bluuebunny/crossref_metadata_2025_split huggingface dataset:
Between Identification and Documentation, ‘Autofiction’ and ‘Biopic’: The Lives of the RAF
Authors: Preece Julian 
Published: September 2003

AbstractSince the mid‐1970s the RAF has generated a variety of different forms of ‘life‐writing’, ranging from memoirs written by ex‐terrorists to autobiographical fiction by contemporaries which explores the interaction between an authorial narrator and a central terrorist character. Film‐makers, echoing novelists, have often focussed on the life of an individual terrorist. While the view that an individual's turning to the RAF or one of its related groupings could be explained through biographical experience has been discredited by the evidence now available, RAF memoirs are of limited value in other respects because their authors are unable to reflect critically on their past. In fiction (by writers such as Timm, Chotjewitz, and Demksi) and films (by von Trotta, Schlöndorff, and Conradt) which depict the first RAF generation it becomes clear that what is made of the life is more challenging than the life itself. The same appears true of the largely non‐fictional treatment of Ulrike Meinhof. Younger writers and playwrights (Dresen, Kuckart, Scholz, Loher) and film‐makers (Veiel), while struggling to make links between the recent past and the present, show much greater distance to the material, sometimes to the point of incorporating the points of view of the RAF 's opponents and victims. In addition to generational affiliation the gender of both author/film‐maker and particular terrorist subject also determines in unexpected ways the depiction of RAF lives.
Reading and Writing the Stasi File: on the Uses and Abuses of The File as (auto)biography
Authors: Lewis Alison 
Published: September 2003

AbstractThe opening of the Stasi files in 1992, made possible by the Stasi Documents Legislation, was an important symbolic act of reconciliation between victims and perpetrators. For victims, reading their file provided a means of re‐appropriating stolen aspects of their lives and rewriting their life histories. This article argues that the Stasi file itself can be viewed as a form of hostile biography, authored by an oppressive state apparatus, that constituted in GDR times an all‐powerful written ‘technology of power’. The analogy of secret police files to literary genres enables us to pose a number of questions about the current uses to which the files are being put by victims and perpetrators. Are victims and perpetrators making similar use of their Stasi file in the writing of their autobiographies? What happens when the secret police file is removed from its original bureaucratic context and ‘regime of truth’ and starts to circulate as literary artefact in new contexts, for instance, as part of victims’ and perpetrators’ autobiographies? How is the value of the Stasi file now being judged? Is the file being used principally in the services of truth and reconciliation, as originally intended in the legislation, or does it now circulate in ‘regimes of value’ that place a higher premium on accounts of perpetrators, as can be witnessed in the publication of the fictitious ‘autobiography’ of the notorious secret police informer, Sascha Anderson?
The dynamics of European party systems
Authors: Katz Richard S. , Rattinger Hans , Pedersen Mogens N. 
Published: September 2003

Nomination: Changing patterns of electoral volatility by Richard S. Katz, p.83 Nomination: To swing or not to swing by Hans Rattinger, p.86 Reflections: Dynamics of European party systems A catalyst for a discussion by Mogens N. Pedersen, p.93
A new political system
Authors: Lijphart Arend , Pasquino Gianfranco , Duverger Maurice 
Published: September 2003

Nomination: Trichotomy or dichotomy? by Arend Lijphart, p.125 Nomination: Semi–presidentialism: A political model at work by Gianfranco Pasquino, p.128 Reflections: The political system of the European Unionby Maurice Duverger, p.137
Equality: From Marxism to Liberalism (and Back Again)
Authors: Sypnowich Christine 
Published: September 2003

