Corporate planning for Asia, Latin America and Africa

It is in the broad sense of “a systematic approach to general management” that strategic planning is here compared in large corporations and Government. For, just as strategic planning is today concerned

1.

1. the development and evaluation of optional strategies;     

Total business strategy—the missing link

‘Total Business Strategy’ is the missing link between the aloof ‘Mission Statement’ and the particular ‘Functional Strategies’, that will make strategy formulation more implementation oriented. Total Business Strategy addresses five strategic questions:

• 1. 

  1.|What are our markets? What are the needs (existing or to be developed) of the markets and customers that our firm wants to satisfy?

• 2. 

  2.|What should be our ‘generic’ competitive advantage?

• 3. 

  3.|Are we going to be technology leaders or followers?

• 4. 

  4.|What is our attitute to risk? What risks, and to what extent are we willing to take?

• 5. 

  5.|What are our long range quantitative targets?

     

Supply chain management in the US and Taiwan: An empirical study

This study uses an empirical survey of middle-line managers in the US and Taiwan to study the association of supply chain management components and organizational performance. Through structural equation modeling, critical components of supply chain management are found to have considerable effects on organizational performance. The findings of the study are summarized as follows:

•$•$

Supply chain competencies have positive effects on organizational performance in both the US and Taiwan. Supply chain competencies are developed around quality and service, operations and distribution, and design effectiveness. The goal of supply chain competencies is to satisfy customer requirements.     

Deciding on ISO 14001: Economics, Institutions, and Context

ISO 14001 is an international standard for environmental management systems that was introduced in September 1996. It has gained wide recognition among businesses, much like its sister standard on quality management systems, ISO 9000. As a result, managers in almost every organization will evaluate whether the organization should become ISO 14001 certified. However, most analyses of ISO 14001 that are intended to guide managers in their evaluation have focused on the merits of ISO 14001, such as improved competitiveness, management control, and regulatory compliance. Very few articles provide a balanced picture of the costs and benefits of ISO 14001—including the conditions under which adoption will be most effective. This article redresses this gap by providing an analysis of not only why firms may choose to certify based on economic and institutional considerations, but also, when certification might be appropriate based on the firm’s context.In 1998, the Jutras division of Meridian Magnesium Inc., which manufactures magnesium automotive parts, reported that it saved almost $2 million soon after its $45,000 investment on an ISO 14001 certified environmental management system (EMS).¹ The company reduced its use of electricity, natural gas, and lubricants, while producing less solid waste and contaminated water. These were not just one-time savings; they were expected to continue into perpetuity. Not all their ISO 14001 projects were winners, however. Jutras implemented ten projects for their EMS in the first year with an initial goal of saving over $460,000 in costs. Four of the projects did not result in any savings and one had disappointing but positive results. The remaining projects, however, provided larger than expected returns. The cost savings increased the competitiveness of a firm that prides itself on being the low cost leader in an increasingly competitive automotive parts industry. The benefits to the environment were a bonus. And there was yet another bonus from ISO 14001 that had not been anticipated: the preference for ISO certified suppliers by its key customers, Ford and General Motors, and the social legitimacy earned from stakeholders pressuring for greener business practices. The company now posts its ISO 14001 certification on its web site as one of its main achievements.Although this type of vignette presents ISO 14001 in a positive light, not all firms have embraced the standard with enthusiasm. While over 22,000 facilities in 98 countries were ISO 14001 certified by December 31, 2000, many firms had decided to delay certification or reject it altogether.² The significant financial rewards realized by the Jutras Division of Meridian Magnesium have not been perceived by many of its peers, even though most analyses of ISO 14001 attempt to convince the reader that such a system is of significant strategic importance and a panacea of opportunity. Writers typically tout the potential for lower costs, increased competitiveness, market share growth, higher profits, and regulatory compliance, such as those experienced by Meridian Magnesium.³The costs of ISO 14001, however, are not trivial. Managers need to undertake a careful analysis of the relevance of ISO 14001 to their firm before they decide to jump on the ISO 14001 bandwagon. While managers can estimate the direct costs of certification with the help of good internal cost accounting, evaluating the intangible costs and benefits and the indirect impacts on the firm’s performance is more difficult. In this article, we provide background perspectives and evaluation criteria for those aspects of ISO 14001 certification, looking specifically at the marginal benefit of ISO 14001 certification over an in-house EMS. This article, then, identifies why firms may certify and in which contexts, based on economic and institutional considerations. Armed with relevant decision-making criteria, we present managers with an analytical tool to assist them in determining if ISO 14001 is appropriate for their firm.The insights provided here build on three studies:

1.

an investigation of the motivations of environmental responsiveness by interviewing members of 53 firms in the UK and Japan;⁴

2.

an investigation of the factors that influence the adoption of ISO 14001 based on a statistical analysis of 46 matched pairs of certified and non-certified firms and interviews with members of six firms in the US;⁵ and

3.

an investigation of the contexts that explain adoption based on interviews with 16 pulp and paper companies in Canada.⁶

Details of these studies are provided in text boxes later in this paper. While these studies form the foundation of this paper, many of the anecdotes provided here are based on published sources because the interviewees were promised complete confidentiality.     

