Pseudo-solidification of dredged marine soils with cement - fly ash for reuse in coastal development

The dislodged and removed sediments from the seabed, termed dredged marine soils, are generally classified as a waste material requiring special disposal procedures. This is due to the potential contamination risks of transporting and disposing the dredged soils, and the fact that the material is of poor engineering quality, unsuitable for usage as a conventional good soil in construction. Also, taking into account the incurred costs and risk exposure in transferring the material to the dump site, whether on land or offshore, it is intuitive to examine the possibilities of reusing the dredged soils, especially in coastal development where the transportation route would be of shorter distance between the dredged site and the construction location. Pseudo-solidification of soils is not a novel idea though, where hydraulic binders are injected and mixed with soils to improve the inherent engineering properties for better load bearing capacity. It is commonly used on land in areas with vast and deep deposits of soft, weak soils. However, to implement the technique on the displaced then replaced dredged soil would require careful study, as the material is far more poorly than their land counterparts, and that the deployment of equipment and workforce in a coastal environment is understandably more challenging. The paper illustrates the laboratory investigation of the improved engineering performance of dredged marine soil sample with cement and fly ash blend. Some key findings include optimum dosage of cement and fly ash mix to produce up to 30 times of small strain stiffness improvement, pre-yield settlement reduction of the treated soil unaffected by prolonged curing period, and damage of the cementitious bonds formed by the rather small dosage of admixtures in the soil post-yield. In short, the test results show a promising reuse potential of the otherwise discarded dredged marine soils

Outsourcing information systems: Drawing lessons from a banking case study

Financial and costs benefits are often put forward as the reasons why organisations decide to outsource. Emerging patterns and trends indicate that today’s outsourcing decisions are often motivated by factors other than cost. Thus, the decision-making process is more complex than it may at first appear. This paper presents findings from a case study from an organisation in the UK banking sector that was motivated to outsource aspects of its information technology/information system (IT/IS). The underlying motives and decision-making process that influenced the bank outsource its IT/IS are presented and discussed. Findings from the case study suggest political perspectives, as well as human and organisational issues influenced the bank’s strategic decision-making to outsource certain aspects of its business. An examination of the case study findings suggests that cost alone is not always responsible for decisions to outsource, as it was found the bank’s outsourcing decision was driven by a series of complex, interrelated motives in a bid to reduce the risks and uncertainties of managing its own technology. Considering the complex nature of the outsourcing process a frame of reference that can be used to assist managers with their decision to outsource IT/IS is propagated. The case study is used to present an organisation’s experiences as to how and why it decided to outsource its IS and thus offers a learning opportunity for other organisations facing similar difficulties. In addition, the case study findings highlight the need to focus greater attention on discriminating between the short and long-term consequences of IT/IS decision-makin

Factors Affecting Outsourcing for Information Technology Services in Rural Hospitals: Theory and Evidence

As health information technology becomes more prevalent for most healthcare facilities, hospitals across the nation are choosing between performing this service in-house and outsourcing to a technology firm in the health industry. This paper examines factors affecting the information technology (IT) outsource decision for various hospitals. Using 2004 data from the American Hospital Association, logistic regression models find that governmental ownership and a proxy variable for hospitals that treat more severe injuries positively impact the probability of outsourcing for IT services.Health Information Technology, Outsourcing, Hospital, Health Economics and Policy, Labor and Human Capital, Research and Development/Tech Change/Emerging Technologies, I12, C140,

Spatial Agglomeration, Technology and Outsourcing of Knowledge Intensive Business Services Empirical Insights from Italy

Aim of this paper is to explore the main drivers of outsourcing of knowledge intensive business services by Italian manufacturing firms. While anecdotal and empirical evidence has emphasized labour cost and scale economies as behind firms’ choices to outsource production or service activities, here we focus on spatial agglomeration and technology as important factors. Using microeconomic data on a repeated cross-section of Italian manufacturing firms for the period 1998-2003, we develop a two-stage model in order to avoid selection bias: first, we estimate the determinants of the firm's decision to outsource business-related services; second, we estimate the main factors underlying the intensity and complexity of KIBS outsourcing, expressed by the number of service activities that are externalized. Our results show that labour cost-savings are not relevant in driving the decision to outsource KIBS, but ICT, R&D and location within a dense and technologically developed industrial district have very positive effects.KIBS, Service Outsourcing, R&D, ICT, Spatial Agglomeration

Views of NHS commissioners on commissioning support provision. Evidence from a qualitative study examining the early development of clinical commissioning groups in England