G. A. Cohen casts doubt on the extent to which Marxism can contribute to a theory of equality. This essay affirms Cohen's critique. The historical materialist approach to social change, the privileged role ascribed to the proletariat, and Marx's assumption that scarcity can be abolished: these three themes account for the impatience of classical Marxists with moral commitments and normative argument, an impatience which now seems utopian. Marx was wrong about how social change comes about, and that error made it very difficult for the goal of equality to be formulated, let alone realised. ‘The egalitarian turn’ in liberalism suggests that it is liberal political theory, not Marxism, which can inform debates about equality. The insistence on neutrality about the good in much left-liberal argument, however, has forestalled consideration of the kinds of lives to which human beings should aspire, something that must be considered if we are enable individuals to live well, as Marx understood with his critique of alienation. This paper argues that questions of human flourishing are essential to questions of equality, and that Marx's perfectionist vision of the equal society ought to be retrieved.
Individual differences, environmental scanning, innovation framing, and champion behavior: key predictors of project performance
Authors: Howell Jane M. , Sheab Christine M. 
Published: September 2003

Although increasing evidence points to the importance of champions for keeping product innovation ideas alive and thriving, little is known about how champions identify potential product innovation ideas, how they present these ideas to gain much needed support from key stakeholders, and their impact on innovation project performance over time. Jane M. Howell and Christine M. Shea address this knowledge gap by using measures of individual differences, environmental scanning, innovation framing and champion behavior to predict the performance of 47 product innovation projects.Champion behavior was defined as expressing confidence in the innovation, involving and motivating others to support the innovation, and persisting under adversity. Interviews with 47 champions were conducted to collect information about the innovation projects and the champions' tendency to frame the innovation as an opportunity or threat. Survey data were obtained from three sources: 47 champions provided information on their personal characteristics (locus of control and breadth of interest) and activities (environmental scanning), 47 division managers subjectively assessed project performance at two points in time, and 237 innovation team members rated the frequency of champion behavior.The results revealed that an internal locus of control orientation was positively related to framing the innovation as an opportunity, and breadth of interest was positively related to environmental scanning. Environmental scanning of documents and framing the innovation as a threat was negatively related to champion behavior, while environmental scanning through people was positively related to champion behavior. Champion behavior positively predicted project performance over a one‐year interval.Overall, the findings suggest that in scanning the environment for new ideas, the most effective source of information is the champion's personal network of people inside and outside the organization. Also, the simple labeling of an idea as a threat appears to diminish a champion's perceived influence and erode credibility in promoting an innovation. From the perspective of division managers, champions make a positive contribution to project performance over time, reinforcing the crucial role that champions play in new product development process.
How integrating industrial design in the product development process impacts on company performance
Authors: Gemser Gerda , Leenders Mark A. A. M. 
Published: September 2003

There is a growing belief that investing in industrial design is beneficial to company performance. This article sheds more light on how and when integrating industrial design in the product development process can enhance a company's competitive position. The basic premise is that the impact of industrial design on company performance is not unconditional, but dependent on industry evolution and design strategy. We opted to define industrial design in a general way, namely as the activity that transforms a set of product requirements into a configuration of materials, elements and components. This activity can have an impact on a product's appearance, user friendliness, ease of manufacture, efficient use of materials, functional performance, and so on.The empirical data incorporated in this study stems from two Dutch manufacturing industries, namely home furniture and precision instruments. Home furniture and precision instruments were selected because the strategy of integrating industrial design in the product development process is rather mature in the first‐named industry and emerging in the second. We collected data from firms investing considerably in industrial design (n = 23) and firms investing little to nothing in industrial design (n = 24), using a semistructured questionnaire that was administrated during face‐to‐face sessions with senior managers.Two out of the three research hypotheses were supported. It was found that the extent to which firms integrate industrial design in new product development projects has a significant and positive influence on company performance (Hla), in particular when the strategy of investing in industrial design is relatively new for the industry involved (Hlb). There was no systematic pattern indicating that design innovation is more important in industries where the use of design is mature than in industries where the use of design is emerging (H2). Instead, we found that design innovation has significant positive performance effects in both types of industries. One important managerial inference from our study is that new product development managers should consider the changing nature of competition during industry evolution while developing strategies that encompass the use of industrial design in new product development. Another important managerial inference is that, besides being innovative in the field of products, being innovative with respect to design and design strategy can help to enhance competitiveness regardless of industry evolution.
Perspectives on roadmaps: how organizations talk about the future
Authors: Kappel Thomas A. 
Published: September 2003

