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38669 results in Cambridge Textbooks

Page 1240 of 1934

  • What Does It Mean to Orient Oneself in Thinking?

  • from What Does It Mean to Orient Oneself in Thinking?
  • Immanuel Kant
  • Edited and translated by Allen Wood, Yale University, Connecticut, George di Giovanni, McGill University, Montréal
  • Book:
    Kant: <I>Religion within the Boundaries of Mere Reason</I>
    Published online:
    14 September 2019
    Print publication:
    22 February 2018, pp 3-16

  • Summary

    However exalted the application of our concepts, and however far up from sensibility we may abstract them, still they will always be appended to image representations, whose proper function is to make these concepts, which are not otherwise derived from experience, serviceable for experiential use. For how would we procure sense and significance for our concepts if we did not underpin them with some intuition (which ultimately must always be an example from some possible experience)? If from this concrete act of the understanding we leave out the association of the image – in the first place an accidental perception through the senses – then what is left over is the pure concept of understanding, whose range is now enlarged and contains a rule for thinking in general. It is in just such a way that general logic comes about; and many heuristic methods of thinking perhaps lie hidden in the experiential use of our understanding and reason; if we understood how to extract these methods carefully from that experience, they could well enrich philosophy with many useful maxims even in abstract thinking.

    Of this kind is the principle to which the late Mendelssohn expressly subscribed for the first time, so far as I know, in his last writings (the Morning Hours, pp. 164–165, and the Letters to Lessing's Friends, pp. 33 and 67): namely, the maxim that it is necessary in the speculative use of reason (which Mendelssohn otherwise trusted very much in respect of the cognition of supersensible objects, even so far as claiming for it the evidence of demonstration) to orient oneself by means of a certain guideline which he sometimes called common sense or healthy reason (in the Morning Hours), and sometimes plain understanding (To Lessing's Friends). Who would have thought that this admission would not only have a destructive effect on his favorable opinion of the power of speculative reason when used in theological matters (which was in fact unavoidable), but that even common healthy reason, given the ambiguous position in which he left the employment of this faculty in contrast to speculation, would also fall into the danger of serving as a principle of enthusiasm in the dethroning of reason?

  • 8 - Strategic Tools of Supply Chain Capability

  • from Part III - Infrastructural Dimension of Supply Chain Management
  • Bowon Kim
  • Book:
    Supply Chain Management
    Published online:
    21 June 2018
    Print publication:
    22 February 2018, pp 271-316

  • Summary

    In this chapter, we discuss crucial strategic tools the firm can use to coordinate its supply chain. As discussed in the previous chapters, coordination is the quintessential force for effective supply chain management, which is the most important part of supply chain capability, i.e., the company's ability to coordinate with its partners sharing the same value chain. In Chapter 7, we suggested a few critical areas of supply chain coordination, one of which is new product development. That is, the supply chain partners often find it indispensable to coordinate with each other to develop a new product or service successfully. Thus, we elaborate on new product development as an essential area of supply chain coordination.

    Another essential area of supply chain coordination is information-sharing between supply chain partners. The most important information is concerned with the market demand uncertainty. That is, the supply chain partners coordinate with each other to cope with the market demand uncertainty. In this chapter, we delve into several supply chain strategies designed to enable the supply chain partners to deal with the market demand uncertainty in order to maximize value creation. Specifically, we discuss such strategic tools as vendor-managed inventory (VMI), postponement, accurate response systems, and product-mix flexibility. In addition, we consider channel strategy as a relevant area for supply chain coordination.

    These strategies constitute the supply chain capability, which is derived from proactive and sustainable supply chain coordination among the partner companies sharing the same value chain. Of course, there are many more tools out there than discussed in this chapter. Our objective, however, is not to enumerate all of them, but to find out key common attributes of those strategic tools in order to provide a set of generalizable principles that enable the supply chain partners to attain superb supply chain capability.

    Key Learning Points

  • • Supply chain management (SCM) is closely linked with product life cycle (PLC) in that as the product evolves following its life cycle (e.g., from being innovative to being functional), its associated supply chain should also evolve from a (relatively more) responsive to an (relatively more) efficient one.

  • • As time-based competition has intensified and responsiveness has become more requested in the market, cross-functional team (CFT) approach has emerged as an effective methodology for new product development.

