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Unlock the power of DEI - A strategic approach to driving sustainable change
No full textThe world we live in is systemically unfair and unequal. Equal access to opportunity often doesn’t exist – and many people still struggle to be heard. Inequalities exist throughout society – and are often replicated in organisations. Companies have the power and the mandate to address inequalities that their employees, and other stakeholders, experience. And through such interventions, they can contribute to positive change in the broader society. To be successful and beneficial for our organisations, Diversity, Equity, and Inclusion (DEI) initiatives should be tightly connected to the story we tell about our organisation’s purpose in the world. This story should communicate, clearly and consistently, not only the types of diversity we need and aim for, but also the importance of equity (access to the same opportunities and resources) and of inclusion (focus on everyone’s perspective being heard and valued) for our organisation’s success. Read here to learn more about why DEI matters
How digitally mature is your finance office?
No full textAs more CFOs try to capitalize on the promise of data and analytics, many find their offices aren’t seeing the expected gains. What separates digital finance leaders from the laggards? How can CFOs that struggle with the use of advanced analytics catch up with — and even surpass — their more successful colleagues? In this article, I offer a framework to help CFOs assess their office’s current data sophistication, and I illustrate how finance teams can improve their analytics capability by focusing on seven areas: strategic use of advanced analytics, model explainability, cross-functional data collaboration, analytics skills, exploration and experimentation, data-driven culture, and digital inclusivity
On the complexity of efficient multi-skilled team composition
No full textWorkers that master multiple skills increase the flexibility and the working range of teams in organizations. Efficient multi-skilled team formation or workforce composition is therefore paramount for the organization’s success. In this paper, we study various multi-skilled workforce formation problems that are complementary to problems in the scheduling literature. The goal of these problems is to design a set of multi-skilled workers (or resources) that can fulfill a certain skill demand. More specifically, we investigate the complexity of problems that minimize the skill availability or the size of the workforce. Next, we look at the impact of specific skill and worker characteristics on the complexity of these problems. We propose a set of fixed individual multi-skilled workforce problems, in which the number of available skills per skill type or the number of mastered skills per worker is defined upfront. Furthermore, we introduce and discuss the complexity of fixed total multi-skilled workforce problems in which either the total skill availability or the workforce size is fixed and the other quantity is minimized. We conclude this paper by applying the presented problems to real-life projects and by performing computational experiments that analyze the empirical hardness of the multi-skilled workforce problems
Comparing theoretical perspectives and practical applications of bundled payments: An overview and identification of gaps
No full textA hybrid consultation practice in a dermatological setting using discrete event simulation and data envelopment analysis
No full textAcademy of Management Proceedings
No full textA measure of prescriptive age stereotypes towards younger workers was developed and validated by using a cultural decentred approach, totaling 1,888 participants across four studies. Data was collected from the U.S. and Portugal. In Study 1, participant responses to open-ended questions regarding age-based expectations were thematically analyzed to identify prescriptive age stereotypes towards younger workers. Study 2 explored the factor structure of the item pool in both the U.S. and Portuguese samples. In Study 3, CFA was used to validate the factor structure from the previous exploratory study, examine convergent and divergent validity from proximal constructs, and test for measurement invariance for samples from the U.S. and Portugal. Eight first-order factors emerged, subsumed under three second-order factors: humility-deference, loyalty-belonging, and vitality-innovation. The scale shows ambivalent expectations regarding younger workers, who are, on the one hand, supposed to accept their lower social status, and on the other hand, expected to show attributes usually associated with higher status groups, and was therefore named the Workplace Ambivalent Youngism Scale (WAYS). Finally, Study 4 tested, in a two-wave questionnaire, the predictive power of WAYS in relation to several important workplace outcomes, relating to perceived age discrimination, justice perceptions, in-role and extra-role performance, turn-over intentions, and well-being outcomes
Determinants of open innovation adoption in public organizations: a systematic review
No full textThis article presents a synthesizing framework of the determinants of open innovation adoption in public organizations. We examine the fragmented literature and integrate earlier results. To provide a theoretical foundation to our understanding of open innovation adoption, we categorize determinants identified in the literature based on three theoretical perspectives on organizations: transaction cost theory, resource-based theory, and institutional theory. Our study finds that a resource-based rationale is dominant in the literature. Considerations regarding transaction costs and institutional pressures have received less attention. We end the article with suggestions for future research
Optimal robust inventory management with volume flexibility: Matching capacity and demand with the lookahead peak‐shaving policy
No full textWe study inventory control with volume flexibility: A firm can replenish using period‐dependent base capacity at regular sourcing costs and access additional supply at a premium. The optimal replenishment policy is characterized by two period‐dependent base‐stock levels but determining their values is not trivial, especially for nonstationary and correlated demand. We propose the Lookahead Peak‐Shaving policy that anticipates and peak shaves orders from future peak‐demand periods to the current period, thereby matching capacity and demand. Peak shaving anticipates future order peaks and partially shifts them forward. This contrasts with conventional smoothing, which recovers the inventory deficit resulting from demand peaks by increasing later orders. Our contribution is threefold. First, we use a novel iterative approach to prove the robust optimality of the Lookahead Peak‐Shaving policy. Second, we provide explicit expressions of the period‐dependent base‐stock levels and analyze the amount of peak shaving. Finally, we demonstrate how our policy outperforms other heuristics in stochastic systems. Most cost savings occur when demand is nonstationary and negatively correlated, and base capacities fluctuate around the mean demand. Our insights apply to several practical settings, including production systems with overtime, sourcing from multiple capacitated suppliers, or transportation planning with a spot market. Applying our model to data from a manufacturer reduces inventory and sourcing costs by 6.7%, compared to the manufacturer's policy without peak shaving