Reconstruction of hidden graphs and threshold group testing

Classical group testing is a search paradigm where the goal is the identification of individual positive elements in a large collection of elements by asking queries of the form “Does a set of elements contain a positive one?”. A graph reconstruction problem that generalizes the classical group testing problem is to reconstruct a hidden graph from a given family of graphs by asking queries of the form “Whether a set of vertices induces an edge”. Reconstruction problems on families of Hamiltonian cycles, matchings, stars and cliques on n vertices have been studied where algorithms of using at most 2nlg?n,(1+o(1))(nlg?n),2n and 2n queries were proposed, respectively. In this paper we improve them to \((1+o(1))(n\lg n),(1+o(1))(\frac{n\lg n}{2}),n+2\lg n\) and n+lg?n, respectively. Threshold group testing is another generalization of group testing which is to identify the individual positive elements in a collection of elements under a more general setting, in which there are two fixed thresholds ? and u, with ?<u, and the response to a query is positive if the tested subset of elements contains at least u positive elements, negative if it contains at most ? positive elements, and it is arbitrarily given otherwise. For the threshold group testing problem with ?=u?1, we show that p positive elements among n given elements can be determined by using O(plg?n) queries, with a matching lower bound.     

Incremental Facility Location Problem and Its Competitive Algorithms

We consider the incremental version of the k-Facility Location Problem, which is a common generalization of the facility location and the k-median problems. The objective is to produce an incremental sequence of facility sets F ₁?F ₂?????F _n , where each F _k contains at most k facilities. An incremental facility sequence or an algorithm producing such a sequence is called c -competitive if the cost of each F _k is at most c times the optimum cost of corresponding k-facility location problem, where c is called competitive ratio. In this paper we present two competitive algorithms for this problem. The first algorithm produces competitive ratio 8α, where α is the approximation ratio of k-facility location problem. By recently result (Zhang, Theor. Comput. Sci. 384:126–135, 2007), we obtain the competitive ratio \(16+8\sqrt{3}+\epsilon\). The second algorithm has the competitive ratio Δ+1, where Δ is the ratio between the maximum and minimum nonzero interpoint distances. The latter result has its self interest, specially for the small metric space with Δ≤8α?1.     

Objective functions with redundant domains

Let $(E,{ \mathcal{A}})$ be a set system consisting of a finite collection ${ \mathcal{A}}$ of subsets of a ground set E, and suppose that we have a function ? which maps ${ \mathcal{A}}$ into some set S. Now removing a subset K from E gives a restriction ${ \mathcal{A}}(\bar{K})$ to those sets of ${ \mathcal{A}}$ disjoint from K, and we have a corresponding restriction $\phi|_{\hspace {.02in}{ \mathcal{A}}(\bar{K})}$ of our function ?. If the removal of K does not affect the image set of ?, that is $\mbox {Im}(\phi|_{\hspace {.02in}{ \mathcal{A}}(\bar{X})})=\mbox {Im}(\phi)$ , then we will say that K is a kernel set of ${ \mathcal{A}}$ with respect to ?. Such sets are potentially useful in optimisation problems defined in terms of ?. We will call the set of all subsets of E that are kernel sets with respect to ? a kernel system and denote it by $\mathrm {Ker}_{\phi}({ \mathcal{A}})$ . Motivated by the optimisation theme, we ask which kernel systems are matroids. For instance, if ${ \mathcal{A}}$ is the collection of forests in a graph G with coloured edges and ? counts how many edges of each colour occurs in a forest then $\mathrm {Ker}_{\phi}({ \mathcal{A}})$ is isomorphic to the disjoint sum of the cocycle matroids of the differently coloured subgraphs; on the other hand, if ${ \mathcal{A}}$ is the power set of a set of positive integers, and ? is the function which takes the values 1 and 0 on subsets according to whether they are sum-free or not, then we show that $\mathrm {Ker}_{\phi}({ \mathcal{A}})$ is essentially never a matroid.     

