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"A FRAMEWORK AND METHODOLOGY "ORENHANCING THE BUSINESS IMPACT OF
ARTIFICIAL INTELLIGENCE ARPLICATIONS"
by
Soumitra DUTTA*
N° 90/68/TM
* Assistant Professor of Information Systems, INSEAD, Boulevard de Constance, Fontainebleau,77305 Cedex, France.
Printed at INSEADFontainebleau, France
A FRAMEWORK AND METHODOLOGY FOR ENHANCING THEBUSINESS IMPACT OF ARTIFICIAL INTELLIGENCE APPLICATIONS
Soumitra DuttaINSEAD
Fontainebleau, France [email protected]
Al Topic: Business Impact of Al, Commerical Al Applications
Abstract
Artificial intelligence (Al) technology is being increasingly used forcommercial applications. The past decade has seen many advances in thedevelopment of Al theory and tools. However, there is a dearth of research intoframeworks and methodologies for identifying strategic applications of Al. Alapplications which enhance the competitive advantage of a company are ofstrategic value to the organization. This paper presents an approach based on"information and value profiling" for choosing strategically important Alapplications. Al groups in companies can use this methodology profitably tobetter align their development efforts with the corporate strategy of the firm.
1. Introduction
This section describes issues in the justification of commercial Al projects anddescribes the foci and structure of the paper.
1.1 Fundamental Features of Al
According to the Handbook of Al [1] "the realization that the detailed steps of almostall intelligent human activity were unknown marked the beginning of artificialintelligence as a separate part of computer science". A similarity of different Alsub-fields (such as expert systems, natural language understanding and robotics) isthat they all profess to study different aspects of intelligent cognitive skills. Such adefinition has problems as argued by Beau Sheil. He notes [7] that "about the onlything that 'intelligent' skills obviously have in common is our ignorance about howthey are done" and further that "the more we understand a problem, the faster itmoves out of the realm of Al". For example, performing the addition of two integers(2 + 2 = 4) can at some level be called the performance of an "intelligent action"which is done by humans, but it is not considered as a subject of study in Al as theprocess of addition of integers is not "unknown".
A fundamental feature of all cognitive skills is the processing of information. Eachproblem in Al is ultimately concerned with processing information, regardless ofwhether they are input in the form of pixels (vision systems) or electrical signals(speech recognition systems) or written text (natural language systems). The kind ofinformation to be processed and the difficulty of the process determines to a largeextent whether the activity falls under the domain of Al. The information associatedwith the addition of two integers is simple and the process of addition is welldefined. Thus it is of little interest to Al. In contrast, the information content in thedomain of medical diagnosis is complex and the reasoning processes are not equallywell defined. Thus it has successfully served as a rich test-bed for Al research [2].
1.2 Business Applications of Al
The justification and management of Al projects has not been easy in manycompanies. Given the inherent nature of Al tasks ("solving the unknown"), it isdifficult to come up apriori with precise specifications and a cost-benefit analysisof tangible benefits. The normal processes of "project approval" do not carry overwell to the uncertain, exploratory mode of programming and rapid prototyping popularin the development of Al systems. Such development techniques are often essentialgiven the nature of Al tasks and usually generate valuable insights during the processof development. While initial excitement has been relatively easy to generate, Aldevelopment teams have experienced problems in obtaining substained uppermanagement commitment and resources. A partial solution to this problem has oftenbeen advocated in the Al literature: choose less complex and better structuredproblems which are "doable". An assumption in choosing such a path is thatsucceeding in solving "doable" problems shall build credibility of Al groups within anorganization and win management support and resources for other projects. Whiletackling "easier problems" is by itself not a bad idea (feasibility of applications is animportant issue), it tends to shift the focus away from the ultimate aim of decidingto solve the problem in the context of a firm's operation: does the application have animpact on the firm's competitive advantage? Al applications, even if successful andtechnically advanced, may fail to impress and win upper management support if theydo not yield a competitive advantage to the firm in the long run. An application, ifproperly identified as having potential for strategic benefit to the firm, shall (withproper communication) be better placed to win substained upper management supportand required resources, even if it is technically complex.
1.3 Foci of Paper
Like other technological projects, Al applications typically have several phases suchas identification (of the application), (project) feasibility study, development (aprocess which needs to be managed), transfer of technology (to users) andmaintenance (of installed application). All phases are important and have their ownchallenges. This paper focuses on the initial phase of project identification.
There has been little prior research in developing frameworks and methodologies foridentifying Al applications which potentially have an impact on a firm's profitability
2
and add to its competitive advantage. Inadequate attention to the strategic impact ofapplications can lead to the selection of projects of low strategic value.
This paper presents an approach of "information and value profiling" based on Porter'svalue chain model [6] of a firm's activities to develop a methodology for identifyingstrategic applications of Al. By using the framework outlined in this paper, Aldevelopment groups in commercial firms WO have a better understanding of thealignment of Al projects with corporate strategy. This will help them to identify theset of strategically important AI applications to be explored further for feasibilityand development.
1.4 Structure of Paper
There are three additional sections in this paper. The next section reviews somerelevant prior research. Section three describes the "information and value profiling"approach to the identification of strategic Al applications. Section four concludesthe paper with an assessment of the implications of the ideas presented in the paper.
2 Prior Research
This section introduces some relevant prior research. The "value chain" framework ofPorter [6] is emphasized.
2.1 Porter's "Value Chain" Framework
In 1985 [6], M. Porter outlined the value chain concept for analyzing the competitiveadvantage of a firm. This concept divides a company's activities into the set oftechnologically and economically distinct activities that it performs to do business.Each of these activities are termed as "value activities". These value activities canbe divided into nine generic categories (see Figure 1). Primary activities are thoseinvolved in the physical creation of the product, its marketing and delivery to buyers,and its support and servicing after sale. Support activities (shown shaded in Figure1) provide the inputs and infrastructure that allow the primary activities to takeplace. Every activity employs purchased inputs, human resources, and a combinationof technologies. The actual activities performed within the nine generic categoriesvaries from company to company. The value a company creates is measured by theamount that buyers are willing to pay for a product or service. Each value activitymakes a contribution to the total value created by the company. A business isprofitable if the value it creates exceeds the cost of performing the value activities.A company can gain competitive advantage over its rivals by either performing theseactivities at a lower cost or in such a way that it leads to differentiation of productand a premium price (more value).