Roadmaps, in the traditional sense, are concerned mostly with space and position. In the way that industrial and public research institutions use the term, though, roadmaps reveal the time dimension of technological progress. The many and increasing applications of roadmaps have generated confusion about what they are for and what they accomplish amid the many tools and techniques of managing technology. Roadmapping is itself a trend, while it seeks to exploit the trends underlying technology. The practice has side effects, biases, and behavioral consequences that are often not visible to practitioners, and until now, were unexamined by researchers. This study provides an organizational perspective on roadmapping as currently practiced, presents the experience of several organizations that have implemented it, and evaluates the results.Using a case‐based, exploratory method the author addresses several practical questions, such as: What are the effects of roadmapping? How are they measured? Is roadmapping always appropriate? How would an organization know if it was roadmapping well? What are the various kinds of roadmaps and how do they relate to each other? In addition, some more general lessons about organizational behavior emerge from the case data. Cases were selected from several large industrial firms participating in a research consortium exploring the modern challenges and tools of technology management. These firms granted extensive access to the research team and actively participated in the analysis, demonstrating a unique and productive model of research collaboration between academic researchers and business practitioners.Central to an understanding of roadmapping behavior is noticing the tension between its dual nature. Roadmaps are both forecasts of what is possible or likely to happen, as well as plans that articulate a course of action. They are, in a sense, personal to their authors. Roadmaps can be used to align organizations in times of predictable change, but have limited insight into disruptive change. The most influential roadmaps originate as responses to perceived threats, and link the technical storyline to organizational and personal concerns. For those who would implement the technique, the article suggests practical ways to use these and other findings and offers basic definitions and vital questions for future research.
The impact of firm introductory strategies on consumers' perceptions of future product introductions and purchase decisions
Authors: Boonea Derrick S. , Lemonb Katherine N. , Staelin Richard 
Published: September 2003

In this research, we develop and test a model of the consumer's decision to immediately purchase a technologically advanced product or to delay such a purchase until a future generation of the product is released. We propose that for technologically advancing products, consumers consider both performance lag (how far behind am I now) and expected performance gain (how far ahead will I be if I wait to buy a future expected release) in their purchase decisions. Furthermore, we hypothesize that a firm's past product introductory strategy can significantly influence consumer perceptions of performance lag, performance gain, and the rate at which a product is advancing technologically. We also propose that these perceptions of lag, gain and rate of technological change influence purchase action and ultimately determine whether or not a consumer will delay or immediately purchase a firm's current technological offering.We investigate the above relationships by introducing a model of consumer purchase behavior that incorporates the effects of a firm's frequency and pattern of next generation product introduction, and test the impact of different introductory strategies on performance lag, gain, rate of change perceptions, and purchase action. In our first study we test our model in a monopolistic setting and show that, holding all else fixed, infrequent product upgrades and/or increasing intergenerational release times result in consumers perceiving larger performance lags and gains. We also show that, holding all else fixed, consumers with larger performance lags and/or gains are less likely to delay their purchases of the currently best available product. In our second study we test our model in a competitive setting and show that, holding all else fixed, a firm's past pattern of new product introduction can influence consumers' perceptions of the firm's product's rate of technological change. We also find that consumers are more likely to purchase products which they perceive to have higher rates of technological change.The key insight from this research is that firms have a strategic tool at their disposal that has been overlooked—the pattern of introduction of next generation products. Our findings suggest that a change in the frequency and/or pattern of introduction, in and of themselves, can influence consumers' perceptions of future product introductions, and ultimately influence their purchase actions. Specifically, we demonstrate that by better understanding consumers' purchase timing decisions, firms may be able to induce purchase on the basis of introductory frequency and pattern alone. Additionally, we demonstrate that by strategically managing consumer expectations of future product introductions, firms may be able to decrease the purchase likelihoods of competing products. Implications of our research and its application to the pattern and timing of preannouncements for new products are also explored.
Metrics thermostat⋆
Authors: Hauser John R. 
Published: September 2003

