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Program Performance (program + performance)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	69%

Kinds of Program Performance

global npd program performance

Selected Abstracts

The Contingent Value of Responsive and Proactive Market Orientations for New Product Program Performance,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2005
Kwaku Atuahene-Gima
While the benefits of being market oriented are largely accepted, a group of scholars and managers remain skeptical. Marketing scholars have sought to counter the criticisms leveled against market orientation (MO) by arguing that it has both responsive and proactive dimensions. However, few studies have empirically examined the complexity of the effects of these dimensions on firm performance. Drawing on theories of resource-based advantage and organizational search behavior, this article advances understanding by arguing that responsive and proactive market orientations have curvilinear effects on product development performance, that their interaction may be positively related to product development performance, and that their effects on new product program performance are moderated differentially by the organizational implementation conditions and marketing function power. Survey results of 175 U.S. firms indicate support for most of the hypotheses. Specifically, whereas responsive MO has a U-shaped relationship with new product program performance, proactive MO has an inverted U-shaped relationship with new product program performance. Contrary to the arguments presented here, the interaction of both orientations is negatively related to new product program performance. This study finds that both orientations are needed; however, new product program performance is enhanced when one is at higher level and the other is at lower level. Finally, responsive MO is only positively related to new product program performance under specific conditions such as when strategic consensus among managers is high. On the other hand, the positive effect of proactive MO on new product program performance is further strengthened when learning orientation and marketing power are high. Overall, this study suggests that the effects of responsive and proactive MO on new product program performance are more complex than previously theoretically argued and empirically examined. [source]

Advanced Analysis of Steel Frames Using Parallel Processing and Vectorization

COMPUTER-AIDED CIVIL AND INFRASTRUCTURE ENGINEERING, Issue 5 2001
C. M. Foley
Advanced methods of analysis have shown promise in providing economical building structures through accurate evaluation of inelastic structural response. One method of advanced analysis is the plastic zone (distributed plasticity) method. Plastic zone analysis often has been deemed impractical due to computational expense. The purpose of this article is to illustrate applications of plastic zone analysis on large steel frames using advanced computational methods. To this end, a plastic zone analysis algorithm capable of using parallel processing and vector computation is discussed. Applicable measures for evaluating program speedup and efficiency on a Cray Y-MP C90 multiprocessor supercomputer are described. Program performance (speedup and efficiency) for parallel and vector processing is evaluated. Nonlinear response including postcritical branches of three large-scale fully restrained and partially restrained steel frameworks is computed using the proposed method. The results of the study indicate that advanced analysis of practical steel frames can be accomplished using plastic zone analysis methods and alternate computational strategies. [source]

Promoting Physical Activity Among Youth Through Community-Based Prevention Marketing

JOURNAL OF SCHOOL HEALTH, Issue 5 2010
Carol A. Bryant PhD
BACKGROUND: Community-based prevention marketing (CBPM) is a program planning framework that blends community-organizing principles with a social marketing mind-set to design, implement, and evaluate public health interventions. A community coalition used CBPM to create a physical activity promotion program for tweens (youth 9,13 years of age) called VERBÔ Summer Scorecard. Based on the national VERBÔ media campaign, the program offered opportunities for tweens to try new types of physical activity during the summer months. METHODS: The VERBÔ Summer Scorecard was implemented and monitored between 2004 and 2007 using the 9-step CBPM framework. Program performance was assessed through in-depth interviews and a school-based survey of youth. RESULTS: The CBPM process and principles used by school and community personnel to promote physical activity among tweens are presented. Observed declines may become less steep if school officials adopt a marketing mind-set to encourage youth physical activity: deemphasizing health benefits but promoting activity as something fun that fosters spending time with friends while trying and mastering new skills. CONCLUSIONS: Community-based programs can augment and provide continuity to school-based prevention programs to increase physical activity among tweens. [source]

Information Processing and Firm-Internal Environment Contingencies: Performance Impact on Global New Product Development

CREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2010
Elko Kleinschmidt
Innovation in its essence is an information processing activity. Thus, a major factor impacting the success of new product development (NPD) programs, especially those responding to global markets, is the firm's ability to access, share and apply NPD information, which is often widely dispersed, functionally, geographically and culturally. To this end, an IT-communication strength is essential, one that is nested in an internal organizational environment that ensures its effective functioning. Using organizational information processing (OIP) theory as a framework, superior global NPD program performance is shown to result from an effective IT/Communication strength and the commitment components of the firm's internal environment, which are hypothesized to moderate this relationship. IT/Communication strength is identified in this study in terms of two components including the IT/Comm Infrastructure and IT/Comm Capability of the firm, whereas the moderating internal environment of the firm incorporates Resource Commitment and Senior Management Involvement. Data from a major empirical study of international NPD programs (382 SBUs) are used to develop and test this model. Based on a hierarchical regression analysis, the results are substantially supportive, with some unexpected findings. These shed light on the complex relationships of the firm's internal environment, OIP competency, and global NPD program performance. [source]

The impact of training and demographics in WIA program performance: A statistical analysis

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2009
Richard W. Moore
The Workforce Investment Act (WIA) measures participant labor market outcomes to drive program performance. This article uses statistical analysis to examine the relationship between participant characteristics and key outcome measures in one large California local WIA program. This study also measures the impact of different training interventions on program outcomes while controlling for participant characteristics. The findings suggest that adjusting future performance measures for participant characteristics would create more valid performance measures. Further, we find that WIA training interventions do not yield consistent positive labor market outcomes after controlling for participant demographics. Finally, we recommend directions for future research. [source]

Gender and Emotional Labor in Public Organizations: An Empirical Examination of the Link to Performance

PUBLIC ADMINISTRATION REVIEW, Issue 6 2006
Kenneth J. Meier
Scholars of public organizations have begun to emphasize emotional labor in studies of gender in the workplace, finding that the skills women bring to organizations are often overlooked and undercompensated even though they play a vital role in the organization. Emotional labor is an individual's effort to present emotions in a way that is desired by the organization. The authors hypothesize that employers with greater emotional labor expectations of their employees will have more effective interactions with clients, better internal relationships, and superior program performance. This article tests the effects of emotional labor in a bureaucratic workforce over time. Multiple regression results show that organizations with more women at the street level have higher overall organizational performance. Additionally, emotional labor contributes to organizational productivity over and above its role in employee turnover and client satisfaction. [source]

Reinventing Reforms: How to Improve Program Management Using Performance Measures.

PUBLIC BUDGETING AND FINANCE, Issue 3 2010
Really
This paper looks at the design and use of incentivized performance measures to motivate managerial efficiency and promote greater program effectiveness. It starts off by looking at recent reforms like the Government Performance and Results Act to understand why they were largely unsuccessful in altering the decision-making process of government agencies. One problem was that performance measures have been both numerous and complicated, thereby making their role in management and oversight difficult. Equally important, no external incentives were attached to program accomplishments. The paper then examines what elements would be needed to build a management system that encourages both more efficient and more effective agency behavior. The goal of performance budgeting is to develop performance measures that display the progress of a program toward its stated objectives. Assessments based on these measures may then call for rewards or punishments. As such, it also may encourage program managers toward improved performance. The paper examines the pitfalls and complexities dealt with by Congress and Office of Management and Budget in the process. For example, a performance system must distinguish between funding program needs, as warranted by sectoral indicators, and management concerns. It must also unambiguously tie incentives to performance measures to motivate agencies, while building in commitment devices for the principals. Incentivized performance measures may not be appropriate in all conditions, but may be helpful for motivating managers and improving program performance in particular circumstances. [source]

Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010
Ulrike De Brentani
Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source]