  • Preface to the Second Edition

  • from Religion within the Boundaries of Mere Reason
  • Immanuel Kant
  • Edited and translated by Allen Wood, Yale University, Connecticut, George di Giovanni, McGill University, Montréal
  • Book:
    Kant: <I>Religion within the Boundaries of Mere Reason</I>
    Published online:
    14 September 2019
    Print publication:
    22 February 2018, pp 47-49

  • Summary

    Except for misprints and certain few expressions that have been corrected, nothing has been altered in this edition. Newly added supplements have been placed at the foot of the text, marked with a dagger (†).

    Regarding the title of this work (since doubts have been expressed also regarding the intention hidden behind it) I note: Since, after all, revelation can at least comprise also the pure religion of reason, whereas, conversely, the latter cannot do the same for what is historical in revelation, I shall be able to consider the first as a wider sphere of faith that includes the other, a narrower one, within itself (not as two circles external to one another but as concentric circles); the philosopher, as purely a teacher of reason (from mere principles a priori), must keep within the inner circle and, thereby, also abstract from all experience. From this standpoint I can also make this second experiment, namely, to start from some alleged revelation or other and, abstracting from the pure religion of reason (so far as it constitutes a system on its own), to hold fragments of this revelation, as a historical system, up to moral concepts, and see whether it does not lead back to the same pure rational system of religion [from which I have abstracted]. The latter, though not from the theoretical point of view (under which must also be reckoned the technicopractical point of view of pedagogical method, as a technology) may yet, from the morally practical point of view, be independent and sufficient to genuine religion, which, as a rational concept a priori (remaining after everything empirical has been removed), only obtains in this relation. If this is the case, then we shall be able to say that between reason and Scripture there is, not only compatibility but also unity, so that whoever follows the one (under the guidance of moral concepts) will not fail to come across the other as well.

  • 9 - Matching

  • Donald E. Campbell, College of William and Mary, Virginia
  • Book:
    Incentives
    Published online:
    06 August 2018
    Print publication:
    22 February 2018, pp 504-569

  • Summary

    This chapter examines allocation problems for which the desired “commodities”, such as dormitory rooms, are only available in discrete units and each “consumer” wants one unit and only one unit. Moreover, allocating a desired object to the highest bidder is unacceptable, as it would be in the case of an offer of admission to a good university. The objective is to match each student with a room (or a university), or available kidneys with the patients on a transplant waiting list, and so forth.

    Suppose that an economics department has a given number of students (i.e., majors) and professors, and the objective is to assign each student a professoradvisor. In this case both sides of the match have preferences: students like some professors better than others, and the professors can rank the students. There are problems for which only one side of the match has preferences: students have preferences for dormitory rooms, but the rooms don't have preferences for students.

    We can also classify matching problems according to whether we can have outcomes at which an agent is paired with more than one agent of the opposite type, as in the case of college admissions. Each student is placed with only one college, but each college admits many students. Both types have preferences: each student can rank the colleges, and the colleges have preferences for students – if only for students with high test scores.

    The first allocation problem that we study is a marriage model, for which there are two types of agents: there is a set ofWtypes and a set ofMtypes. Each member of each type has a preference ordering for the members of the other type, and each agent is matched with at most one member of the other type. The problem of matching students and advisors can be a marriage model. A student will have at most only one advisor, and if there is a department rule limiting a professor to at most one advisee then we have a marriage model. Our objective is not to classify allocation problems, however, but to solve them by designing satisfactory allocation procedures.

  • Preface to the Third Edition

  • Bowon Kim
  • Book:
    Supply Chain Management
    Published online:
    21 June 2018
    Print publication:
    22 February 2018, pp xxv-xxx

  • Summary

    Supply Chain Management: A Learning Perspective is the third edition of my book on supply chain management originally published by John Wiley & Sons in 2005. Supply chain management is about creating value through coordination. In this book, I explore essential issues of supply chain management from the learning perspective – a philosophical prism through which I analyze and understand value and the value creation process.

    As we will see, Confucius taught three ways for a human being to obtain wisdom. The first was through reflection, the noblest way. The second was through imitation, the easiest way. Finally, one could get wisdom through one's own experience, the bitterest way! Drawing an analogy with Confucian teaching, I suggest we can learn in three different ways – analyzing, benchmarking, and experiencing. What is the fundamental commonality underlying all these three methodologies? That is the causal relationship, i.e., cause-and-effect analysis. For instance, we analyze, benchmark, and experience to understand the cause-and-effect relationship between variables, e.g., key factors in managerial decision-making. Unless the manager understands the complex causal relationship among managerial variables or factors, she is not able to make a decision that can solve real-world managerial problems.

