| 1. |
- Aad, G, et al.
(author)
-
- 2015
-
swepub:Mat__t
|
|
| 2. |
|
|
| 3. |
|
|
| 4. |
|
|
| 5. |
- Bagoly, A., et al.
(author)
-
Machine Learning Developments in ROOT
- 2017
-
In: Journal of Physics: Conference Series. - : IOP Publishing. - 1742-6588 .- 1742-6596. ; 898:7
-
Conference paper (peer-reviewed)abstract
- ROOT is a software framework for large-scale data analysis that provides basic and advanced statistical methods used by high-energy physics experiments. It includes machine learning tools from the ROOT-integrated Toolkit for Multivariate Analysis (TMVA). We present several recent developments in TMVA, including a new modular design, new algorithms for pre-processing, cross-validation, hyperparameter-tuning, deep-learning and interfaces to other machine-learning software packages. TMVA is additionally integrated with Jupyter, making it accessible with a browser.
|
|
| 6. |
|
|
| 7. |
- Carnes, Christina Matz, et al.
(author)
-
Leveraging Resources For Innovation : The Role of Synchronization
- 2022
-
In: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 39:2, s. 160-176
-
Journal article (peer-reviewed)abstract
- Leveraging resources to develop innovation is central to exploiting market opportunities yet doing so is complex and fraught with challenges. This study explores some of this complexity by theoretically detailing and empirically examining the critical role that synchronization plays in the process of leveraging resources to create innovation. Specifically, we integrate resource orchestration with the behavioral theory of the firm to investigate the joint effect of synchronization and leveraging strategies on innovation under different performance conditions. Using policy capturing methodology resulting in 3,600 observations from 120 managers, we find empirical evidence that synchronization can enhance innovation outcomes of all leveraging strategies. Yet, this positive synergistic effect occurs in high performing firms that use the resource advantage and market opportunity leveraging strategies and in low performing firms that use the entrepreneurial leveraging strategy. Our theory and results offer important contributions to the innovation and resource orchestration literatures. First, our study offers a contextually rich examination of innovation, suggesting that it is not only resources, but also managerial actions and a firm?s relative performance that drive innovation outcomes. Specifically, this study adds to our knowledge of the relationship between resources and innovation strategies by investigating the impact of synchronization ? a key contingency in understanding the effects of resources on innovation. Second, we examine boundary conditions of synchronization?s influence by integrating behavioral logic in the context of relative firm performance. Mixed evidence exists on the synergistic effect of valuable capabilities, with some studies showing increased gains and others finding evidence of a neutral relationship. This study begins to disentangle these findings by suggesting that resource leveraging strategies and synchronization together enhance innovation when the strategy aligns with the firm?s relative performance aspirations, answering calls for the development of a more nuanced understanding of the pursuit of innovation.
|
|
| 8. |
- Carnes, Christina Matz, et al.
(author)
-
Resource Orchestration for Innovation : Structuring and Bundling Resources in Growth- and Maturity-Stage Firms
- 2016
-
In: Long range planning. - : Elsevier. - 0024-6301 .- 1873-1872. ; 50:4, s. 472-486
-
Journal article (peer-reviewed)abstract
- Innovation is an important outcome for firms across all life-cycle stages, though challenges to this goal vary by a firm's stage of development. In this study, we integrate resource orchestration with contingency theory to theorize how managers differentially orchestrate their firm's resource portfolio and capabilities to develop innovation based on the firm's life-cycle stage. Empirical tests using primary data collected from 189 managers of U.S. and Italian firms based on the policy capturing method provide support for our hypotheses. Overall, this research contributes to our understanding of how firms manage their resources to create innovation over the firm's life-cycle.
|
|
| 9. |
- Carnes, Christina M., et al.
(author)
-
The Influence of Synchronization and Performance on Strategic Choice and Innovation
- 2013
-
In: Academy of Management Proceedings. - : Academy of Management.
-
Conference paper (peer-reviewed)abstract
- Leveraging resources to exploit opportunities in external markets is at the heart of innovation. However, theory suggests that leveraging resources is a complicated affair, fraught with potential challenges. Building on work in resource orchestration, we argue that firms achieve superior innovation when their strategy used to leverage resources is synchronized with several resource orchestration processes – namely structuring and bundling. However, such synchronization is not easily achieved. Using prospect theory, we argue and find that prior performance and accompanying managerial biases influence which strategies are chosen to drive innovation and that these same influences are affected by the level of synchronization. Thus, working to leverage firm resources to achieve innovation requires the synchronization of several processes to produce the greatest outcomes.
|
|
| 10. |
- Carnes, Christina, et al.
(author)
-
The Contingent Effect of Synchronization on Leveraging Resources for Innovation
- 2016
-
Conference paper (peer-reviewed)abstract
- Leveraging resources to exploit opportunities in external markets is at the heart of innovation. However, research suggests that leveraging resources is complicated and fraught with challenges. Building on work in resource orchestration by integrating behavioral logic relating to search behaviors and use of slack resources, we argue synchronization of internal activities enhances the innovation gains of a firm’s leveraging strategy (resource advantage, market opportunity, and entrepreneurial). We further suggest that this impact of synchronization on leveraging strategy and innovation is dependent on firms’ performance relative to social aspirations, elucidating boundary conditions of resource orchestration. Our findings offer theoretical and practical implications for understanding the influence of synchronization, leveraging strategies, and firm performance on innovation.
|
|
| 11. |
- Chirico, Francesco, et al.
(author)
-
Structuring and bundling resources for innovation in different firm life cycle stages
- 2014
-
In: Academy of Management Proceedings. - : Academy of Management.
-
Conference paper (peer-reviewed)abstract
- The present study based on a sample of US and Italian private firms confirms that resource orchestration is crucial in the creation of innovation. Structuring and bundling resources are important processes for all firms, especially for the development of innovation. Adopting a resource-based logic, we employed the technique of policy capturing to examine the relationship between resource orchestration and the creation of innovation by firms at different stages of their life-cycle. Our results show that early-stage (start-up and growth) firms attempt to acquire and accumulate resources and to enrich existing capabilities and pioneer new ones to develop novel innovations. This emphasis shifts to divesting resources and stabilizing existing capabilities during later (maturity and revitalization) stages to achieve more incremental innovations. This research contributes to our knowledge of innovation, resource orchestration and the firm life-cycle stages.
|
|