The value chain concept of Porter is a useful and popular framework for analyzing thesources of competitive advantage for a company. Although, the precise nature ofdifferent value activities and the structure of the value chains vary from company tocompany, it does provide a common framework for the analysis of the competitive
3
Firm lnfras ructureHuman Resource ManagementTechnology DevelopmentProcurement
Operations OutboundLogistics
Marketing& Sales
InboundLogistics
SupportActivities
advantage of firms. Firms "ideally" adopt a corporate strategy deciding their targetedsource of competitive advantage and then work towards it.
4
Primary Activities
Figure 1: Porter's Value Chain
Porter and Millar [5] have studied the effect of information technology on the valuechain and concluded that "information technology is permeating the value chain atevery point, transforming the way value activities are performed and the nature ofthe linkages between them.". They have postulated that every value activity has botha physical component and an information processing component. The physicalcomponent includes all physical tasks necessary to perform the activity and theinformation component includes "the steps required to capture, manipulate, andchannel the data necessary to perform the activity". While they recognize that com-puter based systems can be used for many different value activities, they do notprescribe any guide-lines for choosing the appropriate information technology forvarious tasks or for deciding among different tasks.
2.2 Other Related Research
There has been some research on the question of matching task to technology. Luconi,et. al., [3] identified four different components of tasks: data (current state ofworld), procedures (or operators), goal and constraints, and (problem solving)strategies, and then defined four different types of problems depending on therelative dependence on computers/humans for problem solving. Type I problems are"structured" and are solved entirely by computers. Type 4 problems are "unstructured"and are solved by both computers and humans. Type 2 and 3 problems are termed"semi-structured". Expert systems were identified as being appropriate for type 3problems and were recommended for use when all four components of the task couldbe automated. The emphasis in their model was on identifying the underlyingstructure of problems and not on analyzing their strategic benefits.
Sviokla [8] has used the value chain concept for identifying expert systemapplications. He recommends identifying the "role of experts and expertise" in dif-ferent parts of the value chain and then using a list of "desirable expert system
attributes" to determine expert system feasibility. The list of "desirable expertsystem attributes" consist of many by now familiar recommendations, such as:credible expert exists; task is neither too easy nor too difficult; task is sufficientlynarrow and self contained; senior management is supportive and so on. While theseissues are relevant for determining the feasibility of expert systems, the issues dis-cussed in this paper are different.
3 Information & Value Profiling
This section describes our proposed methodology of "information and value profiling"for identifying strategic applications of Al. The approach described below is ageneral one and can be adapted for different kinds of technologies. We develop it herefor the case of Al.
General Framework & Methodology
We use Porter's value chain to develop our methodology which consists of thefollowing steps:
[1] Draw the value chain of the company and determine high value activities in thevalue chain.
[2] Determine the information profiles for high value activities.[3] Draw the information profile of the Al technology(ies) under consideration.[4] Determine suitability of the Al technology(ies) by comparing the information
profiles of value activities (step 3) to that of the Al technology(ies) (step 4).This leads to the selection of a subset of value activities from step 1.
[5] Draw the existing information value profile for the activities of step 4.[6] Determine the additions to the information value profiles of step 5 by the use of
the Al technology(ies) under consideration.[7] Select the activity from step 6 that is both a high value activity in the value
chain and to which Al technology adds the most value.
We explain each of these steps in more detail below.
Value Chains and High Value Activities
A company's value chain is a system of interdependent activities which are connectedby linkages. Linkages exist when the way in which one activity is performed affectsthe cost or effectiveness of other activities. The value chain of a company can berepresented by a directed graph (see Figure 2) in which each node represents aparticular activity and links represent dependencies between activities. A company'svalue chain is part of a larger system called a value system, which additionallycomprises of the supplier's value chain and the value chains of the distributionchannels and the final buyers. Linkages exist between the value chain of the companyto the value chains of the supplier and its customers. Figure 2 depicts a simple valuesystem. Different companies have different structures for their value chains and thevalue system to which they belong.
5
Value Chain of CompanyValue Chainof Supplier
Value Chainof Customer
Figure 2: Value Chain of a Company in a Value System
After obtaining the value chain of the company, the sources of competitive advantageto the company in the value chain have to be analyzed. Each value activity generatessome value and high value activities have to be recognized. An activity can createvalue directly (through the processes taking place within that activity) or byinfluencing the links emnating from it. Careful management of these linkages, i.e.,the interactions between different value activities is often a powerful source ofcompetitive advantage because of the difficulty rivals have in perceiving them and inresolving tradeoffs across organizational lines. A company can also createcompetitive advantage by coordinating or optimizing links to the outside, i.e., to thesuppliers and customers.
It is important to recognize high value activities to a company as they form a goodfirst selection of activities for developing Al applications. Al appplicationsdeveloped for low value activities, even if successful, often go unnoticed by uppermanagement. The suitability of Al technology for high value activities is decided bythe following steps.
Information Profiles of Value Activities
This step is concerned with characterizing the information processing in high valueactivities.
Porter and Millar [4] have used the term "information intensity" to describe thecumulative intensity of information in the value chain of a company. However, theterm "information intensity" is of little use without precise definitions andmeasures. Different activities impose different requirements on the processing ofinformation. Attributes of information processing at a particular activity must beanalyzed to determine which features are most important. The particular choice offeatures along which to analyze the task of information processing is domaindependent and can vary from activity to activity within a value chain. For example,consider the following four attributes of information processing in a value activity:
[1] Volume: This refers to the volume of the information to be processed in the valueactivity. The volume of information can be high (e.g., bank transactions) or low(e.g., engineering design).
6
[2] Definition: This refers to the structure of the process for processing theinformation in the value activity. The process can be well defined (e.g.,maintaining the accounts of a bank's transactions) or poorly defined (e.g.,medical diagnosis).
[3] Urgency: This refers to the temporal urgency of information processing. In realtime situations (such as in credit approvals) the urgency is high. In some othertransaction processing applications the urgency is relatively low.
[4] Distribution: This refers to the geographical distribution of the information,i.e.,is it centralized or decentralized or partly both.
It is recommended to focus on the fundamental attributes of information• processingand not get bogged down in details. This is because the emphasis is on identifyingstrategically important applications and communicating the ideas to uppermanagement (who are usually not knowledgeable of finer technical details). Technicaldetails form an essential part of the feasibility study which is done after the initialstage of identification of strategic Al applications. Note that the above list is not acomplete list and is not intended to characterize information processing in all valueactivities. All attributes of information processing may not be equally important andit may be necessary to assign weights to the different characteristics. Forsimplicity, we assume that all attributes are equally important for describing theinformation processing.
