2016 INFORMS Annual Meeting Program

MA25

INFORMS Nashville – 2016

MA23

2 - Stage-gate Processes And Selection In Innovation Ronald Klingebiel, Frankfurt School of Finance and Management, 1, Frankfurt, Germany, r.klingebiel@fs.de, Peter Esser We examine resource allocation at stage gates of the innovation process at former handset manufacturer Sony Ericsson, illuminating project discontinuation behavior. We find that with financials unavailable early on, escalation can be unknowable as well as a bias. Further, the propensity to search and update financials declines as projects near completion, accompanying known self- justification and goal-substitution effects. Finally, projects, for which negative information does get translated into business case updates, are more likely to be continued than projects with stable or improving financials. This strong form of escalation suggests a counter-intuitive effect of attention. 3 - Intra-firm Collaboration Boundaries And The Efficacy Of Innovation Andy Wu, Harvard Business School, Soldiers Field, Boston, MA, 02163, United States, awu@hbs.edu, David Hsu, Vikas Aggarwal What are the implications of alternate approaches to organizing the inventive human capital of a knowledge-intensive firm? We empirically examine how the locus of technical experience diversity within a firm influences firm-level innovation output. Using a sample of biotechnology start-ups we find that organizing human capital so that there is greater indirect diversity (i.e., where technical experience diversity lies outside the locus of production) yields greater firm-level innovation benefits compared to organizing human capital so that there is greater direct diversity (i.e., where technical experience diversity lies inside production units themselves). 4 - How Do Pilots Work? Examining Pilot Use In New Practice Transfer? Megan Lawrence, Vanderbilt University, Owen Graduate School of Management, Nashville, TN, 3, United States, megan.lawrence@vanderbilt.edu This paper examines how the use of pilots influences new practice implementation. Using data from a Fortune 100 retail chain that implemented a new restocking process, I compare implementation performance in 280 stores. I propose and test that pilots enable learning from outside experiences. I find that stores only learn from the pilot store in their own district, even when closer to another district’s pilot. Stores’ prior performances relative to their pilot influence the extent to which they learn from their own experiences. Lastly, I provide evidence that the most likely alternative mechanism - peer effects - may also be present but that these effects do not eliminate the learning findings. MA25 110A-MCC Modern Project Management Invited: Project Management and Scheduling Invited Session Chair: Nicholas G Hall, Ohio State University, Columbus, OH, United States, hall.33@osu.edu 1 - Opportunities For Behavioral Research In Project Management Enno Siemsen, University of Wisconsin, esiemsen@wisc.edu Behavioral research in operations management is on the rise. The field of Project Management seems ripe for more applications of behavioral research. How do team members react to deadlines and reminders? How are projects selected and abandoned? What is the impact of multi-tasking, and how does assigning new resources change team dynamics? These are all important research topics, and I will both highlight past and current work in these areas, as well as opportunities for future research. 2 - Information Protection In New Product Development Projects Xiaoqin Wen, Shanghai University, wenxq_8@163.com, Nicholas G Hall Motivated by the threat of industrial espionage during new product development, a project company minimizes information leakage by using decoy work. The competitor validates the information it observes in a cost-effective way, based on three alternative prior assumptions about its validity. We model this problem as a two stage Stackelberg game, identify an equilibrium solution, and obtain managerial insights. Coordinated setting of the project deadline and budget is needed to protect the project. Counterintuitively, it benefits the project company to announce that it uses decoy work. 3 - Research Challenges In Project Management Ted Klastorin, University of Washington, tedk@u.washington.edu A great deal of previous project management research has focused on scheduling problems. But the research issues faced by project managers are far more complex and just as challenging as those faced by supply chain managers. In this talk, I will explore many of these issues and directions for future research studies, with an emphasis on problems associated with decentralized projects.

108-MCC Human Resource Analytics in Anesthesia Sponsored: Health Applications Sponsored Session

Chair: Franklin Dexter, University of Iowa, 200 Hawkins Drive, 6-JCP, Iowa City, IA, 52242, United States, franklin-dexter@uiowa.edu 1 - Comparing Providers Based On An “obvious” Short-term Clinical Outcome: Pain Scores Jonathan Porter Wanderer, Vanderbilt University, Nashville, TN, 37204, United States, jon.wanderer@Vanderbilt.Edu In this presentation, we will review a “obvious” metric for comparing supervising anesthesiologists: their patients’ pain scores on admission to the recovery room. Using modeling, we will evaluate the appropriateness of this metric and analyze the degree to which these scores are useful in evaluating the performance of supervising anesthesiologists. Spoiler alert: this is not as useful a metric as it may first appear. 2 - Comparing Anesthesia Providers Based On Discrepancies In Their Controlled Substance Reconciliation Logs Richard H. Epstein, University of Miami, repstein@med.miami.edu Accurate accounting of controlled drugs is required in the US under the Controlled Substances Act. However, discrepancy rates of 15% between automated drug cart transactions and administration records in the anesthesia information management systems (AIMS) have been reported. We describe how we reduced our discrepancy rate from 15% to 3.5% through a sequential process involving daily, individualized email reports, a near real-time tool publicly showing the transaction balance compared to the AIMS, and involvement of the pharmacy to contact individuals with discrepancies. Although there were a few extreme outliers, discrepancies were widely distributed, requiring a system based approach. 3 - Comparing Faculty Anesthesiologists Based On Daily Evaluations Of Quality Of Supervision By The Resident Physicians Franklin Dexter, University of Iowa, franklin-dexter@uiowa.edu Since July 2013, resident physicians (and nurse practitioners) evaluate daily the anesthesiologists in our department based on quality of supervision. The uni- dimensional 9-item scale is valid and psychometrically dependable. Graduate students evaluate the faculty daily. In 9 papers, we have learned: what is being measured, achievable response rates, lack of important covariates, appropriate Bernoulli CUSUM analysis, role of feedback, minimum perceived acceptable scores, lack of correlation with individual productivity, lack of advantage to faculty specialization, and improvement over time. Textual analysis of resident Liam O’Neill, University of North Texas, liam.oneill@unthsc.edu The dominant paradigm of information privacy is based on de-identification. We calculated the percent uniqueness for hospital surgical patients from a database of 2.8 million hospital records. Only three attributes were considered: hospital name, fiscal quarter, and surgical procedures. For patients undergoing two or more procedures, 64.4% of records were found to be unique. For a patient selected at random, the probability of matching this record to state database was 42.8% (SE < 0.1%). Data sharing plans, as required by some journals and funding agencies, may place patient and clinician privacy at risk. Compliance with HIPAA alone is insufficient to protect health data from re-identification. comments showed behaviors associated with better scores. 4 - Privacy Policies For Protecting Human Resources

MA24

109-MCC Organizational Structures and Innovation Invited: Strategy Science Invited Session

Chair: Todd Zenger, University of Utah, Eccles School of Business, Salt Lake CIty, UT, 9, United States, todd.zenger@eccles.utah.edu 1 - Organizational Structure, Attention Allocation Andinnovation In The Multidivisional Firm John Joseph, University of California, Irvine, CA, 9, United States, john2@uci.edu, Alex Wilson We propose that in order to understand how organizations develop inventions with greater impact, we must not only consider the formal divisionalization of the firm, but also its attention structure. We find that unit attention which is either highly specialized (distinct from other units) or highly integrated (similar to other units) yields higher quality inventions. We suggest that this U-shape relationship reflects the need for attentional coherence to product quality inventions. We test our theory using novel organizational structure and topic modeling of patent data from Motorola. Our findings have implications for theories of organizational design and innovation.

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