An improved parameterized algorithm for the <Emphasis Type="Italic">p</Emphasis>-cluster vertex deletion problem

In the p-Cluster Vertex Deletion problem, we are given a graph \(G=(V,E)\) and two parameters k and p, and the goal is to determine if there exists a subset X of at most k vertices such that the removal of X results in a graph consisting of exactly p disjoint maximal cliques. Let \(r=p/k\). In this paper, we design a branching algorithm with time complexity \(O(\alpha ^k+|V||E|)\), where \(\alpha \) depends on r and has a rough upper bound \(\min \{1.618^{1+r},2\}\). With a more precise analysis, we show that \(\alpha =1.28\cdot 3.57^{r}\) for \(r\le 0.219\); \(\alpha =(1-r)^{r-1}r^{-r}\) for \(0.219< r<1/2\); and \(\alpha =2\) for \(r\ge 1/2\), respectively. Our algorithm also works with the same time complexity for the variant that the number of clusters is at most p. Our result improves the previous best time complexity \(O^*(1.84^{p+k})\) and implies that for fixed p the problem can be solved as efficiently as Vertex Cover.     

The EO in OBM

Abstract

Olson, Laraway, and Austin (2001) propose an increased emphasis on the establishing operation in organizational behavior management. Their proposal raises interesting questions about theory, science, and practice. (1) What should be the role of theory in behavior analysis? (2) Should we try to find problems that match our solutions or vice versa ? (3) What is the relative importance of the establishing operation and the performance-management contingency in managing organizational behavior? (4) Should theory and basic research be more informed by the issues raised in applied settings?     

Darwinism,organizational evolution and survival: key challenges for future research

How do social organizations evolve? How do they adapt to environmental pressures? What resources and capabilities determine their survival within dynamic competition? Charles Darwin’s seminal work The Origin of Species (1859) has provided a significant impact on the development of the management and organization theory literatures on organizational evolution. This article introduces the JMG Special Issue focused on Darwinism, organizational evolution and survival. We discuss key themes in the organizational evolution research that have emerged in recent years. These include the increasing adoption of the co-evolutionary approach, with a particular focus on the definition of appropriate units of analysis, such as routines, and related challenges associated with exploring the relationship between co-evolution, re-use of knowledge, adaptation, and exaptation processes. We then introduce the three articles that we have finally accepted in this Special Issue after an extensive, multi-round, triple blind-review process. We briefly outline how each of these articles contributes to understanding among scholars, practitioners and policy makers of the continuous evolutionary processes within and among social organizations and systems.     

Increasing the Governance Standards of Public-Private Partnerships in Healthcare. Evidence from Italy

Healthcare systems have changed rapidly in the past few decades due to increasing healthcare costs and decreasing governmental budgets. The structural complexity, huge numbers of actors and long-term relationships inherent to PPPs bring out several governance issues. Based on the principles of good governance for PPPs published by the United Nations Economic Commission for Europe (UNECE) in 2008, we try to answer the following research question: How can the governance standards of PPPs be increased? This paper aims to explore issues of governance, management and policy design as they apply to PPPs in healthcare services. The evidence from a single case-study (the New Mestre Hospital) is presented and discussed. The main findings are that, despite its great success, the analysed PPP does have some governance problems that need to be addressed. Concluding remarks and insights for future research directions are then presented.     

Algebraic and combinatorial properties of ideals and algebras of uniform clutters of TDI systems

Let \(\mathcal{C}\) be a uniform clutter and let A be the incidence matrix of \(\mathcal{C}\). We denote the column vectors of A by v ₁,…,v _q . Under certain conditions we prove that \(\mathcal{C}\) is vertex critical. If \(\mathcal{C}\) satisfies the max-flow min-cut property, we prove that A diagonalizes over ? to an identity matrix and that v ₁,…,v _q form a Hilbert basis. We also prove that if \(\mathcal{C}\) has a perfect matching such that \(\mathcal{C}\) has the packing property and its vertex covering number is equal to 2, then A diagonalizes over ? to an identity matrix. If A is a balanced matrix we prove that any regular triangulation of the cone generated by v ₁,…,v _q is unimodular. Some examples are presented to show that our results only hold for uniform clutters. These results are closely related to certain algebraic properties, such as the normality or torsion-freeness, of blowup algebras of edge ideals and to finitely generated abelian groups. They are also related to the theory of Gröbner bases of toric ideals and to Ehrhart rings.