Objective: The 2010 healthcare reform in England introduced primary care-led commissioning in the National Health Service (NHS) by establishing clinical commissioning groups (CCGs). A key factor for the success of the reform is the provision of excellent commissioning support services to CCGs. The Government's aim is to create a vibrant market of competing providers of such services (from both for-profit and not-for-profit sectors). Until this market develops, however, commissioning support units (CSUs) have been created from which CCGs are buying commissioning support functions. This study explored the attitudes of CCGs towards outsourcing commissioning support functions during the initial stage of the reform. Design: The research took place between September 2011 and June 2012. We used a case study research design in eight CCGs, conducting in-depth interviews, observation of meetings and analysis of policy documents. Setting/participants: We conducted 96 interviews and observed 146 meetings (a total of approximately 439 h). Results: Many CCGs were reluctant to outsource core commissioning support functions (such as contracting) for fear of losing local knowledge and trusted relationships. Others were disappointed by the absence of choice and saw CSUs as monopolies and a recreation of the abolished PCTs. Many expressed doubts about the expectation that outsourcing of commissioning support functions will result in lower administrative costs. Conclusions: Given the nature of healthcare commissioning, outsourcing vital commissioning support functions may not be the preferred option of CCGs. Considerations of high transaction costs, and the risk of fragmentation of services and loss of trusted relationships involved in short-term contracting, may lead most CCGs to decide to form long-term partnerships with commissioning support suppliers in the future. This option, however, limits competition by creating ‘network closure’ and calls into question the Government's intention to create a vibrant market of commissioning support provision

Experiences of Public Agency Managers When Making Outsourcing Decisions

Managers in state transportation agencies in the United States must frequently choose between using the talents and abilities of in-house staff or outsourcing for road and bridge design projects. Budgetary crises have strongly affected funding for transportation infrastructure. Facing budgetary pressures to suppress costs, managers must frequently make the choice of outsourcing a project or performing it in-house. Yet, decision-making models for these decisions are inadequate. The purpose of this phenomenological study was to explore and describe the lived experiences of public agency managers when making decisions to outsource the core government functions such as road and bridge design projects. The research question was: What are the lived experiences of managers at the public agency when making decisions about whether to outsource core government functions such as road and bridge design projects? Participants were interviewed about their lived experiences at a state Department of Transportation with \u27make or buy\u27 decisions. Purposeful sampling was used to select 19 participants for the interviews and the collected data were coded and used a van Kaam approach for analysis. Five themes emerged as findings: acceptance of outsourcing, benefits versus problems, outsourcing propelled by staff limits, loss of control when a project is outsourced, and political pressure for and against outsourcing. These findings may be relevant for management personnel at U.S. public agencies. The implications for positive social change include improved cost, increased efficiency of use of time and talent of management personnel in state transportation agencies, and cost benefits for both management and public

International Sourcing, Product Complexity and Intellectual Property Rights

In this paper, we propose the technological complexity of a product and the level of Intellectual Property Rights (IPRs) protection to be the co-determinants of the mode through which multinational firms purchase their goods. We study the choice between intra-firm trade and outsourcing given heterogeneity at the product- (complexity), firm- (productivity) and country- (IPRs) level. Our findings suggest that the above three dimensions of heterogeneity are crucial for complex goods, where firms face a trade-off between higher marginal costs in the case of trade with an affiliate and higher imitation risks in the case of sourcing from an independent supplier. We test these predictions by combining data from a French firm-level survey on the mode choice for each transaction with a newly developed complexity measure at the product-level. Our fractional logit estimations confirm the proposition that although firms are generally reluctant to source highly complex goods from outside the firm’s boundaries, they do so when a strong IPR regime in the host country guarantees the protection of their technology.Sourcing Decision, Product Complexity, Intellectual Property Rights, Fractional Logit Estimation

It Is Time the United States Air Force Changes the Way it Feeds Its Airmen. Six University\u27s Perspectives on Outsourcing

Air Force dining facility operations are stressed as a result of PBD 720 driven military force reductions, loss of personnel due to deployments, and the reduced availability of appropriated funds for mess attendant contracts, equipment replacement and facility maintenance and repair. “New, innovative methods of operating, funding and manning are needed in order to ensure our dining facilities are able to execute their mission of feeding and serving America’s Airmen” (Halverson, 2006). This research examines outsourcing’s potential as an innovative method to combat the problems facing dining facilities. The feeding models of six universities, which included self-operated, co-sourced, and fully outsourced operations, were used as benchmarks. From these feeding models, the characteristics important to outsourcing decisions were determined. Comparative analysis of the characteristics of the Air Force feeding model and those of the benchmark universities revealed similarity to Kent State University. The fit of the co-sourced feeding model at Kent State suggests that the Air Force would benefit from a similar co-sourced feeding model in its dining facility operations

Trust and the Decision to Outsource: Affective Responses and Cognitive Processes

Many of the various forms of cooperative strategy that firms are pursuing in today's economy entail the placing of important business functions in the hands of a partner. This paper examines the role of trust in the decision by a producer to place the marketing function in the hands of another entity, namely a cooperative. Although others have studied the effect of what may be termed general trust on inter-organizational relationships, few have examined the antecedents of that trust. We propose a model in which affective responses and cognitive processes are precursors to a sense of general trust, which, in turn, influences the outsourcing decision. These affective responses and cognitive processes have both direct and indirect (mediated) effects on the decision to place an important function in the hands of another entity. Perceptions of partner expertise in the business function at hand and the perceived need for the focal firm to maintain control over that function are also considered in the model. The model is tested in a somewhat novel context: the decision of cotton producers to outsource the marketing of their cotton fiber. Using survey data gathered from the actual decision-maker, and structural equations modeling, we find that the inclusion of affective responses and cognitive processes in our model produces a richer explanation of the outsourcing decision. The differences between the effects of affective responses and cognitive processes have potentially important implications for managers engaged in cooperative strategies and for the scholars who study them.Agribusiness,