The Role of Randomness and Noise in Strategic Classification

We investigate the problem of designing optimal classifiers in the strategic classification setting, where the classification is part of a game in which players can modify their features to attain a favorable classification outcome (while incurring some cost). Previously, the problem has been considered from a learning-theoretic perspective and from the algorithmic fairness perspective. Our main contributions include 1. Showing that if the objective is to maximize the efficiency of the classification process (defined as the accuracy of the outcome minus the sunk cost of the qualified players manipulating their features to gain a better outcome), then using randomized classifiers (that is, ones where the probability of a given feature vector to be accepted by the classifier is strictly between 0 and 1) is necessary. 2. Showing that in many natural cases, the imposed optimal solution (in terms of efficiency) has the structure where players never change their feature vectors (the randomized classifier is structured in a way, such that the gain in the probability of being classified as a 1 does not justify the expense of changing one's features). 3. Observing that the randomized classification is not a stable best-response from the classifier's viewpoint, and that the classifier doesn't benefit from randomized classifiers without creating instability in the system. 4. Showing that in some cases, a noisier signal leads to better equilibria outcomes -- improving both accuracy and fairness when more than one subpopulation with different feature adjustment costs are involved. This is interesting from a policy perspective, since it is hard to force institutions to stick to a particular randomized classification strategy (especially in a context of a market with multiple classifiers), but it is possible to alter the information environment to make the feature signals inherently noisier.Comment: 22 pages. Appeared in FORC, 202

Information acquisition and decision making in committees: a survey

JEL Classification: D71, E52Committees, costly information acquisition, monetary policy committees, strategic voting

A Role-Based Taxonomy of Human Resource Organizations

[Excerpt] An empirically-derived classification (taxonomy) of human resource departments , based on a few fundamental roles played in organizations, was developed as an alternative to the mostly speculative existing typologies. Four types emerged: the strategic partner, the strategic advisor, the operational partner, and the operational administrator. The stability of the solution and the relationships with variables not used to generate it were found satisfactory. The types show some similarities with those identified in the literature

Examining the strategic benefits of information systems: A global case study

In the context of the emerging evaluation of Information Systems (IS) as strategic enablers, this paper critically reviews the literature relating to the strategic benefits of IS. Understanding the importance of IS benefits can be significant in the development of strategy in an organisation, although most organisations have diverse environments and, likewise, diverse benefits for decision-makers. Thus, taxonomies of the benefits of IS are produced from both the academic literature and published case studies. In this way, a classification of benefits as they relate to organisational strategic focus has been developed to provide a greater understanding of the benefits needed to obtain a specific focus. The result of this paper is a taxonomy of IS benefits in the strategic focus of IS, using Y bank as a case study. This categorisation can support the evaluation of IS processes, which will, in turn, support decision-makers throughout the planning process

USING STRATEGIC MANAGEMENT STUDY CASES IN ROMANIA

The paper discuss the use of study case in the teaching of strategic management and the translation of the method from United States to Romania. Some technical aspects of American experience in strategic management case researching are underlined, with a focalised approach on financial analysis and their informational context. The basic weaknesses of the method are also analysed in order to understand the practical problems in Romanian educational environment. The general value as a tool in achieving participation and in developing communication is magnified with a specific Romanian one: gathering direct information.case study, strategic management, qualitative data, financial analysis, firm classification

Strategic Alliances in the Global Airline Industry

Strategic alliances are common to any industry. Their presence is felt quite significantly in the airline industry. Starting in the US in 1978 deregulation of airline industry has since brought about sea changes in functioning of the industry. This paper attempts to understand the developments and strategic alliances that have occurred in the airline industry since deregulation. These strategic alliances exist in various forms and differ widely in scope and no consensus on classification was found. The advantages and disadvantages of strategic alliances with respect to the airline industry have been discussed. It is felt that the industry is getting increasingly concentrated. However, no conclusive remarks can be made about consumer welfare.