A News Publication of the Decision Sciences Institute Decision Line Vol. 41, No. 4 July 2010

PRESIDENT’S LETTER Inside This Issue FEATURES Transition and From the Editor. Decision Line Editor Krishna S. Dhir provides an overview of 41(4) feature articles. 3 Transformation Feature Article. “Statistics in B Schools: Millstone or Cornerstone?” by J. Keith Ord, Georgetown by G. Keong Leong, President, DSI University. 4 International Issues. “Arriving at Consensus he summer is upon us. Many will take the opportunity to in Global Business: Globalization Meets recharge their system, work on their research, or travel. In Multiculturalism,” by Christyne J. Vachon, 8 Tmy last letter the focus was on the board objectives for the Northeastern University. coming year. One of the objectives was to continue to look for ad- E-Commerce. “Continually Emerging Technologies: ditional opportunities to grow internationally. The Asia Pacific DSI Will the iPad Really Change the Way We Live and 11 was the first international region of the Institute and was formed Work?” by Kenneth E. Kendall, Rutgers University. in the mid-1990s. After that we added the Mexico and India Sub- The Dean’s Perspective. “Family Matters: Continent regions. The latest addition to the DSI family is the Explaining Asian Capitalism’s Distinct Nature,” by Arvind V. Phatak and Amandeep Sandhu, European region. I would like to document the formation of the Temple University. 14 European region so we can better understand and appreciate the From the Bookshelf. “Managing for Quality and contribution made by so many members. Performance Excellence,” book review by The wheels started turning in the summer of 2009 when Amit Mitra, Auburn University. 17 a group of European scholars including Chris Voss (London Business School, U.K.), Christine Harland (University of Bath, SPECIAL REPORTS U.K.), Richard Pibernik (EBS, Germany), Constantin Blome (EBS, Germany), Gyula Vastag (Corvinus University, Hungary), Decision Sciences Journal Update 24 Jan Arlbjorn (Southern Denmark University, Denmark), Marc Sachon (IESEA, Spain), Paolo Barbieri (University of Bologna, 2010 Program Chair’s Message 28 Italy), Alesandro Ancarani (University of Udine, Italy), and Frank Moreax (University of Rennes, France) met with mem- 2010 Doctoral Student Consortium 29 bers of the DSI Board (Ram Narasimhan, Norma Harrison, Carol Latta, and me). We were on our way to attend the Inter- 2010 New Faculty Development 32 national DSI meeting in Nancy, France. It was an opportune time to start the process of forming the European region of DSI Job Placement Center 35 the Institute. Ram was responsible for seeking out interested European scholars to attend the meeting in Paris. As a result of 2010-11 DSI Committees 37 the meeting, a task force comprising of five scholars, Richard Pibernik, Constantin Blome, Marc Sachon, Gyula Vastag, and DEPARTMENTS Jan Arlbjorn, was formed to work on the constitution and by- laws of EDSI. Names in the News 20 I was fortunate to be able to attend the inaugural meeting of the European region in Barcelona, Spain, this year. Marc Sachon was Announcements 27 the program chair, and he was well supported by Gyula Vastag, Marketplace 39

See PRESIDENT’S LETTER, page 36 2010-2011 Decision Sciences Institute Officers President G. Keong Leong, University of Nevada-Las Vegas Decision Line President Elect Krishna S. Dhir, Berry College DECISION LINE is published five times a year by the Decision Sciences Past-President Ram Narasimhan, Michigan State University Institute to provide a medium of communication and a forum for expres- Vice Presidents sion by its members, and to provide for dialogue among academic and Kenneth K. Boyer, The Ohio State University practitioner members in the discipline. For more information about the Thomas Y. Choi, Arizona State University Institute, please call 404-413-7710. Jatinder (Jeet) N. D. Gupta, The University of Alabama-Huntsville Norma J. Harrison, CEIBS News Items: Send your news items and announcements to the editor Richard L. Jenson, Utah State University at the address below. Thomas W. Jones, University of Arkansas-Fayetteville Vijay R. 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2 Decision Line, July 2010 FROM THE EDITOR

n KRISHNA S. DHIR, Editor, Berry College

n my last editorial column, I com- and slight differences in culture affect the mented on the redeeming impact ability of business people to arrive at con- Ion the society of a single person sensus with their foreign counterparts.” making the right decision. Our times She offers specific dimensions of interac- demand introspection by teachers and tions to suggest ways of improving the practitioners of decision sciences. In a efficiency of arriving at “intercultural recent Bloomberg Businessweek interview, consensus.” Dean Nitin Nohria of Harvard Business Ken Kendall of Rutgers University, School acknowledged that along with the feature editor of the E-Commerce society’s trust in business, its confidence column, loved his iPhone. Then came in business education, too, was shaken. the iPad! He explores whether the iPad Nassim Taleb, the author of The Black will really change the way we live and Swan, is more scathing: “Humans can work. Read the article to discover his be extremely rational in ordinary cir- conclusions. cumstances. The minute you give them In the Deans’ Perspective feature an MBA, though, they start using these column, Arvind Phatak and Amandeep forecasts and these financial tools in ways Sandhu, both of Temple University, that contradict their own behavior.” The describe the distinct nature of Asian students of decision sciences need to be capitalism. They observe that “in Western taught more than how to use the various capitalism when a company moves to mathematical and financial tools and a purely impersonal management, it is techniques. It is essential to instill in them defined as mature.” The Western com- a philosophy and an intuitive sense that mentators attributed the Asian crisis of informs humane decision making. We 1997 to the “close connections between could begin with incorporating elements business families and the state.” Yet, of humanities into our research agenda. today “when most economic growth is In the President’s Letter, Keong forecast to come from emerging Asia, Leong of the University of Nevada Las family-based capitalism of Asia is being Vegas describes what the Institute is do- reconsidered in a new light.” ing to become a global organization. For In the Bookshelf column, Amit Mitra Krishna S. Dhir is the Henry Gund Professor instance, he describes the formation of the of Auburn University brings us his take of Management at Berry Col- latest addition to the DSI family, the Euro- on Managing for Quality and Performance lege in Mount Berry, Georgia. pean Decision Sciences Institute. He also Excellence, authored by James Evans and He earned his PhD from describes how the Institute accommodates William Lindsay. the University of Colorado members from around the world. We hope you will enjoy the news and at Boulder, MBA from the University of Hawaii, MS in The collection of essays offered in views presented in this issue. We look Chemical Engineering from this issue begins with a feature article by forward to hearing from you. Happy Michigan State University, and a BTech from Keith Ord of Georgetown University. In reading! n the Indian Institute of Technology – Bombay. He this article, he discusses the challenges has published in numerous journals, including of teaching statistics. He points out that Applied Mathematical Modeling, Corporate Communications: An International Journal, “the first statistics course is typically Decision Sciences, IEEE Transactions on En- taken before any of the functional area gineering Management, International Journal courses, except possibly accounting.” He of the Sociology of Language, and Journal of explains why statistics is “the Rodney Information and Optimization Sciences. He has Dangerfield of business school,” and sug- received various DSI awards, including Dennis E. Grawoig Distinguished Service Award in 2008, gests how we might rejuvenate its role WDSI’s Jimmy D. Barnes Distinguished Service in the business administration research Award in 2009, Best Theoretical/Empirical Re- and curriculum. search Paper Award at the 1993 Annual Meeting In her essay, “Arriving by Consensus in Washington, DC, and Best Application Paper in Global Business,” presented here in Award at the 1999 International Meeting in Ath- ens, Greece. The Penn State Harrisburg awarded the International Issues feature column, him its 2001 James A. Jordan Jr. Award, and 2000 Christyne Vachon of Northeastern Uni- Provost’s Award, both for teaching excellence. versity describes the evolution underway [email protected] in intercultural interaction. “Significant

Decision Line, July 2010 3 FEATURE ARTICLE

Statistics in B-Schools: Millstone or Cornerstone? by J. Keith Ord, Georgetown University

Scene: A social gathering proved in quality and content, as well as Me: Hi there, it’s a nice get-together. embracing new pedagogy, notably the use of cases. However, as the emphasis on rigor Interesting Other Party: Yes, it is always increased, a communications gap opened nice to meet people and to find out what up between academia and the world of they do. What’s your line of work? business. Criticism of the direction that Me: I’m a faculty member in a business business schools had taken was most school. famously laid out in Porter and McKib- IOP: Cool. What do you teach? bin (1988), in a report sponsored by the AACSB. These authors argued for greater Me: Business statistics. emphasis on strategic thinking. Porter and IOP: (awkward pause) Gee, that’s—er— McKibbin did not dismiss quantitative interesting. I wasn’t very good at Stat in methods as unimportant, but in a degree college. I worked really hard but I only got program of fixed length, if topic A has more a B-minus. The professor was really weird. time devoted to it, topic B will get less. He kept talking about some central limit Unfortunately, statistics and quantitative theme but I never knew what he meant. methods fell in the “B” category. (Looks anxiously around room, sees no familiar Around the same time, the late 1980s faces and then looks at watch). Gee, is that the and the ‘90s also saw the rise of the infa- time already? Hey, it’s been nice talking mous rankings, notably those published to you but I’ve got to run. Bye. by Business Week, U.S News and World Report and Financial Times. We all love to Well, maybe such conversations don’t go hate these rankings and can provide rea- downhill quite so quickly, but many of us sons why our own schools deserve higher have had interactions involving at least ratings, at the same time professing that some of those elements. Why is statistics we ignore such perverse measurements of (or, more generally, quantitative methods) academic quality. But, of course, we can- J. Keith Ord the Rodney Dangerfield of the business not ignore them; for better or worse, they is Sebes Fellow and a professor school? My aim in this essay is to explore represent almost the only widely available in the Operations and Infor- possible explanations and then, in keep- independent assessments of a school’s mation Management group ing with the theme of rejuvenation at the quality, and prospective student choices at the McDonough School 2010 Decision Sciences Annual Meeting, of Business at Georgetown are guided by this information. The pri- to start to chart a way forward. University. He completed mary focus of these published rankings his graduate work at the University of London has been MBA programs and arguably and held faculty positions at the Universities of How Did We Get Here? this emphasis has led to the diversion Bristol and Warwick in England before moving to First, let us consider a brief history of of resources away from undergraduate Penn State University in 1980 and Georgetown in 1999. His research interests include time series & quantitative studies in business schools; and doctoral programs and towards forecasting, spatial modeling, and the statistical a more detailed account is provided by MBA programs. That shift is correlated modeling of business processes. He is a co-author Benson (2004). In 1959, the Ford (Gordon with a relative reduction in quantitative of Kendall’s Advanced Theory of Statistics & Howell) and Carnegie (Pierson) reports course offerings; cause and effect may be and a past editor of the International Journal were sharply critical of the lack of rigor unproven but the outcome has not been of Forecasting. He is a Fellow of the American Statistical Association and of the International in business schools, both in teaching and good for the “quant jocks.” Institute of Forecasters, and a long-time member in research. In the years that followed To the extent that the rankings place of the Decision Sciences Institute. research programs developed along more weight on research, they tend to include [email protected] scientific lines and course offerings im- few if any statistics journals and to list

4 Decision Line, July 2010 many more that focus on management value of statistical methods to manage- siderable attention under the label of and strategy. What are smart business rial decision making. Our functional six-sigma methods. Quality topics still school deans to do? They join the dots area colleagues can be a useful source of appear in statistics textbooks, although and cut back on the number of statisti- real data and stimulating mini-cases. the subject tends to be relegated to the “if cians in the school by having non-statisti- there is time at the end of the course” cat- cians within the school or adjunct faculty The course is all about techniques and egory. Since many introductory courses teach core courses, or by out-sourcing not about understanding. It is all too have been reduced in length, time often statistics teaching to our colleagues in easy to “teach” statistics by “plug and runs out before the topic is addressed. the arts and sciences. In this way, deans chug” or by “point and click” meth- We need to learn from this example release more resources for those areas ods. The availability of test banks and and be innovative in the development that count in the rankings. It should also the widespread use of non-specialist of courses in emerging areas. Further, if be noted that our colleagues have become or adjunct faculty sometimes push we are going to sustain statistical interest much more statistically savvy, especially statistics courses in one of those direc- in such areas, we need both to build the in finance and marketing, thereby mak- tions. Furthermore, (weaker) students infrastructure and to collaborate with our ing them available resources for the dean often prefer the security of closed-form functional areas colleagues to integrate seeking to staff the introductory statistics examination questions that allow rote such topics into their discussions. course. Hey, we teach students about the learning to substitute for understand- virtues of outsourcing, so we can hardly ing. In turn, if faculty salaries are based Rejuvenating Research complain if it happens when we are per- in part on student evaluations, the high Effective statistical research within a ceived as not providing sufficient added tech(nique) road is a tempting one to B-school requires both functional area value. However, this strategy carries an follow. Nevertheless, if students are to expertise and the ability to be innovative inherent risk: when people from a func- see value in studying statistics, we need in terms of statistical theory. When deans tional area teach the statistics course, the to adopt a problem-solving approach to recruit faculty members with strong emphasis tends to shift from an overview the subject, even though that may involve quantitative skills into the functional of statistics to the statistical methods more preparation time and (groan) more areas, the research effort can be sus- used in the instructor’s functional area. difficult grading. tained, provided these faculty members What do these developments mean are able to interact with statisticians in for statistics and quantitative methods? There are no good textbooks. This state- the B-school or through joint appoint- Many operations researchers have ment may have been true in the 1960s ments with statistics departments. Un- shifted in the direction of supply chain and ‘70s but it really does not hold up fortunately, such opportunities are not management, to the lasting benefit of that anymore. Even if you have not yet writ- pursued as vigorously as they should field. Statisticians had an opportunity in ten the perfect text, there are plenty to be, perhaps because leading statistics the 1990s in the area of quality manage- choose from and abundant supporting journals rarely “count” in the dreaded ment, but that fish swam away, either to materials, even test banks. Further, mod- rankings. Thus, the net impact of all the engineering schools or to operations. As ern technology allows you to mix and factors just described is that the number statisticians we must add value to both match material from different books and of bona-fide statisticians within B-schools the research and teaching missions of the to create a custom text. Careful selection has diminished and the remaining popu- B-school. We now explore what might be of the right course text may be a tricky lation is graying. done to reverse the tide. business, but it is worth spending time Statistics gets no respect in a busi- to get it right. ness school. There is an old adage that Rejuvenating Teaching states “That which is measured will be We begin by examining some of the Classes are boring. The current genera- honored.” The complementary statement criticisms leveled at the teaching of tion of students is not noted for its long “That which is not measured will not business statistics and how such issues attention spans, but the advent of applets be honored” also tends to be true in the might be addressed, recognizing that and clickers, combined with the avail- present context. As we noted at the outset, in many cases the solutions exist, but ability of business statistics cases can all statistical research tends to get short shrift that we sometimes fall short on imple- make for greater interest in the classroom. in current ranking exercises. We also noted mentation. that the rankings are important to pro- We only get to teach introductory spective students as they provide almost The statistics course is irrelevant. The courses. Many lists of course offerings do the only form of independent evaluation, first statistics course is typically taken indeed show a scant selection of upper- however flawed. As statisticians we need before any of the functional area courses, level electives in the quantitative area. both to demonstrate that we are creating except possibly accounting. Thus, teach- It has not always been so. The ‘80s added value and two ensure that these ing materials need to include examples and early ‘90s saw a focus on quality contributions are properly recognized. In or short cases that can illustrate the and this topic continues to attract con- particular we must grasp opportunities to

Decision Line, July 2010 5 become more involved in program assess- • Business analytics, which involves How Do We Move Forward? ment exercises. quantitative approaches to the analysis There are various ways in which we My functional area colleagues have of business data in support of decision could tackle these issues but, assuredly, strong statistical backgrounds. Improve- making; and we need to “hang together so that we do ments in statistical computing and in the • Risk analysis, designed to identify not hang separately.” One possible ve- statistical training in doctoral programs and evaluate factors that may have an hicle for such action is the group that goes make this statement true, at least ap- impact on the potential success of a under the mnemonic MSMESB (Making proximately. From one perspective, this business project. Statistics More Effective in Schools of development makes it easier to use other If we are going to sustain activity in Business). As the name suggests, the business faculty to teach introductory these areas we need both to build the mission of MSMESB is to improve the statistics courses. However, this devel- infrastructure and to collaborate with col- teaching and practice of statistics in both opment also provides a path to greater leagues to integrate such topics into their B-schools and the business community. productivity in that it provides greater functional areas. To the extent that we are More specifically, MSMESB aims to en- opportunities for jointly published successful in such ventures teaching and courage interaction between business research. Those recruiting new faculty research opportunities will expand. faculty and others involved in teaching members also need to keep in mind that The second component of our rede- business statistics with professionals a functional area specialist is unlikely to velopment strategy involves working from industry and government. have the time to stay current with new with our B-school colleagues to ensure The first MSMESB conference was developments in statistics. that promotion and tenure criteria are held at the University of Chicago in Statistical research is not valued in better at acknowledging contributions 1986. The conference was organized by the B-school setting. We need to dem- to statistical theory and methods that are three professors at the Graduate School onstrate the added value that statisti- germane to business research. Likewise, of Business: Harry Roberts, George Eas- cians can bring. A search for successful we need to lobby to correct the current ton, and George Tiao. The motivation for paradigms in other disciplines naturally imbalance in the rankings, both in terms the conference was that the practice and leads to the field of biostatistics, where of their lack of recognition of statistical teaching of statistics in business schools biostatisticians are routinely members research and their overemphasis on (full- left much to be desired. In particular, in- of research teams, in academia, indus- time) MBA programs at the expense of troductory textbooks and courses did not try and government. Some of their undergraduate, doctoral and specialized focus upon business issues, and faculty activities may involve the provision of masters programs. research often failed to identify themes technical advice to other researchers, an Next on the agenda is the restructur- important to the business community. area that is also important in business ing of the rankings system as a whole. In the intervening years, consider- research, albeit typically under-valued. Current rankings are produced by com- able progress has been made in several But biostatisticians also publish quality mercial publishers and, by all accounts, directions: theoretical papers relevant to the medical they attract a lot of interest. There is no • Textbooks are more innovative, relate and biological sciences and statisticians harm in such endeavors, but they should better to business students and provide in B-schools are, or should be, doing the not be the only source of independent a better basis for active learning; same in the management area. Closer to information available to prospective home, the field of econometrics has suc- • Software packages have become much students. Current AACSB (re)accredita- ceeded in blending theory and applica- more user friendly and are integrated tions are essentially “pass/fail,” but it tions quite well, which suggests financial both into textbooks and most courses; would not be impossible to convert these econometrics as another fruitful area for time-consuming and constructive activi- • The quality of statistical input into joint activity. ties into detailed evaluations of program business research has improved con- performance. Since AACSB-accredited siderably; and What Needs To Be Done? schools are re-evaluated every 10 years • Computer simulations (e.g., via ap- The first and perhaps most crucial step or so, such information could provide plets) enable more graphic presenta- that needs to be taken is to nurture new a platform on which to build objective tions of statistical concepts such as (and not so new) areas of research and ratings of a school’s programs. Annual sampling distributions. teaching that will provide added value. updates could then account for new de- MSMESB would certainly not pretend Notable opportunities that exist at the velopments. At the very least, such an to be the sole source of these develop- present time include: exercise would provide a second, and ments; however, the conferences have • Data mining, which involves both the arguably much more reliable indepen- been a forum for continuing constructive analysis of large data sets and their use dent evaluation of program quality. discussions among academics, business in market research and other functional areas; See FEATURE, page 13

