Articles

Classification models via Tabu search: An application to early stage venture classification

S. ELHEDHLI, C. AKDEMIR, T. ASTEBRO

Expert Systems with Applications

15 décembre 2014, vol. 41, n°18, pp.8085-8091

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Experts classify early stage venture proposals based on integer-valued attributes.•Model a disjunctive if-then rule as a large-scale mixed integer program.•Explore Benders decomposition and Tabu search.•Tabu search provides excellent classification accuracy.


We model the decision making process used by Experts at the Canadian Innovation Centre to classify early stage venture proposals based on potential commercial success. The decision is based on thirty-seven attributes that take values in {-1,0,1}. We adopt a conjunctive decision framework due to Åstebro and Elhedhli (2005) that selects a subset of attributes and determines two threshold values: one for the maximum allowed negatives (n) and one for minimum required positives (p). A proposal is classified as a success if the number of positives is greater than or equal to p and the number of negatives is less than or equal to n over the selected attributes. Based on a data set of 561 observations, the selection of attributes and the determination of the threshold values is modeled as a large-scale mixed integer program. Two solution approaches are explored: Benders decomposition and Tabu search. The first, was very slow to converge, while the second provided high quality solutions quickly. Tabu search provides excellent classification accuracy for predicting commercial successes as well as replicating Experts’ forecasts, opening the venue for the use of Tabu search in scoring and classification problems

Conflict and Creativity in Interdisciplinary Teams

K. YONG, S. J. SAUER, E. A. MANNIX

Small Group Research

juin 2014, vol. 45, n°3, pp.266-289

Départements : Management et Ressources Humaines

Mots clés : creativity, conflict, conflict asymmetry, interdisciplinary teams


We examine the effects of conflict and conflict asymmetry on creativityin interdisciplinary teams. Testing our hypotheses on teams working ongraduate-level nanobiotechnology projects, we found task conflict tohave a positive relationship with creativity whereas relationship conflicthad a negative relationship with creativity. Our results also revealed thatrelationship conflict asymmetry had a positive effect on creativity. Examiningthe two components of creativity separately, we found that relationshipconflict asymmetry explained variance in the novelty component, whereastask conflict, team size, and functional diversity explained variance in theusefulness component

Conformity under uncertainty: Reliance on gender stereotypes in online hiring decisions

Eric Luis UHLMANN, R. SILBERZAHN

Behavioral and Brain Sciences

février 2014, vol. 37, n°1, pp.103-104

Départements : Management et Ressources Humaines

Mots clés : Psychology, Behavioral Sciences, Neurosciences & Neurology


We apply Bentley et al.'s theoretical framework to better understand gender discrimination in online labor markets. Although such settings are designed to encourage employer behavior in the northwest corner of Homo economicus, actual online hiring decisions tend to drift southeast into a "confirmation bias plus weak feedback loops" pattern of discrimination based on inaccurate social stereotypes

Consumer Attitude Metrics For Guiding Marketing Mix Decisions

D. HANSSENS, K. PAUWELS, S. SRINIVASAN, M. VANHUELE, G. YILDIRIM

Marketing Science

juillet-août 2014, vol. 33, n°4, pp.534-550

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Consumer attitude metrics, Responsiveness, Potential, Stickiness, Sales conversion, Hierarchical linear model, Cross-effects model, Empirical generalizations, Dynamic programming model, Optimal marketing resource allocation

http://dx.doi.org/10.1287/mksc.2013.0841


Marketing managers often use consumer attitude metrics such as awareness, consideration, and preference as performance indicators because they represent their brand's health and are readily connected to marketing activity. However, this does not mean that financially focused executives know how such metrics translate into sales performance, which would allow them to make beneficial marketing mix decisions. We propose four criteria—potential, responsiveness, stickiness, and sales conversion—that determine the connection between marketing actions, attitudinal metrics, and sales outcomes.We test our approach with a rich data set of four-weekly marketing actions, attitude metrics, and sales for several consumer brands in four categories over a seven-year period. The results quantify how marketing actions affect sales performance through their differential impact on attitudinal metrics, as captured by our proposed criteria. We find that marketing–attitude and attitude–sales relationships are predominantly stable over time but differ substantially across brands and product categories. We also establish that combining marketing and attitudinal metrics criteria improves the prediction of brand sales performance, often substantially so. Based on these insights, we provide specific recommendations on improving the marketing mix for different brands, and we validate them in a holdout sample. For managers and researchers alike, our criteria offer a verifiable explanation for differences in marketing elasticities and an actionable connection between marketing and financial performance metrics