Consider qualitative ranges for the four termed attribute list mentioned above:Volume ranges from low to high; Definition ranges from good to poor; Urgencyvaries from low to high and Distribution spreads from centralized to decentralized.To generate the information profile of any value activity, it is necessary to considereach of these four attribute ranges and plot a point or an interval whose value(s)best reflects the information processing requirements of that value activity alongthat attribute. The information profile for the value activity is then obtained byjoining the points on the four axes. Both quantitative and qualitative ranges can beused. Context sensitivity is important while drawing the information profile. Forexample, a certain amount of information may be high for one person doing a valueactivity but can be moderate or even low if that value activity is done by groups.
Consider the example of credit approvals. Companies like American Express typicallypass each credit request through a statistical credit check. If the request fallswithin acceptable ranges for the parameters of the test, the request is automaticallygranted. However, if the request has some anomaly, a service agent has to step in anddecide whether to grant the request or not. The information profile for the activity ofthe agent checking the credit request would look like as shown in Figure 3. Theprofile shows a high volume of information processing with a high degree of urgency.The definition is moderate to poor as the agent typically uses both rules andsubjective analyses in his/her decision. The distribution of information is
7
somewhere between centralized and decentralized as the agent has to often consultmany remote databases.
Volume
Definition
Urgency
Distribution
low high
poor
high
decentrl.
good
low
cent!.
Figure 3: Information Profile for Credit Approval Activity
Information Profiles For Al
The information profile of a particular Al technology identifies the suitability of thetechnology for processing information as measured along the attributes underconsideration. The process of drawing the information profile of an Al technology issimilar to that of drawing the information profile of the value activities. A set ofattributes has to be chosen and the suitability of the technology has to be plottedalong those attributes. To facilitate matching activity to technology, it is helpful toselect the same set of attributes (and their corresponding ranges) as in theinformation profile of the activity for which the technology is being evaluated.
Al is a vast field with many different sub-fields. An information profile can bedrawn for each of these sub-fields. Figure 4 depicts the information profile of expertsystems. The same four attributes of Volume, Definition, Urgency and Distributionare used for drawing the profile. Expert systems enable fairly high volumes ofinformation to be processed (by automating the reasoning of the expert) and usuallydeal with problems of moderate to poor definition (for which no efficient algorithmsexist). They decentralize information processing (expert knowledge is available inmany sites) and help in solving problems faster (by less experienced users).
Matching Value Activity To Al Technology
Having obtained the information profiles of both individual value activities and theparticular Al technology under consideration (expert systems in our example),matching activity information processing requirements to technology involvescomparing their respective information profiles for the degree of overlap. If theinformation profiles of the activity and Al technology have a high degree of overlap,then the Al technology is probably suitable for application in that activity and viceversa. The intent of this step is to determine whether the Al technology underconsideration can provide the information processing capabilities required by the
8
gocd
low
centrl.
Volume
Definition
Urgency
Distribution
low high
poor
high
decentrl.
value activity. It is essential that the information profile of an activity consider allimportant features of information processing at that activity.
9
Figure 4: Information Profile for Expert Systems
Looking at figures 3 and 4, it can be observed that there is a high degree of overlapbetween the two information profiles. Thus it can be concluded that it may bepossible to use expert systems for the activity of credit approval. The word "may" isemphasized because identification of compatibility of value activity and technologyis a small step in the successful implementation of the technology for that activity.
Existing Information Value Profiles of Activities
The existing information value profile for an activity describes the value created bythe current information processing infrastructure at that activity measured alongthe same attributes as the information profile of that activity. The informationprocessing infrastructure consists of both personnel and various computer basedsystems. This infrastructure has varying degrees of proficiency in handling thedifferent dimensions of information processing at that activity and in doing socreates degrees of value along each dimension. The created value is based on itsinformation processing proficiency along that dimension and the strategic value ofadequate performance on that dimension of the information profile. For example, ifprocessing high volumes of information at a value activity is of high strategicimpact and the existing infrastructure is good at doing so, it creates high value alongthat dimension. This "value creation" by the information processing infra-structurecan be captured by an "information value profile". In an information value profile, thevalue created by the information processing infra-structure along each attribute ofinformation processing is measured on a scale ranging from low to high.
Figure 5 depicts the existing information value profile (by the line joining emptyrectangular boxes) for a hypothetical scenario of credit approval by human agents. Itis assumed that the agents are understaffed for the large number of credit approvalrequests received and have to access information from geographically distributeddatabases. The value created along the volume and urgency dimensions are moderateas the agents (by assumption) are understaffed. The agents can reason well about theprocess (the value created along the definition dimension is fairly high), but have
low
low
high
high
Volume
Definition
Urgency
Distribution
low high
10difficulty in accessing and using all remote data (the value created along thedistribution dimension is moderate).
Value Added by Proposed Application of At Technology
The application of the Al technology shall affect one or more aspects of the in-formation processing capabilities at the value activity and in doing so shall changethe information value profile of the activity. This step requires that this effect ofthe Al technology be analyzed and represented by a new information value profile.
Existing InformatioValue Profilelow high
Value Added Information Value Profileby Expert Systems
With Al Technology
Figure 5: Information Value Profiles
Consider the proposed application of expert systems to the activity of creditapproval. The new information value profile for credit approval (with the use ofexpert systems) is represented by the line joining the black rectangles in figure 5.Use of an expert system would add significant value along the volume, urgency anddistribution dimensions as an expert system would enable more requests to beprocessed in a shorter time and also use more information. The value added along thedefinition attribute is relatively small as the expert system would not alter thereasoning of the agents, except to perhaps improve the overall consistency ofdecision making. The extra value added is shown by the shaded region in figure 5.
Aligning Al Development Strategy With Corporate Strategy
The last step in the proposed methodology is to choose an Al application which addssignificant value to a high value activity. Step 1 in the proposed methodologyidentified high value activities and step 4 isolated the high value activities suited tothe application of the Al technology under consideration. Step 6 described the valueadded by the Al application to the activities found suitable in step 4. Step 1 isimportant as it removes activities of low strategic importance. It is not wise toinvest efforts in applying Al to such low value activities, even though Al may addsignificant value to the information value profiles of these activities. The Altechnology under consideration may add significant value in more than one high value
11activity. The subset of these high value activities selected for further exploration(feasibility studies) depends on the context of the firms operations and on the levelof Al development within the company.
