bluuebunny/crossref_metadata_2025_split huggingface dataset:
User‐perceived availability of priority shared protection systems
Authors: Ozaki Hirokazu , Kara Atsushi , Cheng Zixue 
Published: December 2010

PurposeThe purpose of this paper is to derive the user‐perceived availability of M‐for‐N shared protection systems composed of multiple user groups, each with a protection‐switching priority.Design/methodology/approachThe paper assumes a shared protection system with M protection units and N working units. The memoryless state transition diagram viewed from the system administrator, combined with combinatorial analysis of state probabilities on protection switching, yields a generic formula of the availability viewed from an arbitrary end user.FindingsThe numerical examples of availability reveal the effect of prioritized protection switching. It is observed that the total protection capacity is constant regardless of the ways of priority grouping. The shared protection system with multiple protection units enables more flexible availability allocation compared with the case of a single protection unit.Research limitations/implicationsUser‐perceived reliability is still an unexplored research area. Many variations of the system treated in this paper can be applied to various applications.Practical implicationsThe analysis provides useful information for the design and operation of, for example, telecommunication network devices. The analysis is applicable to general shared protection systems that are subject to service level agreement (SLA) involving user‐perceived reliability measures.Originality/valueThis paper establishes the model of the priority shared protection systems for the first time and shows a practical computation method of prioritized user‐perceived availability.
Emerging threats for MNC subsidiaries and the cycle of decline
Authors: Scott Pamela , Gibbons Patrick T. 
Published: December 2010

PurposeSubsidiary units have traditionally feared relocation of their activities to lower‐cost locations. The authors identify other emerging threats which are changing how multinational corporations (MNCs) manage their subsidiary units, and develop a cycle of subsidiary decline demonstrating how these threats can undermine a subsidiary's position within the MNC.Design/methodology/approachThe paper presents the results of a survey targeted at over 1,100 subsidiary CEOs of MNCs located in Ireland, a program of in‐depth interviews of 24 subsidiary CEOs/directors, and a review of the literature relating to MNC and subsidiary management, are combined to identify emerging threats to subsidiary activities.FindingsThe main threats to subsidiaries' efforts to enhance their role within the MNC comprise: erosion of barriers to trade; growing complexities in corporate governance; and increasingly sophisticated information and communication technology (ICT) capabilities. These threats are enabling the disaggregation of value chains and increased headquarters monitoring and control. This shift in how subsidiaries are managed is leading to a cycle of subsidiary decline.Research limitations/implicationsthe results from the survey are subject to the standard limitations and a larger pool of interviewees may have reinforced the qualitative findings.Practical implicationsTo increase subsidiary managers' awareness of the need for a strategic response, the authors develop a cycle of subsidiary decline which illustrates how these emerging threats combine to undermine a subsidiary's position within the MNC. Disaggregating value chains and tighter headquarters control can reduce subsidiary bargaining power constraining its abilities to challenge for resources, in turn restraining its combinative capabilities and leading to a decline in its position and contribution to the MNC.Originality/valueThis paper is the first to build a framework illustrating how emerging threats in the external environment may impact the ability of subsidiary units to maintain and develop their position within the MNC.
Mapping the outsourcing landscape
Authors: Mohr Jakki J. , Sengupta Sanjit , Slater Stanley F. 
Published: December 2010

PurposeThis article develops a framework that helps clients and service providers make better decisions about whether and when to outsource, and on the appropriate type of outsourcing arrangement.Design/methodology/approachThe paper is conceptual in nature.FindingsCompanies must align the governance of business functions to the underlying needs, resources, and desired outcomes. Simple procurement may suffice for acquiring standard business services such as cafeteria catering. When economies of scale exist and when transfer of explicit, codified knowledge is involved, straight‐forward transactional “lift and shift” IT and BP outsourcing arrangements will yield cost savings and efficiency. When transfer of know‐how is more tacit, and the goal is to add value to the client's customers beyond cost efficiency, longer‐term strategic outsourcing is appropriate. Finally, when there are risks to expropriation of proprietary knowledge and capital invested, transformational outsourcing is best.Practical implicationsThe client and service provider need to ensure they do not overcommit resources in the case of transactional outsourcing while being prepared to invest adequately in strategic and transformational outsourcing. The framework helps to answer the question of when transformational outsourcing arrangements are appropriate. It also makes explicit the various risks involved, so that appropriate governance can effectively address the risks.Orginality/valueMany authors have written about the pitfalls of outsourcing including rushing through the initiative and not having a formal governance program. To address these, our framework advocates a comprehensive review of the entire array of possibilities, from in‐house development to simple procurement of services in the open market, as alternatives to outsourcing.
The new meaning of customer value: a systemic perspective
Authors: Pynnönen Mikko , Ritala Paavo , Hallikas Jukka 
Published: December 2010

