OpenLLM-France/wikimedia huggingface dataset:
# Handbook of Management Scales/Cross-functional integration
## Cross-functional integration
### Description

Zacharia & Mentzer’s (2004) and Daugherty et al.’s (2009) scales were used to measure cross-functional integration.

### Items

Please rate the extent to which the following items describe your logistics organization:
* Within our organization cross-functional work teams are extensively utilized for managing day-to-day operations.
* Within our organization, employees are encouraged to work together with colleagues from other functional areas.
* Managers in our organization are strongly encouraged to share information and provide input to other functional areas.
* Within our organization, employees from different functional areas are strongly encouraged to share resources.
* Managers across our organization work together in (informal) teams.
Items were measured with a 7-point Likert scale ranging from “1 = I strongly disagree” to “7 = I strongly agree”.

### Source

* Bühler/Wallenburg/Wieland (2016): Accounting for External Turbulence of Logistics Organizations via Performance Measurement Systems. Supply Chain Management: An International Journal, Vol. 21, No. 6

### Comments

The scale was used as a control. No reliability indicators were reported for this scale.

## Cross-functional integration (alpha = 0.94)
### Description

Although certain items of some scales were developed specifically for the Japanese context, many were derived from existing validated scales. Respondents answered all questions using a Likert-type scale ranging from 0 to 10; field research suggested that an 11-point scale was appropriate for studying Japanese management practices because a 100 percent grading system is used in most Japanese schools.

### Definition

Cross-functional integration in an new product development (NPD) project team refers to the magnitude of interaction and communication, the level of information sharing, the degree of coordination, and the extent of joint involvement across functions in specific NPD tasks.

### Items

To what extent does each statement listed below correctly describe this selected successful project? (0 = strongly disagree, 10 = strongly agree)
* The integration between R&D and manufacturing was very good for this selected project. (1.00)
* The integration between marketing and R&D was very good for this selected project. (0.86)
* The integration between marketing and manufacturing was very good for this selected project. (0.80)

### Source

* Song/Montoya-Weiss (2001): The Effect of Perceived Technological Uncertainty on Japanese New Product Development. Academy of Management Journal, Vol. 44, No. 1, pp. 61-80.

### Comments

This scale might be formative, because high integration between R&D and manufacturing doesn't necessarily correlate with high integration between marketing and manufacturing.
# Handbook of Management Scales/Coordination of decision making
## Coordination of decision making
### Items

* Generally speaking, everyone in the plant works well together.
* Departments in the plant communicate frequently with each other.
* Departments within the plant seem to be in constant conflict. (R)
* Management works well together on all important decisions.

### Source

* Flynn/Flynn (1999): Information-Processing Alternatives for Coping with Manufacturing Environment Complexity. Decision Sciences, Vol. 30, No. 4, pp. 1021-1052. Adapted from: Georgopoulous/Mann (1962).
# Handbook of Management Scales/Cost performance
## Cost performance (alpha = 0.817; composite reliability = 0.830; average variance extracted = 0.62)
### Description

Multi-item constructs served as variables for four performance measures of quality performance, delivery performance, flexibility performance and cost performance. Construct validity was given by satisfactory psychometric properties on content validity, unidimensionality, reliability, convergent and discriminant validity. The development and design of the survey instrument by an international group of senior researchers, as well as the grounding of each measurement item in empirical operations management literature, assured content validity.

### Items

Respondents were asked to indicate their performance relative to their competitors' performance on a number of dimensions, using a scale ranging from "far worse" (value = 1) to "far better" (value = 7).
* Direct manufacturing costs
* Total product costs
* Raw material costs

### Source

* Power et al. (2010): The cultural characteristic of individualism/collectivism: A comparative study of implications for investment in operations between emerging Asian and industrialized Western countries. Journal of Operations Management, Vol. 28, No. 3, pp. 206-222.

### Related scales

* Comparative organizational performance
* Delivery performance, flexibility performance, and quality performance
* Firm's financial performance over the past 5 years
* Performance
* Organizational performance: liquidity, profitability, growth, stock market performance
# Handbook of Management Scales/Credibility
## Credibility (alpha = 0.7862)
### Items

* Promises made to our supply chain members by our business unit are reliable.
* Our business unit is knowledgeable regarding our products and/or services when we are doing business with our supply chain members.
* Our business unit does not make false claims to our supply chain members.
* Our business unit is open in dealing with our supply chain members.

