bluuebunny/crossref_metadata_2025_split huggingface dataset:
Global Minimization of a Linearly Constrained Concave Function by Partition of Feasible Domain
Authors: Rosen J. B. 
Published: October 2008

The problem of minimizing a concave function subject to linear inequality constraints may have many local solutions. Therefore, finding the global constrained minimum is a computationally difficult problem. A computational method is described which finds the global minimum of a smooth concave function over a polyhedron in Rn. The feasible domain is partitioned into a rectangular domain, which can be excluded from further consideration, and r ≤ 2n subdomains, at least one of which contains the global minimum. A known algorithm can be applied sequentially (or in parallel) to each of these r subdomains to compute the global minimum. A method is also presented (Appendix B) for the construction of nontrivial test problems for which the global minimum point is known. Given an arbitrary polyhedron and a selected vertex, it is shown how to determine a concave quadratic function (generally with many local minima) with its global minimum at the selected vertex.
Instantaneous Control of Brownian Motion
Authors: Harrison J. Michael , Taksar Michael I. 
Published: October 2008

A controller continuously monitors a storage system, such as an inventory or bank account, whose content Z = {Zt,t≥0} fluctuates as a (μ, σ2) Brownian motion in the absence of control. Holding costs are incurred continuously at rate h(Zt). At any time, the controller may instantaneously increase the content of the system, incurring a proportional cost of r times the size of the increase, or decrease the content at a cost of l times the size of the decrease. We consider the case where h is convex on a finite interval [α, β] and h = ∞ outside this interval. The objective is to minimize the expected discounted sum of holding costs and control costs over an infinite planning horizon. It is shown that there exists an optimal control limit policy, characterized by two parameters a and b (α ≤ a < b ≤ β). Roughly speaking, this policy exerts the minimum amounts of control sufficient to keep Zt ∈ [a, b] for all t ≥ 0. Put another way, the optimal control limit policy imposes on Z a lower reflecting barrier at a and an upper reflecting barrier at b. The optimality of a particular control limit policy is proved directly, with heavy reliance on the change of variable formula for semimartingales. We do not give a full-blown algorithm for construction of the optimal control limits, but a computational scheme could easily be developed from our constructive proof of existence.
Constrained Undiscounted Stochastic Dynamic Programming
Authors: Hordijk A. , Kallenberg L. C. M. 
Published: October 2008

In this paper we investigate the computation of optimal policies in constrained discrete stochastic dynamic programming with the average reward as utility function. The state-space and action-sets are assumed to be finite. Constraints which are linear functions of the state-action frequencies are allowed. In the general multichain case, an optimal policy will be a randomized nonstationary policy. An algorithm to compute such an optimal policy is presented. Furthermore, sufficient conditions for optimal policies to be stationary are derived. There are many applications for constrained undiscounted stochastic dynamic programming, e.g., in multiple objective Markovian decision models.
On Stationary Strategies in Countable State Total Reward Markov Decision Processes
Authors: van der Wal Jan 
Published: October 2008

This paper deals with total reward Markov decision processes with countable state space. Various partial results from the literature are connected and extended in the following theorem. If in each state where the value is nonpositive a conserving action exists then there exists a stationary strategy f which is uniformly nearly optimal in the following sense: v(f) ≥ v* − ϵu*, where u* is the value of the problem if only the positive rewards are counted. Further, the following result is established: if an optimal strategy exists then also an optimal stationary strategy exists.
Successive Approximation Methods for Solving Nested Functional Equations in Markov Decision Problems
Authors: Federgruen Awi , Schweitzer Paul J. 
Published: October 2008

This paper presents a successive approximation method for solving systems of nested functional equations which arise, e.g., when considering Markov renewal programs in which policies that are maximal gain or optimal under more selective discount—and average overtaking optimality criteria are to be found. In particular, a successive approximation method is given to find the optimal bias vector and bias-optimal policies. Applications with respect to a number of additional stochastic control models are pointed out. Our method is based on systems of simultaneously generated (single-equation) value-iteration schemes.
Variable Dimension Complexes Part I: Basic Theory
Authors: Freund Robert M. 
Published: October 2008