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■ JOHN DAVIES, Feature Editor, Victoria University in Wellington, New Zealand

Arriving at Consensus in Global Business: Globalization Meets Multiculturalism by Christyne J. Vachon, Northeastern University

irplanes, video conferencing, representing the before, during, and af- mobile phones, email, texting, ter: (1) Research; (2) W.H.A.T.T. (Watch, Aand the Internet all represent Hear, and then Think); and (3) Learn. players in the campaign to make the world a smaller place. Someone halfway Before around the world becomes as accessible, Before entering into the intercultural if not more accessible, than your neigh- interactions, first research the issues sur- bor. In both our personal and business rounding the topic of the international lives, as we rush forward towards the interaction. These issues are not just con- future, our world shrinks. In the business cerned about the hard facts, such as the world, globalization, whether you like tariffs, subsidies, and economic integra- it or loath it, must be factored into your tive units encountered in international program. While the world may seem to business dealings. Instead, your research be getting smaller, there remain sizable should also relate to the soft cultural vari- differences in culture. With the advent of ables such as behaviors, language, norms, technology, we communicate more eas- goals, and values. From this concept, one ily with people geographically far away may immediately rush to think “Yes! We from us, bringing all of our differences should research what customs they have. together more spontaneously and fre- Understand their habits. Anticipate what quently. Significant and slight differences they will do and what their goals will in culture affect the ability of business be.” Actually, you first need to articulate people to arrive at consensus with their your own culture and goals. Know your foreign counterparts. Each of us exists in own culture and goals as well as those of our own sphere of influence in the world your foreign business counterparts in a with those elements of our environment foreign culture. Christyne J. Vachon with which we are familiar. The same is Determining your own culture and is a practioner of law for true for business. Knowledge of the dif- goals usually turns out to be more chal- Vachon Legal Associates and ferences and conscientious intercultural lenging than originally thought. Espe- senior lecturer for Northeast- communication will enhance the ability ern University. She earned cially in certain places, like the U.S., often her B.A. from Wellesley to achieve consensus. people assume they have no distinct College and J.D. from the Globalization makes international culture. The euphemism that America is University of Denver as a business easier, if not a necessity, but a “melting pot,” by describing all cultures Chancellor Scholar. She pur- one cannot overlook the fact that each as coming together and melting into one, sued further legal studies at the Hague Academy of country, while more accessible, still re- Law. She received the Leonard V. B. Sutton Award discredits all of the diverse cultures that for her legal writing. Previously she worked as an tains its individual identity and unique dot the American landscape, leading enforcement lawyer for the U.S. Securities and attributes and, so too, its business people. many people, Americans included, to Exchange Commission. Recently, she received a To achieve consensus among the diverse assume they do not have a distinct cul- Fulbright Grant to teach securities law and busi- people of the globalized business com- ture that would affect an international ness communications in Mongolia. During her munity (whether they work in the same time in Mongolia, she consulted for the Mongolian business communication. Stock Exchange and the Institute for Finance and organization or at a business partner), we Whether we know it our not, our Economics. Of late, she has published numerous need to conscientiously make an effort perceptions of others and interpretations articles about her travels around the world. to engage. Conceptually, you can build of what other people say or do is greatly [email protected] this approach in three aspects temporally affected by our own culture and goals.

8 Decision Line, July 2010 Among other things, your own values, to the social, economic, and political collectivist culture may tend to place high priorities, motivators, norms, experiences norms as well. importance on team building, team work, and language abilities will affect how you and unity in purpose. Decisions will be perceive the messages others are or are General Values. Consider the values made by a group, probably an extended not sending. For this reason, you need and priorities of the culture of your network, of members. to articulate your own culture and goals foreign business counterpart. How does in order to understand whether you are the culture treat elders? Are there class Power Dynamics. Determine whether the sympathizing or empathizing with your differences? Necessary religious accom- tone of the culture as applied in the busi- foreign business counterparts. “To sym- modations? Emphasis or de-emphasis ness seeks to provide opportunities for pathize” you consider what your business on material wealth? Emphasis or de- all and the ability to improve all careers counterpart is saying or acting in light of emphasis on knowing one’s business (egalitarian) or whether it is more rigid your own culture and goals. “To empa- partner outside the proverbial conference with clear differences in status and little thize” you consider what your business room? In your research, it is helpful to room for improvement (hierarchical). counterpart is saying or acting in light of keep the perspective that the age of your This tone will indicate to you how your what you understand to be their culture client may also affect adherence to tradi- foreign business counterpart relates to and goals. Ideally, determine whether you tional values and priorities. There could authority and suggests how you should are sympathizing or empathizing and be generational differences. as well. Are titles very important? Should migrate your thinking towards empathy. you continue to refer to your foreign Through empathy, strategically, you will Time Considerations. Understand business counterpart as doctor? In an- understand your international business whether the culture of your foreign busi- other context: Will your foreign business counterpart better and avoid time and ness counterpart emphasizes punctuality counterpart challenge decisions made money lost due to unintentional, intercul- or has a more flexible view of the clock. by upper management? Or, for instance, tural business blunders. Is it a culture that views punctuality as if the president of the foreign company That brings us to the next part of essential, anything short of punctuality is makes an incorrect statement, should you our research before our intercultural an insult to the business counterpart? This remain silent or offer a correction? business interaction. Research and un- analysis may also help you to anticipate derstand your foreign business counter- a few additional traits, such as whether Gender Differences. Analyze whether the part’s culture and goals. Among the first your foreign business counterpart will culture of your foreign business coun- issues contemplated when entertaining require strict adherence to deadlines for terpart is egalitarian, that is, where each a decision to enter a foreign market, a completion of projects. In the alterna- person makes decisions for themselves venture will usually research and ana- tive, the foreign business counterpart about themselves, has access to educa- lyze the more obvious, yet important, may prefer to fully complete a project, tion, has the right to own property, the international business considerations no matter how long it extends past the ability to participate in business meet- among which include the size of the intended due date. Moreover, this Time ings. In the alternative, you may find market, consumer purchasing power, analysis may indicate whether you should that the culture of your foreign business value-add, exchange rate, exchange con- anticipate starting your business meeting counterpart is male-dominated. In a trols, money market capabilities, rules immediately or whether your foreign male-dominated culture, a female may governing foreign investment, and labor business counterpart will prefer to engage not have access to higher education, the rules. The list is voluminous. Of equal in informal preliminaries: a welcoming ability to own property, make decisions importance, if not more, people build- and extended dialogue, show you around for herself about herself, or engage in a ing international business relationships the facility, introduce you to people, take conversation with a male in business. must consider the specifically unique you out to breakfast first, etc. Most notably, as a female approaching qualities of the country and culture with such a culture, you will have to realize which they have decided to explore Group Dynamics. At the core of group dy- that you will have greater challenges to conducting business. In the battle to gain namics, you seek to understand whether make your voice heard to an audience of the business advantage and improve the the culture is more individualist versus both men and women foreign business chances for consensus and resulting suc- collectivist. If your foreign business counterparts, and being heard does not cess, the strategic business person needs counterpart comes from an individualist necessarily mean speaking louder. to become familiar with the culture of culture, the culture emphasizes the value the origin of the involved people and of independence and individual freedom During their goals. A few topics to start you off and successes. In an individualist culture, Next, we should consider the W.H.A.T.T. on your research path include: general people speak for themselves. In a col- factors: Watch, Hear, and then Think. values, time considerations, group dy- lectivist culture, on the other hand, the During your meeting, conference or due namics, power dynamics, and gender group tends to speak for the individual. diligence, take the time to watch and hear differences. Culture includes reference The foreign business counterpart from a what your foreign business counterparts

Decision Line, July 2010 9 are communicating. Too often, we are but be equally enthusiastic. For them, soft you are sympathizing or empathizing. already thinking of what we will do speaking and evenly spaced speech are If necessary, shift to a more empathetic or say next while our counterpart is signs of proper etiquette and education approach. communicating so we miss important as well as fine breeding. Similarly, be aware that we each information and clues. Instead, Watch Similarly, if you are from a culture have mental models, assumptions that and Hear, and then slowly take the time that speaks fast, and your foreign busi- we make about cultures foreign to our to Think, particularly keeping in mind the ness counterpart is not, be aware that own, sometimes referred to as stereo- research you have already conducted. your foreign business counterpart may types. Mental models are usually outside not understand you (language ability of our own awareness and are based on W.H.A.T.T.—Watch aside) and they may also interpret what our own set of culture, experiences, and When you meet with your foreign busi- they perceive as fast speech as evidence knowledge. Mental models serve as a ness counterpart, you watch for non-oral of poor education, nervousness, and/ lens through which we view these other clues. By paying attention, you will learn or lack of class. As a point of reference, cultures and affect the way we watch and what your foreign business counterpart is cultures that are often accused of speak- listen to someone, our feelings toward that communicating without the use of words. ing too fast include Italian, Indian, Arabic, person and what they have communi- In this sense, your preliminary research is and parts of the U.S. Consequent to your cated, and our own reaction (what we do very important as non-oral cues can differ preparatory research, you will anticipate or communicate back). As part of Think, significantly from culture to culture. Ex- communication needs and take steps to challenge your mental models. First, it amples of types of categories of non-oral avoid certain business blunders. is important to not rush your thinking. communicators are eye-contact, gestures, Another aspect of Hear is to engage in Take the time to inspect your thoughts. physical space, and body contact. For in- active listening. Active listening incorpo- Do you have a preconceived notion? As- stance, a gesture of a shrug of the shoulder rates the above Hear concepts and more. sumptions? Perhaps you may even ask with a tip of the head to the side in the U.S. Active listening includes validation as your foreign counterpart a few questions may mean that someone is indifferent or well. Validation tells a speaker that you to further explore your own thoughts. doesn’t care about a topic. In Nepal, the are listening to what they are saying. When you have taken the time to Watch same non-oral gesture signals assent and Validation may involve nodding your and Hear, then you Think. Formulate your agreement. With your preliminary re- head, smiling or saying “I see,” “Sure,” thoughts based on what you know now, search, you will know that body language “Yes,” “Right,” etc., as someone is speak- not independent of what you watched in the culture of your foreign business ing. Again, your prior research will help and heard. Your prior research provides counterpart may differ from your own. guide as to which forms of validations you a foundation upon which you analyze Watch to learn from the body language are suitable for your foreign business the “watched” and “heard” elements. of your counterparts. Understand what counterpart. For example, in some Asian certain body language means in the cul- cultures, smiling may be interpreted as After tures with which you are interacting. In an indication of embarrassment or lack of Third (but I will not say finally since our this way, you can be aware of the non-oral comprehension. Listen to what your coun- international interactions never quite communications of your counterparts as terpart is saying and pay attention to what end), learn from every interaction and ac- well as to Watch the unintended non-oral your counterpart means. An example of tion. Learn from your blunders and your communications by yourself. this is when Western cultures meet Asian successes. Make notes, write it down. cultures and the Western culture com- Note to self: “Do not put the business card W.H.A.T.T.—Hear plains that “yes” means “no” in the Asian of a Japanese counterpart in back pocket culture. What usually happens is that the Hear what your foreign business coun- of trousers. Perceived as an insult.” Take Western business person understands that note of the content results and, equally terpart is saying. Moreover, listen to what “yes” means that her counterpart agrees they are saying. When you can repeat important, take note of the aspects of the to everything she has said. When, in fact, soft variables that you learned so that the what the person said, you heard. When the Asian counterpart may be validating you understand what the person meant, next time you will know what works and the speaker, indicating that they have what does not work. you listened. When you listen, you attend heard, not that they agree. to the words spoken and the message Through preparation with research conveyed through pauses, tone, tempo, of soft, cultural variables and cognizant W.H.A.T.T.—Think pitch, and volume. These are non-verbal communication and follow-up, inter- cues. For example, volume and faster Once again, digging into your library cultural consensus can be much more delivery may mean anger or perhaps en- of prior research, you will know your accessible as a destination in the global n thusiasm in some cultures. On the other own culture and goals. Once you have marketplace. hand, if your foreign business counter- watched and heard your foreign busi- part is from Japan, they may speak softly ness counterpart, determine whether

10 Decision Line, July 2010 ECommerce

■ Kenneth E. Kendall, Feature Editor, School of Business-Camden, Rutgers University

Apple Computer has sold over two million iPads within the last two months. Is the iPad re- ally a game changer? I decided to start writing this month’s column on a new iPad. I would prefer to take the iPad on trips because it weighs about one and a half pounds and fits inside a hotel safe. So I decided to purchase and test out the new iPad to determine if I can leave my notebook at home. In this month’s column, I’ll share my experiences with you. Continually Emerging Technologies: Will the iPad Really Change the Way We Live and Work? By Kenneth E. Kendall, Feature Editor, Rutgers University

loved the experience I had with my There’s something exciting about iPhone for the past year and a half. I touching the screen and watching tiny Iwaited until the iPhone 3G came out, thumbnail photos whiz by. The inter- so I was not an early adopter of this tech- face allows you to select the article you nology. But since my experience was so want to read, and since you invest the positive, I decided to purchase the iPad time in selecting the stories, you’ll tend as soon as it was available. Programs to read a little deeper into the story, (also called “apps,” which is short for ap- rather than if you were just passively plications) can be downloaded from the watching it on TV. iTunes store. The apps described in this If I look up an item in Wikipedia, I article cost from $0.00 (free) to $19.99. prefer to use an app for that. Articles for So is the iPad truly a game changer iPad is a visually pleasing way to look up as Apple touts? Does it change the way Wikipedia entries, but I like Wikipanion I conduct my customary business day? Plus for iPad because it allows you to as- The uniqueness of the iPad is having semble entries into a queue, so that you it at the ready in the office and house, can easily find them and read them at a anywhere you would like to pick it up later time. and use it. The iPad and Getting Organized The iPad at Home One app I cannot exist without is 1Pass- The iPad changed the way I get news. word for iPad, which securely stores all I didn’t enjoy reading newspapers on my many passwords in a vault. It is good a desktop computer screen, but I didn’t practice to have unique passwords for Kenneth E. Kendall appreciate the feel of messy ink on news- everything and they should be “strong” is a Distinguished Profes- print, either. I would typically turn on a enough so that an unauthorized person sor of Management in the TV and pick up the news that way, but cannot easily deduce them. 1Password School of Business-Camden, with the iPad I like to browse stories us- allows me to “synch” (synchronize) all of Rutgers University. He is ing one of the news readers such as The my passwords on all of my Mac desktops, one of the founders of the Early Edition, Pulse News Reader, or International Conference on iPads, and iPhones, so that no matter Information Systems (ICIS) NewsRack. where I am, I have them with me and I and a Fellow of the Decision Sciences Institute You need to set these apps up ahead no longer need to memorize them. (DSI). He is the immediate Past President of DSI. of time (before you want to read the I no longer keep a paper “to-do list.” Dr. Kendall has been named as one of the top 60 news) by entering a URL for their RSS Instead I use an app called OmniFocus. most productive MIS researchers in the world, feed. But once they’re on your iPad, you and he was awarded the Silver Core from IFIP. He This program is a very powerful project recently co-authored the text Systems Analysis just slide your finger to scroll through management tool, and those familiar and Design (7th ed.). a story, or slide your finger to change with Getting Things Done (GTD system) http://www.thekendalls.org sources. will be able to capitalize on all of these

Decision Line, July 2010 11 features. But OmniFocus can be simple view the document is not yet available. I When I want to give a more formal too. While there are more aesthetically can’t wait for that to happen. talk, I just paste my presentation into the pleasing “to-do list” apps, OminiFocus ProPrompter app, and magically I have has a notable advantage over these. I can The iPads in the Classroom a teleprompter containing my lecture. synch it with all my desktops, iPads, and When I am away from my desk, I can In this way, I never have to worry about iPhones. prepare my lecture for the next day’s losing my place during my talk, and I can presentation using Keynote. Apple look directly at the audience as I speak, The iPad and Travel sells a cable that connects the iPad to a rather than at a monitor or projection. The most essential app for travel is projector, but it is also possible to send FlightTrack Pro. Keynote to your notebook or desktop. What Can’t I Do on the iPad that I After booking a flight, either over the Another useful app is OmniGraph­ Can Do on My iPhone? Internet or using the KAYAK Flights app, Sketcher, which allows me to quickly Well, for one thing, I can’t make a simple I receive an email with the confirmation. draw graphs. phone call. I can’t take a photo. And I I forward the email to TripIt.com, then TripIt.com communicates with Flight- Track Pro and continues to monitor the flight for any schedule changes or de- lays. FlightTrack Pro was essential in my adventure getting home from England earlier this year. That story can be found in the May 2010 issue of Decision Line. When I am visiting another city, I will choose a restaurant by reading a restaurant review on Zagat To Go. Ten years ago I bought the Zagat little red book. Later, I used www.zagat.com on my PC desktop, printed the reviews, and took them along. Recently, I used it on my Palm device, and then used an improved version on the iPhone (because of the GPS feature). Now, I’ll use it on the iPad, because this implementation is superior to all of the other platforms.

The iPad and Writing When I travel, I can write a review for a journal, for example, using the iPad with the Pages app from Apple. Pages on the iPad is adequate to write columns such as this one, but I wouldn’t try to coauthor an article on it. This version of the iPad is missing a document man- agement system as well as collaboration tools, making it more difficult to produce a collaborative piece than it should be. There is hope that Apple will remedy this in an update. Many of my documents are stored in Dropbox, an online storage program that is, once again, accessible from any of my Macs, PCs, iPads, or iPhones. Dropbox is a wonderful addition to cloud comput- ing. But the ability to take an app from Dropbox, edit it by Pages, and let others Figure1: Apple’s iPad has a large, appealing touch-sensitive screen.