4 Conclusion
This paper has presented a framework for identifying those applications of Al whichhave a high impact on a firm's competitive advantage. It is important to note thatchoosing Al applications using this framework does not guarantee the successfulimplementation of Al as it does not include aspects such as the study of feasibilityof the application, the management of the development of the application and itsmaintenance. Each of these other areas has its own challenges and are equallyimportant for ensuring that Al applications are successful and have a significantimpact on a firm's success. The proposed methodology gives guide-lines and a processfor choosing the right path for Al application development. It does not tell how towalk down this path and successfully reach its end.
The significance of this research arises from the fact that there has been negligibleprior research along these lines. It is hoped that the contents of this paper will givedifferent Al development groups in companies a framework for choosing strategicallyimportant Al applications. It is only by understanding the issues mentioned in thepaper and clearly communicating to upper management the fit between corporatestrategy and Al development strategy, can their continued support and commitmentbe obtained.
References
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Charles WYPLOSZ
87/20
Spyros MAKRIDAICIS
87/21
Susan SCHNEIDER
87/22
Susan SCHNEIDER
87/23
Roger BETANCOURT
David GAUTSCHI
87/16
Susan SCHNEIDER
and Roger DUNBAR
87/17
Andre LAURENT and
Fernando BARTOLOME
87/18
Reinhard ANGELMAR and
Christoph LIEBSCHER
87/15
Spyros MAKRIDAIUS
87/12 Fernando BARTOLOME
and Ande LAURENT
87/13 Sumanem OHOSHAL
and Nitin NOHRIA
87/14 Landis GABEL
87/25
A. K. JAIN,
N. K. MALHOTRA and
Christian PINSON
87/26
Roger BETANCOURTand David GAUTSCHI
87/24
C.B. DERR and
Ande LAURENT
87/37
Michael BURDA
sins Gabriel HAWAWINI
87/29
Susan SCHNEIDER and
Paul SHRIVASTAVA
87/30 Jonathan HAMILTON
W. Bentley MACLEOD
and 1. F. THISSE
87/31
Martine QUINZII andJ. F. THISSE
87/32
Arnaud DE MEYER
87/33
Yves DOZ and
Amy SHUEN
87/34
Kash FERDOWS andArnaud DE MEYER
87/35
P. J. LEDERER andI. F. THISSE
87/36
Manfred KETS DE VRIES
87/37
Landis GABEL
87/38
Susan SCHNEIDER
"Is there a capital shortage in Europe?",August 1987.
"Centralia' the interest-rate risk of bonds:an introduction to duration analysis andimmunization strategies", September 1987.
"Interpreting strategic behavior: basicassumptions themes in organizations",September 1987
'Spatial competition and the Core", August1987.
"Os the optimality of central places",September 1987.
"German, P'resch and British manufacturingstrategies leas afferent than one thinks",September 1987.
"A proems framework for analysingcooperatios between firms", September 1987.
"European manufacturers: the dangers ofcomplacency. Insights from the 1987European manufacturing futures survey",October 1987.
"Competitive location on networks underdiscrimiontory pricing", September 1987.
'Prisoners of leadership", Revised versionOctober 1987.
*Privatization: its motives and likelyconsequences", October 1987.
"Strategy formulation: the impact of nationalculture", October 1987.
"The dark side of CEO succession",November 1987.
"Product compatibility and the scope ofentry", November 1987.
"Seasonably, the premium and therelationship between the risk and the returnof Fresh common stocks", November 1987
"Combining leoriaortal and verticaldifferentiation the principle of max-mindifferestiatioa", December 1987.
"Location", December 1987.
"Spatial assineimtion: Bertrand vs.Courant is a model of locating choice",December 1987.
"Beim strategy, market structure andrisk-return relatiouldites: • causaliuterpretatioa", December 1987.
*Asset stock accumulatioe and sostaishilityof competitive advantage", December 1987.
"Factors affecting judgemental forecast andconfidence intervals", January 1988.
"Pre/sass recessions and other turningpoints", January 1988.
"Do-industrialize service for quality", January1988.
87/39
Manfred KEYS DE VRIES
87/40
Carmen MATUTES and
Pierre REGIBEAU
87/41
Gabriel HAWAWINI and
Claude VIALLET
87/42
Damien NEVEN and
Jacques-F. THISSE
87/43
Jean GABSZEWICZ and
Jacques-F. THISSE
87/44
Jonathan HAMILTON,
Jacques-F. THISSE
and Anita WESKAMP
87/45
Karel COOL,
David JEMISON and
Ingemar DIERICIOC
87/46
Ingemar DIERICKX
and Karel COOL
88/01
Michael LAWRENCE and
Spyros MAICRIDAKIS
88/02
Spyros MAKRIDAIUS
88/03
James TEBOUL
88/04 Susan SCHNEIDER
88/05
Charles WYPLOSZ
88/06
Reinhard ANGELMAR
88/07
Ingemar DIERICIOCand Karel COOL
88/08
Reinhard ANGELMARand Susan SCHNEIDER
88/09
Bernard SINCLAIR-DESGAGNE
88/10
Bernard SINCLAIR-DESGAGNE
88/11
Bernard SINCLAIR-DESGAGNE
88/12
Spyros MAKRIDAKIS
88/13
Manfred ICEIS DE VRIES
88/14
Main NOEL
88/15
Anil DEOLALBCAR andLars-Hendrik ROLLER
"National vs. corporate culture: implicationsfor human resource management", January1988.
"The syringing dollar: is Europe out ofstep?", January 1988.
"Les coats don ks came dedistribution", January 1988.
"Competitive advantage: a resource basedperspective", January 1988.
"Issues is the study of organizationalcognition", February 1988.
"Price formation and product design throughbidder, February 1988.
*The robustness of some standard auctiongame toms", February 1988.
•When stationary strategies are equilibriumbidding strategy: The single-crossingproperty", February 1988.
"Busiwess firms and managers i the 2Istcentury", February 1988
"Alecithymia i organizational rife: theorganization man revisited", February 1988.
"The Oterpretation of strategies: a study ofthe impact of CEOs on thecorporation", March 1988.
"The production of and returns fromindustrial innovation: an econometricanalysis for a developing country", December1987.
88/16 Gabriel HAWAWIN!
88/17 Michael BURDA
88/18 Michael BURDA
88/19 M.J. LAWRENCE andSpyros MAICRIDAKIS
88/20 lean DERM1NE,Damien NEVEN and
THISSE
88/21 James TEBOUL
88/22 Lars-Hendrik ROLLER
88/23
Sjur Didrik FLAMand Georges ZACCOUR
88/24 B. Eapen ECKBO and
Herwig LANGOHR
88/25 Everette S. GARDNER
end Spyros MAKR1DAIUS
"Market efficiency and equity pricing:international evidence and implications forglobal investing", March 1988.
