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Competitive Context (competitive + context)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting50%

Selected Abstracts

The assessment of the impacts of the security management in a competitive environment

EUROPEAN TRANSACTIONS ON ELECTRICAL POWER, Issue 5 2009
Ettore Bompard
Abstract Security management is of the utmost importance in power system and many efforts have been made on this issue since a reliable supply of electricity is crucial to the modern societies. The traditional approach adopted in Europe is based on the "n,,,1" steady-state security that is efficient, although restrictive, and can continue to play an important role also in the new competitive context. In this paper, three alternative market-based models for security consideration are introduced, according to preventive and corrective control approaches. The models are presented and analyzed in terms of their economic impacts on the market throughout a set of useful indexes that allows for a ranking of the advantages got from the re-enforcement of the lines. Moreover, the positive impacts of the phase-shifter (PS) installation for the security and congestion management are quantified and indexes are derived to assess their optimal location. The different models and the exploitation of the proposed indexes are illustrated with reference to a 34-bus test system. Copyright © 2008 John Wiley & Sons, Ltd. [source]

Facilitating police,minority youth attitude change: The effects of cooperation within a competitive context and exposure to typical exemplars

JOURNAL OF COMMUNITY PSYCHOLOGY, Issue 2 2002
Dana Rabois
Previous community programs have been unsuccessful in changing youths' attitudes toward police, and have thus far not addressed police attitudes toward youth. In this pilot study, police (n = 26) competed together with minority youths (n = 51) on heterogeneous basketball teams. Pre- and postintervention attitudes toward youths/officers and posttest attitudes toward team members were examined. Police reported positive ratings of out-group team members, and demonstrated a positive shift in attitude toward minority youth in general. Generalization of positive attitude was more likely when officers perceived their team members as typical exemplars of minority youth. Minority youths did not show a significant improvement in attitude toward police but reported favorable attitudes toward team members. Results suggest that a short-term competitive tournament exposing individuals to typical exemplars may be effective for addressing hostile police attitudes toward minority youths. A controlled study is recommended to replicate and expand on our findings. © 2002 John Wiley & Sons, Inc. [source]

Determinants of Organizational Flexibility: A Study in an Emerging Economy

BRITISH JOURNAL OF MANAGEMENT, Issue 2 2006
Andrés Hatum
This paper examines the processes of organizational adaptation and competitiveness of firms in an emerging economy. The study is set in the Argentinian context of the 1990s when a combination of economic and political change triggered a massive change in the competitive context of indigenous firms. Two highly flexible firms and two less-flexible firms are studied from the pharmaceutical and edible oil industries and longitudinal data are supplied to explore the determinants of organizational flexibility in those organizations. [source]

Focusing failures in competitive environments: explaining decision errors in the Monty Hall game, the Acquiring a Company problem, and multiparty ultimatums

JOURNAL OF BEHAVIORAL DECISION MAKING, Issue 5 2003
Avishalom Tor
Abstract This paper offers a unifying conceptual explanation for failures in competitive decision making across three seemingly unrelated tasks: the Monty Hall game (Nalebuff, 1987), the Acquiring a Company problem (Samuelson & Bazerman, 1985), and multiparty ultimatums (Messick, Moore, & Bazerman, 1997). We argue that the failures observed in these three tasks have a common root. Specifically, due to a limited focus of attention, competitive decision makers fail properly to consider all of the information needed to solve the problem correctly. Using protocol analyses, we show that competitive decision makers tend to focus on their own goals, often to the exclusion of the decisions of the other parties, the rules of the game, and the interaction among the parties in light of these rules. In addition, we show that the failure to consider these effects explains common decision failures across all three games. Finally, we suggest that this systematic focusing error in competitive contexts can serve to explain and improve our understanding of many additional, seemingly disparate, competitive decision-making failures. Copyright © 2003 John Wiley & Sons, Ltd. [source]