bluuebunny/crossref_metadata_2025_split huggingface dataset:
Waldram was wrong!
Authors: Defoe Peter S. 
Published: July 2009

PurposeThis paper follows the author's previous paper published in Structural Survey (Vol. 25 No. 2, pp. 98‐116), in which certain accepted methodologies, used in rights to light calculations were challenged. Now, following publication of the doctoral thesis entitled “The validity of daylight calculations in rights to light cases”, the aim is to examine two aspects of the calculation process – the Waldram diagram and the level of daylight that should be considered sufficient for ordinary purposes.Design/methodology/approachFirst, the mathematics of the Waldram diagram for rights to light cases are compared with the proposed alternative, which recognises a non‐uniform CIE sky as opposed to the artificial concept of the uniform sky proposed by Waldram. Second, the amount of light sufficient for ordinary use is measured in a controlled environment and compared with previous methodologies.FindingsThe proposed diagram more closely replicates the results of real measurements taken in a room, and the amount of daylight that should be considered as being the minimum necessary for ordinary use is likely to be around 2.5 times that currently accepted.Practical implicationsThese results demonstrate that advice previously given by experts in court on the sufficiency of daylight to a building is flawed.Originality/valueWhile many are questioning the validity of daylight calculations in rights to light cases, this paper establishes the proof that a new approach is required.
Equivalent load of reinforced concrete columns under fire
Authors: Chow W.K. , Lin Min , Liu Diankui 
Published: July 2009

PurposeThe fire response of structural reinforced concrete columns is usually justified by the reduction in ultimate load bearing capacity. This is due to the decrease in mechanical strength of steel and concrete upon exposure to a fire. In structural design, it is more desirable to consider the action of load directly. The concept of equivalent accidental load due to a fire might give more convenient structural design data. This paper aims to focus on these issues.Design/methodology/approachA theoretical analysis for the equivalent accidental load imposed on reinforced concrete columns (axially loaded columns, uniaxially loaded columns and biaxially loaded columns) exposed to four‐side fires is carried out. The test results of previous research are used as examples and for checking computations. After determining its temperature field, the equivalent accidental load due to fire is calculated using simplified methods. The fire resistance period of reinforced concrete columns can also be determined.FindingsIf the response of a structural element to a fire can be converted into an accidental load, it can be combined with other components such as wind load and earthquake action to give a total design load. With this method, the equivalent accidental load due to a fire and fire resistance of reinforced concrete columns at elevated temperature can be derived directly, and the process is very simple. The equivalent accidental load and fire resistance of reinforced concrete columns exposed to fire on one, two or three sides can also be derived by the same method. However, the thermal performance of steel and concrete cannot be considered during the calculation.Originality/valueA simplified approach of equivalent accidental load due to fire is proposed. Much simpler guides can be drafted in structural fire design.
Optimum capacity of shared accommodation: yield management analysis
Authors: Hugh Fawcett William 
Published: July 2009

PurposeLow utilisation is observed in many buildings and space‐sharing is often identified as a facilities management response, but uncertainty about demand makes it difficult to decide how much shared accommodation to provide. The purpose of this paper is to analyse similar problems in the discipline of yield management, a branch of operations research.Design/methodology/approachThe “newsvendor problem” in yield management is adapted and applied the to the space‐sharing problem. The mathematical model identifies the optimum capacity for specified values of input variables. The model is illustrated with worked examples for systematic variation in three factors: the average demand (three values), the penalty cost ratio (six values), and demand uncertainty (three values).FindingsThe optimum capacity for shared accommodation can be mathematically determined. It varies considerably with the case‐specific values given to input variables. Three “principles of optimality” are defined that apply to optimum capacity for a given demand, or alternatively to optimal loading for a given capacity.Research limitations/implicationsThe variation between different cases shows that optimal capacity must be assessed for specific contexts. The mathematical model makes simplifying assumptions that have not yet been tested in real‐world situations. A comparison between optimal and actual performance would reveal whether there are opportunities for significant enhancement in facilities management performance.Originality/valueApplications of yield management ideas to the space sharing problem have not been found in the literature.
Sustainable facilities
Authors: Pheng Low Sui , Ying Liu Jun , Wu Peng 
Published: July 2009