12 Decision Line, July 2010 can’t take a picture of a barcode and do improvements, but not major changes, different things faster than I can do them a price check to see whether I’m getting to how we conduct our lives (to be fair, on a desktop. Secondly, I’m able to do a bargain, or whether I can buy an item my earlier discussion about Zagat To Go more things at once. Thirdly, I do differ- less expensively at a different local store dealt with incremental changes). ent activities than I typically would on or on the Internet. One of the first things I did after set- a desktop. For example, I could always It’s still easier to pull out an iPhone ting up the iPad was use an app called have a “to-do list” on my desktop, but it and look at a subway map or an airport WeatherBug Elite for iPad to check the would remain on my desktop, not where map than it is to take the iPad out of the weather before leaving the house. The I am when I need to consult it. case to complete those tasks. And when opening screen on WeatherBug has an So, in the end, the iPad has, and I use an app to hail a taxi (an app called 8” x 8” visual depiction of full color radar. will continue to change the way I do my Taxi Hold ‘em), it would be awkward to It was obvious that a powerful thunder- normal routine, my travel, my writing, hold up a big flashing sign on the iPad storm was heading my way and since my and my time in the classroom. n that says “Taxi,” then fold it down and mission wasn’t critical, I decided not to quickly jump into the hailed cab. go out and brave the weather. Reference I later found out that there was a Kendall, Kenneth E. (2010), Is cloud massive auto pileup on the main street So is the iPad a Game Changer or Not? computing useful? Not if you’re refer- just outside my neighborhood. That ring to an ash cloud. Decision Line, 41(3), When asking the question whether the experience alone gave me the feeling May 2010. iPad is a major advancement, columnists that it was a good decision to purchase http://www.decisionsciences.org/ in the computer blogs have focused on the iPad. ecisionLine/Vol41/41_3/ e-mail, browsing the Web, and play- It is the convenience and the encour- dsi-dl41_3ecom.pdf ing games. I have avoided these topics aging interface that makes me love the because they represent incremental iPad. The iPad allows me to do many

FEATURE, from page 6

professionals, book publishers, and soft- A further round of positive reactions led stimulate vigorous and constructive ware vendors. Unfortunately, progress to the establishment of MSMESB as a discussions. n has been uneven. Many courses in busi- special interest group within DSI and a ness statistics remain passive learning one-day miniconference for 2010 in San Article Links experiences. Diego (for details, see link below or De- Details on MSMESB miniconference at As time progressed the MSMESB cision Line, March 2010, p. 30). The 2010 the 2009 DSI Annual Meeting: conferences hit a plateau. Familiar miniconference will address a number of friendly faces appeared each year but the topics raised in this article. http://www.decisionsciences.org/ there was an increasing sense that we DecisionLine/Vol41/41_2/ dsi-dl41_2meet.pdf were “preaching to the choir” and not Conclusions reaching faculty who were perhaps iso- lated from statistical colleagues and prac- Statistics has always been a core require- References ment in business degrees and the basic ticing statisticians and therefore were Benson, G. (2004). The evolution of busi- assumption underlying this article is unaware of recent research developments ness education in the U.S. Decision Line, that the field continues to hold much and current relevant applications. For a 35(1). Reprinted in Krishna Dhir (ed., potential benefit for business research number of years MSMESB had arranged 2008), The dean’s perspective. Decision and practice. That assumption is not a sessions at the DSI meetings (and also at Sciences Institute. the Joint Statistical Meetings) but it was “given” but it is worthy of more seri- felt that broader outreach was needed. ous consideration than it has perhaps Gordon, R. A., & Howell, J. E. (1959). Under the leadership of Bob Andrews received in recent years. However, if Higher education for business. New York: of Virginia Commonwealth University, the claim is to be sustained we as stat- Columbia University Press. a one-day miniconference was orga- isticians must be more effective both as Pierson, F. C. (1959). The education of nized at the 2008 DSI Annual Meeting teachers and researchers in a B-school American businessmen. New York: in Baltimore. The sessions were well setting. Further, we must make our McGraw-Hill. attended and evoked a strong positive case more proactively to our colleagues. Porter, L.W. & McKibbin, L.E. (1988). response from participants, so a second Whether the proposals outlined in this Management education and development: miniconference was organized at the article are the way to go remains to be Drift or thrust into the 21st century. New 2009 Annual Meeting in New Orleans. seen, but hopefully they will at least York: McGraw-Hill.

Decision Line, July 2010 13 THE DEANS’ PERSPECTIVE

■ Krishna S. Dhir, Feature Editor, Campbell School of Business, Berry College

Family Matters: Explaining Asian Capitalism’s Distinct Nature by Arvind V. Phatak and Amandeep Sandhu, Temple University

sked about Indian workers dis- ing of the development of capitalism, tinguishing feature, Bob Hoek- also discounted the possibility of Asian Astra, who served six year as CEO social and family structures providing of Philips India’s Innovation Campus any evidence of support for capitalism. in Bangalore, responded by emphasiz- He in fact emphasized the inability of ing their devotion to their family. For India to develop capitalism because of Hoekstra, working with Bangalore’s the petrified nature of the country’s social software engineers, a substantial number relations. One version of Marxist inter- Arvind V. Phatak of whom have returned after obtaining pretation blamed the presence in Asia of is Laura H. Carnell Pro- fessor of Management and education and work experience abroad, the so-called “Asiatic mode of produc- International Business at an Indian family takes precedence over tion” to explain absence of capitalism. Temple University’s School any other factor in explaining his em- This version held that the centralizing of Business and Management, ployees’ behavior. That these employ- structure of irrigation—i.e. the power of executive director of The Fox ees took unpaid days off to look after the state derived from control of a few School’s Institute of Global Management Studies, and of Temple University their sick parents was a revelation for select irrigation rivers, thus centralizing Center for International Business Education and Hoekstra. This centrality of family struc- power in the hands of those few who Research. He was instrumental in establishing the tures in these employees’ lives, however, controlled irrigation—impeded any pos- Fox School’s EMBA Program in Cali, Colombia. is just one part of a family’s larger role in sibility of development and produced a He has a BSc and MSW from the M.S. University Asian capitalism. unique type of authoritarianism in Asia. of Baroda, India; an MBA from Temple University; and a PhD in management from the Anderson There is extensive literature on capi- This authoritarianism was simultane- School at U.C.L.A. He is a 1986 recipient of a talism’s interaction with culture, and one ously present in family structures. Fulbright Senior Research Fellowship. At Temple significant line of inquiry holds culture And yet, today when Asia is identi- University he has received the Great Teacher as central to explaining capitalism’s rise fied with the most dynamic of economies, Award of Temple University, the Distinguished in the West. Max Weber explained the what we are seeing as the drivers of Asian Faculty Award, the MBA Professor of the Year Award, and the Musser Award for Excellence in development of capitalism by referring economic growth are the very cultural Service. He has authored several books and papers to the Protestant ethic—a worldview explanations that once were supposed to in management journals. emphasizing asceticism and frugality, stand in the way of Asia’s phenomenal www.fox.temple.edu/directory/profile/ devoted to securing afterlife by succeed- economic growth. The Asian family, aphatak/contact/cungnx+grzcyr-rqh ing in this world; with success defined as albeit perhaps too hierarchical, today [email protected] capital accumulation. In Weber’s view, provides the elements of trust and co- however, Asia did not develop capitalism operation amongst its members and because it lacked cultural preconditions between firms that are the basic building Amandeep Sandhu emphasizing a rational outlook on life. In blocks of Asian economies. Across one is an assistant professor of other words, religious traditions of China end of Asia to the other we find com- sociology at Temple Uni- and India, and their attendant family panies and economies defined by fam- versity where he teaches courses on globalization and structures, did not provide grounds to ily structures. Family-based structures development. He was for- believe that there could be an ethic that dominate the world of business in Asia. merly a visiting scholar at propelled capitalism forward in Asia. Examples are the Korean chaebols such as Orfalea Center for Global and There was no need to seek a Confucian Samsung, Hyundai, or LG; or Japanese International Studies at University of California, ethic or a Hindu ethic in Asia as these zaibatsus such as Sumitomo, Mitsui, and Santa Barbara. His research interests encompass globalization, social change, labor, and work. He is traditions, according to Weber, were Mitsubishi; Indian firms such as Tatas, presently working on a book project on the political caught in magic and mysticism. Birlas, and Ambanis; Chinese firms such economy of India’s outsourcing industry. Marx, against whom Weber is usu- as Li and Fung, Li-Kai Shing’s Cheung [email protected] ally set up as providing a distinct read- Kong; or Indonesian firms such as the

14 Decision Line, July 2010 Salim Group and the Suharto Group. Within Asian capitalism there are of Wall Street investment banks and rat- If one thinks about the old trading net- differences between the East Asian and ings agencies—demonstrate that “crony works of middle and modern ages, those Indian versions. The salient difference capitalism” and corruption is not partial stretching from South India to Yemen to between the so-called East Asian values to only Asian companies. At precisely Morocco, or from European entre-pots to and Indian values is with the emphasis this point, when most economic growth Curacao and other New World holdings, of the latter upon the pursuit of wealth is forecast to come from emerging Asia, family networks played a prominent role or money. The Vedas, the oldest sacred family-based capitalism of Asia is being in facilitating trade. Asian capitalism’s scriptures of Hinduism, which date back reconsidered in a new light. emphasis on family as an organizing to 1500 B.C., accept material existence Often family-based capitalism in unit of business structures draws upon to the fullest extent, but subject them to Asia is criticized on a few specific this long history. the fundamental moral and spiritual laws. grounds. Some argue that family-based Within Asian capitalism today, one Wealth in the holy scriptures was always firms tend to be dysfunctional. How- can discern two different ethical versions. regarded as a means to an end, and not as ever, family-based firms work best in One centered on China focuses on main- an end in itself. The holy scriptures view economic environments marked by taining societal balance by emphasizing material wealth as a foundation towards uncertainty and constant shift as we see Confucian values of order, respect for the attainment of a higher goal in life, and in emerging markets in Asia today. The elders, and family devotion. Another cen- do not consider the acquisition of wealth familial bonds of trust work to anchor tered on Hinduism in India also empha- antithetical to achieving spiritual goals businesses in the fast-changing world. sizes respect for family. The enterprises and supra-material aspirations of life. Some others oppose family-based firms resulting from these two differing cul- In Western capitalism when a com- because they block the development of tural contexts nevertheless carry a similar pany moves to a purely impersonal man- large, complex businesses that enable cultural emphasis on family, which is agement, it is defined as mature. During economies of scale. However, the eco- reflected in the success of family-based the Asian crisis of 1997, Western com- nomic and social environment we find firms in both the economies. The family- mentators blamed “crony capitalism”— ourselves in today is one that requires based firms provide for a higher level of what they defined as close connections more medium and small enterprises than trust—a concept otherwise known by its between business families and the state— large ones that often block innovation by Latin form, credit, on which the whole for the economic collapse. And yet, corpo- controlling the market. system of capitalism is based—and co- rate scandals such as Enron, WorldCom, A need for a reduced emphasis on ordination under a constantly changing Parmalat, and most recently, Lehman large enterprises also bodes well for the economic environment. Brothers—and the ongoing investigation specific character of the demographic

This book shares the perspectives and insights of an impressive array of current and former deans, as well as faculty members, about the role of a business school dean in all its dimensions. The book is appropriate for sitting deans as well as for aspiring deans, and is an important addition to the literature on business school leadership. Jerry E. Trapnell, Ph.D, CPA, Executive Vice President & Chief Accreditation Officer

For more information, see www.decisionsciences.org/publications

Decision Line, July 2010 15 and economic environment that India Asians into consumers rather than savers growth—whether in the form of unprec- and China find themselves in today. Both so that they could consume products ex- edented debt levels created by our finan- countries find themselves with large ported from the West, thus balancing the cial systems, or in the limits to growth rural populations. It is the first time in skewed trade deficits run by the U.S. and created by Peak Oil or by the challenges modern history that the fastest growing other Western consuming nations. thrown up by global warming, or by the economies are also home to the largest In Asian capitalism the relationship demographic transitions in the advanced rural populations. It is estimated that 65 between family-derived business units industrial economies. Western capitalism percent of India’s GDP is derived from its and the state is also reflective of the drive is one particular solution that humanity villages. The narrative of Western capital- toward greater cooperation. If one con- has devised with its heavy emphasis on ism sees the transition from rural to urban ceptualizes the state as an extension of heightened individualism, dominance of society as given during modernization. economic arrangements that underpin contractual relationship and heightened But at a point in world history when we the society, then the state in Asia reflects insecurity resulting from uncertain pat- face tremendous environmental, climate, the prominence of family arrangements terns of employment. However, these new and energy challenges, is it natural or in politics as well. The primary focus of challenges require a rethink of a number sensible to expect that higher rates of these relationships is the need to produce of precepts of capitalism that we have urbanization are going to be better for cooperation and trust rather than extreme taken for granted: the need for complete everyone? In our world of finite nonre- competition. In Japan around 25 percent rationalization and impersonalization of newable energy, is it sensible to expect of seats in the Parliament are passed on in all human relationships, and primarily people to increase their energy footprint families—to second and third generation including those in business. The new form by consuming at the level of Western descendants. Dynasties dominate politics of modernity on the rise in Asia provides consumers? It is in this context that the in Asian countries—for example, India’s a new way of thinking about the future, possibility of the rural population staying Nehru family, Pakistan’s Bhutto family, Sri one that will require an increasing bal- in villages can provide a more balanced Lanka’s Bandaranaike, Singapore’s Yew, ance between business and the wider solution to serious challenges that we and Indonesia’s Sukarnoputri. There are world. The complete impersonalization are facing. It might become a marker of two striking exceptions to this in Asia: of relationships that has been taken as the new form of economic organization China and Vietnam both had communist given for the development of capitalism, in which the energy and environmental revolutions which led to fundamental the need for disenchantment of the world, footprint is smaller than we have taken transformations in the sphere of politics, as Weber defined it, will give way to new historically as a given. negating the familial link with society. ways of building trust and cooperation Family-centered Asian capitalism is Under Asian capitalism the relation- within and among business firms. Asian also marked by high saving rates, which ships of business firms to the state reflect capitalism—with its emphasis on per- then result in high investment rates driv- the importance of cultivating social coop- sonal relationships of family and trust and ing economic growth. Asians have high eration. The state in the Asian context has cooperation along with competition—as saving rates—even Japan with its multi- acted as an agent of development work- that of Hoekstra’s observation of Indian decade deflation has a 3 percent savings ing closely with business. As opposed employees—suggests a more balanced rate (something that can be explained to the recent Anglo-American emphasis way of undertaking this endeavor in the by the changes in the Japanese demo- of state as an obstruction to business— uncertain world coming our way in the graphic profile with a large number of with a concomitant need to sideline it next few decades. n older people replacing a smaller younger to a minimal role—the state in Asia has population, resulting in retired people played an important role as a source of spending, as expected, rather than saving planning, of credit and of mediating Future DSI in their old age). India and China have different interests. Recently, the specific savings rates in the 30-40 percent range. forms of familiar problems inherent in Annual Meetings On the one hand, it could be argued that family-centered firms were visible in the November 20-23, 2010 it results from the lack of a formalized struggle between India’s Ambani broth- San Diego Marriott Hotel and social security system, which then makes ers after the passing of the patriarch. The Marina people responsible for saving in order to state in the form of the prime minister of San Diego, California take care of themselves in their old age. India stepped in to reconcile the brothers. But, on the other hand, it is also related As such, relationships between business November 19-22, 2011 to the presence of family structures that and politics are not seen as inherently Boston Marriott Copley Place Hotel provide for a cushion in case of distress conflictual in Asian capitalism. Boston, Massachusetts and thus delay the development of a The first few decades of the twenty- November 17-20, 2012 social security net. The great adjustment first century will see us facing important San Francisco Marriott that is being bandied about now in the social and economic challenges as we San Francisco, California global economy is to somehow convert run up against the limits of economic

16 Decision Line, July 2010 From the Bookshelf

■ Vijay R. Kannan, Feature Editor, Utah State University

Book Review: Managing for Quality and Performance Excellence

by Amit Mitra, Auburn University

anaging for Quality and Per- formance Excellence (8th ed.), Mby James Evans and William Lindsay, is a proven and time-tested book aimed at the qualitative aspects of quality management. It uses a systematic approach throughout the text, and some unifying and pedagogical themes, which assist in the assimilation of the material, and is presented in a methodical and logical sequence. The authors are to be commended for taking a disciplined approach in presenting the material. Introductions to each chapter are typi- cally presented using real-world scenar- ios. Without getting into technicalities, these themes provide the motivation to the student for the material that is to follow in the corresponding chapter. They demonstrate the need for mastery Managing for Quality and Performance of the particular concepts/techniques Excellence (8th ed.) James R. Evans and William M. Lindsay addressed in the chapter, and broaden South-Western Cengage Learning the student’s mind to seek applications ISBN-10: 0324783205 in non-traditional settings. This is not Amit Mitra http://www.cengage.com is associate dean in the College to say that the techniques should not be of Business and a professor in used in the ‘normal’ context in which the Department of Manage- they have currently been applied. Rather typically also have examples of “Quality ment at Auburn University. they infuse the student with ideas about in Practice,” examples of published stud- His research interests are in how to grapple with problems from a ies demonstrating, as before, applica- the areas of quality assurance and control, warranty analy- systems perspective. tions of quality management principles. sis, applied statistics, and multi-criteria modeling. Each chapter begins with a “Quality These are usually found at the end of He has published numerous articles, some of which Profile,” a description of best practices the chapter and reinforce the usefulness have appeared in journals such as Management of organizations that are leading the and validity of the chapter contents. In Science, Decision Sciences, Journal of the effort on quality. These have typically addition to the above illustrations of ap- American Statistical Association, International Journal of Production Research, Journal of been selected from previous winners of plications in practice, there are usually the Operational Research Society, European the Malcolm Baldrige National Quality also two or three case studies at the end Journal of Operational Research. He is also Award and thus lend credibility to the of each chapter. These represent excel- the author of the book entitled Fundamentals of practice of quality management. Stu- lent examples of concept validation as Quality Control and Improvement (3rd ed., dents emerge from reading each chapter they probe the student’s understanding Wiley, 2008), which is used both nationally and internationally. He frequently conducts short with a feel for ‘where to’ and ‘how to’ and their ability to seek out meaningful courses and seminars for professionals in Six apply the concepts, tools, and techniques. information from the available facts and Sigma Black Belt certification. From an undergraduate student’s per- figures. As is well known, problems in [email protected] spective, this is quite beneficial. Chapters practice are often not well defined. The

Decision Line, July 2010 17 challenge for the student is to define the cannot be overstressed. There are numer- agement and improvement are covered in problem in a manner so that it can be ous areas where quality can be designed Chapter 7. In this context, it would have addressed, define strategies for handling into and used in the processes that are been preferable to include some discus- the problem, develop possible solutions, encountered in that sector. Chapter 3 sion of the basic “Seven Quality Tools” and test action plans. Hence, the ques- concludes Part I of the text that provides that are discussed later (Chapter 11). The tion of measurement and verification of an overview of the systems approach to flow chart in particular and perhaps the quality improvement, in the context of a quality with a discussion of the various process map would be relevant in this defined metric(s), is important. The book quality philosophies, including Deming’s chapter (there are some examples of this provides a foundation for taking such a 14 points for management. in the chapter, hence formally introduc- systematic approach. Part II comprises the next six chap- ing these tools might do better justice to Another integrating theme found ters (Chapters 4-9) and represents the the examples). A good discussion of the in the text is the discussion on compar- backbone of the text. In following a PDCA cycle is found in the chapter. Since ing and contrasting the application of structured approach that starts with most processes involve the completion of Malcolm Baldrige National Quality planning and extends to defining cus- certain tasks in predetermined sequences Award criteria, ISO 9000, and the Six tomer needs, it adequately exposes the and are subject to constraints, a segment Sigma quality methodology. While all reader to create an effective and efficient on project management that includes three focus on quality improvement, workforce and processes to meet such PERT (Program Evaluation and Review the approaches are not necessarily the needs, identify performance measures Technique) and CPM (Critical Path same. The authors provide discussion to monitor achievement, and sustain Method) should perhaps be considered of the situations under which each could such accomplishments. In an applied for inclusion. be relevant. It is also refreshing to see course on quality management, these The topics of performance and in- applications from not only the traditional chapters should be covered, possibly formation measurement are covered in manufacturing field, but also numerous with cases and or exercises that force Chapter 8. In the discussion of perfor- examples from the service industry, the students to apply the corresponding mance appraisal of human resources, it health care, education, and small busi- concepts. One approach to use might be would have been helpful to have includ- ness. This is a desirable feature of the text. to have students identify organizations/ ed a discussion of the notion of measures An aggregation of the various citations companies and critique their quality from the ‘same system’ and those from a of businesses and organizations used in management practices. Chapter 4 has a ‘different system.’ This follows the logic the text is found in a summary listing. good discussion of the Baldrige criteria advocated by Deming whereby varia- This assists the student in identifying, and its applications as referred to by tion in performance measures can be at a glance, the depth of the variety of previous winners. I would personally attributable to either common causes or organizations cited. To aid the student have preferred to see additional details special causes. While individuals them- outside the classroom, additional materi- of the “Seven Management and Planning selves may not be empowered to make als for study/consultation are available Tools” in the chapter. While the “Bonus changes to the system, variation due to through a website. Let me now discuss Materials” available via the website may common causes may be considered part some chapter-related specifics. very well provide these details, inclusion of the ‘same system.’ Hence even though Chapter 1, an introductory chapter, in the text would make the book more numerical values may be assigned to the provides definitional terms, a discussion complete. Since Chapter 5 focuses on performance rating of different individu- of the manner in which quality influences customers and how to determine their als, they could be from the same system competitiveness, and some achievements prioritized needs, it would have been thereby negating perceived performance of Baldrige winners. The Quality Profile preferable to include exposure to the differences between the individuals. On that discusses “Quality Profiles in Mod- “House of Quality” in this chapter. This the contrary, for performance ratings that ern China” is a relevant addition from concept is however discussed in a later are outside the system, possibly due to past editions of the book. A good feature chapter (Chapter 12). ‘special causes,’ there are likely distinct of Chapter 2, which is organized around The material on design of surveys differences between individuals. Since the theme of total quality in organiza- in Chapter 5 is quite relevant. I also Chapter 8 also contains material on how tions, is the material on quality in ser- enjoyed the material on designing high to analyze performance data, this would vices, health care, education (including performance work systems in Chapter be an appropriate place to introduce higher education), and small business. 6, and the various references provided some of the basic tools (i.e., Pareto Chart, With a large segment of the economy as supporting material via the website. histograms, etc.) that are discussed in a focused in the above sectors, the applica- Since the majority of the tasks in an or- later chapter. In the treatment of qual- tion of quality management principles ganization are performed by teams, the ity costs, it would have been useful to must extend from the traditional grass- treatment of the roles and responsibilities include a discussion of ‘hidden quality roots of manufacturing to these sectors. of team members in this chapter is also costs,’ for example, the cost of manage- Moreover, the importance of healthcare appropriate. The topics of process man- ment and engineering time associated