Over the past several years, much attention in the field of simplicial pivoting algorithms has been focused on the new class of variable-dimension algorithms, wherein the sequence of simplices generated varies in dimension. This study is aimed at the combinatorial nature of variable-dimension algorithms. In Part I, we introduce the notion of a V-complex, short for variable-dimension complex. We show that when a labelling function is introduced on a V-complex, certain path-following properties arise. The main result of Part I is a characterization of paths on a labelled V-complex. Part II of this study uses the path-following theory of labelled V-complexes developed in Part I to provide constructive algorithmic proofs of a variety of combinatorial lemmas in topology. We demonstrate two new dual lemmas on the n-dimensional cube, and use a generalized Sperner lemma to prove a generalization of the Knaster–Kuratowski–Mazurkiewicz covering lemma on the simplex. We also show that Tucker's lemma can be derived directly from the Borsuk–Ulam theorem. We report the interrelationships between these results, Brouwer's fixed point theorem, and the existence of stationary points on the simplex.
Allocating Fibers in Cable Manufacturing
Authors: Adelman Daniel , Nemhauser George L. , Padron Mario , Stubbs Robert , Pandit Ram 
Published: October 2008

We study the problem of allocating stocked fibers to made-to-order cables with the goals of satisfying due dates and reducing the costs of scrap, setup, and fiber circulation. These goals are achieved by generating remnant fibers either long enough to satisfy future orders or short enough to scrap with little waste. They are also achieved by manufacturing concatenations, in which multiple cable orders are satisfied by the production of a single cable that is afterwards cut into the constituent cables ordered. We use a function that values fibers according to length, and which can be viewed as an approximation to the optimal value function of an underlying dynamic programming problem. The daily policy that arises under this approximation is an integer program with a simple linear objective function that uses changes in fiber value to take into account the multi-period consequences of decisions. We describe our successful implementation of this integer program in the factory, summarizing our computational experience as well as realized operational improvements.
Fill-Rate Bottlenecks in Production-Inventory Networks
Authors: Glasserman Paul , Wang Yashan 
Published: October 2008

The bottleneck in a production-inventory network is commonly taken to be the facility that most limits flow through the network and thus the most highly utilized facility. A further connotation of “bottleneck,” however, is the facility that most constrains system-wide performance or the facility at which additional resources would have the greatest impact. Adopting this broader sense of the term, we look for fill-rate bottlenecks: facilities in a production-inventory network that most constrain the system-wide fill rate (the proportion of demands filled within a fixed delivery leadtime) or facilities at which either additional production capacity or additional inventory would have the greatest impact on the fill rate. We consider systems in which various components are produced through a series of stages holding intermediate inventories and are then assembled into finished goods to meet external demands. With each station in the network we associate precise measures of the station's propensity to constrain the fill rate. We call a station with a minimal measure a fill-rate bottleneck and justify this label both theoretically and numerically. Examples show that even the least utilized facility can be a fill-rate bottleneck. Unlike utilization, our bottleneck criteria capture information about process variability.
Addendum to “A Single-Item Inventory Model for a Nonstationary Demand Process”
Authors: Graves Stephen C. 
Published: October 2008

In preparing a review I recently discovered an important reference for a key result in Graves (1999). Wecker (1979) had previously derived the variance for demand over a deterministic lead-time for an IMA (0, 1, 1) demand process. I develop effectively the same result, given as Equation (8) in Graves (1999). I state this as the variance of the inventory random variable for an inventory system that is subject to an IMA (0, 1, 1) demand process, a deterministic replenishment lead-time and an adaptive base-stock control policy given by (7). But given these assumptions, the variance of the inventory is the same as the variance of the demand over the lead-time. Although the Wecker manuscript has not been published, Eppen and Martin (1988) reference it and use the key result as part of their research.
The Bigman Metaphor for Entrepreneurship: A “Library Tale” with Morals on Alternatives for Further Research
Authors: Stewart Alex 
Published: October 2008

Melanesian Bigmanship (a meritocratic, enacted career of political-economic leadership) is recounted as an anthropological metaphor for entrepreneurship. This “library tale” has two purposes. The first is a demonstration of conceptual uses of ethnographies for developing grounded theory. Propositions are generated on entrepreneurial orientations and opportunity structures. Opportunities are seen to arise in the creation of linkages between spheres of exchange, or fields in which an object exchanges at different values. Entrepreneurial tactics, such as converting between spheres, call for skills in informal planning, astute use of timing, and networking. These “tactical” skills coexist with “moral” skills, in persuasiveness, the manipulation of norms, and recognition of culturally specific opportunities. The entrepreneur's acts thus create a dialectic of moral (normatively approved) and tactical (instrumentally enacted) changes. The second purpose is a demonstration of methodological implications of ethnographies. Library tales are helpful in the process of “constant comparison” (Glaser and Strauss 1967), by augmenting available, within-site observations with other sources of insight, and of potential disconfirmation of emerging ideas. However, there are limits to the “translation” of library tales. There thus arises a need for observations tailored to specific comparative questions. Multiple site case replication research is suggested for tailoring observations to synchronic, comparative uses. Processual, continuous contextual analysis is suggested for diachronic, intensive followups to such questions as the relationships amongst constraints and individual agency.
Impact of CEO Succession in Japanese Companies: A Coevolutionary Perspective
Authors: Sakano Tomoaki , Lewin Arie Y. 
Published: October 2008