PurposeThe Sino‐Singapore Tianjin Eco‐city Project, the agreement of which was signed in 2007, is an important milestone that would further cement ties between Singapore and the People's Republic of China (PRC). The Eco‐city Project will be used to showcase the latest green technologies adopted in buildings with a view to reducing the adverse effects of global warming, carbon emissions, and climate change; leading in the process to sustainable facilities. The purpose of this paper is to examine the institutional compliance framework for transferring environmental sustainability regulations from Singapore to China.Design/methodology/approachThe paper examines the current environmental sustainability regulations that are already in place in Singapore, with a view to possibly transfer these regulations as well as the supporting green technologies, codes and practices to the joint Sino‐Singapore Eco‐city Project in the PRC. The study proposes an understanding of the institutional compliance framework to facilitate this transfer.FindingsThere are existing statutory provisions within the Ministry of Environmental Protection (MEP) in the PRC that encourage the use of solar and renewable energy with a view to fostering sustainable construction, including provisions dealing with water pollution. However, beyond these generic areas, it appears that statutory provisions within the MEP do not institutionalize the same level of details that can be found in Singapore relating to the conceptualization, design and construction of sustainable facilities. Hence, transfer of such provisions from Singapore to the Tianjin Eco‐city Project can be facilitated through an understanding of the institutional compliance framework from the Chinese side.Research limitations/implicationsThe environmental sustainability regulations that are already in place in Singapore will be examined in the paper. The study explains the reasons why these regulations were implemented in Singapore, and the framework within which such provisions may be transferred to the Tianjin Eco‐city Project.Practical implicationsThe paper observes that while the legal systems in both Singapore and the PRC may be different, it would be strategic and expedient for the Chinese partners in the Eco‐city joint project to familiarize themselves with the environmental sustainability regulations within Singapore's jurisdiction with a view to possibly adopting them in the PRC through the institutional compliance framework.Originality/valueSingapore is probably the first and only country in the world to enact building regulations pertaining to environmental sustainability with attendant inputs from an appropriate Code for Environmental Sustainability of Buildings and the Green Mark Scheme. The successful completion of the Tianjin Eco‐city Project could provide a role model for further development of Eco‐cities in the world, leading to greater emphasis to be placed on sustainable facilities anchored on the institutional compliance framework.
Adding value to clients: learning from four case‐studies
Authors: Sarshar Marjan , Pitt Michael 
Published: July 2009

PurposeThe purpose of this paper is to explore how facilities management (FM) suppliers can add value to their clients. It investigates client perceptions as well as the supplier perceptions, and searches for gaps between the two.Design/methodology/approachA literature search on client value sheds light onto key issues. The literature search is used to design semi‐structured interviews for four large clients' organisations and one major FM supplier, both at operational and strategic levels. A total of eight client managers and six supplier managers participated in 1.5 hours interviews.FindingsThere is a difference in perception between operational managers and senior managers, both at the clients' organisations and the FM supplier. There are areas which are more significant for clients than suppliers. These include the issues such as: trust and provision of timely management information and management reporting.Research limitations/implicationsAs with any case study the sample size is limited. The clients' organisations were all trading organisations, and may not represent the views of the blue chip clients.Practical implicationsSuppliers need to spend more effort on creating loyalty in existing clients, rather than generating new clients. Suppliers need to focus on finding solutions for client's business problems, rather than merely delivering a contract. Client satisfaction and assessment tools need to take a 360 degree perspective, rather than the usual survey of end‐users, or facilities managers.Originality/valueThe paper provides a case study of how client value is dynamic and dependant upon the role of the client in their own organisation. There is no single concept of value for any client. The detailed findings highlight specific areas where there are gaps between suppliers' and clients' perceptions.
Voyage of marketing thought from a barter system to a customer centric one
Authors: Kaur Gurjeet , Sharma R.D. 
Published: July 2009