18 Decision Line, July 2010 with identifying the cause of failures such a discussion, students may make and determining remedial actions. A inappropriate use of the methodologies. Submitting articles to good treatise on the various theories of Moreover, in the discussion of regression Decision Line leadership can be found in Chapter 9. The analysis, measures of “goodness of the chapter also includes references to vari- model” should also be stated, and pre- Members are invited to submit essays of about 2,000 to 2,500 words in length on ous organizations through the “Quality cautions to be taken when using models topics of their interest, especially articles of Spotlight” supplementary material avail- for prediction addressed. concern to a broad, global audience. Please able via the web. The diversity of orga- Six Sigma and process improvement send essays (including brief bio and photo) nizations included in the supplementary tools and techniques are presented in to either the respective feature editor or to material, such as those in the fields of Chapter 11. This chapter has a good Editor Krishna Dhir. healthcare, finance, manufacturing, and discussion of the DMAIC (Define, Mea- Deans’ Perspective & Editor education is welcome. sure, Analyze, Improve, and Control) Krishna S. Dhir, Berry College Part III deals with Six Sigma and approach. It also presents the “Seven [email protected] the technical system and is contained in Basic Tools for Quality Control” and Chapters 10–13. Statistical foundations “Lean Tools.” The presentation of the Doctoral Student Affairs and methodology are introduced in this applications in health care and service Xenophon Koufteros, Texas A&M section. The discussion of probability organizations is particularly valuable. University distributions in Chapter 10 refers the It should be noted that in discussing [email protected] reader to the “Bonus Materials” on the the theoretical basis for Six Sigma, the E-Commerce companion website. However, given authors use the shift in the process mean Kenneth Kendall, Rutgers, The State the importance of the normal distribu- by one and a half standard deviations. University of New Jersey tion in quality control, it would have However, the 1.5 standard deviation [email protected] been helpful to have included, at least shift from the target value is not really minimally, discussion of the normal a theoretical justification but is based on From the Bookshelf distribution within the chapter itself, empirical evidence. At Motorola, one of Vijay R. Kannan, Utah State University particularly since there are examples in the pioneers of the Six Sigma methodol- [email protected] the chapter that use the standard normal ogy, it was believed that their processes In the Classroom distribution. It would also be helpful to could drift by up to this amount and not Bih-Ru Lea, Missouri University of Science include a table of t-distribution values be detected. In the example applying Six and Technology in the Appendix since an example in the Sigma to reduce medical errors, the use [email protected] chapter uses the t-distribution. It should of the Failure Modes and Effect Analy- Information Technology Issues be noted that in Figure 10.14 (Illustra- sis (FMEA) methodology is suggested. Vijayan Sugumaran, Oakland University tion of the Central Limit Theorem), the However, FMEA is not introduced until [email protected] labels “Actual Distribution” should be later in the book in Chapter 12. It would replaced with “Sampling Distribution thus be appropriate to either include dis- In the News of the Sample Mean.” Since the authors cussion of FMEA in this chapter, or use Carol Latta, Decision Sciences Institute included a discussion on hypothesis test- another example that does not use this [email protected] ing, it would also be appropriate to intro- methodology, moving the current exam- International Issues duce the concept of the probability value ple to Chapter 12. In the discussion of run John Davies, Victoria University in (p-value). If students are going to use a charts, it would also be helpful to discuss Wellington, New Zealand statistical software to conduct hypothesis patterns of non-randomness, for example [email protected] testing, such software usually reports clustering, trends, and oscillation, and the p-value. Since confidence intervals how to detect such occurrences. Membership Roundtable are also included in the discussion, the Design for quality and product ex- Robert L. Andrews, Virginia equivalency of confidence intervals and cellence is the topic of Chapter 12. There Commonwealth University hypothesis testing also merits some are several good features of this chapter. [email protected] discussion. The chapter includes a brief First, it covers the Quality Function De- Production/Operations Management description of ANOVA, and regression ployment (QFD) tool which translates Daniel A. Samson, University of and correlation. Some discussion of customer requirements to product fea- Melbourne, Australia the assumptions underlying the use is tures, to part requirements, and eventu- [email protected] merited. Since conclusions derived from ally to scheduling production. The QFD Research Issues the use of these models hinge on satisfy- example presented in the chapter is Miles Nicholls, RMIT University, Australia ing the assumptions, some treatment of quite thorough. Issues such as Design [email protected] how to address violations of assump- for Manufacturability (DFM), which tions would also be relevant. Without ensures whether a designed product

Decision Line, July 2010 19 can be manufactured feasibly, Design for reason for doing this is the discussion of of the c-chart, the Poisson distribution is Environment (DFE), and Design for Ex- the concept of rational subgroups. This used as the basis. It would be desirable cellence (DFX) are also included. As the forms a key basis for selecting samples to include the necessary assumptions concern for environment and sustainabil- when control charts are constructed. If that must be satisfied, in the context of ity grows, these are topics that will see such issues are not clarified up-front, control charts, to validate the use of the expanded coverage in the coming years. decisions arising from the control charts Poisson distribution. Along these lines, it Since the ANOVA technique has been may not be as meaningful as they could should be noted that the p-chart is based introduced in a previous chapter, it might be. In the discussion of inferences from on the Binomial distribution. Here again, have been useful to use the application control charts, some comments on the discussion of the inherent assumptions of ANOVA in the discussion of Gage operating characteristic (OC) curve and and how they relate to control charts, Repeatability and Reproducibility. average run length (ARL) for detecting would be desirable. Instances of where Statistical process control is the final out-of-control conditions merits con- such assumptions related to either the p- chapter (Chapter 13) in the text. The sideration. Similarly, in the section on chart or the c-chart would not be satisfied chapter provides an overview of the com- interpreting patterns in control charts, will also prevent the reader from making monly used control charts for variables it might be appropriate to state some wrongful applications of the appropriate and those for attributes. One possible specific rules for detecting out-of-control control charts. improvement in the chapter would have patterns and the criteria that they are Overall, the text provides a sound been to move those topics in the “Design- governed by, instead of stating general foundation of the principles of quality ing Control Charts” section, which is rules. For example, the rules proposed management. Given the numerous refer- currently towards the end of the chapter, by Western Electric and/or found in ences to applications of the methodology to precede the section on construction software packages (such as Minitab) in practice, the reader emerges convinced of control charts. This would motivate could be included. Some of these rules of the utility of the exposed material. It the student to place adequate empha- are however shown in an illustration. further provides a sense of confidence to sis on those issues that affect decision Further, some comments on the overall seek new areas of application. n making from the control chart prior to Type I error would be appropriate when constructing the charts themselves. One using multiple rules. In the discussion

NAMES IN THE NEWS CAROL LATTA, Executive Director, Decision Sciences Institute

Jatinder (Jeet) N. D. Ken Kendall, a dis- Tom Foster, Marriott Gupta, University of tinguished professor School of Management- Alabama in Huntsville, of management at the Brigham Young Univer- has received the 2010 Rutgers School of Busi- sity, has been named Outstanding Graduate ness–Camden, has been to the Board of Over- Teaching Award from named 2010 Educator of seers for the Malcolm the College of Busi- the Year by the Educa- Baldrige National Qual- ness Administration for his outstanding tion Special Interest Group, a national ity Award. The Board provides oversight design, development, and teaching of organization that devotes itself to infor- relative to the Baldrige process and helps graduate courses in Information Systems, mation systems education. He was rec- to ensure the integrity of the award. Operations Management, and Supply ognized for his efforts to lead the field Tom is an area leader and professor of Chain Management. This award is based of information systems (IS) education in global supply chain management at on the nominations and selection by terms of teaching, research, and service. the Marriott School. He has consulted the graduate students and approved by He will receive his honor at the Informa- for a number of companies including the College Executive Committee. Jeet tion Systems Educators Conference in Hewlett-Packard, Trus Joist Macmillan, is Eminent Scholar of Management of Nashville, Tenn., in the fall. Ken is a past and Cutler-Hammer/Eaton Corp. He Technology, Professor of Management president and Fellow of DSI, and he is served on the 1996 and 1997 Boards of Information Systems and Professor of the author of Systems Analysis and Design Examiners for the Malcolm Baldrige Industrial and Systems Engineering and (8th ed., Prentice Hall, 2010), which he co- National Quality Award. Engineering Management. wrote with his wife, Julie Kendall. [email protected] [email protected] http://www.thekendalls.org

20 Decision Line, July 2010 from the regions Wrapping up the 2010 SWDSI Annual Meeting in Dallas by Roderick B. Posey, 2010 SWDSI Program Chair

This spring, the Southwest Decision • McGraw-Hill/Irwin Distinguished port. I would like to thank all the SWDSI Sciences Institute had another successful Paper Award: Sinan Yildirim, Texas officers, the track chairs, and reviewers conference in historic Dallas, Texas. There Wesleyan University for their hard work in making a high- were a total of 120 papers presented • Alpha Iota Delta Innovative Educa- quality program possible. My thanks and seven specialty workshops. The tion Paper Award: Don N. Pope, to Orlando Posey for his expertise and social hour to promote more networking Abilene Christian University management of the Proceedings. I also among peers was sponsored by Hawkes • Best Graduate Paper Award: Daniel want to thank all the session chairs for Systems, and we are grateful for their Cernas Ortiz, University of North their participation. My special thanks generous support. Our sincere congratu- Texas to Michelle McEacharn of FBD for her lations to the recipients of the following • Honorable Mention Graduate Paper overall guidance and detail review of prestigious awards: Award: Michael Magro, University the program. n of North Texas • Distinguished Ser- • Best Undergraduate Paper Award: vice Award: Lynn Alvine Sangang, Stephen F. Austin Heinrichs, Elon State University College • Outstanding Educa- In closing, a number of individu- tor Award: David E. als have made this meeting possible. I Douglas, University would like to thank SWDSI President of Arkansas Heinrichs Kai Koong for his guidance and sup-

DSI Announces Decision Line Editorship Vacancy

ominations are being solicited for notes and details, briefs on placement term. The editor is responsible for the Nthe editorship of Decision Line for a activities, and recognizes achievement editorial content of Decision Line, subject to four-year term of service to officially begin of individual members. monitoring by the Publications Committee on January 1, 2011, renewable for another The objectives of Decision Line are to: of the Institute. two years. A description of the position (1) serve as a means of communication At present, in addition to infor- and the responsibilities of the editor are among the members of the latest devel- mational news items, announcements, presented below. opments in the Institute; (2) serve as a advertisements, and the regional news Decision Line is published five times formal notice of the Institute’s activities; columns, Decision Line has a number per year with January, March, May, July, (3) provide a forum for opinions, discus- of regular feature columns, including and October issues. It is the official news sions, and philosophical statements re- “President’s Letter,” “From the Editor,” publication of the Decision Sciences Insti- garding goals; (4) be a means of keeping “Deans’ Perspective,” “Doctoral Student tute. It provides a channel through which abreast of the latest developments within Affairs,” “E-Commerce,” “From the members are informed of the activities of the discipline; (5) be a research clearing- Bookshelf,” “From the Regions,” “In the the Institute; it is a method of notification house to encourage participation among Classroom,” “Information Technology of administrative and organizational ac- members of unpublished research; (6) Issues,” “In the News,” “International tions; and it provides an opportunity to and cover news of a personal nature Issues,” “Membership Roundtable,” call for papers for various meetings. It regarding the members, i.e., promotions, “Production/Operations Management provides articles in areas of general inter- retirements, etc. Issues,” and “Research Issues.” Articles est to the members, including promoting The editor of Decision Line serves published are not limited to these col- innovation in teaching, research and at the pleasure of the Board of Direc- umns. From time to time, issues also scholarship, professional development, tors of the Institute for a four-year term carry Feature articles of general interests globalization, and interdisciplinary ac- and may be reappointed by the Board at the discretion of the Editor. The intent/ tivities. It also includes annual meeting of Directors for an additional two-year See EDITORSHIP, page 39

Decision Line, July 2010 21 from the regions

SWDSI PROFILE Brian Reithel (“I Am a Racer!”) by Michael E. Hanna, University of Houston, Clear Lake

Brian flying over a jump in a motocross er’s license for a motorcycle with a motor race, fine tuning his bike for an arena- of 100cc or less at age 13. Once I received cross race, or simply riding one of his my license, I took off and never looked many motorcycles along the rugged trails back. As a boy, I raced on motocross of Mississippi and surrounding states. tracks, ran in some desert races (similar For those who have never seen a to the infamous “Baja 1000,” although I motocross race, it is truly an exciting never made it to that particular race), and event. Motocross races are held on rode “trials” bikes for awhile. (See the outdoor tracks that are typically one to Wikipedia article on “Motorcycle trials” two miles long, with a natural terrain if you’re not familiar with that particular of slopes, hills, gullies, and other chal- sport.) I’ve been riding for more than 35 lenging features. A motocross track is years now, although I don’t ride on the enhanced by adding a variety of jumps, streets much these days. That just seems any of us in the Southwest Re- bumps, tight corners, and other man- too dangerous to me. We currently have gion of the Decision Sciences made obstacles. An arenacross race has nine motorcycles at home, including four MInstitute have gotten to know similar obstacles, but it is held indoors motocross race bikes. and respect Brian Reithel for his dedica- on a man-made track, often in an arena tion to the profession and his dedication used for basketball or hockey. Both types Question: Would you tell us a little about to the Decision Sciences Institute. Brian of racing involve maintaining control your experiences with motocross? joined the faculty at the University of of a 200-pound machine while continu- Mississippi in 1991 and quickly moved ally accelerating and decelerating, flying Reithel: One of the best things about into several important administrative through the air, making hairpin turns motocross is the entire “motocross fam- and leadership positions including MIS/ while ricocheting off berms, and bounc- ily” experience. My son and I spent POM department chair and dean of the ing over all sorts of terrain. approximately 30 weekends on the road School of Business Administration. Also To better understand the passion that in the early 1990s, he became active with Brian Reithel has for motorcycles, I ques- Top left: Brian Reithel; Bottom: Brian Reithel with SWDSI and was elected to several officer tioned him about his hobby. Here is what his son. positions including VP of programs, he had to say. VP of student liaisons, VP of member services, and president. He has actively Question: How did participated on many DSI committees you get started in mo- and has served the organization with tocross? distinction in a variety of ways. Evidence of his commitment is seen in his receipt of Reithel: My father, the SWDSI Distinguished Service Award who was a physicist in 2006 and the SWDSI Outstanding at Los Alamos Na- Educator Award in 2007. tional Laboratory, When asked to describe Brian Rei- loved motorcycles, thel, many of his colleagues will use so he helped me get such terms as brilliant, hard-working, started. I began to self-assured, committed, forthright, pa- ride when I was 11 tient, laid back, and soft-spoken. Given years old. I grew these descriptors, very few people would up in New Mexico, guess Brian’s alter ego—motocross racer! where they allowed On any weekend you are likely to find us to obtain a driv-

22 Decision Line, July 2010 from the regions

classes. Those young guys, similar to the mation about that particular trail is avail- motocross racers shown on television, are able at http://www.transamtrail.com. just so incredibly fearless and amazingly fast! Our motto, as vet racers, is: “The Question: Would you share with us how older I get, the faster I used to be!” you perceive the sport of motocross?

Question: Have you had any injuries while Reithel: Motocross is a challenging, and racing? constantly evolving real-world exercise in just-in-time dynamic optimization. We Reithel: Four fractures (left tibia, left col- are constantly fine-tuning our suspen- larbone, and both bones in my right fore- sions, tire pressure, protective gear, and arm) from three different wrecks during riding style to fit a variety of different the last two years of racing (2008 to the track obstacles and racing conditions. It present). During the time that I occupied is one of the most physically demanding a variety of administrative posts over the sports on the planet! period 1995-2007, I had to refrain from There are no “time outs” in this competitive racing because of the high sport. It demands extensive practice, likelihood of injury and the incompat- intensive preparation, and unwavering ibility between significant institutional focus to succeed. The consequences of leadership responsibilities and a sport failure are often immediate, dramatic, together over the past two years, which like motocross. However, since return- and unforgiving. There is also an element is great with a teenager! At this age, it’s ing to full-time faculty status a couple of of elegance and beauty to the sport. To generally difficult to get a teenager to do years ago, I’ve been on my motorcycle as understand the rhythm of the track, to anything with a parent, much less spend often as possible. comprehend the staggering difficulty of this much time together. I feel blessed to certain types of obstacles, and to see a get to travel with him so much and to be Question: Aside from racing, have you had gifted rider momentarily achieve a har- able to watch him mature as a competi- any interesting experiences on a motorcycle? monious and flowing blend of energy, tor. Plus, we often see the same amazing Is there anything else you would like to do? speed, and physics can be truly inspi- friends and families almost every week- rational! The opportunity to experience end as we all travel across five states in Reithel: I’ll take any opportunity to get that momentary realization, as much as several different outdoor and indoor se- on a motorcycle. During a study abroad anything else, is probably what contin- ries to race against local riders in various course in South Africa, I met some local ues to draw me back into this amazing cities. These folks that are “on the tour” fellows who loaned me their dirt bike to and challenging sport. Someday, I know with us are some of the kindest and most ride through one of the townships, near that I will have to settle for just being a generous people I’ve ever met! the Addo Elephant Park. spectator again; however, until that day My son (age 15) and I have ridden One of my motorcycle-related arrives, I am a racer! n together for countless hours on both trails dreams is to ride the “Trans-America and motocross tracks. Last year, he was Trail.” It is a 4,800-mile back-roads route the Mississippi State Champion in the across our beautiful nation using dirt 2008-2009 Arenacross Tour Championship trails, dirt roads, gravel roads, jeep roads, Series in his age group (12-15). He might forest roads, and farm roads. More infor- just be a little faster than me now.