"Monopolistic competition, costs ofadjustinest and the behavior of Europeanemployment", September 1987.
"Reflections ea "Wait Ummoloymest • laEurope", November 1987, revised February1988.
•Irdividnal bias in Judgements ofconfidence", March 1988.
"Portfolio selection by mutual funds, anequilibria model", March 1988.
•Dwadmitrialize service for quality", March1988 (88/03 Revised).
'Proper Quadratic Mak= with anApgar-arias to ATM', May 1987 (RevisedMarch 1988).
"Failibron de Nah-Coisrat daps le marcheuroplien du gas: no ma a les solutions enboucle solvate et a feedback coincident",Mars 1988.
"'demotion disclosure, means of payment,and takeover pressia. Pub& and Privatetender offers in France", July 1985, Sixthrevision, April 1988.
"The future of forecasting", April 1988.
88/26 Sjur Didrik FLAMand Georges ZACCOUR
"Sari-competitive Connie equilibrium inmultistage oligopolies", April 1988.
88/39
88/40
88/41
88/42
88/43
88/44
88/45
88/46
88/47
88/48
88/ 49
88/50
88/51
"Entry game with resalable capacity",April 1988.
"The multinational corporation ss a network:perspectives from interorganizationaltheory", May 1988.
"Commoner cognitive complexity and thediesensionelity of multidimensional scalingconfigurations", May 1988.
"The Banda fallout from Chernobyl: riskperception and regulatory response", May1988.
"Creation, adoption, and diffasior ofinnovation by subsidiaries of multinationalcorporations", June 1988.
"International manufacturing: positioningplants for success", June 1988.
"The importance of flexibilityiamonfacturism", June 1988.
"flexibility: an important dimensioa imannufachoring", June 1988.
"A strategic analysis of investment in flexible
manufactories systems", July 1988.
"A Predictive Test of the NBD Model thatControls for Nos-stationasity", June 1988.
"Regulating Price-Liabtlity Competition ToImprove Welfare", July 1988.
"The Motivating Role of Envy : A ForgottenFactor in Management", April 88.
Manfred KETS DE VRIES "The Leader as Mirror : ClinicalReflections", July 1988.
Josef LAKONISHOK and
"Anomalous price behavior aroundTheo VERMAELEN repurchase taader offers", August 1988.
Charles WYPLOSZ "Assymetry ht the EMS: intentional orsystemic?", August 1988.
Paul EVANS
"Organizational development in thetramseationi enterprise", June 1988.
B. S1NCLAM-DESGAGNE
"Group decision support systems implementBayonet rationality", September 1988.
Essam MAHMOUD and "The state of the art mod future directionSpyros MAKPJDAKIS is cenniming forecasts", September 1988.
Robert KORAJCZYK
"An empirical brrestigatims of ntersatioaeland Claude VIALLET meet micros", November 1986, revised
August 1988.
Yves DOZ and
'Prom kneed Ms inner • processAmy SHUEN
framework for paramernips", August 1988.
Alain BULTEZ, "Asymmetric cambia= between sobetitueeEls GUSBRECHTS, items feted by retailers", September 1988.Philippe NAERT and
Piet VANDEN ABEELE
Michael BURDA
"Reflections es 'Wait momployment' inEurope, II", April 1988 revised September1988.
Nathalie DIERKENS
"information asymmetry and equity issues',September 1988.
Rob WEITZ and
"Managing expert systems: from inceptionArnoud DE MEYER
through updating", October 1987.
Rob WEITZ
"Technology, work, and the organization:the impact of expert systems", July 1988.
88/32
Kan, FERDOWS and
David SACICRIDER
88/33
Mihkel M. TOMBAK
88/34
Mihkel M. TOMBAK
88/35
Mihkel M. TOMBAK
88/36
Vikas TIBREWALA and
Bruce BUCHANAN
88/37 Murugappa KRISHNAN
Lars-Hendrik ROLLER
Manfred KErs DE VRIES
88/29 Minh K. MALHOTRA,Christian PINSON andAwn K. JAIN
811/30
Catherine C. ECKEL
and Theo VERMAELEN
88/31
Sumantra OHOSHAL and
Christopher BARTLETT
88/27
Munigapps KRISHNAN
Lars-Hendrik ROLLER
88/28
SummitsOHOSHAL and
C. A. BARTLETT
B. SINCLAIR-DESOAGNE *Assessing emetic inequality", November
and Mihkel M. TOMBAK
Martin KILDUFF
Michael BURDA
Lars-Hendrik ROLLER
Cynthia VAN MLLE,Theo VERMAELEN andPaul DE WOUTERS
1988.
"The interpersomal structure of decisionauddep • social comparison approach toorgearatiomal choke", November 1988.
"Is errata rely the problem? Someestimates of the Cidwood Gate II modelwith US data", September 1988.
"Modeling cost structure: the Bell Systemrevisited", November 1988.
"Regulation, taxes and the market forcorporate control in Belgium", September1988.
88/52
88/53
88/54
88/55
88/56
88/57
88/SS
88/59
88/60
88/61
88/62
"Credos sad organizational analysis:who's minding the store?", September 1988.
"Whatever happened to the philosopher-kite the Wader's addiction to power,September 1988.
88/63 Fernando NASCIMENTO
and Wilfried R.VANHONACKER
88/64
Kers FERDOWS
88/65
Arnoud DE MEYERand Kasra FERDOWS
88/66
Nathalie DIERKENS
88/67
Paul S. ADLER andKura FERDOWS
1M2
89/01
Joyce K. BYRER andTawfik JELASSI
89/02
Louis A. LE BLANCand Tawfik JELASSI
89/03
Beth H. JONES andTawfik JELASSI
89/04
Kann FERDOWS and
Arnoud DE MEYER
89/05
Martin KILDUFF andReinhard ANGELMAR
89/06 Mihkel M. TOMBAK andB. SINCLAIR-DESGAGNE
"Strategic pricing of differentiated consumerdurables in • dynamic doopoly: a numericalanalysis", October 1988.
"Charting strategic roles for internationalfactories", December 1988.
"QuilBry up, technology dose", October 1988
"A incessios of enact measures ofinformation sasymetry: the example of Myersand Majef model or the importance of tiemeet structure of tie firm", December 1988.
"The chief technology officer", December1988.
impact of WNW dowries 4141dialog", Worry 1989.
•IMS software seinclier a multiple criteriadecries methodology", January 1989.
"Negotiation support: the effects of cempoterWeever= and comae level an barge/wingoutcome• January 1989.
