bluuebunny/crossref_metadata_2025_split huggingface dataset:
Optimal disassembly sequencing strategy using constraint programming approach
Authors: Zwingmann Xavier , Ait‐Kadi Daoud , Coulibaly Amadou , Mutel Bernard 
Published: April 2008

PurposeThe purpose of this paper is to propose a framework to identify all the feasible disassembly sequences for a multi‐component product and to find an optimal disassembly sequence, according to specific criteria such as cost, duration, profit, etc.Design/methodology/approachTaking into account topological and geometrical constraints of a product structure, an AND/OR disassembly graph is built. Each graph node represents a feasible subassembly. Two nodes i and j are connected by an arc (i, j), called a transition, if the subassembly j can be obtained from the subassembly i by removing one or several connectors. Constraint programming approach is used to generate the feasible subassemblies and related transitions.FindingsIf a cost zij is incurred to perform a transition (i, j), an optimal disassembly sequence can be generated for a given subassembly, using the shortest path algorithm or a linear programming model.Research limitations/implicationsThe proposed approach performs very well compared to other approaches published in the literature, even when applied to products requiring parallel disassembly and including a large number of parts.Practical implicationsThis approach has been successfully applied to assess the wheelchair maintainability at the design stage and will be implemented in CAD systems. One other application, regarding the disassembly process and total revenue maximization for product recycling, is now under consideration.Originality/valueApplying constraint programming to efficiently generate the set of the feasible subassemblies constitutes the main contribution in this paper. This process is the hardest step in the disassembly sequencing problem.
Integrating Six‐Sigma with other reliability improvement methods in equipment reliability and maintenance applications
Authors: Al‐Mishari Salman T. , Suliman Saad 
Published: April 2008

PurposeThe purpose of this paper is to address reported weaknesses with existing equipment reliability improvement methods through their integration into the Six‐Sigma DMAIC methodology.Design/methodology/approachThe evaluation was done by assessing the weaknesses of traditional methods such as reliability centered maintenance (RCM), evaluating what Six‐Sigma could potentially offer to close the gaps, and testing potential improvements through an example application.FindingsIt is concluded that Six‐Sigma addresses many RCM flaws and weaknesses. It is also concluded that Six‐Sigma, if integrated with other reliability techniques, can produce results that are far more objective and dependable.Research limitations/implicationsSix‐Sigma, however, still bears its own cons and limitations. It requires good data which are sometimes unavailable. Six‐Sigma is also lengthier and consumes more resources per single problem since it focuses at one problem at a time.Originality/valueThe introduction of Six‐Sigma into equipment reliability/maintenance applications is quite original since this methodology has traditionally been limited to manufacturing and only recently to administrative processes. The outcome is of significant value as it opens up a new perspective into the development of reliability improvement measures for plant equipment.
Age, proactivity and career development
Authors: van Veldhoven Marc , Dorenbosch Luc 
Published: April 2008

PurposeThe purpose of this study is to shed more light on the role of employee proactivity (self‐starting, action‐orientated behaviours aimed at greater organisational effectiveness) in relation to aging and career development. It aims to do this in two ways. First, by investigating how age and HR practices for development initiated by the organisation influence proactivity. Here, proactivity it seeks to study as a career‐relevant outcome. Second, by examining how age, proactivity and HR practices for development influence employee experiences of career opportunities. Here, it aims to use proactivity as career‐relevant predictor.Design/methodology/approachA total of 619 employees from 47 departments completed a questionnaire, including two scales on proactivity (on‐the‐job and developmental proactivity) as well as a scale on career opportunities. HR and line managers in these departments were interviewed about HR practices directed at career development of the employees. The data combine information from two levels (employee, department) as well as three different sources (employee, line manager, HR manager), and are analysed using multi‐level analysis.FindingsFirst, the paper presents the results on proactivity as an outcome: age is positively related to proactivity on‐the‐job but has no association with proactivity towards development. HR practices targeted at career development are positively associated with both types of proactivity. Second, the results on proactivity as a predictor show that career opportunities have a negative association with age, a positive association with proactivity, and a positive association with career development‐orientated HR practices. An additional negative effect on career opportunities is found for the cross‐level interaction between HR practices and age.Originality/valueThis study is original as it combines individual, psychological, and HR perspectives in researching age‐related career issues. It contributes to the literature by showing that age has no negative, but rather a positive impact on proactivity. Proactivity furthermore is sensitive to HR practices for development, implying that organisations can influence the proactivity of their employees. For older employees the study implies that, although organisations tend to offer them fewer HR practices for development, they can offset this disadvantage to some extent by increased proactivity, and thus retain career opportunities.
Short‐ and long‐term consequences of age in work teams
Authors: Gellert Franz J. , Kuipers Ben S. 
Published: April 2008