PurposeMarketing thought originating from the era of the barter system, gradually evolved into production and sales orientations, with greater emphasis on the process, quality, and selling of products. Thereafter, customer satisfaction as an essential component of the strategic decision process occupies a significant position among various marketing activities. This paper aims to address the inadequate research inputs on determining the time‐specific evolutionary relevance of marketing thought divulging into the essential components of each marketing concept, especially those with customer satisfaction as a dimension in the measurement construct.Design/methodology/approachA detailed, conceptually integrated analysis of various marketing philosophies is offered to facilitate business executives in examining the philosophy followed by their companies and how to move vertically in pursuance of improved business performance.FindingsIn comparison to the Indian market, which is fast becoming an attraction for the developed nations as an investment hub, it is the observed and experienced that public sector corporations are still at the production orientation stage, whereas private companies are predominantly using the sales‐oriented approach. The present status of customer orientation, market orientation and relationship marketing culture in India, is quite distinct from the status in the West as indicated by literature published in the developed countries. Banking, insurance, tourism, and hospitals still need to ensure minimum customer‐oriented services, which are not performed impressively in India.Research limitations/implicationsBeing a conceptual and country specific paper, the paper lacks wider generalization of its findings. Moreover, at many instances personal judgment of the authors might have resulted into biased interpretation.Practical implicationsIndian companies, with a few exceptions, lack an adequate orientation to pursue continuous market research in order to sense new developments, which are taking place due to the implementation of advanced information technology leading to greater exposure to customers. It can, thus, be synthesized that with respect to marketing practices in Indian settings, the existing large gap between the theory and implementation is drawing much attention from those concerned with the socio‐economic consequences associated with future business goals.Originality/valueThis paper can help managers in evaluating their business orientation level, but how to improve it further or update them as per ongoing changes in marketing thought and practice, has to be investigated and examined on continuous basis. Hence, empirical testing and validation of the constructs originating from the study have to be pursued, so as to analyze both the nature and the extent of the business orientation of a particular firm.
Anthropology and ethnography: contributions to integrated marketing communications
Authors: Mendez Claudia 
Published: July 2009

PurposeThe purpose of this paper is to explore the ways in which anthropological research, specifically ethnography, can be useful in an integrated marketing communication (IMC) approach.Design/methodology/approachStarting from a brief description of the different ways in which the discipline of anthropology has studied consumption, the paper turns to review how it can serve effectively to understand both the corporate as well as the consumer culture.FindingsThe role that the anthropological discipline plays in IMC strategies is presented, along with some examples of how different firms have used it.Originality/valueThis paper is an approach to understanding ethnography, not only as a market research methodology, but also as a corporate tool.
Cross‐cultural competitive intelligence strategies
Authors: Tej Adidam Phani , Gajre Sampada , Kejriwal Shubhra 
Published: July 2009

PurposeCompetitive intelligence (CI) is a promising tool in the strategic planning arsenal of top managers. As companies expand globally, it is imperative that CI be conducted across national boundaries and cultures. The practice of CI in various international markets is clearly impacted by the cultural context of gathering and analyzing information. Therefore, one of the key ingredients to successfully conducting CI globally is the ability to understand the local culture and business practices, and then integrate this knowledge within contemporary CI strategies. This paper aims to address these issues.Design/methodology/approachThis study analyses CI practices in the developed markets of Europe and Japan, as well as the emerging markets of China, Russia, South Africa, Latin America, and the Middle East by using extant literature, primary as well as secondary sources.FindingsOwning to the complexity of cross‐cultural CI practices, often companies fail in their entry into foreign markets. This is due to misjudgment and poor understanding of the countries' cultural, social, and political environment. As cultural factors have a major influence on the collection, analysis and outcome of any CI project, firms doing international business must have a cross culturally aware CI program, which can be established with the help of a five‐step process as described in the paper.Research limitations/implicationsThis paper provides a snapshot of comparative CI practices from across the globe, and contrasts developed and emerging CI practices. This is a qualitative review‐based paper, and hence does not have any empirical corroboration. Most the understanding is gleaned from the extant literature as well as our in‐depth interviews with 12 CI consultants in various global markets.Practical implicationsGlobal managers need CI in order to succeed in foreign markets. Most of times, these managers use the same CI practices that are being used in their home markets. This paper provides a good approach through which they could develop a “cross‐culturally aware” CI program in their company.Originality/valueCultural factors play a major role in CI practices of firms across the globe. This research compares and contrasts CI practices in various cultures and markets, and provides some key guidelines and approaches for global managers in order to conduct successful CI in a variety of cultures. This research would be very valuable to global companies as it provides timely and practical solutions.
Identifying business priorities through quality function deployment
Authors: Maritan Davide , Panizzolo Roberto 
Published: July 2009

PurposeAlthough important concepts and steps for strategic planning have been identified, there are few practical, systematic and powerful methodologies and tools to support an integrated and well‐managed process. This paper aims at describing in details how the quality function deployment (QFD) methodology can be applied in order to define the strategic priorities of a firm, to establish clear customer needs/expectations and to draw up a range of product and service characteristics in order to enhance customer satisfaction and thus competitive advantage.Design/methodology/approachFrom a methodological point of view, an exploratory case study has been taken with multiple level of analysis and multiple data collection methods. The case study refers to a small manufacturing firm operating in Italy which designs and sells geothermal heat pump systems.FindingsThe proposed methodology provides an excellent mechanism for integrating the important concepts and linking major steps of strategic planning and offers a rigorous methodology for identifying business priorities and developing order winning criteria.Originality/valueIn the last two decades many studies have appeared in the literature regarding the use of QFD procedure in supporting different types of planning. The main problem with these studies is that few explain the details of the process and even fewer present in‐depth case studies to demonstrate the process. Given the intrinsic characteristics of the case study, it is the authors' opinion that the analysis can give relevant indications about the feasibility and general applicability of the proposed methodology.
The reality of India: folding constraints into business strategy
Authors: Singh Shalabh Kumar , Chaudhuri Atanu 
Published: July 2009

