Morell, J.A. (2006) Why are there unintended consequences, and what are the implications for doing evaluation? (Presentations at Michigan State University and the University of Montreal - part of a research program to collect cases.) presentation slides.pdf

Morell, J.A. (2005) Why are there unintended consequences of program action, and what are the implications for doing evaluation? American Journal of Evaluation , 26, 4, 444 - 463

Morell, J.A. (2005) Ignoring evaluation as adaptive behavior: Using multiple evaluations to shift rational choice Joint Meeting of the American Evaluation Association and Canadian Evaluation Society Totonto, Oct 24th - 30th presentation slides.pdf

Morell, J.A. (2005 ) Why are there unintended consequences, and what are the implications for doing evaluation? Joint Meeting of the American Evaluation Association and Canadian Evaluation Society Totonto, Oct 24th - 30th  presentation slides.pdf

Morell, J.A. (2005) Contending With unintended consequences: Theory and practice for evaluation Joint Meeting of the American Evaluation Association and Canadian Evaluation Society Totonto, Oct 24th - 30th panel description

Schroeter, D.C. and Morell, J.A. (2005) Criteria for evaluating program sustainability within a multi-site context: A longitudinal approach Joint Meeting of the American Evaluation Association and Canadian Evaluation Society Totonto, Oct 24th - 30th

Morell, J.A. (2005) Product evaluation Encyclopedia Of Evaluation Sandra Mathison, Ed. Sage Publications, Thousand Oaks CA

Morell, J.A. (2005) Complex adaptive systems Encyclopedia Of Evaluation Sandra Mathison, Ed. Sage Publications, Thousand Oaks CA

Morell, J.A. (2004) Evaluation in business and industry: Drawing parallels with other forms of evalution Presidential Strand Address American Evaluation Association, Atlanta GA, November 3-6, slides.pdf 40K

Morell, J.A. (2002) Complex system theory as an approach to building evaluation theory American Evaluation Association Arlington VA Nov 6-10 panel summary slides.pdf 90K

Morell, J. A. (1990) Evaluation - Status of a loose coalition Evaluation Practice 11,3, 213 - 219 Introduction

Morell, J .A. (1990) The impact of information technology on research Computers in Social Science, 2, 255 - 271 JAI Press, Greenwich CT abstract

Morell, J. A. Planning in prevention: Implications from a general model chapter 1 pages 9-20 in Jared Hermalin and Jonathan A. Morell Prevention Planning in Mental Health 1987, Sage Publications

Morell, J. A. (1986) Why should community psychologists be concerned with new generation information technologies? The Community Psychologist 19,2, 20

Morell, J. A., and Weirich, T. W. (1983) Determining the costs of evaluation: Principels from mental health chapter 6 pages 81-100 in The Costs of Evaluation eds Marvin C. Alkin and Lewis C. Solomon Sage, Thousand Oaks CA

Morell, J. A. (1982) Threats to the utility of social science American Behavioral Scientist 26, 2, 265 - 280 Introduction

Morell, J. A., (1981) Evaluation in prevention: Implications from a general model Prevention in Human Services . 1, 7 - 44 abstract

Morell J.A. (1979) Program evaluation In social research Pergamon Press 1979 Table of Contents & Preface Chapter 5 Evaluation As Social Technology 90K

Flaherty, E. W., and Morell, J. A. (1978) Evaluation: manifestations of a new field Evaluation and Program Planning 1, 1-10 abstract article.pdf 1.2meg

Morell, J.A. (2003) Measuring the impact of information technology and electronic business systems in government settings American Evaluation Association, Reno NV Oct. 6-9, presentation.pdf 200K

Morell, J.A. (1992) Measuring the impact of knowledge work on organizational productivity workshop at the Industrial Technology Institute, 1992 summary presentation

Morell, J.A. (1987) Personal and organizational consequences of microcomputer use in the naval military personnel command Oak Ridge National Laboratory TM-10498, abstract

Fleisher, M. and Morell, J.A. (1986) Managers as information technology end users Proceedings of the International Congress of Technology and Technology Exchange , October 6-8, Pittsburgh, Pennsylvania

Morell, J. A. and J. Leemon (1987) Assessment of an effort to integrate computer functions in an engineering design firm Data Base 18, 2 17-21

Fleischer M. and Morell, J. A. (1985) The organizational and managerial consequences of computer technology Computers in Human Behavior 1. 83 - 93 Pergamon Press abstract article.pdf 750K

Andrea, D. J., and Morell, J.A (2003) Revenue and financial margin life cycle management . Center for Automotive Research, Management Briefing Seminar, Traverse City MI. August, report.pdf 220K

Morell, J. A., Neal, W., and Fries, V. (1995) Making Electronic data interchange: Add value to small and medium sized manufacturing V. Electronic Markets 16/17, 9-10 abstract

Morell, J. and and Stewart, S. L. (1994) Best Practices for IT Standards Development -- Toward Discovery and Application IEEE Standards Bearer 8,4, 4 - 5

Morell, J.A. (1992) Productivity improvement in knowledge intensive organizations: Integrating the physical, social, and informational environments Workshop sponsored by the Steelcase Corporation, Grand Rapids MI ITI TR-92-01