Question: Have you had any recent success in racing? Michael E. Hanna Michael E. Hanna is a Professor of Decision Sciences at the University of Hous- Reithel: This February (2010), I was able ton, Clear Lake. He has a BA in economics, an MS in mathematics, and a PhD to finish in 4th place overall in two dif- in operations research from Texas Tech University. For over 25 years, he has been ferent age classes (both Vet 30+ and Vet teaching courses in statistics, management science, forecasting, and other quan- 40+) in the 2009-2010 Arenacross Tour titative methods. He is a former president of SWDSI and has been awarded both the SWDSI Distinguished Service Award and the SWDSI Outstanding Educator Championship Series (racing in various Award. He has served on numerous DSI committees including the Development Committee for Excellence civic centers across Mississippi and Ten- in the Decision Sciences. On two occasions he was elected as a vice president of DSI and as a member of the nessee). I’m just glad to be able to race DSI Board of Directors. He is a co-author of Quantitative Analysis for Management and is currently against others my same age in the Vet working on the 11th edition of this textbook.

Decision Line, July 2010 23 DECISION SCIENCES JOURNAL

The Decision Sciences Journal: As We Move Forward by Asoo J. Vakharia, Editor, University of Florida

t is a privilege and honor to be cho- be aware of the following: sen as the new editor for the Decision To submit a new manuscript, please ISciences journal (DSJ). I would like to go to express my sincere thanks to the Board http://decisionsciencesjournal.org of Directors of the Decision Sciences and you will be directed to the new Institute (DSI) for their unanimous deci- journal website. sion in my appointment and acknowl- If you have already submitted a edge the hard work and dedication of paper: the Editor Search Committee members— All papers submitted on or after Manoj Malhotra (Chair), V. Sambamur- March 23, 2010, have been jointly handled thy, Peter Ward, and K.K. Sinha. by both the previous and incoming Prior to communicating some editors. Assuming a paper submitted thoughts on the future of DSJ, I would during this period was accepted for like to start by reviewing the current review, all author enquiries on these status of the journal. The success enjoyed submissions should be directed to by the journal is reflected in the 2008 ISI [email protected]. and Thompson Reuters Journal Citation Reviewers, editors, and authors of all Report for management journals which such papers should have received an indi- reported that DSJ has an impact factor vidual email with this same information. equivalent/superior to leading journals in All papers submitted prior to Information Systems & Operations Man- March 23, 2010, are being processed by agement (e.g., Journal of Operations Man- Professor Smith-Daniels. If your paper agement, Management Science, Information Asoo J. Vakharia (or a paper you are reviewing) falls into Systems Research, Production and Operations is the Beall Professor of Sup- this category, please contact Professor Management Journal, and Manufacturing & ply Chain Management and Smith-Daniels’ editorial team at deci- director of the Center for Service Operations Management). I would [email protected]. Please note that Supply Chain Management like to recognize former editor Vicki you will not be able to log in and submit in the Warrington College Smith-Daniels who has worked tirelessly of Business Administration your reviews or check the status of your and with extreme dedication in the past at the University of Florida. paper via the ASU system since it is not several years to make this possible. She He has a PhD in operations available. management from the University of Wisconsin- also made significant contributions in In the rest of this article, I will detail Madison. His research primarily focuses on designing, implementing, and maintain- the journal’s mission, editorial statement contemporary issues in Supply Chain Manage- ing the first on-line submission processing ment (such as disruption management, new of purpose, and describe future changes. system for DSJ. This system forms the product introduction, and mass customization). He I welcome any thoughts and suggestions backbone of the new on-line submission has published papers in several academic leading on these and other aspects. journals including Decision Sciences, Euro- currently under development at the Uni- pean Journal of Operational of Operational versity of Florida. Journal Mission Research, IIE Transactions, Journal of Discrete Although my term as editor started Applied Mathematics, Journal of Operations DSJ, as the flagship publication of the Management, Naval Research Logistics Jour- July 1, 2010, Professor Smith-Daniels nal, among others. He is the editor for Decision and I began working earlier together to DSI, is well recognized as a top-quality, Sciences and a senior editor for Production and ensure a seamless transition which will refereed journal which publishes schol- Operations Management Journal. best serve the needs of the research com- arly research on contemporary strategic, [email protected] munity. All journal contributors should tactical, and operational decision prob-

24 Decision Line, July 2010 lems that are inter-organizational, group- As we move forward an AE will be provided the information based, and/or technology-enabled. The Given that DSJ is a well positioned and on the identity of author(s) for a specific mission of DSJ is to disseminate research mature journal, the strategies which will submission so that they can choose ap- on the art, science, and practice of deci- enable us to make an even greater impact propriate referees, and the SE will be sion making within and across organiza- are obviously those that apply to jour- provided information on the identity of tional boundaries. nals in this phase of the life cycle. From author(s), referees, and the AE providing a technology perspective, the journal a recommendation. Editorial Statement of Purpose publishers are already implementing a Focused Issues of DSJ In reviewing the historical focus of the system which will allow electronic access journal and categorizing published manu- to the journal for subscribers. Currently, As in the past, focused issues of the scripts in the past five years, it is apparent an online submission system is under journal (a maximum of two every year) that DSJ is the publication of choice for development at the University of Florida will be encouraged. At this time, I have established and emerging researchers and will be available by July 1, 2010. Over already received some initial requests for in Operations/Supply Chain Manage- and above these aspects, there are certain special issues on “Innovation and Tech- ment (SCM) and Information Systems/ other changes which will be implement- nology Management in Supply Chains” Technology (IT). Thus, research papers ed and these are described next. and on “Network Security.” I encourage which address contemporary business the research community to contact me problems and simultaneously provide Editorial Structure and Anonymity with their proposals and ideas for other novel managerial and/or theoretical Issues focused issues of DSJ. insights in the broad areas of SCM and Effective July 1, the journal will imple- Review Process and Cycle Time IT and their interface are ideal for publi- ment a revised editorial structure as cation in the journal. This will enable the follows. Assuming a submission falls within the journal to focus its research contributions Senior Editors (SE’s): Four SE’s general focus of the journal, the review and provide a differentiated grounding (see Exhibit 1) have agreed to join the process for a manuscript should be com- for DSJ in comparison to other respected journal in this role. These individuals pleted within 60-65 days of the submis- business journals with a decision making are accomplished research scholars in sion date. This target can be achieved focus (e.g., Organizational Behavior and their respective fields of expertise, have provided all the parties in the process are Human Decision Processes and Decision interdisciplinary research interests, and diligent and meet their deadlines. Sev- Analysis). Additionally, research articles also disseminated their research through eral mechanisms/tools will be utilized addressing problems in established and DSJ (the current research interests of to meet this target. First, each referee emerging interdisciplinary fields (such as each SE will be made available on the will be given at most six weeks (i.e., 42 Entrepreneurship, Innovation, Healthcare online submission system). Each paper days) to complete a review. Assuming Systems, New Product Development and submitted to the journal will be handled that an individual agrees to review a Introduction, Network Security, and Proj- by one SE whose primary responsibility paper, we should be able to achieve this ect Management) are also encouraged. is to coordinate its entire review process. target. Second, the AE’s will be given a The problem of interest can be ad- Associate Editors (AE’s): The num- maximum of 10 days to recruit referees dressed using one or more methodologi- ber of AE’s who will serve the journal has and also formulate their final report/ cal research tools (analytical, conceptual, been substantially increased and indi- recommendation based on the referee and/or empirical). Articles which extend viduals who have accepted the invitation reports. If for some reason a referee is existing and established approaches are to serve in this position are also listed in late in submitting their report, the AE will appropriate provided they demonstrate Exhibit 1. The role of the AE has been be encouraged to act as a reviewer and a substantial impact on current practice modified slightly as they will directly provide a separate report for the manu- and/or theory. Thought-provoking and recruit referees for a paper. script. Finally, the online system will be controversial research efforts which pro- Editorial Review Board (ERB): In designed to provide complete informa- pose new paradigms, and/or conceptual the past the ERB was a listing of regular tion to the editor, the SE, and AE, and frameworks are especially encouraged. reviewers for the journal. Since reviewers author(s) as to the current status of their The journal will also publish comprehen- will now be selected and recruited by the paper. This should be another incentive sive reviews of prior research within a spe- AE’s, there will be no formal ERB for the for all interested and involved parties cific domain and continue to publish notes journal. Instead, the critical and invalu- to adhere to their assigned timelines. It focusing on technical and methodological able service of all reviewers to the journal is my personal opinion that cycle times issues. All papers accepted for publica- will be recognized on an annual basis. are of critical interest to the academic tion must meet high scholarly research In line with current DSJ policy, community and if each of us is willing standards, demonstrate managerial and referees will not know the identity of to put in some effort, we can achieve the theoretical relevance, and facilitate and the author(s) and vice versa. However, targeted deadlines for DSJ. enhance decision making practice.

Decision Line, July 2010 25 Annual Recognition Concluding Thoughts changes in editorial structure outlined On an annual basis, the outstanding The focus of DSJ will be to publish exem- above, I believe we will be able to provide service of two associate editors and three plary and rigorous research addressing quicker feedback on submitted papers. reviewers will be recognized. In addition, business decisions primarily in the areas Of course, since the community at large for all manuscripts published in each of SCM and/or IT. It is my belief that by will not only be submitting papers but volume of the journal, two papers will focusing the journal on these areas and also refereeing them, I ask for your help be recognized as the (a) Best Theoretical their interface, we will be able to find a in accomplishing this objective. DSJ is Research paper; and (b) Best Application “home” for an emerging body of rigorous an excellent outlet for disseminating Research paper. research. It will also provide a unique both theoretical and practical research, identity for the journal in comparison to and I hope that we can work together other established journals with a deci- to maintain and enhance its reputation n sion making focus. In addition, with the within our community.

Exhibit A

Senior Editors (SE’s) for DSJ Cipriano Forza, Univerita de Padova Nada Sanders, Lehigh University Jan Fransoo, Technische Universiteit Eindhoven Fabrizio Salvador, Instituto do Empresa Kurt M. Bretthauer, Indiana University Srinagesh Gavirneni, Cornell University Business School http://www.kelley.iu.edu/ODT/ Soumen Ghosh, Georgia Institute of Technology Enno Siemsen, University of Minnesota Faculty/page11362.cfm?ID=8836 Susan M. Goldstein, University of Minnesota Rachna Shah, University of Minnesota Ram Gopal, University of Connecticut Hojung Shin, Korea University Paulo Goes, University of Arizona Varun Grover, Clemson University Vicki Smith-Daniels, Arizona State University http://mis.eller.arizona.edu/faculty/ V. Daniel R. Guide, Jr., Pennsylvania State Greys Sosic, University of Southern California pgoes.asp University Gil Souza, Indiana University Greg Heim, Texas A&M University Sri V. Sridharan, Clemson University Kingshuk K. Sinha, University of Apurva Jain, University of Washington Chelliah Sriskandarajah, University of Texas Minnesota Norman Johnson, University of Houston at Dallas http://www.csom.umn.edu/Page2075. Vijay Kannan, Utah State University Kathryn E. Stecke, University of Texas aspx?type=faculty&eid=84184084 Xenophon Koufteros, Texas A & M University at Dallas Michael Ketzenberg, Texas A & M University Nallan Suresh, University at Buffalo Cheri Speier, Michigan State University Clayton Looney, University of Montana Mani Subramani, University of Minnesota http://broad.msu.edu/accounting/ Manoj Malhotra, University of South Carolina Srinivas Talluri, Michigan State University faculty/member?id=59 Anne Massey, Indiana University Giri Tayi, SUNY Albany Larry Menor, University of Western Ontario Rohit Verma, Cornell University Associate Editors (AE’s) for DSJ Nagesh Murthy, University of Oregon Visvanath Venkatesh, University of Arkansas Ram Narasimhan, Michigan State University Peter Ward, Ohio State University Soon Ang, Nanyang Technological University Jan Olhager, Linkoping University Scott Webster, Syracuse University Indranil Bardhan, University of Texas at Dallas Rich Metters, Emory University Urban Wemmerlov, University of Wisconsin- Elliot Bendoly, Emory University Ray Patterson, University of Alberta Madison WC Benton, Ohio State University Anand Paul, University of Florida Yunzeng Whang, University of California- Janice Carrillo, University of Florida Nicholas Petruzzi, University of Illinois Riverside Kyle Cattani, Indiana University Edieal Pinker, University of Rochester Xiande Zhao, Chinese University of Dilip Chhajed, University of Illinois Robin Poston, University of Memphis Hong Kong Patrick Y.K. Chau, University of Hong Kong Elliot Rabinovich, Arizona State University Rachel Chen, University of California-Davis Aleda Roth, Clemson University H. Kenneth Cheng, University of Florida Cliff Ragsdale, Virginia Polytechnic Thomas Choi, Arizona State University & State University Maqbool Dada, Johns Hopkins University Sudha Ram, University of Arizona Nicole DeHoratius, University of Portland Jacqueline Rees, Purdue University Vinayak Deshpande, Purdue University Johnny Rungtusanatham, University of Joy Field, Boston College Minnesota Barbara B. Flynn, Indiana University

26 Decision Line, July 2010 Announcements

(see more information on related conferences and publications at http://www.decisionsciences.org)

Institute Meetings [email protected], phone : + 91-124- The Western Region will hold its 2011 Annual Meeting on April 5-8, 2011, at The 41st Annual Meeting of the 4560000/4560002. the Embassy Suites-Downtown in the Institute will be held November 20-23, http://www.mdi.ac.in/isdsi/cfp.htm Historical Multnomah Hotel. Portland, 2010, at the San Diego Marriott Hotel Oregon. Deadline for paper submis- and Marina in San Diego, California. The Mexico Region. For more infor- mation, contact Antonio Rios, Instituto sions is October 1, 2010. For more infor- The submission deadline for refereed mation, contact Program Chair Sheldon research papers was extended to April Tecnologico de Monterrey, antonio. [email protected]. R. Smith, Utah Valley University, 8th. The submission deadline for the [email protected]. Elwood S. Buffa Doctoral Dissertation The Midwest Region held its 2010 http://www.wdsinet.org Competition has been extended to May Annual Meeting on April 22-24, 2010, 15, 2010. Contact Program Chair Mor- in Toledo, Ohio. For more informa- gan Swink at [email protected]. tion, contact Program Chair Udayan Call for Papers http://www.decisionsciences.org/ Nandkeolyar, University of Toledo, [email protected]. Conferences annualmeeting/ 6th International Conference on Evo- The Asia Pacific Regionheld its 2010 http://mwdsi2010.utoledo.edu lutionary Multi-Criteria Optimization will be held April 5-8, 2011, in Ouro Annual Meeting jointly with the Inter- The Northeast Region will hold its Preto/MG, Brazil. A special MCDM national Conference on Operations and 2011 Annual Meeting on April 14–16, Track will blend ideas from EMO and Supply Chain Management in Hong 2011, at the Montréal Marriott Château Multi-Criteria Decision Making. Papers Kong and Guangzhou from July 25-30, Champlain in Montréal, Canada. A on all aspects of multiobjective opti- 2010. Check back for more details on fantastic gala dinner (as part of the reg- mization and/or multicriteria decision the 2011 conference. istration fee) is scheduled for Saturday making are invited for submission to night at 6:00 pm to midnight. Deadline http://lf-scml.baf.cuhk.edu.hk/icoscm the MCDM track, including those not for paper submissions and special http://www.apdsi.org related to evolutionary multiobjective session proposals is December 1, 2010. optimization. The European Region held its inaugu- For more information, contact Program ral 2010 Annual Meeting on July 2-3, Chair Minoo Tehrani, Roger Williams http://www.mat.ufmg.br/emo2011/ 2010, at the IESE Business School, Uni- University, [email protected]. versity of Navarra, Barcelona, Spain. Publications Contact Program Chair Marc Sachon at http://www.nedsi11.org/ http://www.nedsi.org/ International Journal of Production [email protected]. Research plans to publish a special http://www.e-dsi.eu The Southeast Region will hold its issue titled Supply Chain Design: Issues, 2011 Annual Meeting on February Challenges, Frameworks and Solutions. The 4th Annual Meeting of the 23-25, 2010, at the Savannah Marriott Manuscripts must be submitted by Indian Subcontinent will be held at Riverside in Savannah, Georgia. Dead- September 30, 2010. This special issue Management Development Institute, line for paper submissions and special aims to publish a set of papers that will Gurgaon (Suburb of New Delhi), session proposals is September 27, shed greater insights into how supply India, December 28-31, 2010. This also 2010; students papers are due October chain design can help describe, explain, includes a special one day conference/ 29, 2010. For more information, contact and predict supply chain activities and workshop on Design and Management Program Chair George S. Lowry, outcomes at both the corporate and of Services.Abstracts of papers are Randolph-Macon College, glowry@ supply chain levels. From the per- due by August 15, 2010, while full- rmc.edu. spective of content, this special issue length papers for presentation can be hopes to solicit a broad spectrum of http://www.sedsi.org/2011_SE_DSI_ submitted by September 15, 2010. In papers. Papers should be submitted Call_for_Papers.pdf addition, if you wish to propose some to one of the guest editors: Steven A. special sessions, please contact one http://www.sedsi.org Melnyk ([email protected]) or Ram of the conference co-chairs: Professor Narasimhan ([email protected]. B.S. Sahay, Management Development The Southwest Region will hold its 2011 Annual Meeting on March 1-5, edu). Please contact either guest editor Institute, Gurgaon, India; Jatinder (Jeet) should you have any questions regard- N.D. Gupta, University of Alabama 2011, at the Hyatt Regency in Houston, Texas. Deadline for paper submissions ing the special issue or the potential in Huntsville, USA; Mark M. Davis, is October 1, 2010. For more informa- suitability of topics for the issue. n Bentley University, USA. For more tion, contact Program Chair Carl M. details, contact Virender Kumar or N.S. Rebman, Jr., University of San Diego, Ganapathy Subramanian, ISDSI 2010 [email protected]. Conference Secretariat, Gurgaon, India, http://www.swdsi.org