"Leslie impresser in manufacturingperformance: Im search of • new theory",January 1989.
*Shand history or shared culture? Theeffects of time, .Whore, and performance eninstitutionalization its simulatedorganizations". January 1989.
"Coordinating manufacturing and businessstrategies: P, February 1989.
Susan SCHNEIDER andReiNhard ANGELMAR
Manfred KETS DE VRIES
Lam-Hendrik ROLLERand Mihkel M. TOMBAK
Peter BOSSAERTSand Pierre HILLION
Pierre HILLION
Wilfried VANHONACKERand Lydia PRICE
"Strategic choice of Beale productiontechnologies and welfare implications",October 1988
"Method of asomers tests of contingentdarts meet pricing modes", October 1988.
"Sisesorted portfolios and the violation ofthe readout walk hypothesis: Additionalempirical evidence and implication for testsof asset prices models", June 1988.
"Data transferdelity: estimating the responseeffect of future evens based on historicalanalogy", October 1988.
89/07 Damien J. NEVEN
89/08
Arnaud DE MEYER andHagan SCHOTIE
89/09
Damien NEVEN,Carmen MATUTES andMarcel CORSTIENS
89/10 Nathalie DIERKENS,Bruno GERARD andPierre HILLION
89/11
Manfred KETS DE VRIESand Main NOEL
89/12
Wilfried VANHONACKER
89/13
Manfred KETS DE VRIES
89/14
Reinhard ANGELMAR
89/15
Reinhard ANGELMAR
89/16
Wilfried VANHONACKER,Donald LEHMANN andFarceur: SULTAN
89/17
Gilles AMADO,Claude FAUCHEUX andAndri LAURENT
"Struetwol afilustmeat in European retailbankirg. Some view from industrialorganisation", January 1989.
'Tama in the devdopmest of technologysad lieir Weds an the production structureit the Forepaw Community", January 1989.
"Brand proliferation and entry deterrence",February 1989.
°A minket based approach to the valuationof the assets in place and the growthopportunities of the firm", December 1988.
"Uaderstanding the leader-strategy interface:application of the strategic relationshipirterview me hod", February 1989.
'Valiant* demotic response models whamthe data are subject to different temporalaggregation", January 1989.
"The impostor syndrome: a disquietingphranseerm it organizational life", February1989.
"Product innovation: • tool for competitiveadvainge", March 1989.
"Evaluating • firm's product innovationperformance, March 1989.
"Combining related and spare data in linearregression models", February 1989.
"Chinamen organisational et r4alitesculturelles: contrastes franco-americains",March 1989.
89/18 Srinivasan BALMC-RISHNAN andMitchell KOZA
89/19
Wilfried VANHONACKER,Donald LEHMANN andFareena SULTAN
89/20
Wilfried VANHONACKERand Russell WINER
09/21
Arnaud de MEYER andKann FERDOWS
89/22
Manfred KETS DE VRIESand Sydney PERZOW
89/23
Robert KORAJCZYK andClaude VIALLET
89/24
Martin KILDUFF andMitchel ABOLAFIA
89/25
Roger BETANCOURT andDavid GAUTSCHI
89/26 Charles BEAN,Edmond MALINVAUD,Peter BERNHOLZ,Francesco GIAVAllIand Charles WYPLOSZ
89127 David KRACICHARDT andMartin KILDUFF
89/28
Martin KILDUFF
"Information asymmetry, market failure andjoint-endures: theory wed evidence",March 1989.
"Combining related sad sparse data ha linearregression models", Revised March 1989.
"A rational ramden behavior andel ofchoice", Revised March 1989.
"Inflame of manufactaring improvementprogrammes cm pertonamme", April 1989.
"What is the role of character inpsychoanalysis?" April 1989.
'Equity risk prank ad the pricing offoreign exchange rbk" April 1989.
"The social destruction of reality:Orgamisational cantlet as social drama"zApril 1989.
"Two emeartial characterisfim et retailmarket and their anatomic coaseaseaces"March 1989.
"Macroeconomic paficies for 1992: thetransition and after., April 1989.
"Frieedship patterns and culturalattribution: the control of organizationaldiversity', April 1989.
"The interpersonal structure of decisionmaking: • social comparison approach toorganizational choice", Revised April 1989.
89/42
89/43
89/44
89/45
89/46
89/47
89/48
89/49
89/50
89/51
89/52
89/53
89/54
89/29 Robert 000EL andJean-Claude LARRECHE
89/30 Lan-Hendrik ROLLERand Minkel M. TOMBAK
89/31 Michael C. BURDA andStefan GERLACH
89/32 Peter HAUG andTawfik JELASSI
89/33 Bernard SINCLAIR-DESOAGNE
89/34 Summa* OHOSHAL andNittin NOHRIA
89/35 Jean DERMINE andPierre HILLION
89/36 Martin KILDUFF
89/37 Manfred KETS DE VRIES
89/38 Manfred KETS DE VRIES
89/39 Robert KORAJCZYK andClaude vIALLET
89/40 Balaji CHAKRAVARTHY
"The battlefield for 1992: product strengthmad geographic coverage, May 1989.
"Competition and Investmeat in FledbleTechnologies", May 1989.
"Istertemporal prices and the US tradebalance in durable goods", July 1989.
"Apps nation red evaluation of • mold-criteria decision support system for thedynamic sdection of U.S. manufacturingI0C26011111., May 1989.
"Design nesibRity i monopso•isticindustries", May 1989.
"Requisite variety versus shared values:masa,* corporate-divides relationships inthe M-Form organisation", May 1989.
"Depot* rate caws and the ousted valueof batiks: The case of France 1971-1981",May 1989.
°A dispositiosel approach to social networks:the tree of organisations! choice", May 1989.
"The orpassisational fool: balancing aleader's hubris", May 1989.
"The CEO blues", June 1989.
"An empirical investigation of internationalasset pricing", (Revised June 1989).
"Management systems for innovation andproductivity", June 1989.
Robert ANSON and
Tawfik JELASSI
Michael BURDA
Balaji CHAKRAVARTHY
and Peter LORANGE
Rob WEITZ andArnoud DE MEYER
Marcel CORSTIENS,Carmen MATUTES andDamien NEVEN
Manfred KETS DE VRIESand Christine MEAD
Damien NEVEN andLars-Hendrik ROLLER
Jean DERMINE
Jean DERMINE
Spyros MAKRIDAICIS
Amoud DE MEYER
Spyros MAKRIDAKIS
S. BALAKRISHNANand Mitchell KOZA
"A development framework for computer-supported conflict resolution", July 1989.