PurposeToday, as services and products are becoming increasingly intertwined and the competition increasingly global, delivering customer value is not as simple as it used to be. In this article, we suggest that in contemporary business environment customer value is often systemic by nature. This means that managers need to assess their firm's offering through systems‐thinking perspective in order to find out what are the most effective ways to create value for the customer.Design/methodology/approachEvidence of systemic customer value is provided in the form of illustrative examples from Apple's and Google's offerings. Furthermore, we utilize a quality function deployment (QFD) tool to provide an example of modeling of the systemic value attributes.FindingsThis paper illustrates how such systemic customer value in the firm's offering can be modeled. This enables the tracking down of the functions that produce the most value in terms of meeting various customer needs. A firm that understands the systemic nature of customer value is better able to concentrate on improving the core functions of its offering, thus gaining competitive advantage and value‐based differentiation over its rivals.Practical implicationsThe paper identifies three key issues and best practices concerning systemic value that are helpful for practitioners in improving their firms' offerings, i.e. connectivity, the importance of platforms, and the emerging role of free functions.Originality/valueThe novelty of this paper lies in its analysis of systemic value. Value creation for the customer is often approached from a rather narrow perspective, without understanding the systemic viewpoint.
Making strategies stick
Authors: Jackson Stuart E. 
Published: December 2010

PurposeMany great strategies fail to deliver any value for the simple reason that they never get implemented. This article discusses some of the barriers to organizational change and proposes six tactics that can help organizations get from an unimplemented strategy to an implemented one.Design/methodology/approachThe author uses a case study of Blockbuster, Inc., which had more than ten years' notice of the need to change its operating model but was unable to do so and recently went into bankruptcy protection. The author then presents a series of lessons and examples for how companies can avoid a similar fate.FindingsThe key lessons from the case studies involve six tactics: having explicit 100 and 1,000 day plans for the strategy development and implementation process, respectively; having high expectations but separating aspirations from the budgeting process; communicating the strategy clearly and concisely; showing the necessary leadership commitment; making some quick moves to signal implementation of the strategy; and realigning the organization to fit the new strategy.Originality/valueThe key message of this article is that strategy does not create value unless implemented. Executives and advisers with responsibility for strategy need to devote as much attention to ensuring the strategy is implemented as they do to developing the strategy itself.
Grading myself
Authors: Marren Patrick 
Published: December 2010

PurposeTo review a past column to see whether some “heads‐ups” contained in it were on target or off.Design/methodology/approachThe paper take the for of an opinion column.FindingsIn the words of Sam Goldwyn, “Prediction is difficult, especially about the future.”Originality/valueDemonstrates the perils of prediction in a unique way.
The improvement of dyeability of flax fibre by urea treatment
Authors: Sun H. , Jiang X. , Shen Y. , Chen C. 
Published: December 2010

PurposeThe purpose of this paper is to improve the dyeability of flax fibre by modification via urea treatment and to explore the mechanism of such improvement.Design/methodology/approachThe modification to the flax fibre was carried out with different concentrations of urea solution, then the optimum condition for the dyeability improvement was investigated by the measurement of the dyeing colour depth. The chemical properties of the raw and the treated flax fibres were characterised using a variety of techniques including Fourier transform‐infrared spectroscopy analysis and X‐ray photoelectron spectroscopy analysis.FindingsIt was found that the dyeability of flax fibre had been significantly improved via urea treatment. The mechanism of the improvement of the dyeability of the flax fibre was found to be due to the amino groups (NH2) introduced to the flax fibres during urea treatment, which increased the activity of the reaction between the dye and the fibre compared to hydroxyl groups of raw flax fibre.Practical implicationsThe treatment method developed provided a practical and effective solution to poor dyeability of flax fibre.Originality/valueThe method could be adapted for use in industrial scale flax dyeing with satisfactory levels of exhaustion and fixation.
Construction manpower demand forecasting
Authors: Wong James M.W. , Chan Albert P.C. , Chiang Y.H. 
Published: December 2010