### Source

* Min/Mentzer (2004): Developing and measuring supply chain management concepts. Journal of Business Logistics, Vol. 25, No. 1, pp. 63-99.
# Handbook of Management Scales/Creative work-family management
## Creative work-family management (alpha = 0.86)
### Description

Drawing on social support theory and using data from two samples of lower wage workers, the authors develop and validate a measure of family supportive supervisor behaviors (FSSB). FSSB is conceptualized as a multidimensional superordinate construct with four subordinate dimensions: emotional support, instrumental support, role modeling behaviors, and creative work-family management. Results from multilevel confirmatory factor analyses and multilevel regression analyses provide evidence of construct, criterion-related, and incremental validity.

### Definition

Family supportive supervisor behaviors are defined as behaviors exhibited by supervisors that are supportive of families.
Creative work-family management is proactive and is defined as managerial-initiated actions to restructure work to facilitate employee effectiveness on and off the job.

### Items

* My supervisor thinks about how the work in my department can be organized to jointly benefit employees and the company.
* My supervisor asks for suggestions to make it easier for employees to balance work and nonwork demands.
* My supervisor is creative in reallocating job duties to help my department work better as a team.
* My supervisor is able to manage the department as a whole team to enable everyone’s needs to be met.

### Source

* Hammer et al. (2009): Development and Validation of a Multidimensional Measure of Family Supportive Supervisor Behaviors (FSSB). Journal of Management, Vol. 35, No. 4, pp. 837-856.
# Handbook of Management Scales/Cross-functional teams
## Cross-functional teams (alpha = 0.90)
### Description

The authors identify key constructs related to supply chain management. Based on a systematic instrument develop process, they develop a set of reliable, valid, and unidimensional measurement scales.

### Items

* We collocate employees to facilitate cross-functional integration. (0.52)
* We coordinate joint planning committees with our suppliers. (0.75)
* We promote task force teams with our suppliers. (0.84)
* We share ideas and information with our supplier through cross-functional teams. (0.80)
* We use supplier involved ad hoc teams based on our strategic objectives. (0.74)

### Source

* Chen/Paulraj (2004): Towards a theory of supply chain management: the constructs and measurements. Journal of Operations Management, Vol. 22, No. 2, pp. 119–150
# Handbook of Management Scales/Customer-oriented CSR
## Customer-oriented corporate social responsibility (CSR) (alpha = 0.86)
### Description

A multidimensional measure of corporate stakeholder responsibility (CStR) was developed and validated. Hereby, the authors conducted a series of analyses, including exploratory factor analyses, confirmatory factor analyses, and structural equation modeling to assess different types of validity of the proposed scale. The scale consists of six dimensions: community-oriented, natural environment-oriented, employee-oriented, supplier-oriented, customer-oriented, and shareholder-oriented CSR.

### Definition

Corporate stakeholder responsibility (CStR) is defined as “an organization’s context-specific actions and policies designed to enhance the welfare of various stakeholder groups by accounting for the triple bottom line of economic, social, and environmental performance”.

### Items

* Our company checks the quality of goods and/or services provided to customers. (0.83)
* Our company is helpful to customers and advises them about its products and/or services. (0.76)
* Our company respects its commitments to customers. (0.74)
* Our company invests in innovations which are to the advantage of customers. (0.71)
* Our company ensures that its products and/or services are accessible for all its customers. (0.69)

### Source

* El Akremi (201_): How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale. Journal of Management, Vol. _, No. _, pp. _–_

### Comments

This view on customer-oriented CSR relates to customer orientation in general and might, thus, be a bit too broad, as it does not specifically reflect CSR aspects. An alternative view could consider whether products could harm the customers, whether customers are enabled to get access to the visibility of the supply chain or whether the customers’ ecological and social are considered.
# Handbook of Management Scales/Coordination flexibility in employee skills and behaviors
## Coordination flexibility in employee skills and behaviors (alpha = 0.74 ... 0.86)
### Description

Based on a thorough scale development and validation process, the authors present a multidimensional measure of the HR flexibility construct. It includes five dimensions: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, and coordination flexibility in employee skills and behaviors.

### Definition

HR flexibility has been conceptualized by Wright and Snell (1998) as a firm-level capability consisting of (1) people who possess a variety of skills and behavioral repertoires and (2) the HR practices that can be used to effectively utilize those people to be responsive to changes in market demands, be adaptive, and be successful in a dynamic environment.
Coordination flexibility in employee skills reflects "how individuals with different skills can be redeployed quickly in the value chain" (Wright and Snell, 1998) and coordination flexibility in employee behaviors reflects "the degree to which the firm can acquire and deploy standard employees or contingent workers who possess the requisite variety of behavioral scripts and who are willing to apply those scripts in a variety of work activities" (Way et al., 201_). Both types were considered to form a single dimension of HR flexibility.

