Showing papers by "Chris Snijders published in 2013"
TL;DR: The findings show that, contrary to what is often assumed, the OSCM-professionals with more expertise do not use less information while assessing, nor are they faster, and the results show that specialized expertise Goes with increased certainty about the assessments, and general expertise goes with an increased use of intuitive judgment.
77 citations
TL;DR: In this article, the authors reanalyze and extend Boudon's [1974] model in which status attainment is modeled as a competitive process and use computer simulations to derive testable predictions from this model under different circumstances.
Abstract: The typical status attainment approach assumes a purely individual-level process, disregarding that individuals are interdependent because status positions are scarce. In line with arguments by Thurow [1975] and Coleman [1987] we reanalyze and extend Boudon's [1974] model in which status attainment is modeled as a competitive process. We use computer simulations to derive testable predictions from this model under different circumstances. In line with previous studies, we find that Boudon's assertion that mobility is not affected by educational inequality does not hold in all circumstances. Furthermore, we extend Boudon's model by allowing the distribution of jobs to shift upwards (in line with modernization arguments), and find that this has complex and counterintuitive effects on status inequality. We test the hypotheses that we derive from the simulation on comparative data. Although not all hypotheses are supported, the results do lend support to the notion that status attainment is indeed a competitive process.Copyright © 2013 by Societa editrice il Mulino,Bologna.
8 citations
TL;DR: The paper shows that using the customer value in addition to the existing value indicators in the organization has several advantages but also calls for future improvements to be adopted in practice.
Abstract: System architecture investments aim at improving the quality of the system in alignment with (current and future) business goals. While the costs of architecture changes are routinely calculated, identifying benefits of architecture changes and translating them to a monetary value has been a challenge in practice. Currently, architecture value estimation is largely based on cost-savings or on risk mitigation, without much reliance on potential customer benefits. This article reports on our experience in modeling the customer value and evaluating its potential use in choosing between different system architectures in two case studies conducted in an organization developing healthcare systems. To model the customer value, we exploit best practices in management and marketing. Management tools, in particular strategy maps and balanced scorecards, are used to identify customer-centric benefits caused by architecture design decisions. Furthermore, two marketing concepts, customer value-in-use and customer segments, are adopted to quantify the value of architecture changes for a single customer and multiple customers, respectively. The paper shows that using the customer value in addition to the existing value indicators in the organization has several advantages but also calls for future improvements to be adopted in practice.
5 citations