PurposeThe purpose of this paper is to explore the effects of age in work teams on short‐term team consequences, such as satisfaction, involvement, mutual learning, decision making and feedback, and long‐term team consequences, such as quality, sick leave and burnout, and to consider their implications for team management and human resource management (HRM) policies in team‐based organizations facing an ageing work force.Design/methodology/approachThe study elaborates on the framework of Milliken and Martins, further examining the effects of both average age and age differences. The authors collected objective data as well as data through questionnaires among 150 work teams with more than 1,500 white‐collar and blue‐collar workers from an automotive company in Sweden. With these data the authors conducted correlation and step‐by‐step hierarchical regression analyses.FindingsThe analyses showed significant positive effects of average age on both short‐term and long‐term consequences. No significant effects of age differences were found.Research limitations/implicationsConducting a longitudinal study in an automotive company in Sweden resulted in monocultural findings. The use of a sample from one organization may limit the generalization of our findings. Future research should pay more attention to effects of age in teams, compared to individual age effects in organizations and to explore more advanced models that help to understand the dynamic processes of age in teams.Practical implicationsThe results have implications for management of teams and HRM policy in organizations relating to recruitment, early retirement, training developments and team composition in general.Originality/valueThe paper suggests positive effects of age in work teams and contributes to the literature about the ageing workforce working in teams.
Postponing job retirement?
Authors: Zappalà Salvatore , Depolo Marco , Fraccaroli Franco , Guglielmi Dina , Sarchielli Guido 
Published: April 2008

PurposeThe study seeks to investigate individual preference for early or late retirement. The aim is to determine the impact that variables at personal, work and organizational, and retirement‐related levels exert on such preference.Design/methodology/approachA questionnaire was submitted to 275 Italian workers, aged from 45 to 63. The “preferred” and “expected” retirement ages were measured, and a preference for retiring before or after the expected age was computed. The questionnaire included personal (e.g. age, income), work and organizational (e.g. work importance, job demands and control), and retirement‐related variables (level of information on pensions and attitudes to retirement). Hierarchical multiple regressions analyses were conducted to test the impact of such variables on the preference for early or late retirement.FindingsThe results show a significant preference for retiring on average three years before the expected age. The preference for postponing retirement is related to chronological age and perception of income adequacy, but also to work variables (work importance, firm policies supporting aged employees) and attitudes to retirement.Practical implicationsPolitical and organizational strategies concerning old employees should take into account the widespread preference for early retirement. It is, however, possible to encourage late retirement by developing interventions aiming to meliorate working conditions, organizational perceptions and retirement attitudes.Originality/valueThe difference between preferred and expected retirement age may be useful to identify employees preferring late retirement. It is also suggested that certain psychosocial factors are related to such preference. This knowledge is relevant for European policies encouraging employees to stay longer in the workforce.
Time for change: empowering organizations to succeed in the knowledge economy
Authors: Switzer Cameron 
Published: April 2008

PurposeThe purpose of this paper is to develop a more effective way for businesses to compete successfully in the rapidly‐evolving global market.Design/methodology/approachA range of published literature in the field of management has been used to develop guidelines that should assist companies in making necessary changes from a traditional management style to a knowledge management approach in order to achieve sustainable competitive advantages.FindingsDue to the rapidly changing global economy, businesses need to consider a serious change in strategy, and begin to focus more on knowledge management even at the mundane line levels. The new “knowledge managers” and their supervisors must take on new responsibilities and roles of self‐direction. Workers, managers and executives will need to change the way they view the company. Management requirements should be transferred to the worker, freeing the managers to act more as leaders and coaches. In order to retain intellectual capital, companies must create an environment that allows the holders of the knowledge to feel comfortable in sharing it with the organization such that this asset can become a “fixed” capital asset.Originality/valueThis research brings together the key points required to understand why a successful change from traditional management styles to knowledge management methods is crucial to future success. By better understanding these key points, executives and managers in the organization should be able to develop a business plan for a transition to the Knowledge Organization.
Knowledge fusion for technological innovation in organizations
Authors: Heffner Michael , Sharif Nawaz 
Published: April 2008