Morell, J. A., Tornatzky, L. G., and Behm, J. (1990) CASE (Computer Aided Software Engineering) Implementation: Dynamics Through the Technology Life Cycle Software Engineering Institute, Carnegie Mellon University, Nov. 13, introduction

Fleisher, M. and J. A. Morell, (1988)The use of office automation by managers: A survey Information Management Review 4, 1, 29 - 40

Manufacturing Information Resource Locator a Web-based technical assistance system for MEP field agents

Electronic Commerce section -- Manufacturing Information Resource Locator

Managing Business Change: A self-help guide with tools and checklists

Implementing EDI With Your Suppliers, 2 day course developed for the Automotive Industry Action Group

Electronic Commerce for Non-technical Managers: The Business Perspective, 1 day course developed for Thompson Electronic Commerce Resources

As Professor and Associate Director of the graduate program in Evaluation at the Hahnemann Medical College, I taught many evaluation and evaluation related courses

Ringleader -- Topical Interest Group Systems in Evaluation

Ponderings -- Unpublished Papers on Topics of Interest

Why Are There Unintended Consequences, and What are the Implications for Doing Evaluation?
A Model for Evaluating Distance Education
Why do hospitals coordinate activities as they do? Or: What I learned from my hip surgery
System Design -- Requirements, Complexity, and Cost
Choosing Priorities for Evaluation
How to Evaluate Conferences
Criteria For Choosing Cases to Study Information Flow in Automotive Supply Chains
Trends in Automotive Supply Chains and Their Implications for Enterprise Integration
Where Might Standards Further Enterprise Integration? Analysis of Likely Possibilities

Why Are There Unintended Consequences, and What are the Implications for Doing Evaluation?

Unintended consequences are discussed in terms of root causes and evaluation tactics for consequences that are unforeseen and for those that are unforeseeable. Complete document.pdf 170K. (Original version of a paper that later appeared as: Morell, J.A. (2005) Why are there unintended consequences of program action, and what are the implications for doing evaluation? American Journal of Evaluation , 26, 4, 444 - 463)

A Model for Evaluating Distance Education

Distance education (DE) refers to the use of digital, networking, and telecommunications technologies to provide education while allowing geographical separation between teachers and students. Any single evaluation of DE is an inquiry into the impact of a specific program on a well defined group of students. In the aggregate, however, different evaluations can be combined to yield an overall sense of DE's impact on the educational process. Complete document

Why do hospitals coordiante activities as they do? Or: What I learned from my hip surgery

Much of my professional work deals with coordination among trading partners in business settings. Thanks to having my artificial hip overhauled, I became motivated to apply my interest in coordination to hospital settings. After all, one needs something to occupy the mind when lying in a bed and restricted at home. The explanation of instances of loose and tight coordination invokes four concepts:

duration of task
overhead costs for coordinaiton
capacity
control over the environment
Complete document.pdf 40K

System Design -- Requirements, Complexity, and Cost

The Problem Systems that meet relatively small numbers of requirements will usually give people most of what they need. (If not most of what they want.) But people, many of whom should know better, insist on having it all, and thus doom themselves to building systems that fail. Either the systems are built and do not perform to expectations, or they never get finished. Why is this so, and how can people be brought to appreciate the "requirements trap"? Complete document

Choosing Priorities for Evaluation

How can evaluation priorities be chosen by considering shifts in goals over time, shifts in program structure over time, and time lines for observing worthwhile impact? Complete document

How to Evaluate Conferences

This document provides a map how I approach the task of evaluating conferences. It deals with three broad issues. Who provides data? What data do we need? How should the data be collected? Important domains for assessment are:

Attendees: knowledge transfer, networking, and expectations
Exhibitors: business leads, solidify existing customer relationships ,derive information on markets and customer needs , intelligence on the competition , and raising corporate profile.
Sponsors: number and type of attendees, number and type of exhibitors , financials, content , impact on key individuals,and impact on stakeholder groups.
Complete document

Criteria For Choosing Cases to Study Information Flow in Automotive Supply Chains

The task is to select three case studies to ..."be performed of integration projects in supply chain operations." Key to success is choosing only three cases that will cover as broad a range of integration in automotive supply chains as possible.

Closeness of interaction among trading partners
Complexity of the supply chain
Complete document

Trends in Automotive Supply Chains and Their Implications for Enterprise Integration

From end-user to lower tier suppliers, changes are taking place which have implications for enterprise integration

Vehicle customization
Consolidation at the dealer level
Lean service and aftermarket business
Global sourcing
Closer coordination between OEMs and suppliers
First tier consolidation / continued reliance by OEMs on outsourcing for design and production
First tiers will increase pressure on their suppliers for closer coordination
Complete document

Where Might Standards Further Enterprise Integration? Analysis of Likely Possibilities

The challenge is to improve enterprise integration, i.e. to move supply chains towards the goal of timely, appropriate, and seamless information flow among trading partners. While the true nature of the problem will have to await empirical investigation, we do have a sense of where the problems will be found. They fall into two domains (Strictly speaking, there is an intermediate category wherein a computer works at one end and a person at the other. But the existence of this category does not change the fundamental dynamics which are described here.)

machine generated, machine read, and
person generated, person read.

In each case difficulties will undoubtedly be resolved through some combination of standards, technology (e.g. translation software), and labor (e.g. using people to organize information). Our task is to assess the problems and to determine the role of standards in developing solutions. Complete document