The explosion of information and information technology has led many firms to evolve a dispersed product development process with people and organizations spread throughout the world. To coordinate such dispersed processes a critical role of managers is to establish and foster a culture that implicitly rewards and motivates product development teams to perform against a set of strategic metrics such as customer satisfaction, time to market, defect reduction, or platform reuse. We focus on a practical method to fine‐tune a firm's relative emphasis on these metrics. In particular, we seek to advise a firm how to modify their emphasis on each metric in order to improve profits. We use a thermostat analogy based on an adaptive control feedback mechanism in which we estimate the incremental improvements in priorities that will increase profits. Iterations seek to maximize profits even if the environment is changing.In developing the metric thermostat we recognize that there are hundreds of detailed actions, such as the use of the house of quality and the use of robust design, among which the product development team must choose. We also recognize that team members will act in their own best interests to choose the actions that maximize their own implicit rewards as determined by the metrics. Management need not observe or dictate these detailed actions, but rather can control the process by establishing implicit weights on the metrics. The thermostat works by changing those implicit weights.We define the problem, introduce the adaptive control mechanism, modify “agency” theory to deal with incremental changes about an operating point, and derive methods that are practical and robust in light of the data that firms have available. Our methods include statistical estimation and internal surveys. The mathematics identify the critical few parameters that need be determined and highlight how to estimate them. Both the measures and the estimation are illustrated in an initial application to a large office‐equipment firm with $20 billion in revenue. The metrics thermostat suggests that this firm has about the right emphasis on time‐to‐market, but has overshot on platform reuse and has lost its focus on customer satisfaction. We describe how the firm reacted to the recommendations and changed its organization.
PERSPECTIVE: Creating a platform‐based approach for developing new services
Authors: Meyera Marc H. , DeToreb Arthur 
Published: September 2003

This article explores the design and renewal of services. We do this through the lens of methods and processes for developing product platforms for physical products. We first articulate principles for effectively developing next generation product lines using platform concepts, and illustrate these principles with examples drawn from computer and electronic products. These principles include creating new insights into a firm's market segmentation, understanding both the perceived and latent needs of users, and doing so for new as well as existing groups of customers. These platform principles also include the design and implementation of subsystems and interfaces that can be used across different products and across different product lines. Such subsystems and interfaces become the operational platforms for new product development purposes. An approach to platform‐centric organization design is also presented.We then make the extension to services by applying these principles to understand the innovations of a large international reinsurer. This company has resegmented its market to identify unfulfilled needs and growth opportunities. It also defined new service platforms, comprising operational activity areas that closely follow the value chain of how it wished to provide new reinsurance solutions to its customers. This reinsurer also had to organize differently to facilitate the development and deployment of the capabilities required for its new services. The analogies between these service innovations and those platform innovations of manufacturers are both clear and striking.We conclude by considering the difficulties faced by firms seeking to transition from a single product, nonplatform focused approach to new product development to the platform‐centric ones described here.
An experimental investigation of valuation change due to commonality in vertical product line extension
Authors: Kima Kilsun , Chhajed Dilip 
Published: September 2003

Commonality in product line design refers to using identical product features or modules in multiple products. The use of commonality in product line extensions is a growing practice in many industries. We consider vertical product line extensions to lower‐ and higher‐end products, and study the effects of identical feature levels on consumers' evaluation of original products. Using a between‐subject experimental design, we examine the effect of commonality using the bicycle as the example product. This experiment is then extended to eight different service and manufactured products. Results show that in many cases identical feature levels increase the perceived similarity between original and extension products. This influences the valuation of original products: valuation of the original low‐end product increases while valuation of the original high‐end product decreases. However, the amount of valuation change is not necessarily the same for the original low‐ and high‐end products. This valuation change occurs regardless of buyers' knowledge level of the product and is sometimes moderated by a large difference in a differentiated feature.This study suggests the importance of accounting for the demand‐side effect of commonality in product design decisions. Change in customers' valuation may call for an adjustment in price—the price of a high‐end product may have to be lowered due to valuation discount, and the price of a low‐end product could be raised to take advantage of valuation premium. This change in valuation does not occur for every feature in every product. Therefore, by properly selecting the features that are identical, a firm may be able to take advantage of valuation premium without sacrificing valuation discount and enjoy the economies of scale in manufacturing and logistics due to commonality.