An autecological interpretation of the firm and its environment

Explaining the survival and failure of firms is an important issue for researchers and managers of firms in society. Ecological approaches to the study of firms have existed for over 100 years, and have been increasingly popular during the past 40 years, especially since the pioneering works of Hannan and Freeman on one hand, and Aldrich on the other. This paper, in keeping with recent developments elsewhere in mainstream ecology outlines and positions the theoretical and philosophical foundations of an alternative ecological approach, autecology, that has not yet been formulated for the study of firms. The autecological approach affords the individual firm more autonomy in creating its own future evolutionary trajectory. The idea of an ecological complex is developed to provide clear focus on what is central to the application of autecology to the study of firms. The paper also considers several emergent research opportunities that highlight the potential value of employing an autecological approach to the study of firms.     

Generalized additive mixed models

Following the extension from linear mixed models to additive mixed models, extension from generalized linear mixed models to generalized additive mixed models is made, Algorithms are developed to compute the MLE's of the nonlinear effects and the covariance structures based on the penalized marginal likelihood. Convergence of the algorithms and selection of the smooth param¬eters are discussed.     

Squirrels in suburbia: influence of urbanisation on the occurrence and distribution of a common exotic mammal

Urbanisation is widely considered to promote the establishment of non-native species, but there is limited empirical evidence of the ecological factors driving their responses. The grey squirrel Sciurus carolinensis (Gmelin 1788) is native to North America, but is widespread in the UK and is starting to spread across Europe. It is regarded as one of the world’s worst invasive animals due to its adverse impacts on native biodiversity. We use the non-native grey squirrel population in Sheffield (UK) as a case study to assess which factors limit its distribution and abundance in urban environments. In 2010 the city-wide population of adult squirrels peaked at an estimated 6539 in autumn (0.46 squirrels/ha), with maximum local densities of 8.29/ha. These densities appear to be slightly lower than those recorded in urban environments in the species’ native range. Grey squirrels occurred more frequently at urban sites with larger amounts of green-space in the surrounding region. Local habitat characteristics were, however, more powerful predictors of urban grey squirrel occurrence and abundance than regional availability of green space. Canopy cover, seed bearing trees and supplementary feeders, provided for garden birds, positively influenced grey squirrels. The potential for grey squirrels to connect city dwellers with nature thus appears to be highest in urban locations that have considerable capacity to support native biodiversity. The beneficial impacts of supplementary feeding on grey squirrel populations is notable given concerns that squirrels can adversely influence bird populations. These habitat associations also imply that grey squirrels typically respond negatively to urbanisation, which challenges arguments that urbanisation favours exotic species.     

‘Bureaucracy‐lite’ and Continuities in Managerial Work

This paper questions three frequently asserted, interrelated claims about developments in management: that centralized, regulated bureaucratic organizations characterized by hierarchy and rules are inevitably giving way to decentralized and empowered post‐bureaucratic organizations characterized by internal networks and an internal market; that, as a consequence, the traditional managerial role of command and control is being superseded by one of facilitation and coordination; and that, in turn, managerial work as routine administration of work processes is being supplanted by the ‘new managerial work’ of non‐routine leadership and entrepreneurship. It is argued that these claims often rest on caricatures of bureaucracy and network organization and are neither new nor well supported by evidence. Against these claims, the paper adduces case‐study evidence which shows that, despite claims about ‘decentralization’ and ‘empowerment’, organizational change may entail not a radical shift to network organization, but more limited change to a different form of bureaucracy in which hierarchy and rules have been retained but in an attenuated and sharper form –‘bureaucracy‐lite’. Consequently, managerial roles continue to be defined in terms of individual responsibility and vertical accountability for an organizational sub‐unit, and managerial work continues to be preoccupied with monitoring and maintaining work processes, routine direction and control of staff and processing information in order to deal with the ambiguities inherent in the dimensions of managerial ‘responsibility’.     

Assessing Engineering Resilience for Systems with Multiple Performance Measures

Recently, efforts to model and assess a system's resilience to disruptions due to environmental and adversarial threats have increased substantially. Researchers have investigated resilience in many disciplines, including sociology, psychology, computer networks, and engineering systems, to name a few. When assessing engineering system resilience, the resilience assessment typically considers a single performance measure, a disruption, a loss of performance, the time required to recover, or a combination of these elements. We define and use a resilient engineered system definition that separates system resilience into platform and mission resilience. Most complex systems have multiple performance measures; this research proposes using multiple objective decision analysis to assess system resilience for systems with multiple performance measures using two distinct methods. The first method quantifies platform resilience and includes resilience and other “ilities” directly in the value hierarchy, while the second method quantifies mission resilience and uses the “ilities” in the calculation of the expected mission performance for every performance measure in the value hierarchy. We illustrate the mission resilience method using a transportation systems‐of‐systems network with varying levels of resilience due to the level of connectivity and autonomy of the vehicles and platform resilience by using a notional military example. Our analysis found that it is necessary to quantify performance in context with specific mission(s) and scenario(s) under specific threat(s) and then use modeling and simulation to help determine the resilience of a system for a given set of conditions. The example demonstrates how incorporating system mission resilience can improve performance for some performance measures while negatively affecting others.