Decision Line, July 2010 27 2010 DSI Annual Meeting

2010 Program Chair’s Message MORGAN SWINK, Michigan State University

little revolution • Opportunities to scout out the job mar- A is a good thing ket and/or the talent pool 2010 Annual Meeting Coordinators now and then. In 2009 • More than 20 discipline-based and the Decision Science interdisciplinary tracks that address Program Chair Institute (DSI) cele- Morgan Swink research, pedagogy, educational tech- Michigan State University brated its 40th year nologies, and more School of Management of existence as one of East Lansing , MI 48824 USA the leading academic • Three new special interest groups ad- (517) 432-6327 [email protected] societies. The annual conference in 2010 dressing health care, project manage- ment, and innovation marks the beginning of the next 40 years, Associate Program Chair in which we expect to break new ground, • Conference innovations that put new Rachna Shah The University of Minnesota try new ideas, and create new value for twists on an already successful formula School of Management all participants. 321 19 th Ave S. Join us in San Diego as we launch Minneapolis , MN 55455 USA The 41st DSI Annual Meeting will be (612) 624-4432 a new chapter in the life of the DSI. We held November 20-23, 2010, at the [email protected] invite basic, applied, theory, and case San Diego Marriott Hotel and Marina study research in any field related to Proceedings Coordinator in San Diego, California. Sriram Narayanan decision-making, as well as proposals for Michigan State University panel discussion, symposia, workshops, School of Management and tutorials dealing with research or East Lansing , MI 48824 USA The venue for the 2010 DSI Annual Meet- (517) 432-6432 pedagogical issues. ing is the Marriott Hotel and Marina. [email protected] As a participant in the 2010 conference This location offers excellent weather, you can expect to enjoy the following: CIS Manager great access to restaurants, tours, and Scott E. Sampson • A warm welcome with numerous op- entertainment, and scenic view of the Brigham Young University portunities to meet new people, to beautiful bay and port of San Diego. For Department of Business Management consider new research and teaching 660 TNRB more information visit Provo, UT 84602 USA approaches, and to enjoy the sights www.sandiego.org (801) 422-9226 and sounds of San Diego [email protected] www.marriott.com/hotels/travel/ • High quality invited and sponsored sandt-san-diego-marriott-hotel-and- Job Placement Coordinator sessions featuring highly respected re- marina/. Arijit (Jit) Sengupta searchers, educators, and practitioners Wright State University If you have any questions, sug- Raj Soin College of Business • A variety of venues in which you can gestions, or requests, feel free to email Information Systems and Operations present and receive constructive feed- Management Department Program Chair Morgan Swink at swink@ 3640 Colonel Glenn Highway back on your research and teaching bus.msu.edu. n 271 Rike Hall innovations Dayton, OH 45435 USA (937) 775-2115, fax: (937) 775-3533 [email protected]

Local Arrangements Coordinator Miniconference on Hospitality Mgmt. Barbara Withers University of San Diego his miniconference examines emerg- papers on the salient issues that are im- School of Business Administration Olin Hall 320 Ting issues facing the hospitality pacting the hospitality industry. Submis- San Diego , CA 92110-2492 USA industry, which is one of the fastest grow- sion deadline was May 1, 2010. n (619) 260-2380 ing sectors worldwide. However, the [email protected] current economic and political global G. Keong Leong climate means the industry has to deal University of Nevada Las Vegas [email protected] with new challenges such as increased competition, declining revenues, and Natasa Christodoulidou global terrorism. The miniconference California State University Dominguez Hills [email protected] will feature both invited and submitted

28 Decision Line, July 2010 2010 DSI Annual Meeting 2010 Doctoral Student Consortium

Creating successful career paths for students Co-sponsored by McGraw-Hill/Irwin, Alpha Iota Delta, Emerald Group Publishing, and the Decision Sciences Institute

SI’s 28th annual Doctoral Student content knowledge. Veterans will share Teaching Effectiveness. Professor Har- Consortium is an engaging, in- their secrets to success. vey Brightman , a DSI Fellow and past Dteractive professional experience 3. Furthering your research. Engage with president, will return to the Doctoral designed to help participants success- your peers and outstanding researchers. Consortium for another post-retirement fully launch their academic careers. We The research incubator will give you a workshop in 2009. His sessions are sim- are pleased to have the co-sponsorship of chance to engage in a discussion of your ply not to be missed. Even experienced McGraw Hill/Irwin with contributions research ideas with both your peers and faculty members sit in on these dynamic from Alpha Iota Delta and Beta Gamma outstanding researchers. and inspiring sessions. Sigma for this important event. The 4. DSI exposure. The Consortium is a Being a Professor. Professor Ira Horow- Consortium will take place on Saturday, chance to “test-drive” DSI, learn about its itz, also a DSI Fellow and past president, November 20, 2010, at the 2010 DSI An- people, it processes (such as placement will share his insight and secret for suc- nual Meeting in San Diego. services), and its opportunities. cess as a professor in academia. Information About Specific Research Who Should Attend? 5. Fun! Come socialize with your current and future colleagues in a city that has Areas. World-class research faculty The Doctoral Consortium is offered to retained its sense of history and tradition, from a variety of specific subject areas individuals who are at least into their while carefully blending in cosmopolitan (e.g., supply chain management, MIS, second year of doctoral studies. The progress. educational research) will meet with Consortium welcomes students from all students whose specific research area subject areas within the decision sciences. Program Content matches that of the faculty. This faculty A variety of students with backgrounds ‘mentor’ will offer advice and guidance in operations management, management The Doctoral Student Consortium in- on appropriate journals, current popular information systems, management sci- volves seasoned, world-class research topics of research, potential co-authors ence, strategy, organizational behavior, faculty from a variety of schools, junior and suggestions for focusing on a specific marketing, finance, accounting, and other faculty just beginning their careers, and research topic area. areas will increase the vitality of the ses- key journal editors. All will help guide sions. This year’s program will focus on discussions in the following sessions. Join Us basic preparation for an academic career, Preparing NOW for an Academic The Doctoral Student Consortium does job search issues, the interview process, Career. What can doctoral students do more than prepare individual students, it research strategies, effective teaching, now to gain an advantage in the job creates a community of colleagues you’ll among others. Students who are inter- market and lay the foundation for a suc- know throughout your career. Please ested in addressing these subjects in a cessful academic career. plan to attend the Consortium and also participative, interactive way will enjoy The Job Search Process. Should you tar- encourage your student colleagues to and benefit from the Consortium. get your job search on research-oriented participate in this important program. schools? Teaching schools? Private? Pub- Although many participants will be en- Why Should You Attend? lic? What’s the best way to market your- tering the job market for this year, others self? What is the proper format for your 1. Networking. Get to know some of will appreciate the opportunity to get a vita? This session will help participants the leading researchers and educators. better understanding of an academic ca- answer these questions through insights Getting a job, finding collaborators, and reer and how to approach the job market drawn from a panel of faculty experts. gaining advantages in the career you are the following year. about to enter are all related to “who you The Interview Process. Dos and Don’ts. know.” This Consortium is your chance How should you prepare for an initial Application Process to meet some of the leading researchers interview or an invited on-campus Students in all areas of the decision and educators in the field. interview? What questions should you sciences are encouraged to apply for ask? What can you expect? What factors 2. Skill development. Learn from vet- the DSI Doctoral Student Consortium. should you consider when making a final erans. Excellent teaching and research Those wishing to be included should decision? require practical skills in addition to submit:

Decision Line, July 2010 29 2010 DSI Annual Meeting

A current curriculum vita, including the Consortium. This fee includes the contact information (e-mail in particular), Consortium luncheon and reception on your major field (accounting, finance, Saturday, the DSI luncheons on Sun- marketing, management, operations day and Tuesday, and the CD-ROM of management, MIS, management science, the conference proceedings. Although Doctoral Consortium Coordinators strategy, and so on), the title of your dis- students will be responsible for all of sertation proposal or the title of a current their own travel and accommodation Sarv Devaraj research paper. expenses, it is customary for participants’ Management Department Interested students are encouraged schools to provide monetary support for University of Notre Dame to apply early if they wish to ensure these purposes. Phone 574.63.5074 themselves space in the Consortium. Consortium participants will be rec- [email protected] Materials should be sent electronically to ognized in Decision Line, the Institute’s Doctoral Consortium Coordinators Sarv news publication. They also receive Rajiv Kohli Devaraj or Rajiv Kohli. special recognition in the placement Department of MIS Participants must pay the regular system, special designation on their College of William & Mary student DSI member registration fee name badges, and an introduction to the Phone 757.221.3267 of $80 (or $105 for non-DSI member larger DSI community at the breakfast [email protected] student) for the annual meeting, but and plenary session. n there will be no additional charge for

2010 Discipline-based Tracks Accounting: Assurance and Public Organizational Behavior/Organizational Thomas Schmitt, University of Washington, Accountability Theory [email protected] Robert Hutchinson, University of Detroit- Mike Lewis, University of Bath, M.A.Lewis@ Sanjay Kumar, The Pennsylvania State Mercy, [email protected] bath.ac.uk University, [email protected]

Information Systems Economics Service Operations Management Social Responsibility, Ethics, and Debabrata Dey, University of Washington, Larry Menor, The University of Western Sustainability [email protected] Ontario R.D. (Robert) Klassen, The University of Western Ontario, [email protected] Vidyanand (VC) Choudhary, University of Supply Management California Irvine, [email protected] Tom Choi, Arizona State University, Information Systems Strategy and Design [email protected] 2010 Special Tracks Jeff Stratman, The University of Utah, Murat Kristal, York University, mkristal@ Fellows Track [email protected] schulich.yorku.ca Sang Lee, University of Nebraska-Lincoln, T. Ravichandran, Rensselaer Polytechnic [email protected] Institute, [email protected] 2010 Topical/Interdisciplinary Tracks Innovative Education Hospitality Management Cross-functional Interfaces (Marketing/OM/ David Chou, Eastern Michigan University, G. Keong Leong, University of Nevada Las Finance/IS/Accounting) [email protected] Vegas Elliot Bendoly, Emory University, New Talent Showcase - Student Presentations [email protected] [email protected] Susan Meyer-Goldstein, The University of Natasa Christodoulidou, California State Decision Making and Problem Solving (MS/ Minnesota, [email protected] University Dominguez Hills OR/Statistics) [email protected] Shaw K. Chen, University of Rhode Island, 2010 Special Interest Groups Logistics, Distribution, and Order [email protected] Management Innovation and Entrepreneurship Product/Process Innovation and Project Roger Calantone, Michigan State University, DaeSoo Kim, Korea University, Management [email protected] [email protected] Mohan Tatikonda, Indiana University, Marketing and Management Strategy and [email protected] Healthcare Decision-Making and Policy Policy Rachna Shah, University of Minnesota, Process Quality and Productivity [email protected] Derrick D’Souza, University of North Texas, Management [email protected] Susan Meyer-Goldstein, The University of Matthias Holweg, University of Cambridge, Minnesota, [email protected] Manufacturing Operations Management [email protected] Project Management Jan Olhager, Linkoping University, Risk Analysis and Crisis Management [email protected] Gary Klein, University of Colorado at Kathy Stecke, The University of Texas at Colorado Springs, [email protected] Martin Rudberg, Linkoping University, Dallas, [email protected] [email protected]

30 Decision Line, July 2010 2010 DSI Annual Meeting Overview of DSI Annual Meeting Activities

Best Paper Awards Competition Global/International Research Miniconference Categories include Best Theoretical/Em- pirical Research Paper, Best Application A forum for the discussion of the many Miniconference on Successful Paper, Best Interdisciplinary Paper, and issues influencing global strategy and Grantsmanship Best Student Paper. network design. Develop interests among DSI members http://www.decisionsciences.org/ http://www.decisionsciences. in obtaining external research grants annualmeeting/meetinginfo/ org/annualmeeting/meetinginfo/ competition.asp global.asp and to sharpen their skills to write grant proposals so that their endeavors may be more fruitful. Best Teaching Case Studies Award Hospitality Management Competition Miniconference http://www.decisionsciences.org/ annualmeeting/meetinginfo/ Serves an active role in the dissemina- Examines emerging issues facing the miniconferences.asp tion of new ideas with respect to case hospitality industry, which is one of the studies topics. fastest growing sectors worldwide. New Faculty Development http://www.decisionsciences.org/ http://www.decisionsciences.org/ Consortium annualmeeting/meetinginfo/ annualmeeting/meetinginfo/ competition.asp hospitality.asp Deals with research, teaching, publish- ing, and other professional development issues for faculty who are beginning Curricular Issues Miniconference IT/SCM Interface Miniconference their academic careers. (Open to faculty A forum to learn from those at the Focuses on research at the nexus of in- members who have a Ph.D. degree and forefront of curriculum innovation and formation technology and supply chain are in the first two years of their teach- improvement, and to share experiences management, highlighting current and ing career.) and lessons. emerging trends in the area. http://www.decisionsciences.org/ http://www.decisionsciences.org/ http://www.decisionsciences.org/ annualmeeting/meetinginfo/ annualmeeting/meetinginfo/ annualmeeting/meetinginfo/ new-faculty.asp curricula.asp miniconferences.asp Professional and Faculty Doctoral Student Consortium Instructional Innovation Award Development Program Competition A unique opportunity for doctoral stu- Provides insight into the challenges and dents from across the U.S. and world to Recognizes outstanding contributions opportunities in today’s rapidly chang- interact with one another and with dis- that advance instructional approaches ing academic environment. tinguished scholars in a one-day program within the decision sciences. The focus of http://www.decisionsciences.org/ devoted to career development. this award is on innovation in college- or annualmeeting/meetinginfo/ http://www.decisionsciences.org/ university-level teaching. miniconferences.asp annualmeeting/meetinginfo/ http://www.decisionsciences.org/ doctoral.asp annualmeeting/meetinginfo/ Technology in the Classroom innovation.asp Miniconference Elwood S. Buffa Doctoral A forum for participants to share novel or Dissertation Award Competition Miniconference on Making Statistics innovative applications of technology in More Effective in Schools and Encourages and publicizes outstanding the classroom that enhance the student’s Business dissertation research by selecting and learning experience. recognizing the best dissertations written Encourages interaction between business http://www.decisionsciences.org/ in the past year in the decision sciences. faculty and others involved in teaching annualmeeting/meetinginfo/tech- http://www.decisionsciences.org/ business statistics with professionals nology.asp annualmeeting/meetinginfo/ from industry and government, with dissertation.asp publishers, and with software vendors. http://www.decisionsciences.org/ annualmeeting/meetinginfo/ miniconferences.asp

Decision Line, July 2010 31 2010 DSI Annual Meeting 2010 New Faculty Development Consortium

he New Faculty Development Con- The program will include sessions Tsortium (NFDC) is a program for fac- on a variety of topics such as: ulty who are in the initial stages of their • Tenure and promotion academic careers and who would like to • Building a successful research program on Friday, October 1, 2010. Early ap- gain insights about teaching, research, plications will be appreciated. The first • Excellence in teaching publishing and professional develop- 50 qualified applicants will be selected ment. Faculty members who have earned • Institutional citizenship—Service to- for participation. Although each NFDC their doctoral degrees and are in the first ward your institution and toward the participant will be required to register three years of their academic careers are academic community for the DSI 2010 Annual Meeting, there eligible to apply. To participate in the consortium, please will no additional fees for participating The consortium will be held on Sat- n send an email providing the informa- in this consortium. urday, November 20, 2010, as part of the tion listed on the DSI annual meeting DSI conference. The day-long agenda for website at New Faculty Development Consortium the consortium will consist of interactive Coordinators presentations and panel discussions led http://www.decisionsciences.org/ by business faculty at varying stages annualmeeting/meetinginfo/new- Rohit Verma, Cornell University, (607) 255- faculty.asp 2688, [email protected] of their careers. The program will also provide opportunities for interaction along with your current vita to one of Gopesh Anand, University of Illinois at and networking with experienced faculty the coordinators listed below. To be eli- Urbana Champaign, (217) 244-8051, gopesh@ illinois.edu as well as with co-participants in the gible for participation, your application consortium. must be received by the end of the day

2010 DSI Global Miniconference ith a gross domestic product (GDP) resources to meet the needs of global many issues influencing global strategy Wof over $14 trillion, the U.S. is the consumers. The mission of this minicon- such as country, social structure, politics, largest economy in the world. However ference is to help us better understand economics, human resources, supply large this number may seem, it represents the rules of a global economy via cutting- chain management (services and manu- only about 23% of the total world GDP edge research as well as to explore ways facturing), foreign direct investment, and of over $61 trillion. What does this mean in which we can better teach the nuances information technology. Our hope is to to today’s business decision makers? If of global decision making to today’s stimulate creative thinking regarding we look to Hollywood, we can gain a students, regardless of where they hail the challenges facing firms, society, the little insight. from. environment, and various institutions • On May 19, 1999, “Star Wars Episode Indeed, globalization raises many (government and non-government) in 1: The Phantom Menace” was released challenges for decision makers every- the context of globalization. for U.S. domestic audiences. The global where—not just for transnational firms We invite DSI members to submit rollout was to proceed during the fol- operating in culturally and geographi- research papers, forums, tutorials, and lowing weeks. Yet, the very next day, cally diverse environments. For academic other creative submissions for this event. n bootleg versions of the film appeared researchers, globalization has generated many fruitful avenues of inquiry re- on overseas screens. Digitization had Global Miniconference Coordinators changed the rules of the global game. garding (1) competitive strategy, (2) the design of global networks including the Anthony Ross • On December 18, 2009, “Avatar” was Broad School, Michigan State University coordination of activities within the firm, released to a global audience. Within [email protected] and (3) the ability to build appropriate three weeks, the film topped the $1 relationships among the various actors billion mark in ticket sales. Amazingly, Stanley E. Fawcett external to the focal firm. These avenues two thirds of the revenues came from Marriott School, Brigham Young University include, but are not limited to, the role global markets. [email protected] of culture, knowledge development, Today, regardless of the country of origin, innovation, supply chain networks, corporate success increasingly requires market relationships, and others. We look that managers learn to use worldwide forward to provocative discussion of the

32 Decision Line, July 2010 2010 DSI Annual Meeting 2010 Doctoral Dissertation Competition

Searching for the best 2009 dissertation in the decision sciences Co-sponsored by McGraw-Hill/Irwin and the Decision Sciences Institute

cGraw-Hill/Irwin and the Deci- 2. A separate statement by the major files before they are distributed to the re- Msion Sciences Institute are co- professor about why the dissertation viewers so that the names of files are not sponsoring the Elwood S. Buffa Doctoral deserves special recognition. This identifiable with a particular student. Dissertation Competition. The purpose letter should be emailed as a PDF file In ALL email communications, of the competition is to identify and to the e-mail address given above. please make sure that the doctoral stu- recognize outstanding doctoral research Please name this file “Student Last dent’s full name appears in the subject in the development of theory and/or ap- Name_Recommendation.pdf”. line of the email message. n plication of decision sciences completed Elwood S. Buffa Doctoral Dissertation during 2009. A monetary award of $1,500 3. A summary of the dissertation. This five-to-ten page, double-spaced over- Competition Coordinator will be presented at the 2010 Annual Nallan C. Suresh Meeting. The submission deadline was view should include a description of Department of Operations Management & May 15, 2010. the problem, the methodology, and Strategy The dissertation must deal with the the major findings and conclusions. At School of Management, State University of New York, Buffalo development of methodology for, and/ the top of the first page, the disserta- tion’s major and minor fields should 326 F Jacobs Management Center or application of, decision sciences. The Buffalo, NY 14260, USA dissertation research could be based on be identified. Major fields typically [email protected] analytical and/or empirical research are accounting, economics, finance, 716-645-3279 methods. information systems, organizational The dissertation must have been ac- behavior, design, theory, operations cepted by the degree-granting institution management, supply chain manage- within the 2009 calendar year. It is not ment, and strategy/policy. Minor necessary for the degree to have been fields are often simulation, optimiza- awarded by the end of 2009. In addition, tion, service sector, quality, quantita- the dissertation may not have been sub- tive analysis, artificial intelligence, mitted previously to a Decision Sciences expert systems, experimental design, Institute dissertation competition. etc. The summary should include a The following are the require- 250-word abstract. This letter should ments: be emailed as a PDF file to the e-mail address given above. Please name 1. A nominating letter on university let- this file “Student Last Name_Sum- terhead submitted by the student’s mary.pdf”. major professor. This letter introduces the student, the supervisor of the dis- 4. Three (3) copies of the complete dis- sertation, and the degree-granting sertation in hard copy format should institution. It also certifies the ac- be mailed to the Coordinator. ceptance of the dissertation by the institution within the required time Important: Because of the blind-review frame. All contact information for process, it is essential that the author, both the author and the major profes- degree-granting institution, and super- sor should be provided in the letter. vising professor not be identified within This letter should be emailed as a the contents of items 2, 3, and 4 above. PDF file to . All acknowledgments or other references The file should be named “Student that would identify the author, institu- Last Name_Nomination.pdf”. (For tion, or professors must be removed from example, if the student’s last name the dissertation and all accompanying is Wang, the file should be called documents except the nominating letter. “Wang_Nomination.pdf”.) The coordinator will change the names of

Decision Line, July 2010 33 2010 DSI Annual Meeting

Book your reservations early for the DSI conference hotel . . . San Diego Marriott Hotel and Marina

date available from the following list: Visa, Master Card, American Express, Discover, Diners Club. Note that the Decision Sciences Institute special group rate may not be available if the group room block be- comes full, or after October 31, which is the cut off date for making reservations to receive the special group rate. If for some reason your plans change, you may cancel your reservation up and until 6pm of date of arrival. Should you not cancel your reservation, you will be billed for one night room charge and tax.