    In fact, the cause-and-effect analysis is the fundamental base for a systemic perspective, which is the underlying principle of managerial learning. As such, it is the quintessential perspective for this book – Supply Chain Management: A Learning Perspective.

    Is there a perfect solution to a managerial problem? Possibly except for some of the most basic problems, we cannot find a definitive solution to a real-world managerial problem. Then, what is the role of a professor in a business school? It should be a kind of coaching. A coach for a chef! Cooking is probably for the most creative people. Suppose there are two chefs, who use the same ingredients and also the same cooking processes. Then, will the two dishes prepared by the two chefs be exactly the same? The answer is an unambiguous “no.” Even if the two chefs use the same resources and processes, their foods will be very different. In fact, the chef is a creative director, who finalizes the food. It is the chef's creative capability that determines the food's ultimate taste. What the chef does for her food can never be predetermined completely, since she has to constantly adapt her cooking to the emerging unknowns in the kitchen environment.

  • 11 - General Competitive Equilibrium

  • Donald E. Campbell, College of William and Mary, Virginia
  • Book:
    Incentives
    Published online:
    06 August 2018
    Print publication:
    22 February 2018, pp 603-653

  • Summary

    This chapter takes an economy-wide perspective and seeks a mechanism that elicits private information about individual preferences and firm production recipes to deliver an efficient allocation of private goods and services. We assume away all other hidden information problems. In particular, every consumer is assumed to know the quality of every firm's output, every employer knows the abilities of every prospective employee, every lender knows the probability of default of every creditor, and so on. Every manager can be relied on to maximize profit. In fact there is no shirking by anyone.

    The economy faces an impressive challenge – to induce truthful revelation of the remaining hidden information, specifically preferences and production functions. In fact, three of the five sections even assume away this hidden information problem, highlighting instead the transmission of information. Recall that an outcome is efficient if there is no other arrangement of production and consumption activities that makes one person better off without lowering the utility of anyone else. Identification of an efficient outcome would seem to require an enormous amount of information about all of the private characteristics. Therefore, even with most of the hidden information problems assumed away, identification of an efficient outcome by the market system is a remarkable accomplishment. Social cost pricing is the key.

    In a private ownership market economy the consumer maximizes utility subject to a budget constraint, and this results in a chosen consumption plan at which the marginal rate of substitution (MRS) for each pair of commodities equals the price ratio for those goods. Therefore, the price ratio transmits information about one consumer's MRS to every other consumer and every firm. The budget constraint gives consumers the incentive to employ that information in their utility maximization calculations, as Section 11.1.4 demonstrates. Profit maximization by a firm in a competitive environment results in the equilibrium price of a commodity that is also equal to the marginal cost of producing that good. Therefore, prices transmit marginal information about consumer preferences and firm production recipes.

    In spite of the fact that prices transmit only marginal information, we demonstrate in Sections 11.2 and 11.3 that this allows an efficient outcome to be identified in a wide range of circumstances.

  • 6 - Logistics, Procurement, and Supplier Relationship

  • from Part II - Structural Dimension of Supply Chain Management
  • Bowon Kim
  • Book:
    Supply Chain Management
    Published online:
    21 June 2018
    Print publication:
    22 February 2018, pp 200-236

  • Summary

    The final element of the structural dimension for designing an effective supply chain is the transportation or logistics, i.e., how to physically deliver the best materials (including raw materials, parts, semi-finished products, and finished products) to the appropriate customers, both internal and external. There are several factors to consider. The most important factor is quality, i.e., how to procure the finest materials that ensure high quality of the final product. This issue essentially involves identifying and selecting the best suppliers, i.e., from whom to procure such materials. Then the company should transport or deliver the materials to where they are required or can be utilized most effectively. Transportation costs and delivery timing are some of the critical factors the company should take into account when designing its logistic and procurement strategy. All of these issues inevitably make it crucial for the company to cultivate a strategic supplier relationship. In this chapter, we focus on the strategic aspects of logistics and procurement and how they interact with other essential elements of optimal supply chain management.

    Key Learning Points

  • • Logistics is concerned with the physical delivery of materials (including raw materials, parts, semi-finished products, and finished products) to the appropriate customers.

  • • When determining an appropriate logistics option, the company has to take into account several factors such as cost, speed or timing, and quality.

  • • A make-or-buy decision is an important decision about in-house operations (production) versus outsourcing.

  • • Strategic outsourcing is different from contractual outsourcing in that it is based on a long-term commitment between the buyer and the seller; it requires the firms to develop a partnership, and therefore involves a high intensity of coordination between the partners for value-creating activities.