Performance of Global New Product Development Programs: A Resource-Based View

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2007
Elko J. Kleinschmidt
Gaining a competitive edge in today's turbulent business environment calls for a commitment by firms to two highly interrelated strategies: globalization and new product development (NPD). Although much research has focused on how companies achieve NPD success, little of this deals with NPD in the global setting. The authors use resource-based theory (RBT),a model emphasizing the resources and capabilities of the firm as primary determinants of competitive advantage,to explain how companies involved in international NPD realize superior performance. The capabilities RBT model is used to test how firms achieve superior performance by deploying organizational capabilities to take advantage of key organizational resources relevant for developing new products for global markets. Specifically, the study evaluates (1) organizational NPD resources (i.e., the firm's global innovation culture, attitude to resource commitment, top-management involvement, and NPD process formality); (2) NPD process capabilities or routines for identifying and exploiting new product opportunities (i.e., global knowledge integration, NPD homework activities, and launch preparation); and (3) global NPD program performance. Based on data from 387 global NPD programs (North America and Europe, business-to-business), a structural model testing for the hypothesized mediation effects of NPD process capabilities on organizational NPD resources was largely supported. The findings indicate that all four resources considered relevant for effective deployment of global NPD process capabilities play a significant role. Specifically, a positive attitude toward resource commitment as well as NPD process formality is essential for the effective deployment of the three NPD process routines linked to achieving superior global NPD program performance; a strong global innovation culture is needed for ensuring effective global knowledge integration; and top-management involvement plays a key role in deploying both knowledge integration and launch preparation. Of the three NPD process capabilities, global knowledge integration is the most important, whereas homework and launch preparation also play a significant role in bringing about global NPD program success. Tests for partial mediation suggest that too much process formality may be negative and that top-management involvement requires careful focus. [source]

The Contingent Value of Responsive and Proactive Market Orientations for New Product Program Performance,

Type II dehydroquinase: molecular replacement with many copies

ACTA CRYSTALLOGRAPHICA SECTION D, Issue 1 2008
Kirsty Anne Stewart
Type II dehydroquinase is a small (150-amino-acid) protein which in solution packs together to form a dodecamer with 23 cubic symmetry. In crystals of this protein the symmetry of the biological unit can be coincident with the crystallographic symmetry, giving rise to cubic crystal forms with a single monomer in the asymmetric unit. In crystals where this is not the case, multiple copies of the monomer are present, giving rise to significant and often confusing noncrystallographic symmetry in low-symmetry crystal systems. These different crystal forms pose a variety of challenges for solution by molecular replacement. Three examples of structure solutions, including a highly unusual triclinic crystal form with 16 dodecamers (192 monomers) in the unit cell, are described. Four commonly used molecular-replacement packages are assessed against two of these examples, one of high symmetry and the other of low symmetry; this study highlights how program performance can vary significantly depending on the given problem. In addition, the final refined structure of the 16-dodecamer triclinic crystal form is analysed and shown not to be a superlattice structure, but rather an F -centred cubic crystal with frustrated crystallographic symmetry. [source]

SGXPro: a parallel workflow engine enabling optimization of program performance and automation of structure determination

ACTA CRYSTALLOGRAPHICA SECTION D, Issue 7 2005
Zheng-Qing Fu
SGXPro consists of four components. (i) A parallel workflow engine that was designed to automatically manage communication between the different processes and build systematic searches of algorithm/program/parameter space to generate the best possible result for a given data set. This is performed by offering the user a palette of programs and techniques commonly used in X-ray structure determination in an environment that lets the user choose programs in a mix-and-match manner, without worrying about inter-program communication and file formats, during the structure-determination process. The current SGXPro program palette includes 3DSCALE, SHELXD, ISAS, SOLVE/RESOLVE, DM, SOLOMON, DMMULTI, BLAST, AMoRe, EPMR, XTALVIEW, ARP/wARP and MAID. (ii) A client/server architecture that allows the user to utilize the best computing facility available. (iii) Plug-in-and-play design, which allows easily integration of new programs into the system. (iv) User-friendly interface. [source]