PurposeThe purpose of this paper is to examine the performance of the vector error‐correction (VEC) econometric modelling technique in predicting short‐ to medium‐term construction manpower demand.Design/methodology/approachThe VEC modelling technique is evaluated with two conventional forecasting methods: the Box‐Jenkins approach and the multiple regression analysis, based on the forecasting accuracy on construction manpower demand.FindingsWhile the forecasting reliability of the VEC modelling technique is slightly inferior to the multiple log‐linear regression analysis in terms of forecasting accuracy, the error correction econometric modelling technique outperformed the Box‐Jenkins approach. The VEC and the multiple linear regression analysis in forecasting can better capture the causal relationship between the construction manpower demand and the associated factors.Practical implicationsAccurate predictions of the level of manpower demand are important for the formulation of successful policy to minimise possible future skill mismatch.Originality/valueThe accuracy of econometric modelling technique has not been evaluated empirically in construction manpower forecasting. This paper unveils the predictability of the prevailing manpower demand forecasting modelling techniques. Additionally, economic indicators that are significantly related to construction manpower demand are identified to facilitate human resource planning, and policy simulation and formulation in construction.
The development and testing of a hierarchical measure of project OHS performance
Authors: Lingard Helen , Wakefield Ron , Cashin Patrick 
Published: December 2010

PurposeThis paper seeks to examine a hierarchical measurement model for occupational health and safety (OHS) performance developed for use in the Australian construction industry and tested over the life of one case study construction project. The model was intended to provide a more sensitive and informative measure of project OHS performance than traditional injury frequency rates.Design/methodology/approachTwo measurement tools were tested. The tools, a monthly weighted safety index and a quarterly safety climate survey, were used to measure OHS performance and performance data are presented.FindingsThe data suggest convergent validity, indicated by consistent results between the two measures. Results also indicated that a combination of measurement techniques provides more comprehensive data pertaining to project OHS performance and enables the diagnosis of OHS issues that would be undetected with reliance exclusively on traditional measures, such as lost time injury frequency rates.Research limitations/implicationsThe implications for future research lie in the demonstrated need to carefully evaluate the validity of the safety index and safety climate survey in future construction projects, and in the broader construction context. The results were limited to an evaluation of the measurement model in a single case study construction project and future testing is needed to determine the generalisability of the model.Practical implicationsThe implications for practice are that multiple measures of OHS performance, including leading indicators and surveys of workers' attitudes and perceptions of project OHS, provide a more useful basis for the development of targeted OHS improvement strategies.Originality/valueThe paper develops a theoretical framework for the measurement of OHS using positive performance indicators and safety climate surveys. The evidence for convergent validity suggests that, in combination with traditional lost time injury rates, these measures provide a more robust method for the early detection and rectification of OHS issues in construction projects.
The logistics of construction supply chains: the builders' merchant perspective
Authors: Vidalakis Christos , Tookey John E. , Sommerville James 
Published: December 2010

PurposeThe purpose of this paper is to consider the applicability of logistics management in construction and facilitate a better understanding of construction supply chains by studying the logistical functions of builders' merchants.Design/methodology/approachGiven that logistics application in construction is still in its infancy, conceptual understanding of the problem is a prerequisite. Thus, a grounded theory approach is followed utilising pre‐existing data as a means of building a model faithful to evidence. The model is analysed by following a discrete‐event simulation modelling approach.FindingsThis research demonstrates that examining supply chains from a logistics viewpoint can provide significant insight into the performance of construction supply chains. The analysis also shows that logistics costs are exponentially related to the levels of material demand and number of vehicle movements.Research limitations/implicationsThe developed model has to be further investigated and tested for different scenarios. Supplementary refinements of the model are necessary in order to allow the generalisation of the results and the development of an analytical planning tool.Practical implicationsThis research illustrates the increased potential of construction for benefiting from an improved capability within logistics which can lead to further developments within the field of logistics in the industry.Originality/valueThis paper considers the significant function of builders' merchants in the supply chains in order to balance the contractor‐centric research efforts that dominate existing literature and take into consideration the holistic nature of supply chain management and its operational aspects.
Offsite production: a model for building down barriers
Authors: Nadim Wafaa , Goulding Jack S. 
Published: December 2010

