifting all development resources into a client/server solution without fully understanding the longevity and future implications of the technology will ultimately lead to accelerated obsolescence, a short‐term customer base, and, finally, failure to forge long‐term partnerships with customers. Having almost 20 years of experience providing long‐term solutions and strong partnerships with its customers, the author believes that Innovative Interfaces has been able to look beyond the current technology and anticipate the needs of the future. A current example of the foresight and evolutionary approach to the introduction of new technology is demonstrated through Innovative's client/server architecture. To ensure that every INNOPAC customer has a system that can continue to grow and remain current into the next century, Innovative has introduced INNOPAC Millennium and is redefining client/server expectations.

It has long been recognised that humans draw from a large pool of processing aids to help manage the everyday challenges of life. It is not uncommon to observe individuals adopting simplifying strategies when faced with ever increasing amounts of information to process, and especially for decisions where the chosen outcome will have a very marginal impact on their well-being. The transactions costs associated with processing all new information often exceed the benefits from such a comprehensive review. The accumulating life experiences of individuals are also often brought to bear as reference points to assist in selectively evaluating information placed in front of them. These features of human processing and cognition are not new to the broad literature on judgment and decision-making, where heuristics are offered up as deliberative analytic procedures intentionally designed to simplify choice. What is surprising is the limited recognition of heuristics that individuals use to process the attributes in stated choice experiments. In this paper we present a case for a utility-based framework within which some appealing processing strategies are embedded (without the aid of supplementary self-stated intentions), as well as models conditioned on self-stated intentions represented as single items of process advice, and illustrate the implications on willingness to pay for travel time savings of embedding each heuristic in the choice process. Given the controversy surrounding the reliability of self-stated intentions, we introduce a framework in which mixtures of process advice embedded within a belief function might be used in future empirical studies to condition choice, as a way of increasingly judging the strength of the evidence.

Behavioral ethics research in the field of management is burgeoning. While many advancements have been made, applying an organizational neuroscience approach to this area of research has the possibility of creating significant new theoretical, empirical, and practical contributions. We overview the major areas of behavioral ethics research concerning moral cognition and conation, and then we concentrate on existing neuroscience applications to moral cognition (moral awareness, moral judgment/reasoning, effects of moral emotions on moral reasoning, and ethical ideology). We also demonstrate the usefulness of neuroscience applications to organizational behavioral ethics research by summarizing a recent study on the neuroscience of ethical leadership. We close by recommending future research that applies neuroscience to topics such as moral development, group ethical judgments and group moral approbation, and moral conation (e.g., moral courage and moral identity). Our overall purpose is to encourage future neuroscience research on organizational behavioral ethics to supplement and/or complement existing psychological approaches.

Throughout the world the police have undergone considerable criticism for a lack of transparency and accountability. Many police agencies across the world have been grappling with how to improve transparency and accountability, as well as public acceptance of the police, most especially in minority and immigrant communities, which are the places where aggressive police tactics are often most visible.

This chapter considers policing in Boston, United States, and Bordeaux, France, framed by a three-part medical intervention model. The central thesis here is that in their quest to shed their other social support roles or in undercounting and undervaluing such efforts the police lose an opportunity to reframe the police legitimacy discussion. While issues of police legitimacy have been predominantly framed as fair treatment at the point of being stopped, admonished, arrested, or detained, much of what the police do to actually support communities is not much accounted for in the present legitimacy discourse.

Our preliminary findings suggest that public contact with the police goes well beyond issues of crime. Individuals and communities use the police for preventing harm, responding to a wide array of needs and for mitigating harm and fear, all of which help frame public opinion toward the police and hence shape the level of legitimacy accorded the police.

Analysis of police data from Boston and impressions from a developing effort in Bordeaux consider how the police are organized and what they do in these very different cultures, thereby broadening the conception and measurement of police efforts that support or detract from legitimacy.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

There is extensive evidence that decision-makers, faced with increasing information load, may simplify their choice by reducing the amount of information to process. One simplification, commonly referred to as attribute non-attendance (ANA), is a reduction of the number of attributes of the choice alternatives. Several previous studies have identified relationships between varying information load and ANA using self-reported measures of ANA. This chapter revisits this link, motivated by recognition in the literature that such self-reported measures are vulnerable to reporting error.

This chapter employs a recently developed modelling approach that has been shown to effectively infer ANA, the random parameters attribute non-attendance (RPANA) model. The empirical setting systematically varies the information load across respondents, on a number of dimensions.

Confirming earlier findings, ANA is accentuated by an increase in the number of attribute levels, and a decrease in the number of alternatives. Additionally, specific attributes are more likely to not be attended to as the total number of attributes increases. Willingness to pay (WTP) under inferred ANA differs notably from when ANA is self-reported. Additionally accounting for varying information load, when inferring ANA, has little impact on the WTP distribution of those that do attend. However, due to varying rates of non-attendance, the overall WTP distribution varies to a large extent.

This is the first examination of the impact of varying information load on inferred ANA that is identified with the RPANA model. The value lies in the confirmation of earlier findings despite the evolution of methodologies in the interim.

Barriers to employment are a significant issue in the United States and abroad. As civil rights legislation continues to be enforced and as employers seek to diversify their workplaces, it is incumbent upon the management field to offer insights that address obstacles to work. Although barriers to employment have been addressed in various fields such as psychology and economics, management scholars have addressed this issue in a piecemeal fashion. As such, our review will offer a comprehensive, integrative model of barriers to employment that addresses both individual and organizational perspectives. We will also address societal-level concerns involving these barriers. An integrative perspective is necessary for research to progress in this area because many individuals with barriers to employment face multiple challenges that prevent them from obtaining and maintaining full employment. While the additive, or possibly multiplicative, effect of employment barriers have been acknowledged in related fields like rehabilitation counseling and vocational psychology, the Human Resource Management (HRM) literature has virtually ignored this issue. We discuss suggestions for the reduction or elimination of barriers to employment. We also provide an integrative model of employment barriers that addresses the mutable (amenable to change) nature of some barriers, while acknowledging the less mutable nature of others.

This chapter examines the interactions of formal and informal forms of small and medium-sized enterprise (SME) business support, characterised as interactions within an ‘enterprise industry’. An analysis of the interactions revealed in the existing literature for different forms of business support develops a new conceptual framework for understanding those varied forms of external influence targeted at SMEs that constitute and extend a ‘patchwork quilt’ of provision. This chapter focusses on how different forms of support and advice interact, the centrality of state influence and how such interactions can be considered part of a firm’s regulatory context. This conceptualisation allows the consideration of both business support and state regulations to move beyond conceptions of positive or negative impacts on factors such as firm growth. Instead, it establishes a conceptual lens for considering how the different forms of external influence can shape the practices and attitudes of SMEs and their owner-managers. Policy makers and organisations within the enterprise industry seeking to develop effective forms of support or regulation should not consider such activities in isolation or in simple, decontextualised positive or negative terms.