Uncertainty reduction through flexible manufacturing
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-34, Heft 2, S. 85-91
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In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-34, Heft 2, S. 85-91
In: Production and Operations Management 2023
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In: Theory and society: renewal and critique in social theory, Band 47, Heft 2, S. 133-149
ISSN: 1573-7853
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band 60, Heft 3, S. 541-551
In: Journal of social ontology, Band 1, Heft 1, S. 89-120
ISSN: 2196-9663
AbstractIn this paper, we evaluate the proposal that a central function of commitments within joint action is to reduce various kinds of uncertainty, and that this accounts for the prevalence of commitments in joint action. While this idea is prima facie attractive, we argue that it faces two serious problems. First, commitments can only reduce uncertainty if they are credible, and accounting for the credibility of commitments proves not to be straightforward. Second, there are many other ways in which uncertainty is commonly reduced within joint actions, which raises the possibility that commitments may be superfluous. Nevertheless, we argue that the existence of these alternative uncertainty reduction processes does not make commitments superfluous after all but, rather, helps to explain how commitments may contribute in various ways to uncertainty reduction.
In: Decision sciences, Band 37, Heft 2, S. 149-175
ISSN: 1540-5915
ABSTRACTDeveloping a better understanding of the impact of uncertainty on process performance has been recognized as an important research opportunity in service design (Hill, et al., 2002). Within this general research stream, our study focuses on the question of what managers can do to most effectively address operational uncertainty and mitigate its negative effects. To begin to address this question, we report on an exploratory study using a sample of professionals in the financial‐services industry who acted as informants on 108 financial‐services processes. These professionals were sampled from a population of graduates of a university in the northeastern region of the United States who were employed in the financial‐services industry. Based on these processes, we empirically examine the relationship between responses to operational uncertainty and process performance after controlling for customer mix, other uncertainty sources, and process type characteristics. Our findings suggest that process improvement—an uncertainty reduction approach related to the internal functioning of the process—as well as several uncertainty coping approaches are associated with better performing processes. However, uncertainty reduction approaches related to customer involvement with, and demands on, the process are not associated with better performing processes. We discuss the implications of our findings for determining what actions managers can take to reduce the negative performance effects of operational uncertainty and how managers can decide which of these actions to take. We conclude with a discussion of the limitations of our study.
In: Decision sciences, Band 46, Heft 6, S. 1165-1198
ISSN: 1540-5915
ABSTRACTWe propose a distribution‐free entropy‐based methodology to calculate the expected value of an uncertainty reduction effort and present our results within the context of reducing demand uncertainty. In contrast to existing techniques, the methodology does not require a priori assumptions regarding the underlying demand distribution, does not require sampled observations to be the mechanism by which uncertainty is reduced, and provides an expectation of information value as opposed to an upper bound. In our methodology, a decision maker uses his existing knowledge combined with the maximum entropy principle to model both his present and potential future states of uncertainty as probability densities over all possible demand distributions. Modeling uncertainty in this way provides for a theoretically justified and intuitively satisfying method of valuing an uncertainty reduction effort without knowing the information to be revealed. We demonstrate the methodology's use in three different settings: (i) a newsvendor valuing knowledge of expected demand, (ii) a short life cycle product supply manager considering the adoption of a quick response strategy, and (iii) a revenue manager making a pricing decision with limited knowledge of the market potential for his product.
Most research on committees in multiparty legislatures in parliamentary democracies focuses on their role in solving intra-cabinet delegation problems. Using a straightforward spatial model, this article discusses how committees can also solve uncertainty problems that arise in settings characterised by unstable coalitions, weak governmental agenda control and a lack of government change. In order to explore empirically how committees solve these problems, the article focuses on the success (and later decline) over the last 30 years of the sede legislativa, a law-making procedure that formalises 'universalism' in Italian legislative committees. The statistical results largely confirm the theoretical expectations.
BASE
In: West European politics, Band 38, Heft 5, S. 1042-1061
ISSN: 1743-9655
In: West European politics, Band 38, Heft 5, S. 1042-20
ISSN: 0140-2382
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Working paper
In: International journal of cross cultural management, Band 1, Heft 2, S. 153-171
ISSN: 1741-2838
This research reports the results of a cross-sectional, correlational study of expatriate adjustment encompassing 181 United States' embassy employees working in Canada, Chile, and Mexico. The impact on these expatriates' affective adjustment experiences of several factors derived from the `uncertainty reduction principle' of cross cultural adjustment was investigated, as were the impacts of posited moderating or contingency variables. It was found that, for this sample, the uncertainty reduction principle held little explanatory power. Most notably, uncertainty reduction factors of prior international experience, quantity and types of cross cultural training, and host country tenure did not appear to facilitate expatriates' affective adjustment to their host countries. This article concludes by suggesting that future thinking and research into expatriates' affective adjustment experiences might profitably consider constructs in addition to uncertainty reduction, notably the concept of equivocality.
In: Communication research, Band 39, Heft 6, S. 757-780
ISSN: 1552-3810
The goal of this study was to investigate the language-based strategies that computer-mediated communication (CMC) users employ to reduce uncertainty in the absence of nonverbal cues. Specifically, this study investigated the prevalence of three interactive uncertainty reduction strategies (i.e., self-disclosure, question asking, and question/disclosure intimacy) in reduced-cue settings. Moreover, this study investigated whether these uncertainty reduction strategies increased the verbal statements of affection in CMC. Eighty-one unacquainted cross-sex dyads were randomly assigned to three experimental conditions: face-to-face, visual CMC supported by a webcam, or text-only CMC. Content analysis of the verbal communication revealed that text-only CMC interactants made a greater proportion of affection statements than face-to-face interactants. Proportions of question asking and question/disclosure intimacy were higher in both CMC conditions than in the face-to-face condition, but only question asking mediated the relationship between CMC and verbal statements of affection. No differences in question asking, question/disclosure intimacy, and verbal statements of affection were observed between the text-only CMC condition and the visual CMC condition. This study provided additional support for social information processing theory by specifying the role of different language-based strategies that may be employed online.