In this paper, we set out to investigate whether strategic leadership matters at a moment in the life cycle of the firm when a change is made in the top leadership. By far, most of the conceptual and empirical literature on the consequences of CEO succession involves United States companies. Therefore, in this paper, we set out to investigate the impact of CEO succession on strategic and organizational changes in Japanese companies.The empirical study consisted of a matched control group design involving 81 Japanese companies experiencing a CEO succession event and 81 companies with continuity of their CEO leadership. The results of the study can be summarized as follows. Overall CEO succession was not associated with radical strategic and organization changes. Japanese companies did engage in evolutionary organization and strategic adaptations during the five year period of the study but independent of CEO succession. The governance structure moderates organization changes (independent of CEO succession) in particular when the firm was affiliated with a main bank and the firm was experiencing severe financial pressure.
Organizing Work by Adaptation
Authors: Hutchins Edwin 
Published: October 2008

Common sense suggests that work is organized in accordance with plans that are created by designers who reflect on the work setting and manipulate representations of the work process in order to determine new and efficient organizational structures. Or, even if “outside” designers are not involved, the reorganization of work is normally attributed to the conscious reflection by members of the work group itself. A detailed examination of the response of a real-world group to a sudden and unexpected change in its informational environment shows that these common sense assumptions may be quite misleading. While entering a harbor, a large ship suffered an engineering breakdown that disabled an important piece of navigational equipment. This paper considers the response of the ship's navigation team to the changed task demands imposed by the loss of this equipment. Following a rather chaotic search of the space of computational and social organizational alternatives, the team arrived at a new stable work configuration. In retrospect, this solution appears to be just the sort of solution we would hope designers could produce However, while some aspects of the response appear to be the products of conscious reflection, others, particularly those concerning the division of cognitive labor, are shown to arise without reflection from adaptations by individuals to what appear to them as local task demands. It is argued that while the participants may have represented and thus learned the solution after it came into being, the solution was clearly discovered by the organization itself before it was discovered by any of the participants.
Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology
Authors: Kogut Bruce , Zander Udo 
Published: October 2008

How should we understand why firms exist? A prevailing view has been that they serve to keep in check the transaction costs arising from the self-interested motivations of individuals. We develop in this article the argument that what firms do better than markets is the sharing and transfer of the knowledge of individuals and groups within an organization. This knowledge consists of information (e.g., who knows what) and of know-how (e.g., how to organize a research team). What is central to our argument is that knowledge is held by individuals, but is also expressed in regularities by which members cooperate in a social community (i.e., group, organization, or network). If knowledge is only held at the individual level, then firms could change simply by employee turnover. Because we know that hiring new workers is not equivalent to changing the skills of a firm, an analysis of what firms can do must understand knowledge as embedded in the organizing principles by which people cooperate within organizations. Based on this discussion, a paradox is identified: efforts by a firm to grow by the replication of its technology enhances the potential for imitation. By considering how firms can deter imitation by innovation, we develop a more dynamic view of how firms create new knowledge. We build up this dynamic perspective by suggesting that firms learn new skills by recombining their current capabilities. Because new ways of cooperating cannot be easily acquired, growth occurs by building on the social relationships that currently exist in a firm. What a firm has done before tends to predict what it can do in the future. In this sense, the cumulative knowledge of the firm provides options to expand in new but uncertain markets in the future. We discuss at length the example of the make/buy decision and propose several testable hypotheses regarding the boundaries of the firm, without appealing to the notion of “opportunism.”
Strategies for Exploiting Technological Innovations: When and When Not to License
Authors: Hill Charles W. L. 
Published: October 2008