"A note on firing costs and amerimee benefitsin equilibrium unemployment", June 1989.
"Strategic adaptation i multi-businessEnna", June 1989.
"Managing expert systems: • framework andcase early", June 1989.
"Entry Eacouragement", July 1989.
"The global disnamion in leadership andorganisation: isms rod emstnnersies", April1989.
•Earopesm iteration sod trade flows",August 1989.
"Esse COUldry !antral sad wastualrecognitime, July 1989.
specialisation of Rancid ianitutioss,the EEC model", August 1989.
"Siding siardadsu: a new approach to timeseries forecastles", July 1989.
"Shortedng development cycle thu gs: •mannfacturer's perspective", August 1989.
"Why combining works?", July 1989.
"Orgardsadoa costs and a theory of jointventured", September 1989.
89/41 B. SINCLAIR-DESGAGNE "The strategic supply of precisions", Juneand Nathalie WEAKENS 1989.
89/55 H. SCHUTTE "Faro-Japanese cooperation in information 89/67 Peter BOSSAERTS and "Market microstructure effects oftechnology", September 1989. (FIN) Pierre BILLION envenoming intervention in the foreign
maw= market", December 1989.89/56 Wi!fried VANHONACKER
and Lydia PRICE"On the practical usefulness of meta-analysisresults", September 1989.
89/57 Taekwon KIM,
Lars-Hendrik ROLLERand Mihkel TOMBAK
"Market growth and the diffusion ofisnitiprodnet technologies", September 1989. 90/01
TM/EP/ACB. SINCLAIR-DESGAGNE "Unavoidable Methosisms", January 1990.
89/58 Lan-Hendrik ROLLER "Strain* aspects of Boil* production 90/02 Michael BURDA "Moompoisdc Competition, Costs of(EP,TM) and Mihkel TOMBAK technologies", October 1989. EP Adjoining, and the Behaviour of European
1siandatturiag Employment", January 1990.89/59(011)
Manfred KETS DE VRIES,Daptuu ZEVADI,Main NOEL andMihkel TOMBAK
"Looms of control and entrepreneurship: athree-country comparative study", October
1989.90/03TM
Arnoud DE MEYER "Maragement of Communication inInternational Research mid Developmes•,January 1990.
89/60 Enver YUCESAN and •Slaulatioa graphs for design and analysis of 90/04 Gabriel HAWAWINI and "The Trundonaatien *the European(TM) Lee SCHRUBEN discrete event sioulatior models", October FIN/EP Eric RAIENDRA Flrangial Services lninstry: From
1989. Frammenti= In kingration•, January 1990.
89/61 Susan SCHNEIDER and •Interpreting and responding to strategic 90/05 Gabriel HAWAWINI and "Emsopean Equity Marken: Toward 1992(AB) Arnoud DE MEYER hanee: The impact of national culture",
October 1989.FIN/EP Bertrand JACQU1LLAT and Beyond", January 1990.
90/06 Gabriel HAWAWINI and "Ineramatios of tamper Equity Markets:89/62 Arnaud DE MEYER "Tedmology strategy and international R&D FIN/EP Eric RAJENDRA Limitations of Structuni Change for Key(TM) operations", October 1989. Market Participial. to and Beyond 1992",
January 1990.89/63 Enver YUCESAN and "Equivalence of simulations: A graph(TM) Lee SCHRUBEN approach", November 1989. 90/07 Gabriel HAWAWINI "Steck Market Anomalies and the Priam of
89/64 Enver YUCESAN and "Complexity of simulation model.: A graphFIN/EP Equity am the Tokyo Stock Exchange*,
January 1990.(TM) Lee SCHRUBEN theoretic approach", November 1989.
90/08 Tawfik JELASSI and lalodeffam with MCDSS: What oboist89/65 Soumitra DlYITA and "MARS: A mergers and acquisitions TM/EP B. SINCLAIR-DESGAGNE Meer , January 1990.(TM. Piero BONISSONE reasoning system", November 1989.AC, FIN) 90/09
EP/F1NAlberto GIOVANNINIand Jae WON PARK
"Capital Controls and International TradeFmasce, January 1990.
89/66(TM,EP)
B. SINCLAIR-DESGAGNE "On the regulation of procurement bids",November 1989. 90/10 Joyce BRYER and "The Impact of Language Theories on DSS
TM Tawfik JELASSI Dialog", January 1990.
90/11TM
Enver YUCESAN 'An Overview of Frequency DomainMethodology for Simulation Sensitivity
90/21FIN
Roy small andIngo WALTER
"Recoodiguration of the Global SeemideaIndustry in the 1990's". February 1990.
Analysis", January 1990. 90/22FIN
Ingo WALTER 'European Financial Integration and Itshnpfir.ations for the United States", February
90/12EP
Michael BURDA "Structural Change, Unemployment Benefitsand High Unemployment: A U.S.-European
1990.
Conaparism", January 1990. 90/23 Damien NEVEN "EEC Integrafion towards 1992: SomeEP/SM Distributional Aspects", Revised December
90/13 Sonnies DUITA and "Approximate Reasoning about Temporal 1989TM Shashi SHEKHAR Constraints ia Real Tune Planning and
Search", January 1990. 90/24 Len Tyge NIELSEN "Positive Prices CAPM", January 1990.FIN/EP
90/14 Albert ANOEHRN and "Visual Interactive Modelling and fateRamatTM Hans-Jakob LOTHI DSS: Putties: Theory Into Practice, January
1990.90/25FIN/EP
Lars Tyge NIELSEN "Existence of Equilarines in CAPM",January 1990.
90/15 Arnaud DE MEYER, "TM Internal Technological Renewal of a 90/26 Charles KADUSHIN and "Why networking Fans: Double Binds andTM Dirk DESCHOOLMEF_STER,
Rudy MOENAERT andBulger Ink with a Mature Technology",January 1990.
011/BP Michael BREAM the Limitation of meadow Networks",February 1990.
Jan BARGE90/27 Abbas FOROUGHI and "NSS Solution' to Woe Negotisfim
90/16 Richard LEVICH and "Tax-Driven Regulatory Drag: European TM Tawfik JELASSI Stumbling Melte. February 1990..FIN Financial Centers in the 1990's", JanuaryIngo WALTER
1990. 90/28TM
Arnaud DE MEYER "The Mamfacterkm Costribudom tolamonfine, Febeuary 1990.
