Showing papers by "John S. Edwards published in 2000"

Computer-based support for marketing strategy development

Abstract: Reports on an investigation of computer‐based support for developing marketing strategy. First, on the basis of a literature study, the nature of marketing strategy development is clarified. The needs for computer‐based support are identified. The status and underlying problems of existing computer‐based information systems for developing marketing strategy are then examined. Finally, a mail questionnaire survey on computer‐based support for developing marketing strategy is discussed. The major issues addressed in the survey were: managers’ needs for computer‐based support in developing marketing strategy; the current provision of computer‐based information systems; and the gaps between the identified needs and current provision. It is believed that this was the first study to use a large‐scale questionnaire survey to explore these issues. The findings provide important evidence and implications for both researchers and designers of computer‐based support for marketing strategy development.

An analysis of expert systems for business decision making at different levels and in different roles

Abstract: This paper begins by analysing decision making activities and information requirements at three organizational levels and the characteristics of expert systems (ESs) intended for the two different roles of supporting and replacing a decision maker. It goes on to review the evidence from many years of commercial use of ESs at different levels and in different roles, and to analyse the evidence obtained from a pilot experiment involving developing ESs to fulfil two different roles in the same domain. The research finds that ESs in a replacement role prove to be effective for operational and tactical decisions, but have limitations at the strategic level. ESs in a support role, as advisory systems, can help to make better decisions, but their effectiveness can only be fulfilled through their users. In the experiments, an expert advisory system did not save a user's time, contrary to the expectations of many of its users, but an ES in a replacement role did improve the efficiency of decision making. In addition, the knowledge bases of the ESs in the different roles need to be different. Finally, the practical implications of the experience gained from developing and testing two types of ESs are discussed.

How similar are human resource management practices in re‐engineered organisations?

Abstract: Extends earlier work on the relationship between business process re‐engineering (BPR) and human resource management (HRM). The previous work examined how closely HRM practices in organisations which had undergone BPR matched what the literature suggested. Presents the commonalities that emerged with respect to HRM practices as a “typical” pattern, and a “vertical analysis” is carried out to compare the individual organisations studied with this pattern. Ten of the 11 organisations are found to fit the typical pattern very well, but the 11th is substantially different; examines the reasons why this might be.

Was it good for them? Reflections on the use of MENTOR and changes in course design using general performance measures

Abstract: This paper considers the use of general performance measures in evaluating specific planning and design decisions in higher education and reflects on the students' learning process. Specifically, it concerns the use of the MENTOR multimedia computer aided learning package for helping students learn about OR as part of a general business degree. It includes the transfer of responsibility for a learning module to a new staff member and a change from a single tutor to a system involving multiple tutors. Student satisfaction measures, learning outcome measures and MENTOR usage patterns are examined in monitoring the effects of the changes in course delivery. The results raise some questions about the effectiveness of general performance measures in supporting specific decisions relating to course design and planning.

Group preference aggregation rules: The results of a comparative analysis with in situ data

Abstract: Committees are sometimes engaged in tasks concerned with establishing ranked priorities and rationing scarce resources. However there is no generally accepted approach to combining judgements from individual members of a committee to form a group consensus. There are issues concerned with the make-up of a committee, its size and history, and the procedures used to produce committee decisions. This article presents the results of an analysis of data from 28 separate committees engaged on an actual ranking task concerned with the selection of research proposals for public sector funding. This paper explores whether the ranked lists produced by the committees are influenced by the position of a particular proposal in the agenda, the financial value of the proposal, the scoring scale used by the committees, or an ‘out of line’ rating by a single committee member. The results suggest that the last two factors can have a significant effect on the ranked positions produced by the committees.