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Strategy Development (strategy + development)
Selected AbstractsAdvanced Statistical Analysis as a Novel Tool to Pneumatic Conveying Monitoring and Control Strategy DevelopmentPARTICLE & PARTICLE SYSTEMS CHARACTERIZATION, Issue 3-4 2006Andrzej Romanowski Abstract Behaviour of powder flow in pneumatic conveying has been investigated for many years, though it still remains a challenging task both practically and theoretically, especially when considering monitoring and control issues. Better understanding of the gas-solids flow structures can be beneficial for the design and operation of pneumatic transport installations. This paper covers a novel approach for providing the quantitative description in terms of parameter values useful for monitoring and control of this process with the use of Electrical Capacitance Tomography (ECT). The use of Bayesian statistics for analysis of ECT data allows the direct estimation of control parameters. This paper presents how this characteristic parameters estimation can be accomplished without the need for reconstruction and image post processing, which was a classical endeavour whenever tomography was applied. It is achieved using a ,high-level' statistical Bayesian modelling combined with a Markov chain Monte Carlo (MCMC) sampling algorithm. Advanced statistics is applied to data analysis for measurements coming from the part of phenomena present in the horizontal section of pneumatic conveyor during slug formation. [source] Memory Strategy Development: Do We Need Yet Another Deficiency?CHILD DEVELOPMENT, Issue 4 2000Harriet Salatas Waters Recent discussions of strategy development have included the introduction of the concept of utilization deficiency. The present analysis examines the definition of utilization deficiency vis-à-vis the older contrasts between mediation and production deficiency and assesses the logical clarity of the current definition. Further, because utilization deficiency focuses on the transition from initial to proficient strategy use, the present analysis considers all of the possible types of strategy inefficiencies and evaluates whether the current definition of utilization deficiency precludes consideration of important strategy inefficiencies that have been documented in the existing literature and are likely to form the bulk of yet-to-be discovered inefficiencies. Although the emphasis on strategy inefficiencies is welcomed, the current analysis concludes that there are serious problems with the current definition of utilization deficiency, problems that both obscure important theoretical distinctions of the past and limit the investigation of strategy inefficiencies that are likely to play an important role in our understanding of the development of strategy use. Furthermore, the linear developmental model that frames utilization deficiencies from no benefit to sophisticated strategy use ignores the heterogeneity in strategy development that has been recently documented. [source] Participation of experts and non-experts in a sustainability assessment of mobilityENVIRONMENTAL POLICY AND GOVERNANCE, Issue 4 2009Lorraine Whitmarsh Abstract The complexity, ambiguity and subjectivity that surround persistent problems of unsustainability, such as mobility, highlight the importance of stakeholder engagement in both knowledge production and policy development. This paper reports on research within the EU-funded MATISSE project to develop tools and methods for Integrated Sustainability Assessment (ISA), a novel interdisciplinary and participatory approach to sustainability strategy development. Two different methods , expert focus groups and citizen deliberative workshops , were employed to elicit knowledge and preferences of European stakeholders in respect of sustainable mobility. Findings from these exercises indicate areas of both convergence and divergence in the visions of sustainable mobility futures depicted by different stakeholder groups. Stakeholders agreed on the need to address problems of unsustainability in the transport sector, and identified broadly similar environmental, social and economic criteria for sustainable transport. Amenity of transport was more important for citizens, while experts focussed on pragmatic and technological issues. Both groups favoured modal shift and novel technologies, and citizens also supported demand reduction measures and choices; however, a range of barriers to achieving sustainable mobility was also identified by participants. Stakeholder feedback suggests the process was valuable and acted as a forum for social learning and the co-production of knowledge by citizens and experts, while at the same time empowering these groups to participate in an important social issue such as transport. The value and limitations of these methods for ISA are discussed and avenues for further research proposed. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] Soft Methods in Primary Schools: Focusing on IT StrategiesINTERNATIONAL TRANSACTIONS IN OPERATIONAL RESEARCH, Issue 2 2002Lene Sørensen New legislation has been imposed on Danish primary schools to increase the use of information technology (IT), without giving guidelines on practical implementation. Many schools are, therefore, left in despair. We suggest that IT strategy development can be supported by soft OR methods. We present three case studies that illustrate different application perspectives of methods. [source] Internationalization, Strategic Behavior, and the Small Firm: A Comparative InvestigationJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2004Christos Kalantaridis Previous research on the internationalization of the small firm explored the relationship between the adoption of a global orientation and strategic thinking. However, there was difference in opinion between those arguing that there is a positive relationship between the two variables and others who contended that small firms may internationalize by adopting a passive or reactive approach to the external environment. Within this context, this study sets out to further the discussion by comparing the experience of small enterprises with their medium and large-scale counterparts. In doing so, it draws upon the findings of survey of 1,000 internationalized enterprises located in the main urban conurbations of England. The results suggest that overall there is little disparity in strategy development among internationalized enterprises of different sizes. However, whereas the incidence of strategic behavior among medium and large businesses increases with the complexity of international operations, this is not the case for small firms. [source] The development of co,innovation strategies: stages and interaction patterns in interfirm innovationR & D MANAGEMENT, Issue 4 2002Bart A.G Bossink Organizations that choose or are forced to innovate in co,operation with other organizations, go through four stages of co,innovation strategy development. The stages are successively: (I) autonomous strategy making: organizations develop strategies on their own, (II) co,operative strategy making: organizations concentrate on developing innovation strategies in close co,operation with other organizations, (III) founding an organization for co,innovation: organizations found a joint organization in which they develop co,innovation programs, and (IV) realization of innovations: organizations develop innovations, based on the co,innovation strategies and programs. The description of the stages is based on an interfirm network approach and a research project in the Dutch construction industry. The stage model can be a guideline for organizations that participate in co,innovation processes and have to decide how and with whom they co,innovate. [source] EMS models for business strategy developmentBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2002Dr. Stephen Tinsley This research investigation identifies the organizational barriers that can occur within large organizations to impede the introduction and development of environmental management systems (EMSs). The findings from the six case study investigations into multinational electronic and telecommunications organizations enabled the construction of four categorical models: devoid, isolated, devolved and integrated. They provide a profile of the way organizations use their EMSs and detail the types of organizational barrier that are likely to occur in each case. The models are designed to offer insight into the profile of the organization, the type of EMS being used and the operational advantages and disadvantages of using each model. They offer managers additional decision-making tools with which to assess the EMS profile of their own organization and those of competitor organizations and to assess the effectiveness of an organization's EMS in weak and strong economic conditions. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment [source] Memory Strategy Development: Do We Need Yet Another Deficiency?CHILD DEVELOPMENT, Issue 4 2000Harriet Salatas Waters Recent discussions of strategy development have included the introduction of the concept of utilization deficiency. The present analysis examines the definition of utilization deficiency vis-à-vis the older contrasts between mediation and production deficiency and assesses the logical clarity of the current definition. Further, because utilization deficiency focuses on the transition from initial to proficient strategy use, the present analysis considers all of the possible types of strategy inefficiencies and evaluates whether the current definition of utilization deficiency precludes consideration of important strategy inefficiencies that have been documented in the existing literature and are likely to form the bulk of yet-to-be discovered inefficiencies. Although the emphasis on strategy inefficiencies is welcomed, the current analysis concludes that there are serious problems with the current definition of utilization deficiency, problems that both obscure important theoretical distinctions of the past and limit the investigation of strategy inefficiencies that are likely to play an important role in our understanding of the development of strategy use. Furthermore, the linear developmental model that frames utilization deficiencies from no benefit to sophisticated strategy use ignores the heterogeneity in strategy development that has been recently documented. [source] | |||||||||||||