Costing Practices in Healthcare

C. CHAPMAN, A. KERN, A. LAGUECIR

Accounting Horizons

juin 2014, vol. 28, n°2, pp.353-364

Départements : Comptabilité et Contrôle de Gestion


Direct Estimation of Hidden Earnings: Evidence from Russian Administrative Data

S. BRAGUINSKY

Journal of Law & Economics

mai 2014, vol. 57, n°2, pp.281-319


Divisive Faultlines and the Unplanned Dissolutions of Multi-partner Alliances

R. HEIDL, H. K. STEENSMA, Corey PHELPS

Organization Science

septembre-octobre 2014, vol. 25, n°5, pp.1351-1371

Départements : Stratégie et Politique d’Entreprise

Mots clés : interorganizational relations; multipartner alliance; embeddedness; faultlines

http://dx.doi.org/10.1287/orsc.2014.0898


Received wisdom suggests that multi-partner alliances are relatively unstable because of their complexity and the increased potential for free-riding. Nonetheless, multi-partner alliances do benefit from built-in stabilizing third party ties that mitigate opportunism and conflict between partner pairs. Previous empirical research on multi-partner alliance stability has been inconclusive. We shed some light on these inconsistencies by recognizing that within multi-partner alliances, schisms can occur not only between a pair of partners, but also between subgroups of partners that are divided by faultlines. We suggest that divisive faultlines can form between subgroups of partners within a multi-partner alliance as a function of their prior experience with one another. When a subgroup of alliance partners have relatively strong ties to each other and weak ties to other partners, destabilizing factions can develop that hamper reciprocity among the partners. Using a longitudinal analysis of 59 multi-partner alliances, we found that in general faultlines (as modeled by the dispersion of tie strength within multi-partner alliances) increase the hazard of unplanned dissolutions. We also found that multi-partner alliances comprising a mix of centrally and peripherally positioned partners within the industry network were less apt to suffer the effects of divisive faultlines. We suggest that this is due to the greater opportunity costs of dissolution and the presence of relatively high status partners who can act as peacekeepers and coordinators of their lower status partners.

Does luxury have a minimum price? An exploratory study into consumers' psychology of luxury prices

J.-N. KAPFERER, C. KLIPPERT, L. LEPROUX

Journal of Revenue & Pricing Management

février 2014, vol. 13, n°1, pp.2-11

Départements : Marketing


Consumer studies show that luxury evokes high prices. However, the remarkable growth of this sector is based on its extension to the middle class, with affordable prices. This is a paradox: luxury needs to be expensive, yet grew being accessible. Hence the question: If consumers want to access to luxury, below what price would they consider that it is no more luxury? Is there a minimum price? This research explores how consumers decode luxury prices, how are lower prices compatible with luxury. Strong brands have indeed a larger latitude for accessible pricing than new luxury brands

Does Marketing and Sales Integration Always Pay Off? Evidence from a Social Perspective

D. ROUZIES, J. HULLAND

Journal of the Academy of Marketing Science

septembre 2014, vol. 42, n°5, pp.511-527

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Marketing organization, Sales organization, Marketing and sales interface, Social capital


Building on social capital theory, we view the marketing and sales interface as set of inter-group ties and investigate how cross-functional relationships may facilitate the development of social capital associated with value creation. Our findings suggest that capital embedded in marketing and sales relationships can inhibit a firm's performance depending on the characteristics of its customers. Our results also demonstrate that managing the marketing and sales interface at different levels of customer concentration is critical to the success of a firm's performance

Economic Models as Analogies

I. GILBOA, A. POSTLEWAITE, L. SAMUELSON, D. SCHMEIDLER

Economic Journal

août 2014, vol. 124, n°578, pp.513-533

Départements : Economie et Sciences de la décision, GREGHEC (CNRS)


People often wonder why economists analyze models whose assumptions are known to be false, while economists feel that they learn a great deal from such exercises. We suggest that part of the knowledge generated by academic economists is case-based rather than rule-based. That is, instead of offering general rules or theories that should be contrasted with data, economists often analyze models that are “theoretical cases”, which help understand economic problems by drawing analogies between the model and the problem. According to this view, economic models, empirical data, experimental results and other sources of knowledge are all on equal footing, that is, they all provide cases to which a given problem can be compared. We offer complexity arguments that explain why case-based reasoning may sometimes be the method of choice and why economists prefer simple cases


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