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A reconfigurable model for implementation in the closing phase of a wind turbines project construction
No full textPurpose The purpose of this paper is to introduce a reconfigurable model that is a combination of a schedule model and a queuing system M/M/m/K to reduce the duration of the wind turbine construction project closure phase and reduce the project documentation waiting time in the queue. Design/methodology/approach This research was implemented in a wind farm project. The schedule model deals with reducing the duration of the turbines closure phase by an activity overlapping technique, and the queuing system deals with reducing the turbine documentation waiting time in the queue, as well as reducing the probability of server idleness during the closure phase. Findings After the implementation of the model, the obtained results were compared to those of similar previously conducted projects in terms of duration, and the model was found effective. Research limitations/implications Project closure is an important and mandatory process in all projects. More often than not, this process is faced with problems including prolonged project duration, disputes, lawsuits, and also in projects like the implementation of wind farms, a queue of documents at closing stage may also cause difficulties in project closure phase. Originality/value The contributions of this research are twofold: first, a combination of project management and queuing system is presented, and second, a reconfigurable model is introduced to enhance the performance and productivity of the closure phase of the project through reducing the implementation time and reducing the turbine documentation waiting time in the queue, as well as reducing the probability of server idleness during the closure phase of the wind farm project
Signal Strength, Media Attention, and Resource Mobilization: Evidence from New Private Equity Firms
No full textPast research has shown that new firms can facilitate resource mobilization by signaling their unobservable quality to prospective resource providers. However, we know less about situations in which firms convey multiple signals of different strengths—i.e., signals that are more or less correlated with unobservable firm quality. Building on a sociocognitive perspective, we propose that prospective resource providers respond differently to signals of different strengths and that the effectiveness of signals, especially weak signals, will be contingent on the media attention new firms receive. Empirically, we conduct a longitudinal analysis examining the ability of new private equity (PE) firms to raise a follow-on fund. Consistent with our theory, we find that unrealized performance, a relatively weak signal, positively influences fundraising. But we fail to find statistical evidence that its effect is weaker than that of realized performance, a relatively strong signal. Further, media attention strengthens the relationship between unrealized performance and fundraising, but media attention exerts less impact on the relationship between realized performance and fundraising. Taken together, our findings deepen our understanding of how new firms can mobilize resources with signals of different strengths and of how the media—as a key information intermediary—differently impacts their effectiveness.We thank the editor and three anonymous AMJ reviewers for their excellent feedback. Prior drafts of this paper benefited from presentations at the Academy of Management Conference, the Babson College Entrepreneurship Research Conference and the 3rd Entrepreneurial Finance Conference. We further thank Maw Der Foo, Benjamin Hammer, Andrew Winton, and seminar participants at Erasmus University Rotterdam, Maastricht University, SKEMA Business School, Technical University of Munich, University of Bergamo and University of St. Gallen for constructive feedback on prior drafts of this paper. We also thank Preqin for granting access to their database and providing additional information. The research was supported by the Richard M. Schulze Family Foundation
Chaos is a gift? Leading oneself in uncertain and complex environments
No full textThis chapter explores the concept of conflict wisdom as an aspect of self-leadership and a critical competency for organisational agility. Agility (or adaptiveness) is required for organisations to succeed in an uncertain and volatile social, economic and political environment. Developing employees’ conflict wisdom will not only benefit organisations and their employees directly, but can also contribute to the promotion of peaceful resolution of conflicts more generally. However, handling conflict effectively and sustainably needs more than just skills training. More than anything else, it requires the development of a different conflict frame or mindset because, as the saying goes, if we change the way we look at things, the things we look at also change. Some suggestions are proposed for how individuals can develop such a new frame and the role of business in this regard
Academy of Management Proceedings
No full textThrough an international Delphi study, this article explores the new dynamics that are starting to characterize internal staffing, by means of transformational electronic human resource management. Our focus is on three types of information systems that are expected to evolve and be used in function of transformative change in internal staffing systems: human resource management systems, job portals, and talent marketplaces. Together, these systems challenge current knowledge on internal labor market organization, by affording market-like staffing systems that enable employees to construct personalized and self-directed pathways for growth. Further, this article identifies the key challenges for realizing this vision in governments, such as inadequate regulations and funding priorities, a lack of leadership and strategic vision, together with rigid work policies and practices and a change-resistant culture. Tied to the vision in this article, we identify several areas of future inquiry that bridge the divide between theory and practice.
Supply chain planning in the digital age
No full textWith new, digital technologies entering the factories and the supply chain, the role of people in manufacturing and logistics is undeniably changing. Existing tasks are disappearing or changing, new tasks are emerging. Digital technologies can be used to automate certain tasks, yet their full power is in how they can augment and extend the human capabilities of employees. But what about the planning function? How is this function being impacted by the introduction of digital technologies – and, in particular, artificial intelligence – making the planning system more advanced? In collaboration with OMP, partner in our Research Centre for People in the Smart Digitised Supply Chain, Professor Ann Vereecke, and researchers Alejandra Cabos-Rodríguez and Nicholas Vijverman, conducted a series of interviews with decision-makers in multinational manufacturing companies. The insights from those interviews can be found in the report ‘Supply Chain Planning in the Digital Age’. The reports looks into the future of supply chain planning in order to answer two sets of questions: What does the planning system of the future look like for manufacturing companies? Knowing that planning algorithms are becoming more advanced, self-learning and prescriptive, will this have an impact on the different modules of the planning system and on how these modules interact with each other? And what impact will this have on the interaction between the ‘human’ and the ‘machine’ – that is, between the planner and the planning tool? Who is the planner of the future? What will the planner’s responsibility be if algorithms are doing the planning? What skills and competencies does the planner need? Somewhat controversially, one may even wonder whether we will still need a planner in the future
De CFO: Waakhond of jachthond?
No full textDe beloning van de CFO krijgt veel minder aandacht dan die van de CEO. Xavier Baeten en Bettina de Ruyck verrichtten een onderzoek onder ruim honderd Nederlandse en Belgische beursgenoteerde ondernemingen. Dit artikel is een wake-up call voor commissarissen om bewust(er) beloningsafspraken te maken met zowel de CEO als de CFO
Upgrade estate: winning with sustainability
No full textUpgrade Estate is a successful company in the Belgian student housing market. Although student housing is perceived to be a commodity market, the company has been able to differentiate itself from the competition with a very unique concept. The case outlines how Upgrade Estate has been able to grow in this market and what the company has done to achieve a market leader. It illustrates well how a company can build a successful strategy based on the principles of customer intimacy, and what it takes to implement that strategy well. The Management Team is, however, wondering how to grow the company beyond its existing core. There are several growth options available and the key question is which one(s) to pursue
The Influence of Formal and Informal Institutional Voids on Entrepreneurship
No full textBuilding new space for institutional theory, we propose how the severity of formal and informal institutional voids shapes the productivity of entrepreneurial activities within society. Our theory makes the key assumptions that voids can exist in both formal and informal institutions and that they are capable of hindering entrepreneurial behavior that is favorable to development progress. We extend new theoretical domains by conceptualizing informal institutional voids and proposing how both formal and informal institutional voids and their interaction influence two qualitative outcomes within localities: (1) the unique forms of entrepreneurial activity, and (2) the objectives underlying this entrepreneurial activity
Brand religions: Shed a new light on today's marketing beliefs
No full textSince the early days of business, marketing gurus have preached their beliefs on how to build strong brands. These theories and models have been translated into numerous books to provide a clear framework for marketers on what to aim for and how to grow their brand. But in this abundance of models and theories, marketers might find themselves lost in translation