PurposeRecent calls were launched worldwide for the “revival” of offsite production (OSP) (under numerous nomenclatures) in order to improve the construction industry, meet market demand; and furthermore, overcome the dependence on skilled labour. Despite the well‐documented benefits of OSP, the construction industry seems to be somewhat hesitant in effectively responding to those calls. Forming part of a triangulated research, this paper aims to explore the European Union (EU) construction industry main patterns of concern with regard to OSP. The findings from this paper are set to guide the development of an OSP training and education model (not reported in this paper).Design/methodology/approachA qualitative approach using the content analysis technique was employed to analyse secondary data (transcripts) from 54 open‐ended questionnaires carried out under the ManuBuild EU research project, to deeply explore the EU construction industry main perceptions/concerns which may represent a barrier to the wider uptake of OSP.FindingsThe EU construction industry reluctance to embrace OSP practices is largely attributable (amongst others) to the unsuccessful past experiences associated with this approach. While the findings were in line with extant literature “hard” issues/concerns such as cost and productivity, additional findings revealed “softer” issues/concerns such as the flexibility of the OSP approach, preservation of the identity of cities, and the ability to adapt OSP buildings to older generations' needs and requirements.Originality/valueThis paper condensed and synchronised all OSP‐related patterns of concern in a conceptual model. The model expanded on the well documented triad model of “people”, “technology”, and “process”; and further added the “product” and “market” pattern to it. Should all these main five OSP patterns of concerns be addressed, it is postulated that this would help support the wider uptake of OSP within the EU construction industry; and furthermore create a shared understanding between industry and training/education institutions to enable an OSP knowledgeable industry.
Innovating by “doing both”: Cisco manages contradictions that drive growth and profit
Authors: Davidson Alistair 
Published: December 2010

PurposeThis interview aims to discuss Ciso's approach to innovation with Inder Sidhu, Senior Vice President Strategy and Planning for Worldwide Operations and a member of the company's Operating Committee. His new book about managing seemingly contradictory alternatives is Doing Both: How Cisco Captures Today's Profit and Drives Tomorrow's Growth.Design/methodology/approachThe paper presents an interview with Sidhu whose thesis: “Our experience at Cisco” suggests that the concept of “Doing Both” is relevant to a wide range of management decisions and people must learneto look at every opportunity not as a choice between apparently conflicting goals, but rather a way of obtaining a multiplier effect by seeking and meeting two apparently conflicting goals.FindingsSidhu advocates that organizations actively manage three sources of change in their organization – sustaining change that improves the existing business, disruptive change that needs to be developed outside the core business and externally sourced change that can be spun into the business.Practical implicationsSidhu believes that doing both means asking your organization to elevate its game. But asking is, by itself, not enough. Leaders need to change their organization – its approval processes, its reward systems, its innovation language and its expectations about the rate of change.Originality/valueAccording to Sidhu, based on Cisco's experience, doing both seems to work best in market transitions, when the nature of the market is changing or there is potential for new business models and disruptive approaches.
The evolving Internet in 2025: four scenarios
Authors: Rueda‐Sabater Enrique , Derosby Don 
Published: December 2010

PurposeTo explore the future of the Internet in 2025, the authors participated in a collaborative research and scenario development project between Cisco, a global leader in Internet architecture and the scenario consultancy GBN, a member of the Monitor Group. The Internet's shape 15 years from now and the path it takes to get there are uncertain and unpredictable, hence the need for scenarios.Design/methodology/approachTo help explore possible futures of the Internet in 2025, researchers from Global Business Network and Cisco first identified a set of premises that provided a foundation for all the scenarios. Then they identified key drivers of change and synthesized them into three “axes of uncertainty.”FindingsFinally, from the many plausible scenarios, they selected four to develop in depth.Practical implicationsThese scenarios can help decision‐makers in corporations directly involved in the business of the Internet and national leaders and policymakers perceive emerging patterns, detect big risks or opportunities in advance, and rehearse ways of operating in the different possible future environments.Originality/valueThe four scenarios are: Fluid Frontiers: this is a world in which the Internet becomes pervasive; Insecure Growth: this is a world in which users – individuals and business alike – are scared away from intensive reliance on the Internet; Short of the Promise: this is a frugal world in which prolonged economic stagnation in many countries takes its toll on the spread of the Internet; and Bursting at the Seams: this is a world in which the Internet becomes a victim of its own success.
Should strategy professionals be certified?
Authors: Rollinson Randall 
Published: December 2010

PurposeThe author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and strategic management. this paper aims to address this issue.Design/methodology/approachThe author researches and lays out the necessary steps that need to be taken before strategic planning can become a recognized profession.FindingsThe steps leading to professional certification are: an accepted set of standards for strategic‐planning practitioners needs to be developed and a widely recognized practitioner‐credentialing program must be in place.Research limitations/implicationsThe paper reports on the progress toward a goal of credentialing made by the Association for Strategic Planning.Practical implicationsThe Association for Strategic Planning now offers two levels of certifications: the Strategic Planning Professional and the more advanced Strategic Management Professional plus a designation, the Strategic Planning Apprentice. In addition, the Association for Strategic Planning has approved an initial set of Registered Educational Providers that offer courses, seminars, and programs in strategic planning and strategic management.Originality/valueChief executive officers, trainers and planners will be interested in this report on the state of professional credentialing and training in the field of strategic management and planning.