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Strategy Choices (strategy + choice)
Selected AbstractsIntegrating Human Resource and Technological Capabilities: The Influence of Global Business Strategies on Workplace Strategy ChoicesINDUSTRIAL RELATIONS, Issue 2 2007WILLIAM N. COOKE Treating workplace strategies as the integration of human resource and technological capabilities, a typology of workplace strategy emphases is developed. The choice among these alternative workplace strategy emphases is treated as a function of market-positioning priorities and the multinational scope of firms. Accordingly, a multinomial choice model is specified, which is tested against a sample of firms in the U.S. automotive supplier industry. The model obtains substantial empirical support. Among the findings is evidence consistent with the proposition that due to cross-border, isomorphic constraints, multinational companies are less likely than national companies to pursue workplace strategies emphasizing human resource capabilities, choosing instead to favor the diffusion of workplace strategies emphasizing technological capabilities. [source] Children's performance on the ,give x' task: a microgenetic analysis of ,counting' and ,grabbing' behaviourINFANT AND CHILD DEVELOPMENT, Issue 1 2007Elizabeth Chetland Abstract Children's understanding of the cardinal significance of counting is often assessed by the ,give x' task, in which they are categorized as ,counters' or ,grabbers'. Previous research indicates a sudden stage-like shift, implying insight into a principle. Employing a microgenetic approach, the present study was designed to explore whether this dichotomy masks a more subtle pattern. Fifty-five 39- to 58-month-olds received five ,give x' trials, involving 4, 5, 6, 7, and 10 objects, within a single session counterbalanced across individuals, each child participating in two similar sessions one week apart. Children's spontaneous strategies were recorded. They also completed a simple verbal counting test. Participants seldom simply ,grabbed'; even those who never counted gave items one-by-one. Some gave correct amounts by starting off counting then taking the remainder silently, suggesting internal counting. There was also evidence of children taking correct non -subitizable quantities without overtly counting. Individuals' strategy choice and the way they employed particular strategies varied, both within and between sessions. Furthermore, after achieving procedural mastery, children continued to refine their use of strategies. The results are discussed in relation to Karmiloff-Smith's RR model and Siegler's overlapping waves model. Copyright © 2007 John Wiley & Sons, Ltd. [source] Effects of Response Format on Difficulty of SAT-Mathematics Items: It's Not the StrategyJOURNAL OF EDUCATIONAL MEASUREMENT, Issue 1 2000Irvin R. Katz Problem-solving strategy is frequently cited as mediating the effects of response format (multiple-choice, constructed response) on item difficulty, yet there are few direct investigations of examinee solution procedures. Fifty-five high school students solved parallel constructed response and multiple-choice items that differed only in the presence of response options. Student performance was videotaped to assess solution strategies. Strategies were categorized as "traditional",those associated with constructed response problem solving (e.g., writing and solving algebraic equations),or "nontraditional",those associated with multiple-choice problem solving (e.g., estimating a potential solution). Surprisingly, participants sometimes adopted nontraditional strategies to solve constructed response items. Furthermore, differences in difficulty between response formats did not correspond to differences in strategy choice: some items showed a format effect on strategy but no effect on difficulty; other items showed the reverse. We interpret these results in light of the relative comprehension challenges posed by the two groups of items. [source] The determinants of corporate political strategy in Chinese transitionJOURNAL OF PUBLIC AFFAIRS, Issue 4 2007Zhilong Tian Corporate political strategy (CPS) formulation in Chinese transition is an area with little empirical work. We fill this gap validly and the primary focus of this study is to examine the firm- and industry-level factors influencing Chinese firms' political strategy choice. Empirical support is found for the taxonomy of corporate political strategies in Chinese transition,that is direct participation strategy, financial incentive strategy, prolocutor strategy, institution innovation strategy, government association strategy and government involvement strategy. The results indicate that there is no consistently significant firm- and industry-level predictor of all six political strategies and we explore what determinants are related to each specific decision independently. We also verify the random effects of industry-level variables and our hypotheses are tested through using general evaluation equations (GEEs). Our study aims to be helpful to point managers toward both industrial environments and internal resources to consider when making appropriate political strategy choices and thus improve Chinese firms' strategy management level. Some implications of findings are also discussed finally. Copyright © 2007 John Wiley & Sons, Ltd. [source] Changing school climate one mediator at a time: Year-one analysis of a school-based mediation programCONFLICT RESOLUTION QUARTERLY, Issue 4 2006Christina Cassinerio An urban middle school,university mediation program that emphasizes mentoring of middle school peer mediators by university students is described. Student social-cognitive dispositions, perceptions of school climate, conflict strategy choices, and related conflict behaviors are analyzed on the basis of assessments administered after one year of program implementation. [source] Limits to Democratic Development in Civil Society and the State: The Case of Santo DomingoDEVELOPMENT AND CHANGE, Issue 1 2003Anne Marie Choup Some scholars see civil society as key to democratization of the political system. In this view, pressure from civil society forces democratization of the state. However, this disregards the fact that changes in civil society's behaviour require changes in political society , changes are reciprocal. The demand,making strategies of grassroots organizations in the Dominican Republic in 1999 provide a good example of this dynamic: the incomplete nature of the democratic transition (specifically, the persistence of paternalism and clientelism) constrained the democratic strategy choices of the civil society organizations. Just as democratization within political society is inconsistent and incomplete, so will be the demand,making strategies of the grassroots towards the state. The Dominican case is of particular interest as it illustrates the blend of personalized and institutionalized elements characteristic of democratic transition. [source] Applying the choice/no-choice methodology: the case of children's strategy use in spellingDEVELOPMENTAL SCIENCE, Issue 1 2002Patrick Lemaire The present