### Items

* Your firm can quickly assign new work activities to employees who possess the skills necessary to perform these activities. (0.68)
* Your firm cannot quickly reassign employees to a different job that requires different (e.g., greater) skills. (0.80)
* Your firm can effectively assign different work activities to employees who perform below the required level. (0.84)
* Your firm cannot effectively reassign employees to different jobs within your firm. (0.80)
Response options for each item range from 1 (strongly disagree) to 5 (strongly agree).
In Samples 2 to 4, item 2 and item 4 were reverse-scored (negatively-worded) items, whereas, in Samples 5 and 7 these items were positively worded; namely, cannot was replaced with can.

### Source

* Way et al. (2015): Validation of a Multidimensional HR Flexibility Measure. Journal of Management, Vol. 41, No. 4, pp. 1098–1131

### Comments

Due to the thoroughness of the scale development and validation process, the scales should be highly valid and reliable.

### Related Scales

* HR flexibility: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, coordination flexibility in employee skills and behaviors
# Handbook of Management Scales/Cross-functional product design
## Cross-functional product design (composite reliability = 0.81)
### Description

The authors identify improvement and innovation as two critical plant level capabilities. These capabilities are each conceptualized as a second-order factor and measured through a distinct bundle of routines. The following routines underlying improvement capabilities are identified: continuous improvement, process management, and leadership involvement in quality. The routines closely related to improvement capability are: search for new technologies, cross-functional product design, and processes and equipment development. The items to measure each routine were selected based on a review of the relevant literature. Items were included that have been used in prior studies. A panel of five academic researchers and managers with expertise in manufacturing operations reviewed each of the items.

### Definition

Cross-functional product development is a widely used method for involving different functional areas in new product/process development.

### Items

* Direct labor employees are involved to a great extent before introducing new products or making product changes.
* Manufacturing engineers are involved to a great extent before the introduction of new products.
* There is little involvement of manufacturing and quality people in the early design or products, before they reach the plant. (reverse-coded)
* We work in teams, with members from a variety of areas (marketing, manufacturing, etc.) to introduce new products.
* We have reduced the time to introduce products by designing product and process together.

### Source

* Peng et al. (2008): Linking routines to operations capabilities: A new perspective. Journal of Operations Management, Vol. 26, No. 6, pp. 730-748. Based on: Sakakibara et al. (1997).

### Related Scales

* Interfunctional design process
# How to program a computer if you are a child/Your turn

Here is the scenario of a little game I programmed when I was twelve or thirteen, a long time ago:
A variant is possible for two players who compete in the same room, each with his or her snake.
# How to use a Motorola DVR/Firewire

* How to use a Motorola DVR Identify | Connections | Setup | i-Guide | MSTV | Passport | Tivo | FireWire | Remote | Firmware/Software | Configuration | Bugs | Boot Errors | VOD Errors | Resets | Help

## Transferring Recorded or Live Programs to a Computer

The cable companies have not disabled the firewire output on the 6412 -- it was only intended to be used for connecting to D-VHS recorders. In the United States, the federal government (FCC) has ruled that the firewire output must be enabled. As a result, the firewire output will NOT display any IPG or DVR menus. This is the normal, expected behavior.
One can emulate a D-VHS recorder on a PC or Mac through various software programs. Note that a computer will not be able to emulate the copy protection scheme of a D-VHS recorder if 5C DTCP is enabled (on a per-channel or per-program basis). These resources have instructions:
* HowTO record via 1394/Firewire to WindowsXP
* ExDeus' STB Firewire Driver Package - Frequently updated for the newest STBs.
# How to program a computer if you are a child/Actors, sets and accessories

Each developer can create their own actors, their sets, their accessories, and more generally all the virtual beings that are used by computer programs. He or she can also give them to others and copy those of others, when authorized.
To create these virtual beings one writes the scenario of their construction. Such a scenario must contain all the details that say what they are.
To give and copy virtual beings, simply copy and paste the construction scenarios.

### Atoms of virtual beings: numbers

The construction technique is always the same because you do everything with numbers. They are like the atoms of virtual beings. That's why it's very important to know how to count well to program well, and if you progress in mathematics and science, it will be of great service to you, as a developer.
Even texts are constructed with numbers, because we code characters with numbers. A text is then only a sequence of numbers.
There are many techniques to code with numbers everything you see on the screen and what you hear. Sometimes you have to be a good scientist to know these techniques because they are quite sophisticated. You will not understand them if you do not study the sciences.
Some techniques are quite simple. For example the colors on your screen are coded with three small integers per point of the screen, called pixel. The first gives the amount of red, between 0, not at all red, and 255, the maximum red light. The second number does the same for green light, and the third for blue light. In this way computers can display all photographs, all films, all drawings, treating them as series of numbers.
For developers is true this formula of Pythagoras, all is number.
Historical note: Pythagoras is one of the first among the mathematicians and philosophers who left their name in history, about 2500 years ago. You will learn at school, if you have not already done so, the theorem of Pythagoras, like the Greek children in Athens, in the days of Plato and Aristotle, also two great scholars. Pythagoras had noticed that a triangle whose sides are 3, 4 and 5 length units has a right angle between the first two sides. He had also noticed that 3*3 + 4*4 = 9 + 16 = 25 = 5*5. And he understood that it was a general truth: if a triangle has sides that make X, Y and Z units length, the angle between the first two sides is right if and only if X*X + Y*Y = Z*Z.
How to program a computer if you are a child/Your turn
# How to use a Motorola DVR

