Given the significant, sustained growth in services experienced worldwide, Arizona State University's Center for Services Leadership embarked on an 18-month effort to identify and articulate a set of global, interdisciplinary research priorities focused on the science of service. Diverse participation from academics in a variety of disciplines working in institutions around the world-in collaboration with business executives who lead organizations ranging from small startups to Global 1000 companies-formed the basis for development of the priorities. The process led to the identification of the following 10 overarching research priorities:• Fostering service infusion and growth • Improving well-being through transformative service • Creating and maintaining a service culture • Stimulating service innovation • Enhancing service design • Optimizing service networks and value chains • Effectively branding and selling services • Enhancing the service experience through cocreation • Measuring and optimizing the value of service • Leveraging technology to advance service For each priority, several important and more specific topic areas for service research emerged from the process. The intent is that the priorities will spur service research by shedding light on the areas of greatest value and potential return to academia, business, and government. Through academic, business, and government collaboration, we can enhance our understanding of service and create new knowledge to help tackle the most important opportunities and challenges we face today.

ABSTRAmHealth care has undergone a number of radical changes during the past five years. These include increased competition, fixed-rate reimbursement systems, declining hospital occupancy rates, and growth in health maintenance organizations and preferred provider organizations. Given these changes in the manner in which health care is provided. contracted, and paid for, it is appropriate to review the past research on capacity management and to determine its relevance to the changing industry. This paper provides a review, Classification, and analysis of the literature on this topic. In addition, future research needs are discussed and specific problem arcas not dealt with in the pmious literature are targeted. Subject Amps: H d h Cam AaMnittrafion and Service Operations Managmenc. INTRODUCIIONHealth care managers are confronted with a number of crucial decisions regarding the management of operations. Rising health care costs result in pressure on health care providers to reduce costs through more effective resource management across the entire health care system. In addition, trends toward growth and integration in health care organizations have rendered invalid much of the earlier research performed during a time when health care essentially was characterized as a cottage industry. Given these changes in the health care environment, it seems appropriate to assess previous research on health care capacity planning and management and to determine its relevance to this changing industry. In addition, it is necessary to consider those features of the new environment which should be addressed in future research.Throughout the 1960s and early 197Os, national health policy fostered the expansion of the health care system in an effort to improve the availability of quality health care. During this time the federally sponsored Medicare and Medicaid programs were established, and employer-paid health benefits became the norm. The burden of health care costs was shifted to third parties who reimbursed health care providers under a cost-based system. Health care expenditures rapidly increased from 5 percent of the gross national product in 1965 to a current (1986) level of nearly 11 percent. The significant rise in health care costs also has been attributed to such factors as increased technological costs, an aging population with health problems, defensive medicine, excess capacity, and an increased number of well-trained specialists demanding higher wages. As a result of escalating health care costs, the government has enforced cost containment by implementing new fvced-price payment *This research was partially funded by a grant from the Operations Management Center. University of Minnesota. The authors would like to thank Roger Schroeder and John Anderson for comments on earlier versions of this paper. 889

This article reviews prevention programs that target primary residential parents as change agents for improving children's postdivorce adjustment. First, we review parental risk and protective factors for children from divorced families, including parenting quality, parental mental health problems, interparental conflict, and contact with the nonresidential parent. Following a discussion of brief informational interventions, we describe the findings of evaluations of three multisession, skill-building interventions for divorced parents. Impressive evidence is presented that parenting is a modifiable protective factor and that improving parenting leads to improvements in children's postdivorce adjustment. We then discuss, in greater detail, the New Beginnings Program, which we highlight because it has shown repeated, immediate effects on children's mental health outcomes as well as long-term effects on a wide array of other meaningful outcomes, such as diagnosis of mental disorder in the past year, externalizing problems, alcohol and drug use, and academic performance. Also, mediational analyses have shown that program-induced changes in parenting accounted for changes in mental health outcomes. The remainder of the article describes a research and action agenda that is needed to successfully implement the New Beginnings Program in domestic relations courts.

The movement to product and process development projects that involve joint ventures among strategic partners, as well as the increasing prevalence of projects within organizations has led to increased implementation of project scheduling methods. It is frequently the case that a capital constraint is placed on a project, thus limiting the number and value of activities that can be scheduled to occur simultaneously. However, the quantity of capital available to schedule activities can increase as additional cash is received as progress payments for completed activities. Since the project manager'so objective is to maximize project Net Present Value (NPV), it is important for the manager to develop a schedule that balances the early receipt of progress payments (which improve NPV and increase the capital balance available), with the delay of particularly large expenditures. Due to the intractability of optimal methods, the use of heuristic methods is required to solve problems of practical size. This paper presents the first test of heuristic methods for solving this problem. We use information from a relaxed optimization‐guided model that employs information from the unconstrained NPV‐optimal problem in heuristic procedure for solving the capital constrained problem. An experimental design is employed to test the heuristics that includes multiple factor levels for a number of project characteristics, including capital utilization, frequency of progress payments, and project network structure. The results indicate very good relative performance for the optimization‐guided procedures as compared to two benchmark heuristics.