Policy-capturing, conjoint analysis, and related techniques are all regression-based methods used in various areas of organizational research to determine the importance people attach to cues when they make decisions. Despite the widespread use of those methods, the organizational research literature lacks an integrated tutorial for researchers who are interested in studying decision making but who have little experience with the techniques required for this type of research. The authors use empirical findings and suggestions from a number of sources to offer a step-by-step tutorial covering the effective design, execution, analysis, interpretation, and reporting of policy-capturing studies.

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The purpose of this paper is to define and explain the front end of product innovation as a discrete segment of development between research and product development. The Valley of Death is used as a metaphor to describe the relative lack of resources and expertise in this area of development. The metaphor suggests that there are relative more resources on one side of the valley in the form of research expertise and on the other side by commercialization expertise and resources. Within this valley a set of interlocking roles are examined that move projects from one side to the other. The empirical methodology used in this study gathered data from 272 Product Development & Management Association (PDMA) members with extensive experience in the front end of product development using a Web-based survey instrument. Extensive pretests with experienced practitioners were conducted to develop the instrument. Results indicate that significant development takes place before projects enter into a firm's formal product development process. The data also support the roles of champion, sponsor, and gatekeeper as major actors that work together to develop and promote projects for introduction into the formal process. Champions make the organization aware of opportunities by conceptualizing the idea and preparing business cases. Sponsors support the development of promising ideas by providing resources to demonstrate the project's viability. Gatekeepers set criteria and make acceptance decisions. The data also reveal a dynamic interdependence between role players. It is concluded that the Valley of Death is a productive tool for identifying and understanding a critical area of development that has not been adequately addressed. This research finds a dynamic interplay between roles to accomplish tasks that are not well understood in practice or the literature. The implications of this research are far-ranging. It suggests that companies must understand the challenges in the valley, must develop the skills, and must make resources available to master the front end of product innovation. Recognizing roles, providing resources, and establishing expectations and accountability in this area of development become manageable in light of these results. Theoretically, this research informs role theory of a dynamic set of relationships previously treated as static. It also empirically investigates an area of product development where there is limited data. This paper opens profitable inquiries by focusing on an area of development not adequately researched yet drives the activities and investment made in subsequent steps of product development.

Through simulation we investigate how characteristics of forced distribution rating systems (FDRS), which require firing a certain percentage of the workforce each year, might interact with ratings reliability, selection validity, selection ratio, and voluntary turnover to improve average workforce performance potential. Results suggest that a FDRS could lead to noticeable improvement in workforce potential, that most of the improvement should be expected to occur over the first several years, and that improvement is largely a function of the percentage of workers to be fired and the level of voluntary turnover. Greater improvement is associated with higher numbers being fired and lower levels of voluntary turnover. The effects of bundling FDRS with recruiting and retention initiatives are also investigated.