  • • A perception gap exists between the buyer and suppliers when the factors considered by the buyer as critical for an effective outsourcing partnership are significantly different from those perceived by the suppliers as critical. It is essential to effective supply chain coordination. That is, the larger the gap, the less effective the supply chain coordination.

  • • Supplier typology enables the firm to determine which supplier it should develop a strategic relationship with.

  • • It is prevalent that in a supply chain relationship, the retailer has a bargaining power much stronger than the supplier's. In order to overcome such an impasse, the supplier should try to develop innovation or globalization capability.

  • 5 - Strategic Roles of Inventory

  • from Part II - Structural Dimension of Supply Chain Management
  • Bowon Kim
  • Book:
    Supply Chain Management
    Published online:
    21 June 2018
    Print publication:
    22 February 2018, pp 158-199

  • Summary

    If we want to know the state of our health, we go to a hospital and have a medical checkup. The hospital conducts many tests to examine our body. Among those numerous tests for the medical check-up, which one do you think is the most important, if you have to choose only one? The most likely answer is a blood test. To see whether our body is healthy, we need to test our blood: the blood test result reveals many things about our body. In fact, our blood performs several vital functions that are extremely essential to our body and eventually our life itself. One of them is to transport oxygen to every part of our body, including the most quintessential, our brain: we cannot be alive without oxygen, i.e., without blood. Inventory is to a company as blood is to a body! That is, inventory is much like blood. Should we want to check the condition of a company's health, we first need to look at the inventory the company has. Both too much and too little imply something wrong at the company. In this chapter, we delve into inventory not only as a key element of the structural dimension, but also as a strategic lever for the company.

    Key Learning Points

  • • The primary role of inventory is to buffer against uncertainty.

  • • There are conflicting forces, i.e., some forces for large inventory and others for small inventory. Therefore, it is possible to find out an optimal inventory level. In fact, a company is supposed to identify such an optimal point.

  • • EOQ (economic order quantity) and newsvendor problem are examples of analytical models to help the company determine an optimal inventory level by trading off the conflicting forces.

  • • Inventory has additional key implications for such concepts as flexibility, flow strategy, and supply chain forecasting.

  • • A company has to face two different types of uncertainty, aggregate level and product-mix level. It is often that the product-mix level uncertainty poses a greater threat to the company.

  • • When there are little information and few historical data for a new product, the company should use a qualitative forecasting method. The Delphi method is a very strong methodology to enable the company to forecast for a new or innovative product.

  • Preface to the First Edition

  • from Religion within the Boundaries of Mere Reason
  • Immanuel Kant
  • Edited and translated by Allen Wood, Yale University, Connecticut, George di Giovanni, McGill University, Montréal
  • Book:
    Kant: <I>Religion within the Boundaries of Mere Reason</I>
    Published online:
    14 September 2019
    Print publication:
    22 February 2018, pp 39-46

  • Summary

    So far as morality is based on the conception of the human being as one who is free but who also, just because of that, binds himself through his reason to unconditional laws, it is in need neither of the idea of another being above him in order for him to recognize his duty, nor of an incentive other than the law itself in order for him to observe it. At least it is his own fault if such a need is found in him; but in this case too the need could not be relieved through anything else: for whatever does not originate from himself and his own freedom provides nothing to make up for a lack in his morality. – Hence on its own behalf morality in no way needs religion (whether objectively, as regards willing, or subjectively, as regards capability) but is rather self-sufficient by virtue of pure practical reason. – For, since its laws bind through the mere form of universal lawfulness of the maxims to be adopted in accordance with this lawfulness as the highest condition (itself unconditional) of all ends, morality needs absolutely no material determining ground of the free power of choice, that is no end, either in order to recognize what duty is or to impel its performance; on the contrary, when duty is the issue, morality can perfectly well abstract from ends altogether, and ought so to do. For example, to know whether I should (or even can) be truthful in my testimony before a court of justice, or faithful when someone else's goods entrusted to me are being reclaimed, there is no need to demand an end which I might perhaps propose to myself to realize by my declaration, for what sort of end this would be does not matter at all; rather, one who still finds it necessary to look around for some end when his testimony is rightfully demanded of him, is in this respect already contemptible.

    But although on its own behalf morality does not need the representation of an end which would have to precede the determination of the will, it may well be that it has a necessary reference to such an end, not as the ground of its maxims but as a necessary consequence accepted in conformity to them.