PurposeThe purpose of this research is to present a guiding integrative framework for knowledge management that encompasses a fusion process for creating new knowledge and technological innovations, as well as to propose a method for applying the framework in a managerial decision making process.Design/methodology/approachThe framework integrates multiple perspectives of knowledge formation and technological innovation from both researchers and practitioners. The framework, which the authors label the knowledge fusion process, is presented as an organizational learning cycle, which encompasses sub‐processes for knowledge acquisition and formation, technological embodiment of knowledge, entrepreneurial application of technologies, and assessment of knowledge‐in‐use by an organization. The Analytic Hierarchy Process is then proposed as one method to apply the framework for managerial decision making in an operational context.FindingsKnowledge, usually embodied in technological innovations, is a strategic resource for organizations in all areas of human endeavor. The framework includes the premise that the most competitive organizations are those that can learn to learn – to incorporate learning processes, including knowledge creation, into everyday operations and management. Much of the learning involves converting knowledge from tacit to explicit forms, especially technologically embodied forms – tools, skills, facts and methods that are the knowledge‐in‐use within organizations.Originality/valueThe framework integrates a number of heretofore disparate research streams, thereby providing a structure for examining the knowledge management activities of organizations against current thinking about knowledge management. The framework also can be applied to categorize observations about an organization in order to support managerial decision making – a method for applying the framework is demonstrated.
Qualified ageing workers in the knowledge management process of high‐tech businesses
Authors: Ebrahimi Mehran , Saives Anne‐Laure , Holford W. David 
Published: April 2008

PurposeThe purpose of this paper is to aim to characterise the knowledge management process of the ageing human capital, within the sectors of aeronautics and bio‐technologies in Canada.Design/methodology/approachThe methodology consists of: cross‐search of literature towards the elaboration of a theoretical map; and collection of data involving semi‐directed interviews followed by a thematic and statistical analysis of the textual data.FindingsManagement's knowledge of social and relational knowledge, especially those of ageing workers, appears to be scarce, thus resulting in ageing workers being perceived as surpassed by technological and scientific progress. This conception deprives the company of an important source of knowledge capitalisation. A model relevant to the evaluation of company practices related to inter‐generational aspects of knowledge management should include six basic dimensions, namely: management philosophy (a managerial style favouring projections and proximities), strategic analysis (knowledge, memory and learning strategy), organisational analysis (information management system and knowledge creation process), operational analysis (places of socialisation), competencies (relational and communicational know‐how, individual memory and capacity of judgement), and the role of ageing personnel (activation of organisational and human resource networks).Research limitations/implicationsFurther validation is required across an enlarged population, with the aim of operationalising the observed concepts within a practical evaluation guide of company practices related to inter‐generational aspects of knowledge management.Originality/valueBy centering the analysis on highly qualified ageing individuals, the authors discerned a phenomenon showing that even within highly technological contexts knowledge management is far from systematically integrating those recognised a priori as carriers of knowledge.
A cultural perspective on knowledge management: the success story of Sarkuysan company
Authors: Zamantılı Nayır Dilek , Uzunçarşılı Ülkü 
Published: April 2008

PurposeThe purpose of this paper is to demonstrate how effective knowledge management practices combined with a unique corporate culture have enabled the company Sarkuysan to cope with the challenges it has faced throughout the years and made it an extremely successful company.Design/methodology/approachA company case was chosen to explain the influences of cultural determinants on the success of knowledge management. This objective was achieved by conducting several interviews with the top managers of the company.FindingsThe findings of the article are, that effective knowledge management practices combined with a unique corporate culture can enable companies to instill a lasting knowledge management culture.Research limitations/implicationsThe article is based on a case study, which limits the possibility of making general conclusions. Whereas many studies discuss knowledge management primarily as an IT problem, this study focuses on the topic as a cultural issue.Practical implicationsMost current literature on knowledge management deals with multinational companies with Western management structures. This article describes how knowledge management is applied in an emerging market context, which does not necessarily share the culture, structures and ideals of the organizations on which current theories are based.Originality/valueThis article focuses on the concept of knowledge as a cultural issue, rather than a problem that can be solved by sophisticated information technology infrastructures. The paper deals with a firm from an emerging market/country, i.e. Turkey.
Italian and Australian local governments: balanced scorecard practices. A research note
Authors: Farneti Federica , Guthrie James 
Published: April 2008