*At previous Decision Sciences Institute meetings, Marriott hotels have permitted attendees to reserve rooms by faxing or mailing a hard-copy form. he 2010 DSI Annual Meeting will be Passkey’s Phone Number: Theld at the San Diego Marriott Hotel 800-266-9432 * * * and Marina. Offering spectacular water- Hotel Room Types front settings in the heart of America’s Need a roomate? Doctoral stu- Finest City, the San Diego Marriott Ho- • One king-size bed in room dents, faculty and business leaders are tel & Marina truly represents the best • Double/double bed in one room often looking for someone to share a location for business and pleasure. It is room with during the annual meeting. conveniently located adjacent to the San Single/Double occupancy For online assistance, fill out our roo- Diego Convention Center and within Cityview: $177 mate match form at the url below and walking distance to downtown San Di- Bayview: $197 submit your information to DSI: ego and the Gaslamp District. http://www.decisionsciences.org/ Triple occupancy For reservations, please refer to the annualmeeting/meetinginfo/ Cityview: $197 guidelines below. Note that check-in time roommates.asp Bayview: $217 is 4:00 pm of the day of arrival and check- out time is 12:00 pm, day of departure. Reservations by Phone San Diego Marriott® Hotel & Marina Group room rate reservations may When booking via phone on the Mar- 333 West Harbor Drive be available based on occupancy of the riott Reservation line, please be sure San Diego, California 92101 USA hotel from November 17-26, 2010. to reference the “Decision Sciences Phone: 1-619-234-1500 There are two ways to make reser- Institute Meeting” in order to secure Fax : 1-619-234-8678 vations (hard-copy forms are no longer the special group room rates. used*). Information and online registra- tion is available at 800-266-9432 http://www.decisionsciences.org/ To guarantee your reservations at the Annualmeeting/travel/hotel.asp 2010 DSI Annual Meeting San Diego Marriott Hotel and Marina https://resweb.passkey.com/go/ and to receive the special offered group Website decisionsciences rate, your reservations must by made www.decisionsciences.org/ by Friday, October 31, and you must annualmeeting/ supply a credit card with the expiration

34 Decision Line, July 2010 dsi placement services

SI Placement Services have a proven screens to change any criteria. The search to send any issues with the system to the Dtrack record of bringing together results show up directly underneath the developers, and we will definitely take a job applicants and school representa- form. You can switch between the brief look at it as soon as possible. tives in the decision sciences. The online and detailed views, as well as change the placement listings, which are are now sort order without having to re-post the Helpful Tips being accepted for 2010-11, are available search. You can also view your results 1. If paying by credit card online, to applicants and recruiters throughout page by page instead of scrolling through please have the information ready. the year. At the fall annual meeting, the all the results using the “Allow Paging” Payment by check will also be ac- Institute operates a placement service checkbox. Want to print the results but cepted, although it may delay your located conveniently near the confer- don’t want to see the form? No problem! listing. The address for mailing pay- ence registration area and exhibits that Just click on the “Hide form” link above ments is shown on the website. the form, and you will be able to print the allows attendees to meet in an informal, 2. Be sure to record your password for search results without any forms. yet public atmosphere. future use. If you do not remember Some of the functionalities of the Listing fees are a great value at $350 your password, DSI can send it placement system include contrasted for each position listed, $25 for appli- to your login email address upon checkbook-style outputs to make result cant listings, and no charge for student request through a link on the login browsing easier on the eye, paging and members. DSI membership must be screen. current for all applicants (membership quick sorting. In addition, to preserve is not required for submitting a position privacy of our patrons, email addresses 3. If you would like to link to your web listing). of employer contacts or applicants are presence elsewhere, have the URL Most new listings are received prior not displayed in the public viewing ready. If you do not have a web pres- to the Decision Sciences Institute’s An- mode. To see the email addresses, you ence, you might want to look into nual Meeting. At the conference, those must register and log in with your user setting one up with your university, who list with us are entitled to use the ID and password. ISP, or websites such as www.dice. placement services, including the mes- If you select the “Advanced op- com or geocities. If a URL for your sage center. Reserved interview tables tions,” or follow the link under the web presence is not yet available, it are also available to recruiters at a $200 “Add/Change Listings” in the home can be added to your listing later. fee for the entire conference. page, you will get to the new login screen. If you are registered already, Questions and suggestions should be Notes to Using the Upgraded even if it is from last year, you can log directed to: System in using your previous credentials, or register yourself as a new applicant or Arijit Sengupta The placement services options are avail- employer. Remember though, the data- Wright State University able in the normal placement systems base is cleared every May, so while you 271 Rike Hall website: http://www.decisionsciences. will be able to log in, your information 3640 Colonial Glenn Highway org/placement . You will see a paragraph will need to be re-entered. That is the Dayton, OH 45435 starting with a red NEW!—and the link way we ensure that all the information is voice: (937) 775-2115 below it (saying “more…”) will take you current. The login screen will allow you fax: (937) 775-3533 to the new placement services page. to retrieve your password if you do not mobile: (574) 210-8084 There are three options under “View remember it. Once you authenticate, you e-mail: [email protected] DSI Job Placement Listings”: search for will get into a context-sensitive menu, positions, search for applicants, and depending on your level of access. If advanced options. In addition, at the you are an applicant, you will be able bottom of all the new pages, you will find to do standard searches, as well as edit a link saying “Send feedback/Report your information. If you are an employer, problems.” Any time something seems you can add more positions under your to not work or malfunction, please use account, and edit/delete your existing this link to send us a problem report. The position listings. more reports we get from you, the faster As always, we appreciate your sup- we can get all the issues taken care of. port and welcome your comments and The search form is designed such questions regarding this service. Every that you do not need to flip back and page has a “Send Feedback/Report Prob- forth between the search and the result lems” link at the bottom that you can use

Decision Line, July 2010 35 President’s Letter, from page 1

wait for the full impact of global Richard Pibernik, and Constantin Bloom. Singapore for the first half of this year is forces to manifest themselves at an The meeting went very well. There was a reported at a staggering 18 percent. This is industry and company level, they will wide variety of topics covered and qual- the fastest growth in Singapore since 1975. have waited too long.2 ity in the presentation topics. The meeting One must note that Singapore is a relatively Aside from a growing economy, we was held in the new business building on small country with few natural resources would expect that education is the number the campus of IESE, a fitting location with and yet able to achieve great success with its one priority for many emerging countries a fantastic view of the city. At the meeting, economy. While the developed economies and that growth in higher institutions will Marc Sachon was elected president, Bart in the U.S. and many Western countries are only increase. More than ever, many institu- MacCarthy as president-elect, and Constan- in a severe downturn, the same is not true tions outside the U.S. are seeking AACSB tine Bloom as secretary general/treasurer. for several emerging economies in Asia. accreditation. At the same time, institutions Congratulations to all the new officers of Countries such as China and India are cur- in emerging economies are requiring their EDSI. We are very excited at the future of the rently concerned about increasing inflation faculty to engage in high-quality research to European region and hope for bigger and and prices due to a growing economy. We be published in international journals. This better things to come in the future. can learn much from McKinsey’s advice for trend represents great opportunity for the Gyula had raised the issue of mem- business executives on emerging trends in Institute to increase its global presence but bership dues and the impact this has on the economy: we cannot afford to wait too long to act. members from very diverse countries in Systematically spotting and acting Have a great summer! n Europe. While the cost of DSI member- on emerging ones helps companies ship represents only a small percentage of to capture market opportunities, test Endnotes a faculty member’s salary in the U.S. and risks, and spur innovation. Today, other developed countries, the same can- when the biggest business challenge 1. Peter Bisson, Elizabeth Stephenson, is responding to a world in which not be said for those working in emerging the frame and basis of competition and S. Patrick Viguerie, “Global forces: economies. How best to equitably address are always changing, any effort to An introduction,” McKinsey Quarterly, this issue has been raised previously. Gyula set corporate strategy must consider June 2010, McKinsey & Company. spearheaded the charge of coming out with more than traditional performance 2. Ibid a workable solution to this issue. The new measures, such as a company’s core structure, which has been approved by the capabilities and the structure of the Board is based on the per capita GDP of industry in which it competes. Man- agers must also gain an understand- the country where the member is teaching. ing of deep external forces and the For example, if a member is from a country narrower trends they can unleash. In belonging to the top quartile in terms of per our experience, if senior executives capita GDP, he/she will pay the full mem- bership fee. If a faculty is teaching at an in- stitution in a country with per capita GDP in the 50-75 percentile range, the membership fee is 75 percent of the regular dues. Finally, members in a country with per capital GDP in the bottom quartile will pay 25 percent of the regular fee. While this membership due structure was proposed by the European region, it is applicable to all members of the Institute. We believe this is an excellent solution to an issue that has been raised previously. Today we are witnessing a global econ- omy that is more connected than ever. How- ever, it does not mean that the economies of all countries will be affected similarly. The report on global forces in the June 2010 issue of McKinsey Quarterly predicts that in the next decade emerging economies will experience higher economic growth than developed economies for the first time in 200 years.1 We are already seeing the early San Diego, the site of the 2010 DSI Annual Meeting, features a stunning skyline and start of this trend. For example, growth in fascinating neighborhoods such as the Gaslamp Quarter.

36 Decision Line, July 2010 2010-2011 DSI Committees Development Committee for Excellence Home Office Information Technology Liaisons in the Decision Sciences Chair: Arijit Sengupta, Wright State University Chair: Thomas W. Jones, University of Arkansas-Fayetteville Members: Doug White, Roger Williams University Chair Designate: Norma J. Harrison, China Europe Intl Bus. School (CEIBS) Members: Information Technology Committee John C. Anderson, University of Minnesota-Twin Cities Chair: Binshan Lin, Louisiana State University-Shreveport Robert L. Andrews, Virginia Commonwealth University Christer Carlsson, IAMSR/Abo Akademi University Members: Shaw Chen, University of Rhode Island Gerald DeHondt, Grand Valley State University Krishna S. Dhir, Berry College Anil Gurung, Neumann College Christine T. Kydd, University of Delaware Hal Jacobs, Decision Sciences Institute Carol J. Latta, Decision Sciences Institute Carol J. Latta, Decision Sciences Institute G. Keong Leong, University of Nevada, Las Vegas Mary Redmon, Decision Sciences Institute Ram Narasimhan, Michigan State University Subhashish Samaddar, Georgia State University Susan E. Pariseau, Merrimack College Marc Schniederjans, University of Nebraska-Lincoln Roger Schmenner, Indiana-Purdue University Indianapolis Arijit Sengupta, Wright State University Roger Schroeder, University of Minnesota-Twin Cities Kenneth Sousa, Bryant University Vicki Smith-Daniels, Arizona State University Vijay Sugumaran, Oakland University Marion G. Sobol, Southern Methodist University Doug White, Roger Williams University Kwei Tang, Purdue University Christopher A. Voss, London Business School Urban Wemmerlöv, University of Wisconsin-Madison Investment Advisory Committee Chair: Christine T. Kydd, University of Delaware Doctoral Student Affairs Committee Chair Designate: Shaw K. Chen, University of Rhode Island Chair: Xenophon Koufteros, Texas A&M University-College Station Members: Chair Designate: Marion G. Sobol, Southern Methodist University Peter T. Ittig, University of Massachusetts-Boston Members: Carol J. Latta, Decision Sciences Institute Alain Ruttiens, CBC Banque Elliot Bendoly, Emory University Kurt Bretthauer, Indiana University-Bloomington Lemuria D. Carter, North Carolina A&T State University Member Services Committee Sarvanan Devaraj, University of Notre Dame James P. Driscoll, Capella University Chair: Robert L. Andrews, Virginia Commonwealth University Daniel R. Guide, The Pennsylvania State University Chair Designate: Gyula Vastag, Corvinus University of Budapest Rajiv Kohli, Indiana University, South Bend Members: Paul Mangiameli, University of Rhode Island Nallan Suresh, University at Buffalo-SUNY Shaw K. Chen, University of Rhode Island Asoo Vakharia, University of Florida Natasa Christodoulidou, California State University-Dominguez Hills Rohit Verma, Cornell University Gary Hackbarth, Northern Kentucky University Douglas Hales, University of Rhode Island Executive Committee/Strategic Planning Committee Jayanth Jayaram, University of South Carolina Xenophon Koufteros, Texas A&M University-College Station Chair: G. Keong Leong, University of Nevada-Las Vegas June Lu, University of Houston-Victoria (Sugar Land) Members: Shaw K. Chen, University of Rhode Island Steven Melnyk, Michigan State University Robert A. Orwig, North Georgia College & State University Krishna S. Dhir, Berry College Campbell School of Business Tony Polito, East Carolina University Carol J. Latta, Decision Sciences Institute Barbara A. Price, Georgia Southern University Ram Narasimhan, Michigan State University Manus (Johnny) Rungtusanatham, University of Minnesota-Twin Cities Brooke Saladin, Wake Forest University Arijit Sengupta, Wright State University Sheldon R. Smith, Utah Valley State College University Fellows Committee Peter B. Southard, University of St. Thomas Eric Stein, Penn State Great Valley Chair: Lee Krajewski, University of Notre Dame Morgan Swink, Texas Christian University Chair Designate: Linda Sprague, China Europe International Business School Doug White, Roger Williams University Members: Susan Williams, Georgia Southern University David C. Yen, Miami University Gary Klein, University of Colorado at Colorado Springs Xiande Zhao, Chinese University of Hong Kong Carol J. Latta, Decision Sciences Institute Sang Lee, University of Nebraska-Lincoln Roger Schroeder, University of Minnesota-Twin Cities Nominating Committee Kwei Tang, Purdue University Chair: Ram Narasimhan, Michigan State University Chair Designate: G. Keong Leong, University of Nevada-Las Vegas Finance Committee Members: Chair: Shaw K. Chen, University of Rhode Island Paul Cronan, University of Arkansas Members: Soumen Ghosh, Georgia Institute of Technology Richard Jenson, Utah State University Norma J. Harrison, China Europe International Business School (CEIBS) Christine T. Kydd, University of Delaware Janet Hartley, Bowling Green State University Carol J. Latta, Decision Sciences Institute Basheer Khumawala, University of Houston Mary Redmon, Decision Sciences Institute Robert Klassen, University of Western Ontario

Decision Line, July 2010 37 Carol J. Latta, Decision Sciences Institute Roderick Posey, University of Southern Mississippi Manoj Malhhotra, University of South Carolina Antonio Rios-Ramirez, Instituto Tecnologico de Monterrey Ina Markham, James Madison University Bidya Sahay, Management Development Institute C.R. Michael Parent, Utah State University Brooke Saladin, Wake Forest University E. Powell Robinson, Texas A&M University-College Station Kenneth Sousa, Bryant University Danny Samson, The University of Melbourne Gyula Vastag, Corvinus University of Budapest Peter Ward, Ohio State University Nancy C. Weida, Bucknell University Strategic Planning for International Affairs Committee Programs and Meetings Committee Chair: Shaw K. Chen, University of Rhode Island Members: Chair: Xiande Zhao, Chinese University of Hong Kong Nezih Altay, DePaul University Chair Designate: Funda Sahin, University of Tennessee-Knoxville Constantin Blome, European Business School Members: Krishna Dhir, Berry College Kenneth K. Boyer, Ohio State University Alberto Di Tony, Italy Barry L. Brewer, Air Force Institute of Technology Maling Ebrahimpour, University of South Florida-St. Petersburg Thomas Choi, Arizona State University Vijay Kannan, Utah State University Maling Ebrahimpour, University of South Florida-St. Petersburg Eldon Li, National Chengchi University Lawrence Fredendall, Clemson University Yoshiki Matsui, Yokohama National University Douglas Hales, University of Rhode Island Amitava Mitra, Auburn University Ram Narasimhan, Michigan State University Jan Olhager, Linkoping University Robert A. Orwig, North Georgia College & State University Gabriel A. Rovayo, IDE Business School E. Powell Robinson, Texas A&M University-College Station Aditi M. Sengupta, Eastern Michigan University John Seydel, Arkansas State University Jung P. Shim, Mississippi State University Rachna Shah, University of Minnesota-Twin Cities Minoo Tehrani, Roger Williams University Morgan Swink, Texas Christian University Gregory Ulferts, University of Detroit Mercy Gregory Ulferts, University of Detroit Mercy Gyula Vastag, Corvinus University of Budapest Dirk-Peter von Donk, Netherlands Publications Committee Ad Hoc Committee on Conference Implementation System Chair: Manus (Johnny) Rungtusanatham, Univ of Minnesota-Twin Cities Chair: Binshan Lin, Louisiana State University in Shreveport Chair Designate: Rhonda Lummus, Indiana University-Bloomington Members: Members: Kenneth K. Boyer, Ohio State University David C. Chou, Eastern Michigan University Thomas Choi, Arizona State University Krishna Dhir, Berry College Richard Jenson, Utah State University Jack C. Hayya, Penn State University Adam “Mo” Mahmood, University of Texas at El Paso Hal Jacobs, Decision Sciences Institute Susan Pariseau, Merrimack College Jack Jensen, University of South Carolina Morgan Swink, Texas Christian University Julie E. Kendall, Rutgers University Doug White, Roger Williams University Manoj Malhotra, University of South Carolina Salvatore T. March, Vanderbilt University Vallabh Sambamurthy, Michigan State University Ad Hoc Committee on Website Chetan S. Sankar, Auburn University Chair: Paul A. Rubin, Michigan State University Kingshuk K. Sinha, University of Minnesota-Twin Cities Members: Srinivas Talluri, Michigan State University Kwei Tang, Purdue University Hal Jacobs, Decision Sciences Institute Asoo Vakharia, University of Florida Binshan Lin, Louisiana State University in Shreveport Peter Ward, Ohio State University Colleen Micheletti, CCE, Computer Forensics Examiner June Wei, University of West Florida Arijit Sengupta, Wright State University Subhashish (Sub) Samaddar, Georgia State University Vijayan Sugumaran, Oakland University Regional Activities Committee Doug White, Roger Williams University Chair: Krishna S. Dhir, Berry College Members: Ad Hoc Committee on World Congress Russell Ching, California State University-Sacramento Chair: Jatinder (Jeet) N.D. Gupta, University of Alabama in Huntsville T. Paul Cronan, University of Arkansas Members: John Davies, Victoria University of Wellington Xiaodong Deng, Oakland University Shaw K. Chen, University of Rhode Island Norma J. Harrison, China Europe International Business School (CEIBS) Maling Ebrahimpour, University of South Florida-St. Petersburg Nafisseh Heiat, Montana State University-Billings Norma J. Harrison, China Europe International Business School (CEIBS) Neset Hikmet, Nicholls State University Minoo Tehrani, Roger Williams University Karuna Jain, Indian Institute of Technology Arvid Johnson, Dominican University Ad Hoc Committee to Reconcile By-laws, Policies and Thomas W. Jones, University of Arkansas-Fayetteville Procedures Wesley Jones, The Citadel Chair: Krishna Dhir, Berry College Vijay R. Kannan, Utah State University Don Kerr, University of the Sunshine Coast, AUSTRALIA Members: Rhonda Lummus, Indiana University-Bloomington n Larry Meile, Boston College G. Keong Leong, University of Nevada, Las Vegas Quinton Nottingham, Virginia Tech