90/17FIN
Nathalie DIERKENS "htformatioo Asymmetry and Equity Woes",Revised January 1990. 90/29 Nathalie DIERKENS "A Dhausehm of Correct Measures of
FIN/AC Information Asymmetry", January 1990.90/18 Whirled VANHONACKER "Managerial Decision Rules and theMKT Eatimation of Dynamic Sales Response 90/30 Lars Tyge NIELSEN "The Expected Utility of Portfolios of
Models", Revised January 1990. FIN/EP Matti", March 1990.
90/19 Beth JONES and 'The Effect of Computer Istervedioa and 90/31 David GAUTSCHI and "What Determines U.S. Retail Margins?",TM Tawfik JELASSI Task Structure on Bargaining Outcome",
February 1990.MKT/EP Roger BETANCOURT February 1990.
90/32 Sritnvasan BALAK- "lafenordion Asymmetry, Adverse Selection90/20TM
Tawfik JELASSI,Gregory KERSTEN and
"An Intenselion to Group Decision andNegotiation Support", February 1990.
SM RISHNAN andMitchell KOZA
and Joist-Ventures: Theory and Evidence",Revised, January 1990.
Stanley ZIONTS 90/33OB
Caren SIEHL,David BOWEN and
"The Role of Rites of Integration in ServiceDelivery", March 1990.
Christine PEARSON
90/45 Sooners.. DUTTA and "Liberating Case Based and Rule Based90/34
FIN/EP
Jean DERMINE "Me Gains from Femme BankingIntegrating, a CaR for a Pro-Active
TM Piero BONISSONE Reaming: The Possibilistic Connection",May 1990.
Commennoo Poky", April 1990.
90/46 Spyros MAKRIDAKIS "Exponeatial Smoothing: The Effect of90/35 Jae Won PARK "Chesil' Uncertainly and the rime- TM and Michele HIBON bestial Values end Loss Faections on Post-EP Vary* Rh* Premia in the Term Structure
of Nominal [Merest Rates", December 1988,
Revised March 1990. 90/47 Lydia PRICE and
Semple Forecasting Accuracy".
"Improper Sampling in NaturalMKT Wilfred VANHONACKER Experinsests: Lindtanoses at the Use of
90/36 Arnaud DE MEYER "An Empirical Investigation of Meta-Asedysis Remits in Baena.TM Manufacturing Strategies in European Updating", Revised May 1990.
Industry", April 1990.
90/48 Jae WON PARK "The Informanne in the Term Structure of90/37
TM/OB/S741
William CATS-BARIL "Executive Wormotion Systems: Developingen Approach to Open the Possible", April
EP Wend Rates: Out-of-Semple ForecastingPerformance", June 1990.
1990.
90/49 Soumitra DUTTA •Apprendosate Reim* by Analogy to90/38 Wilfried VANHONACKER "Managerial Decision Behaviour and the TM Answer Ned Quesiler, June 1990.MKT Estimation of Dynamic Sales Response
Modeler, (Revised February 1990). 90/SO Daniel COHEN and "PPrice sad Trade Enacts of Eschew RatesEP Charles WYPLOSZ Finctiatiem ad the Design of Policy
90/39
TM
Louis LE BLANC and
Tatvfik JELASSI
"An Evoked= and Selection Methodologyfor Expert Symms Shells", May 1990.
Coordinansa", Aped 1990.
90/S1 Michael BURDA and "Gras Labour Market Flows be Europe:90/40 Manfred ICETS DE VRIES "Leaders an the Comb: The case of Roberto EP Charles WYPLOSZ Some Stylised Fitts", June 1990.OB C,alvi", April 1990.
90/52 Lan Tyge NIELSEN "The Utility of Infbite Mews", June 1990.90/41
FIN/EF
Gabriel HAWAWINI,
Itzbak SWARM and
"Capital Market Reaction to theAnnounceand of Interstate Banking
FIN
Ik HWAN JANG Legislation", March 1990. 90/53
EP
Michael Surds "The Conewinames of Germs" Economicmad Moamar? Unios", June 1990.
90/42 Joel STECKEL and "Cross-Vadat* Regression Models inMKT Wilfried VANHONACKER Marketing Research", (Revised April 1990). 90/54 Damien NEVEN and "European Financial Remslanon: A
EP Cohn MEYER Framework for Policy Analysis", (Revised90/43 Robert KORAJCZYK and "Funky Risk Prenia and the Pricing of May 1990).FIN Claude WALLET Foreiess Exchange Risk", May 1990.
90/55 Michael BURDA and "Intertemporal Prices and the US Trade90/44
011
Gilles AMADO,
Claude FAUCHEUX and
"Organisational Charge and CulturalRealities: Franco-American Contrasts", April
EP Stefan GERLACH Balance", (Revised July 1990).
Andre LAURENT 1990.
90/67 Soumitra DUTTA andTM/SE/FIN Piero BONISSONE
"The Structure and Determinants of East-WestTrade: A Preliminary Analysis of theManufacturing Sector", July 1990
Common Knowledge of a Multivariate AggregateStatistic", July 1990
"Common Knowledge of Price and Expected Costin an Oligopolistic Market", August 1990
"Economies of Scale andScope in the French Mutual Funds (SICAV)Industry", August 1990
"An Interactive Group Decision Aid forMultiobjective Problems: An EmpiricalAssessment", September 1990
"Models for the Evlanation of ManufacturingFlexibility", August 1990
"Public Policy Towards TV Broadcasting in theNetherlands", August 1990
"Organising Competitor Analysis Systems",August 1990
"Internal Differentiation and CorporatePerformance: Case of the MultinationalCorporation", August 1990
"A Note on the Real Exchange Rate Effect ofGerman Unification", August 1990
"Computer Support for Strategic and TacticalPlanning in Mergers and Acquisitions",September 1990
"Integrating Prior Cases and Expert Knowledge Ina Mergers and Acquisitions Reasoning System",September 1990
90/56
Damien NEVEN andEP
Lars-Hendrik ROLLER
90/57 Lars Tyge NIELSENFIN/EP/TM
90/58 Lars Tyge NIELSENFIN/EP/TM
90/59
Jean DERMINE andFIN
Lars-Hendrik ROLLER
90/60 Peri IZ andTM Tawfik JELASSI
90/61
Pankaj CHANDRA andTM
Mihkel TOMBAK
90/62 Damien NEVEN andEP Menno VAN DIJK
90/63
Sumantra GHOSHAL andSM
Eleanor WESTNEY
90/64 Sumantra GHOSHALSM
90/65 Charles WYPLOSZEP
90/66 Soumitra DUTTA andTM/SE/FIN Piero BONISSONE