PurposeNew public management changes in both the Australian and Italian government sectors have affected their modus operandi. This research aims to illustrate how the balanced scorecard (BSC) has been used in both Italian and Australian local government organisations (LGO), focusing on implementation and practice.Design/methodology/approachA case study method is applied which was chosen to illustrate the use of the BSC model in both an Australian and an Italian LGO. These specific organisations were chosen as the authors are familiar with their experiments with the BSC.FindingsThe main finding was that the BSC was used internally in both the Italian and Australian cases and little material was used for an external accountability reporting technology.Research limitations/implicationsThe analysis is limited to two LGOs locations, thus no generalisation can be implied.Originality/valueFew studies have reviewed, in the public sector, BSC practices, particularly for local governments.
An explanation of human capital disclosure from the resource‐based perspective
Authors: Abhayawansa Subhash , Abeysekera Indra 
Published: April 2008

PurposeAlthough the importance of human capital (HC) in firm value creation is firmly established in the literature, the level of emphasis placed on human capital disclosure (HCD) by preparers of financial statements and sell‐side analysts is minimal. The purpose of this paper is to address this dilemma by critically analysing the conceptualisation of HC in disclosure literature and introduce a more suitable explanation.Design/methodology/approachThe paper begins by reviewing the literature on intellectual capital disclosure (ICD) to examine the level of HCD in various company media and the use of such information by the capital market. It then critically analyses the conceptualisation of HC in those studies with a view to forming an opinion about the adequacy of that conceptualisation. Then the resource‐based view is justified as providing a more appropriate conceptualisation of HC to meet demands of the capital market.FindingsSubstantial ICD literature conceptualises HC using HC theory as a collection of knowledge and competences possessed by employees individually and collectively in firms. This has resulted in HC disclosure scores being considerably low compared to external and internal capital disclosure and does not portray HC in a way that is useful to the capital market. A resource‐based perspective enables HC to be depicted in a way that closely resembles the value creation potential of firms' employees.Practical implicationsGuidance is provided for future HCD and ICD studies to operationalise HC and to reflect its value creation potential by encompassing not only the firm specific stock of knowledge and capabilities of employees, but also the strategic HC management practices. Thus the corporate culture and the idiosyncratic systems and practices of the firm which are in place are enabled in to reaping the benefits of these.Originality/valueICD literature portrays HC as the least important intellectual capital subcategory. However, anecdotal evidence suggests otherwise. This study is the first attempt to clarify and provide an explanation to this dilemma.
Public planning and science policy: new versions
Authors: Richardson Jacques 
Published: April 2008

PurposeThe purpose of this paper is to advise the reader of non‐governmental efforts to help form national/international science policies, using as a highlight the endeavor of the Citizen Science Foundation.Design/methodology/approachThe approach is journalistic: science policy is explained, what is had led to in innovative research, what specialized yet non‐official groups are doing to supplement official science policy, especially the ethical implications of science leading to sometimes controversial technology.FindingsThe efforts of public participants (societies, associations) in this line are explained, with particular consideration for the ethics of the new biotechnologies. A brief history of the origins of science policy leads to the citing of multiple, current but non‐official initiatives to make new research ethical, environmental and in the service of humankind.Originality/valueThis is a topic seldom seen in even interdisciplinary media, establishing thereby an originality of its own. The text is accessible to non‐scientists. The topic has not previously been treated in foresight.
How to solve a wicked problem? Furniture foresight case study
Authors: Navarro Jesus , Hayward Peter , Voros Joseph 
Published: April 2008

PurposeThe purpose of this paper is to report on how foresight methods are being used to address a “wicked problem” for the global furniture industry: “What are we going to do in the furniture industry in high cost countries (HCC) to maintain our future competitiveness with respect to the competition coming from low cost countries?”Design/methodology/approachThis study explores one sectorial initiative, CEFFOR® (Furniture Foresight Centre, headquarters in Valencia, Spain), that attempts to mitigate the negative impact of globalisation on the competitiveness of the furniture industry in HCCs, by creating a vision of a preferable future through the use of a set of qualitative foresight tools (structural analysis, morphological analysis/field anomaly relaxation, and cross impact analysis) involving a worldwide expert panel.FindingsThis paper examines the set‐up phase of the CEFFOR initiative, and describes the main elements of the morphological space developed to profile possible future configurations of the global furniture industry. Future papers will report on further model development and the subsequent take‐up of this work.Practical implicationsThe approach used could be adapted to a variety of other industrial sectors. While this study examines a traditional industrial sector, there is no conceptual limitation on its use in other sectors, although such adaptation should clearly remain alert to the unique aspects of any industry.Originality/valueThe novelty of this initiative is the application of a normative foresight approach in a traditional industrial sector in order to generate a shared vision of a sustainable future, and to integrate this foresight approach with an existing business intelligence system.