PurposeThis report provides a framework to better understand how constraints faced by companies and their customers in emerging markets can be converted into competitive advantage and thereby into factors for growth.Design/methodology/approachBased on a literature review, a framework is developed to understand how companies can generate competitive advantage from constraints that affect companies, their customers or both. The framework is explained with case studies of Indian companies and multinational organizations (MNCs) operating in India.FindingsA multitude of constraints affect companies operating in emerging markets such as India. India is an emerging market where MNCs would like to have a presence but are deterred by constraints. Some of these constraints affect companies, while others affect customers. Although many multinational organizations are struggling to meet their business goals in India, many local companies and some MNCs have successfully navigated the constraints and managed to grow by building these constraints into their business models. They gained competitive advantage by either differentiating their products and services or modifying their processes.Practical implicationsWe provide a framework that will guide executives on how companies can generate competitive advantage through products and processes by working around constraints. We also provide guidelines on how to sustain these competitive advantages generated from constraint‐driven strategies. Failure to include these constraints into business models will adversely affect the growth plans of companies operating in India and other emerging markets.Originality/valueThe paper makes a unique contribution in articulating how competitive advantage can be generated from the very constraints that threaten the growth of business. This study also makes a distinction between constraints that can affect companies and those that affect customers of goods and services. This understanding will guide executives on where to focus their efforts while navigating constraints. Further, this paper shows how executives can consider a parallel stream of innovation for growth while operating in emerging markets.
High performers down under: lessons from Australia's winning companies
Authors: Cocks Graeme 
Published: July 2009

PurposeSeveral studies on high performing organizations in the US have strongly influenced management thinking about excellence in Australia. This paper challenges these studies and summarizes the results of a major four year empirical research project to define the unique attributes and key practices of 11 of Australia's long‐term high performing organizations.Design/methodology/approachOver 1,000 senior executives were surveyed to nominate these winning organizations. Success was defined as taking a balanced scorecard perspective coupled with long‐term growth, innovation and productivity issues. Following detailed analysis, the final number of organizations was narrowed to eleven and their performance studied in depth over a 25‐year period from 1982 to 2007.FindingsNine best practice elements have been identified from the eleven organizations: effective execution, perfect alignment, adapting rapidly, clear and fuzzy strategy, leadership not leaders, looking out and looking in, right people, managing the downside and balancing everything. This paper discusses these elements in detail and presents them as a “winning wheel” framework for achieving sustainable organizational excellence. It highlights the importance of effective execution and leadership as key characteristics of winning organizations.Originality/valueThe principles identified from this research provide leaders and leadership teams with practical ideas and a model for improving their organizational practices and consequently their organization's performance. The framework can be applied to organizations of all types including listed, private, not‐for‐profit and public sector.
Vitality in business: executing a new strategy at Unilever
Authors: Steve Smith W. 
Published: July 2009

PurposeUnilever, the giant consumer goods company, needed a new strategy and a new way of executing the strategy to reverse declining sales and profits. This paper describes how the concept of “vitality” inspired a new strategy and a new way of working through the whole organization and how its disciplined implementation over three years revived the company's competitiveness.Design/methodology/approachModern strategy execution techniques were used to align the complex global organization and deploy the strategy to every level. Strategic choices were constrained into a one‐page common strategic framework for unity and consistency.FindingsThe restriction of strategic choices proved to be popular with executives, creating a sense of common purpose while allowing local interpretation. The disciplined execution process deployed the strategy down through every leadership team, connecting ultimately with the work‐plans of all employees. The successful execution of the strategy led directly to the improvement of sales growth, productivity, margins and cultural cohesion.Practical limitationsThe strategy execution methodology and techniques are applicable to any organization but have most relevance to large, complex businesses.Originality/valueMany research studies have shown that strategy execution is an elusive management practice and that most senior executives are disappointed with their own efforts in this area. This case study shows that disciplined strategy execution can be effective and beneficial.