Given the limits of the patent systems, an innovating firm faces a difficult strategic conundrum: should it license its new technology to competitors or not? If the innovating firm does not license its new technology, competitors may quickly develop their own, possibly better, version of the technology. On the other hand, if imitation of the new technology is difficult, by denying its technology to competitors the innovating firm may be able to establish a competitive advantage. If the innovating firm does license its new technology to competitors, it runs the risk of losing control over that technology (of giving away its competitive advantage to competitors). On the other hand, if competitors are able to rapidly imitate the new technology anyway, by licensing its technology the innovating firm may ensure that its version of the technology becomes the dominant design in an industry. Moreover, the innovating firm will receive royalty payments in this scenario. Given these different scenarios, what should an innovating firm do? In this paper a theoretical framework is constructed that identifies the factors that influence an innovating firm's choice between licensing and not licensing. This suggests that the speed of imitation, the extent of first mover advantages, and the transaction costs of licensing play a major role in determining the appropriate choice.
Toward a Political Framework for Flexible Management of Decline
Authors: Rosenblatt Zehava , Rogers Kathryn S. , Nord Walter R. 
Published: October 2008

Research on organizational decline suggests that some organizations cope with decline by becoming more rigid, while others become more flexible and risk taking. Few studies have examined the specific managerial activities that lead to the more flexible course. This study reanalyzes a case of organizational decline in a small midwestern school district that coped successfully by implementing a carefully structured participation process. Administrative leaders in the district, in particular the superintendent, “opened a conversation” through a carefully arranged and supported task force with a broad group of citizens, staff, teachers and students about the goals and priorities of the district. The citizens' committee efforts continued for six months and resulted in a strong consensus for action (a tax levy, closing a school, restatement of program priorities and staff rollbacks). The case points to managerial actions that other organizations could follow to remain flexible and vitalized during decline. Critical steps included: shaping the perceptual fields of participants through information and disclosure in order to help participants recognize a serious and urgent problem without introducing crisis; careful management and operational support of task formats for broadened participation, with minimal influence on the substance of their recommendations; leadership through coaching of submanagers who facilitated the process indirectly; anticipating and dealing directly with conflicts by balancing views and channeling different interests into shared governance opportunities where heterogeneity was valued and institutional knowledge could be gained. The authors advance a political model, based on management as a process of governance, to explain how the leadership in this organization conceptualized its role. Management acted as a steward for decisions about organizational goals and legitimacy that others would make. By surrendering the power to shape reality for others and instead allowing them through discourse to establish a coherent policy out of heterogeneity, the superintendent created commitment to the organization during a time of stress and eventually a robust consensus which became the basis for action. A model of shared governance that was in harmony with the community's history and values and that reflected the superintendent's personal philosophy was implemented through specific activities. The shared governance model provides a unified conceptual explanation for why the superintendent acted as he did, and it highlights the specific functions managers might perform if the organization is to respond flexibly during decline. The political interpretation extends and refines current theoretical models of organizational decline processes and suggests approaches that are potentially applicable to other organizations.
Partner Nationality and the Structure-Performance Relationship in Strategic Alliances
Authors: Parkhe Arvind 
Published: October 2008

The dramatic growth of global strategic alliances between firms is fundamentally reshaping the nature of international business, Indeed, interfirm cooperation has become a crucial component of the pursuit of global competitive advantage. Yet such alliances are enormously complex to manage successfully, in part because of the opportunity and incentive to cheat, and profit at the partner's expense, that is an inescapable part of these relationships. Consequently, strategic alliances are frequently subject to high instability, poor performance, and premature dissolution. Thus, an important question arises: Is it possible to promote more stable cooperation and higher alliance performance through a realignment of companies' incentives? This question is addressed empirically in the present paper using recent work in game theory, which suggests that high performance is linked to specific elements of the alliance structure. Further, this study applies insights from international business literature, suggesting that alliance partners from different countries are often characterized by sharp cultural, national, and organizational differences, to test this linkage in an international context. The study's data strongly support the hypothesis that alliance performance is linked to alliance structure. This finding has broad implications both for managers and management scholars, in suggesting that “up front” attention to alliance structure may help arrest the high failure rates, and improve alliance stability and performance levels. However, the data also support the hypothesis that the linkage between structure and performance varies by partner nationality. This finding points to the need for: (a) systematic assessment of salient characteristics of potential international partners; (b) development of programs to effectively deal with important differences between partner firms; and (c) attention to different key alliance structure dimensions, depending upon partner nationality. Finally, this study shows game theory to provide an extremely useful perspective in understanding crucial aspects of strategic alliances, although in the analysis of cross-border strategic alliances, the perspective must be enriched by an appreciation of interfirm diversity.