study illustrates the usefulness of the choice/no-choice method to investigate age-related changes in children's strategies. This method enables independent assessments of strategy use and execution. It is applied in children's spelling strategies. Third- and fifth-grade children were asked to write down words using a dictionary or not (choice condition). Then, they were successively required to spell words using each strategy (no-choice condition). Performance showed that (a) strategy choices and accuracy differed in younger and older children, (b) strategy effectiveness was the strongest predictor of children's strategy use, and (c) having the choice resulted in higher level of spelling accuracy (especially in older children) than having no choice. We discuss the implications of these results on how the choice/no-choice method can be useful for understanding and investigating children's strategy choices in spelling and other cognitive domains. [source] Clinical Practice Guideline Implementation Strategy Patterns in Veterans Affairs Primary Care ClinicsHEALTH SERVICES RESEARCH, Issue 1p1 2007Sylvia J. Hysong Background. The Department of Veterans Affairs (VA) mandated the system-wide implementation of clinical practice guidelines (CPGs) in the mid-1990s, arming all facilities with basic resources to facilitate implementation; despite this resource allocation, significant variability still exists across VA facilities in implementation success. Objective. This study compares CPG implementation strategy patterns used by high and low performing primary care clinics in the VA. Research Design. Descriptive, cross-sectional study of a purposeful sample of six Veterans Affairs Medical Centers (VAMCs) with high and low performance on six CPGs. Subjects. One hundred and two employees (management, quality improvement, clinic personnel) involved with guideline implementation at each VAMC primary care clinic. Measures. Participants reported specific strategies used by their facility to implement guidelines in 1-hour semi-structured interviews. Facilities were classified as high or low performers based on their guideline adherence scores calculated through independently conducted chart reviews. Findings. High performing facilities (HPFs) (a) invested significantly in the implementation of the electronic medical record and locally adapting it to provider needs, (b) invested dedicated resources to guideline-related initiatives, and (c) exhibited a clear direction in their strategy choices. Low performing facilities exhibited (a) earlier stages of development for their electronic medical record, (b) reliance on preexisting resources for guideline implementation, with little local adaptation, and (c) no clear direction in their strategy choices. Conclusion. A multifaceted, yet targeted, strategic approach to guideline implementation emphasizing dedicated resources and local adaptation may result in more successful implementation and higher guideline adherence than relying on standardized resources and taxing preexisting channels. [source] The determinants of corporate political strategy in Chinese transitionJOURNAL OF PUBLIC AFFAIRS, Issue 4 2007Zhilong Tian Corporate political strategy (CPS) formulation in Chinese transition is an area with little empirical work. We fill this gap validly and the primary focus of this study is to examine the firm- and industry-level factors influencing Chinese firms' political strategy choice. Empirical support is found for the taxonomy of corporate political strategies in Chinese transition,that is direct participation strategy, financial incentive strategy, prolocutor strategy, institution innovation strategy, government association strategy and government involvement strategy. The results indicate that there is no consistently significant firm- and industry-level predictor of all six political strategies and we explore what determinants are related to each specific decision independently. We also verify the random effects of industry-level variables and our hypotheses are tested through using general evaluation equations (GEEs). Our study aims to be helpful to point managers toward both industrial environments and internal resources to consider when making appropriate political strategy choices and thus improve Chinese firms' strategy management level. Some implications of findings are also discussed finally. Copyright © 2007 John Wiley & Sons, Ltd. [source] The Use of Intermediate Sourcing StrategiesJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2001Kirk C. Heriot SUMMARY Much of the existing literature discusses vertical integration and competitive spot bidding as sourcing strategy choices, but often neglects intermediate sourcing strategies, such as taper integration and long-term supplier relationships. This exploratory study examines the extent to which firms use intermediate sourcing strategies, as opposed to the polar strategies, and attempts to improve our understanding of the sourcing choices available to manufacturing firms. Results from a sample of 209 plant managers indicate that firms use taper integration and long-term supplier relationships more frequently than vertical integration and competitive spot bidding. Further, the choice of a sourcing strategy was found to be dependent on the industry. [source] Politics and Economic Development: Why Governments Adopt Different Strategies to Induce Economic GrowthPOLICY STUDIES JOURNAL, Issue 2 2001Martin Sail This article assesses the forces that drive governments to engage in economic development activity and attempts to explain why communities adopt different strategies to bring about the common goal of economic well-being. I address this issue at the state policy level by assessing the relationship between economic development strategy and theories of policy adoption in a pooled times series analysis using indicators of interstate competition, fiscal stress, and state ideology collected between 1983 and 1994. I find that economic development strategy choices are largely a function of interjurisdictional competition. The implications of my findings are discussed. [source] Modifications in Children's Goals When Encountering Obstacles to Conflict ResolutionCHILD DEVELOPMENT, Issue 3 2005Wendy Troop-Gordon Previous studies have demonstrated that children's goals are associated with their success in peer relationships. The current study extends earlier findings by examining changes in children's goals during hypothetical conflicts. Participants were 252 children ages 9 to 12 years old (133 boys, 119 girls). As predicted, children's goals changed significantly when they encountered obstacles to conflict resolution, and these changes were predictive of their subsequent strategy choices. Both aggressive- and submissive-rejected children were more likely to evidence antisocial changes in their goals, including an increased desire to retaliate. They also showed reluctance to forego instrumental objectives. Other findings highlighted the need to investigate the combinations of goals children pursue as predictors of their strategies and the quality of their peer relationships. [source] | ||||||||||||||||