* How to use a Motorola DVR Identify | Connections | Setup | i-Guide | MSTV | Passport | Tivo | FireWire | Remote | Firmware/Software | Configuration | Bugs | Boot Errors | VOD Errors | Resets | Help
This is a book on using a Motorola DVR.
There are several different DVR models from Motorola. The major models include:
Most of the software features, such as iGuide usage, will be the same for any Motorola DCT- or DCH-series cable box, and even many non-Motorola cable boxes. Besides the i-Guide, in late 2007, Comcast added a Tivo software option after signing a deal with the widely popular DVR service, on the heels of Tivo being dropped by satellite programming provider DirecTV, in 2006.
In the United States, the Motorola DVR is usually owned by the cable company and rented to cable subscribers.
In Canada, the Motorola DVR is usually owned by the subscriber, purchased from their cable company or retail outlets such as Future Shop and Best Buy.

## Major sections

* Identifying your model - How to tell which model DVR you have
* Connections - How to connect the DVR to your home entertainment system
* Setup - How to configure the DVR for your TV
* On-screen interface
** Using i-Guide - How to use i-Guide software
** Using Microsoft TV: Foundation Edition - How to use Microsoft's TV software
** Using Passport Echo - How to use Passport Echo software
** Using Tivo - How to use Tivo software
* Programming the Remote - How to use and program the remote control
* Firewire - How to use the Firewire/IEEE1394/i.Link port
* Firmware and Software - Past and present Firmware and Software version information
* Configuration - Advanced configuration information
* Bugs - Known bugs
* Boot Error Codes - Ebxx codes displayed if the DVR has a problem
* Resets - Procedures to reset the DVR (Use at your own risk!!!)
* Online help - Links to web sites with manuals, forums, etc..

### Original Wikipedia Entry

The initial version of this book was based on the Wikipedia article, Motorola 6412, authored by various Wikipedia contributors.
That Wikipedia page was based on (and quoted liberally from) a post by frankz1 from the AVS Forum discussion of the 6412. Aerotive, Andyross, Bluebot, CStyle, Darkcity, Enzo Aquarius, ExDeus, FredipusRex, Gaius Cornelius, GeoWorm, Jaerune, Microbiojen, Mrhsean, Neilc, K1Bond007, Paul August, Pepper2000, Rackroth, Rlw, Tnikkel And many others only listed by IP address (if you register, you can be known by name!).

### Contributors

* Andy Ross
* Ex Deus
* DCT Goddess
* cypherx
* ↑ http://www.motorola.com/mediacenter/news/detail.jsp?globalObjectId=9066_8995_23 Motorola Delivers Enhanced Viewing Experiences and More HD Content with Next-Generation DVR Set-Tops
# How to program a computer if you are a child/The master of the machine

The machine, the computer, is your faithful and devoted servant. It will always do what you tell it to do. It will never contest, unless you ask. It obeys the finger and the eye. You are the master, the creator, the author, the developer. We call ourselves like this among programmers, because we all together develop applications that make computers useful and enjoyable.
You do what you want with the machine. All you have to know is how to give it orders, to tell it what it ought to do, and it always obeys.
Programming means giving orders to the machine.
Never believe that you must obey the machine. It's the contrary.
The machine will not always understand what you tell it to do. It's up to you to learn how to make yourself understood.
To learn how to be the master of the machine, it is best to copy the others. Imitate them. Learn to do like them. From there you can do whatever you want.
For the developers, it is very easy to imitate the others: you copy their program, the text they write to control the machine, you paste it in your own pages, and you modify it, to have fun, or to do serious work.
Next page: Write a scenario
# How to program a computer if you are a child/Write a scenario

Writing a program is like writing a scenario, but rather the scenario of a video game than that of a movie. In movies, there is usually only one story, which takes place in successive stages from beginning to end, as in life. In video games, the story is not written in advance. Each player gets a new movie each time he or she starts a game.
Cinema films, except those made in synthetic images, must be shot with real actors once the scenario is written. For your programs, ie your scenarios, the machine will create the actors, the sets and the accessories, that is to say everything that appears on the screen, the following page explains to you how. It is also the machine that will take care of the shooting. You only have to write the script.
Next page: Actors, sets and accessories