38 Decision Line, July 2010 MARKETPLACE

(See more listings at http://www.decisionsciences.org/placement)

n INDIANA UNIVERSITY search will continue until positions promise in both research and teaching Kelley School of Business are filled. Interested applicants should are required. Operations & Decision Technologies send a cover letter, vita, evidence of Research on any specialization within Department strong teaching, and the names and the broad framework of decision Operations and Supply Chain addresses of three references to: sciences, management science, and Management Visiting Faculty F. Robert Jacobs operations research is of interest. The Openings ([email protected]) major teaching responsibilities of these The Operations and Decision Technolo- Chair of Faculty Search Committee positions involve decision sciences, gies Department of the Kelley School of Department of Operations & Decision management science, and business Business invites applications for visiting Technologies analytics courses across all levels of the faculty positions in Operations and Sup- Kelley School of Business curriculum. ply Chain Management to begin Fall Indiana University Faculty will be available to meet with 2010 or Spring 2011. The openings are Bloomington, IN 47405-1701 candidates at both the INFORMS and at a non-tenure-track level (Lecturer or Indiana University is an Affirmative DSI conferences. To ensure consider- Assistant Clinical Professor). To qualify Action Equal Opportunity Employer ation, applications should be received at the Clinical level a Ph.D is required. committed to excellence through diver- by November 1, 2010, however the A strong teaching record is required and sity. The University actively encourages search will continue until the positions industry experience is desirable. applications from women, minorities, are filled. Interested applicants should The major teaching responsibili- and persons with disabilities. send a cover letter, vita, select research ties involve Operations and Supply papers and the names and addresses of Chain Management with a special three references to: emphasis in the Logistics area. An n INDIANA UNIVERSITY Chair of Faculty Search Committee interest in teaching Data Analysis and The Kelley School of Business Department of Operations and Spreadsheet Modeling would be a Bloomington, Indiana University Decision Technologies plus. Courses would be taught at the Decision Sciences Faculty Openings Kelley School of Business undergraduate and graduate levels and Indiana University an 18 credit hour teaching load would The Operations and Decision Technolo- Bloomington, IN 47405-1701 be required. gies Department of the Kelley School of Business invites applicants for Indiana University is an Affirmative Faculty will be available to meet with tenure-track faculty positions to begin Action, Equal Opportunity Employer candidates at the POMS conference in Fall Semester of 2011. The openings are committed to excellence through diver- Vancouver, and individual arrange- in Decision Sciences and are targeted sity. The University actively encourages ments will be made for those not at the Assistant Professor level, but applications from women, minorities, attending the conference. To ensure exceptional candidates at other levels and persons with disabilities. n consideration, applications should be will be considered. Strong records or received by May 4, 2010, however the

EDITORSHIP, from page 21

objective of these columns is to provide a coordinator, who is responsible for proof- submit recommendations for advertis- mechanism for exchanging information ing and assembling the articles into their ing rates to the Board of Directors of the within the different functional areas of the final camera-ready form. Institute. decision sciences and to foster more inter- Most of the editor’s duties center The Institute provides no supple- disciplinary communication. These feature on handling article submissions from mental funding to the editor of Decision columns (and their feature editors) may be members, recruiting (and keeping) fea- Line. However, expenses are minimal continued, discontinued, or replaced at the ture editors, writing the regular “From and consist primarily of postage, copy- discretion of the new editor. the Editor” feature article, and being ing, and telephone expenses, which A reminder notice is mailed to all available (by phone and e-mail) to the would probably be no more than $200 feature editors and annual meeting coor- publications coordinator during the final annually. dinators by the publications coordinator. proofing/assembling stages. Send nominations no later than The notice informs them of the deadline All placement and book advertise- August 15th, 2010, to Rhonda Lummus, for the upcoming issue and provides ments are handled by the home office Indiana University, rlummus@indiana. information for guest writers. All new executive director. However, each year edu. n items are submitted to the publications the editor may be asked to formulate and

Decision Line, July 2010 39 DECISION SCIENCES INSTITUTE 2010 Annual Meeting Registration Form · San Diego, California · November 20-23, 2010 All attendees must register for the meeting. Conference registrations must be postmarked by November 1, 2010, to avoid a late fee of $50. After November 1, requests for cancellation refunds will not be accepted. Mail form and payment for registration to: Decision Sciences Institute, 35 Broad Street, Suite 414, Atlanta, GA 30303, fax 404-413-7714.

Member and non-member fees for all registration categories Last Name include Sunday’s luncheon, Monday’s reception, Tuesday’s award luncheon, and the CD-ROM Proceedings (see information below about the Proceedings). First Name & Middle Initial The Annual Meeting Proceedings will be produced in CD-ROM format and is included in the conference registration fee for all registered attendees. If you DO NOT wish to receive the Proceedings, First Name for Badge please indicate below. Additional CD-ROM Proceedings can be purchased at a cost of $25 each, but must be ordered by October 1, 2010 (see form below). Organization/Affiliation ❏ I DO NOT wish to receive the Annual Meeting Proceedings. ❏ ❏ ❏ Mailing Address ( New Home Business): Member registration $325.00 2010-11 Member dues renewal (For the exact amount owed, please refer to the dues renewal notice previously mailed to you.) 160.00 (Outside U.S. & Canada add $5) 5.00 City, State, Zip and Country Non-Member registration (❏ Please check if you desire membership benefits. This fee entitles you to one year of Telephone (❏ Home ❏ Business) Fax membership in the Institute.) 485.00 (Outside U.S. & Canada add $5) 5.00 Student member registration 80.00 Cell phone (to receive text message updates during the conference) 2010-11 Student dues renewal (For the exact amount owed, please refer to the dues renewal notice previously E-mail mailed to you.) 25.00

We would appreciate your answers to the following questions, which will (Outside U.S. & Canada add $5) 5.00 help us plan this and future meetings. Student Non-Member registration (❏ Please check if you desire membership 1. Where will you stay in San Diego? 6. What is your primary regional benefits. This fee entitles you to one year of ❏ a. Conference hotel affiliation: ❏ b. Other (please specify) ❏ a. Asia-Pacific Region membership in the Institute.) 105.00 ❏ b. European Region (Outside U.S. & Canada add $5) 5.00 2. Type of accommodation: ❏ c. Indian Subcontinent Region ❏ a. Single ❏ b. Double ❏ d. Mexico Region Emeritus Member registration 80.00 ❏ e. Midwest Region 3. Date of arrival: ❏ (Outside U.S. & Canada add $5) 5.00 ❏ f. Northeast Region a. Fri. (11/19) ❏ g. Southeast Region Emeritus Non-Member registration 115.00 ❏ b. Sat. (11/20) ❏ ❏ h. Southwest Region c. Sun. (11/21) ❏ i. Western Region (Outside U.S. & Canada add $5) 5.00 ❏ d. Mon. (11/22) ❏ ❏ j. At-Large Extra Sunday’s luncheon(s) @ $40.75 each e. Tues. (11/23) ❏ k. None Extra Tuesday’s awards luncheon(s) @ $40.75 each 4. Do you plan to attend: 7. What is your interest in ❏ a. Sunday’s luncheon? Extra CD-ROM Proceedings @ $25.00 each ❏ b. Monday’s reception? Placement? ❏ a. As employer and employee ❏ c. Tuesday’s luncheon? After November 1, 2010 (Late Fee) 50.00 ❏ ❏ b. Employee only d. All? ❏ ❏ e. None? c. Employer only ❏ d. None Total 5. Interest Area (check one): ❏ a. Academic Administration 8. What was the primary reason ❏ b. Accounting you decided to attend the annual ❏ c. Economics meeting? Credit Card Information: ❏ Visa ❏ MC ❏ American Express ❏ d. Finance ❏ a. Annual Meeting in general ❏ Discover ❏ e. Health Care Systems ❏ b. Job Placement ❏ f. Innovative Education ❏ c. Doctoral Student Consortium Total Amount $______❏ g. International Business ❏ d. New Faculty Development Card No. ______Expires: ___ /___ ❏ h. Marketing Consortium ❏ i. Microcomputer Systems & Apps. ❏ ❏ e. Program Miniconferences Card Holder’s Name______j. IS/DSS ❏ f. Professional Devel. Program ❏ k. Managerial Problem-Solving (Please Print) ❏ l. Organizational Behavior Signature______❏ m. Organizational Theory 9. ❏ Please check if you are a mem- ❏ n. Manufacturing/Service Management ber of Alpha Iota Delta and would ❏ o. Public/Nonprofit Management like to be identified as such Billing Address______❏ p. Quantitative Techniques & Meth. at the Annual Meeting. ❏ q. Stats, Decisions & Fore. ❏ r. Strategic Management & Policy City/State/Zip______❏ s. Technology and Innovation ❏ t. E-commerce ❏ u. Other ❏ z. None Decision Sciences Institute Fellows OFFICERS’ NOMINATIONS Adam, Everett E., Jr., Univ. of Missouri- Malhotra, Naresh K., Georgia Columbia Institute of Technology Anderson, John C., Univ. of Minnesota Markland, Robert E., Univ. of The Institute’s 2010-11 Nominating Committee invites your suggestions for Benson, P. George, College of South Carolina nominees to be considered for the offices of President-Elect, Treasurer, and Charleston McMillan, Claude,* Univ. of Beranek, William, Univ. of Georgia Colorado at Boulder Vice Presidents elected at-large to serve on the Institute’s Board of Directors, Berry, William L., The Ohio State Univ. Miller, Jeffrey G., Boston Univ. beginning in 2012. Bonini, Charles P., Stanford Univ. Monroe, Kent B., Univ. of Illinois Brightman, Harvey J., Georgia State Moore, Laurence J., Virginia Your recommendations should include the affiliation of each nominee, the Univ. Polytechnic Institute and State office recommended for the nominee, and a brief statement of qualifications Buffa, Elwood S.*, Univ. of Univ. California‑Los Angeles Moskowitz, Herbert, Purdue of the nominee. If you would like to recommend persons for the offices of Cangelosi, Vincent*, Univ. of Univ. regionally elected Vice Presidents from the Southwest Louisiana Narasimhan, Ram, Michigan Asia-Pacific, European, Mexico, Carter, Phillip L., Arizona State Univ. State Univ. Midwest, and Northeast regions, please indicate so on the form below. These Chase, Richard B., Univ. of Southern Neter, John, Univ. of Georgia California Nutt, Paul C., The Ohio State names will be forwarded to the appropriate regional nominating committee Chervany, Norman L., Univ. of Univ. chair. Minnesota Olson, David L., Texas A&M Clapper, James M., Aladdin TempRite Univ. Please send your recommendations by no later than October 1st to the Collons, Rodger D., Drexel Univ. Perkins, William C., Indiana Univ. Chair of the Nominating Committee, c/o the Decision Sciences Institute, Geor- Couger, J. Daniel*, Univ. of Peters, William S., Univ. of New Colorado‑Colorado Springs Mexico gia State University, J. Mack Robinson College of Business, University Plaza, Cummings, Larry L.*, Univ. of Philippatos, George C., Univ. of Atlanta, GA 30303. There are no exceptions to the October 1st deadline. Minnesota Tennessee‑Knoxville Darden, William R.*, Louisiana State Ragsdale, Cliff T., Virginia The Nominating Committee is most appreciative of your assistance. Univ. Polytechnic Institute and State Davis, K. Roscoe, Univ. of Georgia Univ. Davis, Mark M., Bentley College Raiffa, Howard, Harvard Univ. Office______Day, Ralph L.*, Indiana Univ. Rakes, Terry R., Virginia Digman, Lester A., Univ. of Polytechnic Institute and State Nebraska‑Lincoln Univ. Dock, V. Thomas, Maui, Hawaii Reinmuth, James R., Univ. of Nominee’s Name & Affiliation______Ebert, Ronald J., Univ. of Oregon Missouri‑Columbia Ritzman, Larry P., Boston College Edwards, Ward, Univ. of Southern Roth, Aleda V., Clemson Univ. ______California Sanders, Nada, Texas Christian Evans, James R., Univ. of Cincinnati Univ. Fetter, Robert B., Yale Univ. Schkade, Lawrence L., Univ. of Flores, Benito E., Texas A&M Univ. Texas at Arlington Statement of Qualifications______Flynn, Barbara B., Indiana Univ. Schniederjans, Marc J., Univ. of Franz, Lori S., Univ. of Missouri- Nebraska-Lincoln Columbia Schriber, Thomas J., Univ. of ______Glover, Fred W., Univ. of Colorado at Michigan Boulder Schroeder, Roger G., Univ. of Gonzalez, Richard F., Michigan State Minnesota Univ. Simone, Albert J., Rochester ______Grawoig, Dennis E.*, Boulder City, Institute of Technology Nevada Slocum, John W., Jr., Southern Green, Paul E., Univ. of Pennsylvania Methodist Univ. ______Groff, Gene K., Georgia State Univ. Sobol, Marion G., Southern Gupta, Jatinder N.D., Univ. of Alabama Methodist Univ. in Huntsville Sorensen, James E., Univ. of Hahn, Chan K., Bowling Green State Denver Nominator’s Name & Affiliation______Univ. Sprague, Linda G., China Europe Hamner, W. Clay, Duke Univ. International Business School Hayya, Jack C., The Pennsylvania Steinberg, Earle, Touche Ross & ______State Univ. Company, Houston, TX Heineke, Janelle, Boston Univ. Summers, George W.*, Univ. of Hershauer, James C., Arizona State Arizona Univ. Tang, Kwei, Purdue Univ. Holsapple, Clyde W., Univ. of Taylor, Bernard W., III, Virginia Kentucky Polytechnic Institute and State Horowitz, Ira, Univ. of Florida Univ. Houck, Ernest C.*, Virginia Polytechnic Troutt, Marvin D., Kent State FELLOWS’ NOMINATIONS Institute and State Univ. Univ. Huber, George P., Univ. of Texas‑Austin Uhl, Kenneth P.*, Univ. of Illinois The designation of Fellow is awarded to active supporters of the Institute Jacobs, F. Robert, Indiana Univ. Vazsonyi, Andrew*, Univ. of San for outstanding contributions in the field of decision sciences. To be eligible, Jones, Thomas W., Univ. of Arkansas- Francisco Fayetteville Voss, Christopher A., London a candidate must have achieved distinction in at least two of the following Kendall, Julie E., Rutgers Univ. Business School categories: (1) research and scholarship, (2) teaching and/or administration Kendall, Kenneth E., Rutgers Univ. Wasserman, William, Syracuse Keown, Arthur J., Virginia Polytechnic Univ. (3) service to the Decision Sciences Institute. (See the current list of DSI Fel- Institute and State Univ. Wemmerlöv, Urban, Univ. of Khumawala, Basheer M., Univ. of Wisconsin–Madison lows on this page.) Houston Wheelwright, Steven C., Harvard In order for the nominee to be considered, the nominator must submit Kim, Kee Young, Yonsei Univ. Univ. King, William R., Univ. of Pittsburgh Whitten, Betty J., Univ. of Georgia in electronic form a full vita of the nominee along with a letter of nomination Klein, Gary, Univ. of Colorado, Whybark, D. Clay, Univ. of North which highlights the contributions made by the nominee in research, teaching Colorado Springs Carolina–Chapel Hill Koehler, Anne B., Miami Univ. Wicklund, Gary A., Capricorn and/or administration and service to the Institute. Nominations must highlight Krajewski, Lee J., Notre Dame Univ. Research the nominee’s contributions and provide appropriate supporting information LaForge, Lawrence, Clemson Univ. Winkler, Robert L., Duke Univ. Latta, Carol J., Georgia State Univ. Woolsey, Robert E. D., Colorado which may not be contained in the vita. A candidate cannot be considered for Lee, Sang M., Univ. of School of Mines two consecutive years. Nebraska‑Lincoln Wortman, Max S., Jr.*, Iowa State Luthans, Fred, Univ. of Univ. This information should be sent by no later than October 1st to the Chair Nebraska‑Lincoln Zmud, Robert W., Florida State of the Fellows Committee, Decision Sciences Institute, Georgia State University, Mabert, Vincent A., Indiana Univ. Univ. Malhotra, Manoj K., Univ. of South *deceased J. Mack Robinson College of Business, University Plaza, Atlanta, GA 30303. Carolina There are no exceptions to the October 1st deadline. CALENDAR

AUGUST OCTOBER October 1 August 15 Paper submissions and special session propos- October 1 als due for the Western Region’s 2011 An- Abstracts due for the 4th Annual Meeting Submission deadline for the Doctoral Student nual Meeting, to be held April 5-8, 2011, at of the Indian Subcontinent, to be held at Consortium, to be held at the 41st Annual Meet- the Embassy Suites-Downtown in the Historical Management Development Institute, Gurgaon ing of the Institute (November 20-23, 2010, at Multnomah Hotel. Portland, Oregon. (Suburb of New Delhi), India, December 28-31, the San Diego Marriott Hotel and Marina in San http://www.wdsinet.org 2010. Full-length papers for presentation can Diego, California). See page 26 for details. be submitted by September 15, 2010. http://www.mdi.ac.in/isdsi/cfp.htm October 1 NOVEMBER Application deadline for the New Faculty November 20-23 SEPTEMBER Development Consortium, to be held at the 41st Annual Meeting of the Decision September 27 41st Annual Meeting of the Institute (November Sciences Institute, to be held at the San Paper submissions and special session propos- 20-23, 2010, at the San Diego Marriott Hotel and Diego Marriott Hotel and Marina in San Diego, als due for the Southeast Region’s 2011 Marina in San Diego, California). See page 29 for California. Annual Meeting, to be held February 23-25, detailed information. http://www.decisionsciences.org/ 2010, at the Savannah Marriott Riverside in annualmeeting Savannah, Georgia. Students papers are due October 1 October 29th. Paper submissions and special session proposals http://www.sedsi.org/2011_SE_DSI_Call_ due for the Southwest Region’s 2011 Annual for_Papers.pdf Meeting, to be held March 1-5, 2011, at the Hyatt Regency in Houston, Texas. http://www.swdsi.org

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Phone Number Dues Schedule: ___ Renewal ___ First Time ___ Lapsed (circle one) U.S./Can. International Regular Membership ...... $160...... $160 Student Membership ...... $25...... $25 (Student membership requires signature of sponsoring member.) Emeritus Membership ...... $35...... $35 Decision Sciences Institute (Emeritus membership requires signature of member as a declaration of emeritus status.) Institutional Membership ...... $160...... $160 (You have been designated to receive all publications and special announcements of the Institute.) Please send your payment (in U.S. dollars) and application to: Decision Sciences Institute, Georgia State University, J. Mack Robinson College of Business, University Plaza, Atlanta, GA 30303. For more information, call 404-413-7710 or email [email protected].

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