  • 11 - Sustainability and Supply Chain Management

  • from Part IV - Sustainable Value Chain Management
  • Bowon Kim
  • Book:
    Supply Chain Management
    Published online:
    21 June 2018
    Print publication:
    22 February 2018, pp 393-434

  • Summary

    We define sustainability from a value chain perspective, which we term “value system sustainability.” Value system sustainability emphasizes a firm's effort to make decisions so as to be sustainable not just from the firm's own perspective, but from the perspectives of the entire value chain participants, including internal stakeholders like managers and employees and external stakeholders like suppliers, vendors, distributors, customers, communities, governments, and non-governmental organizations, and even those in other countries, i.e., in the global market. In a sense, it looks into the sustainability issue in a holistic manner, and therefore is sublimated to a highly comprehensive level. Sustainable action or behavior means that value is created in such a way that the output is more valuable than the input so that the surplus, i.e., output minus input, can be preserved for future value creation. Here, the concept of value is not just monetary, but encompasses various tangible and intangible elements. We develop a framework to define and assess a firm's corporate sustainability, i.e., value system sustainability. It consists of three dimensions. First, there are three areas of sustainability, i.e., economic, social, and natural (environmental). Second, there are stakeholders for whom the firm should pursue sustainability, i.e., the firm's effort for sustainability must be assessed not only by the firm's own internal perspective, but also by that of the external stakeholders. Finally, the level of sustainability should be measured. Our model uses seven levels determined by strategic and operational priorities: ignorant, passive, reactive, receptive, constructive, proactive, and, finally, transcendental.

    Key Learning Points

  • • Value chain sustainability comprises three dimensions: sustainability area, sustainability stakeholder, and sustainability level.

  • • Consistent with the “triple-bottom-line” concept, there are three areas of sustainability: economic, social, and environmental (or natural).

  • • Sustainability strategy must be viewed from the perspective of both internal and external stakeholders, i.e., the entire value chain stakeholders.

  • • A company's sustainability level is measured by its strategic and operational priority placed on sustainability activities.

  • • An ideal decision-maker for sustainability must have ethical, qualitative, and quantitative capabilities.

  • • An ideal decision-making process calls for three elements, i.e., calculus, creativity, and commitment.

  • • Supply chain strategy is dynamic in that its scope and scale evolve over time in response to changes in the environment, both economic and technological.

  • Preface to the Third Edition

  • Donald E. Campbell, College of William and Mary, Virginia
  • Book:
    Incentives
    Published online:
    06 August 2018
    Print publication:
    22 February 2018, pp xi-xii

  • Summary

    My greatest debt is to Emily Martell, an undergraduate at William and Mary. She was my research assistant for the last eight months of work on the book. Her love of learning, her ability to write good prose, and her extraordinary intellect redounded to my great benefit and to the benefit of anyone who reads this book. Emily contributed to a few of the topics – the Enron debacle among them – and read the new network chapter and some others, each with great care. She responded to requests for help with alacrity and skill. Both her research and her critique of the manuscript were exemplary. She not only identified glitches, she drew my attention to passages that were not sufficiently clear. (“Glitch” is an understatement. She saved me from a horrible blunder in Chapter 4.) Emily even corrected my prose. I am deeply grateful for her help, and blessed to have had her as a colleague. Any defects that remain can be put down to the fact that I did not give her enough time to read the entire manuscript.

    I am also thankful for the input of Steven Williams of the Department of Economics, University of Illinois, Lauren Merrill of the Boston Consulting Group, and my longtime colleague Jerry Kelly.

    Over the last eight years I have benefitted from the excellent research assistance of Jennifer Boardman, Anthony Guth, Sarah Turner, and Gefoffrey Zinden. They were students in William and Mary's Masters in Public Policy program and my research assistants during their time here. The fruits of their labor can be found in the gray boxes containing the snippets that complement the formal analysis.

    A number of William and Mary undergraduates have contributed to the third edition by suggesting improvements to its predecessor. I'm happy to be able to publicly thank Fasil Alemante, Daniel Byler, Bryan Callaway, Jimmy Cao, Sarah Gault, You-Suk Kim, Shane Mangin, Ruoyan Sun, Richard Uhrig, and especially Theresa Long. I'malso grateful to Simon Fung who, as a student at the University of London, drew my attention to an error in the second edition.

    I salute my Cambridge University Press editors, Karen Maloney and Stephen Acerra, and editorial assistant Kristina Deusch. Their encouragement and guidance are much appreciated.

Page 1240 of 1934