Achieving Cultural Fit in Global Information Systems Implementation

Designers and engineers that plan and manufacture technological systems imprint their values and practices onto these systems, without fully realizing that inconsistencies in cultural dimensions between developers and users may result in poor implementation of the new system due to resistance to change, among other causes. Therefore, manager\u27s awareness of cultural differences is a necessary condition in formulating GIS policies for implementation in different organizational settings across countries. The paper offers detailed examples of cultural differences between countries and their relations to the different stages of technology implementation, which may serve as a guideline for engineers, vendors, consultants, and managers of GIS interventions in formulating mechanisms for global implementation. Implementation managers are advised to adapt GIS to their own set of beliefs through the establishment of joint global and local teams, which represents all parties in the process. In this manner, rather than a cultural conflict, GIS implementation becomes a cultural exchange that reduces resistance to change

Beyond sustainable buildings: eco-efficiency to eco-effectiveness through cradle-to-cradle design

Sustainable building development focuses on achieving buildings that meet performance and functionality requirements with minimum adverse impact on the environment. Such eco-efficiency strategies are however not feasible for achieving long-term economic and environmental objectives as they only result in damage reduction without addressing design flaws of contemporary industry. The cradle-to-cradle (C2C) design philosophy which has been described as a paradigm changing innovative platform for achieving ecologically intelligent and environmentally restorative buildings appears to offer an alternative vision which, if embraced, could lead to eco-effectiveness and the achievement of long-term environmental objectives. Adoption of C2C principles in the built environment has however been hindered by several factors especially in a sector where change has always been a very slow process. From a review of extant literature, it is argued that the promotion of current sustainable and/or gree n building strategies - which in themselves are not coherent enough due to their pluralistic meanings and sometimes differing solutions - are a major barrier to the promotion of C2C principles in the built environment. To overcome this barrier to C2C implementation, it is recommended that research should focus on developing clearly defined and measurable C2C targets that can be incorporated into project briefs from the inception of development projects. These targets could enable control, monitoring and comparison of C2C design outcomes with eco-efficient measures as well as serve as a guide for project stakeholders to achieve eco-effective “nutrient” management from the project conceptualization phase to the end of life of the building

Economic valuation of marine and coastal ecosystems: is it currently fit for purpose?

In this paper, we consider whether the current “state of the art” of environmental valuation is suitable for producing policy-relevant estimates of the benefits or costs of changes in marine and coastal ecosystems. We review recent changes in European legislation which has meant an increasing demand for economic valuation from the policy and regulatory community. The next section considers, at a more conceptual level, whether the economic “toolbox” and scientific evidence is up to the task of meeting the demand for more evidence-based policy. Finally, three case studies are used to explore the nature of the valuation task and review what is currently known. These case studies are of salt-marsh restoration, marine renewable energy investments, and deep sea conservation

Executive Compensation Eligibility in Global Businesses: A Global Banding Approach

As corporations expand their geographic reach and executive talent moves across geographic borders as freely as capital, global compensation executives must keep pace. Ethnocentric, nationalistic and parochial HR systems and policies inherited from the past that are focused on a single country may actually be barriers to the establishment of effective global organizational processes. Leaving local units in various countries determine their own executive compensation philosophies and practices may be equally detrimental

Disaster Resilience Education and Research Roadmap for Europe 2030 : ANDROID Report

A disaster resilience education and research roadmap for Europe 2030 has been launched. This roadmap represents an important output of the ANDROID disaster resilience network, bringing together existing literature in the field, as well as the results of various analysis and study projects undertaken by project partners.The roadmap sets out five key challenges and opportunities in moving from 2015 to 2030 and aimed at addressing the challenges of the recently announced Sendai Framework for Disaster Risk Reduction 2015-2030. This roadmap was developed as part of the ANDROID Disaster Resilience Network, led by Professor Richard Haigh of the Global Disaster Resilience Centre (www.hud.ac.uk/gdrc ) at the School of Art, Design and Architecture at the University of Huddersfield, UK. The ANDROID consortium of applied, human, social and natural scientists, supported by international organisations and a stakeholder board, worked together to map the field in disaster resilience education, pool their results and findings, develop interdisciplinary explanations, develop capacity, move forward innovative education agendas, discuss methods, and inform policy development. Further information on ANDROID Disaster Resilience network is available at: http://www.disaster-resilience.netAn ANDROID Disaster Resilience Network ReportANDROI

Reviewing the International Year of Deserts and Desertification 2006: What contribution towards combating global desertification and implementing the united nations convention to combat desertification?

During the United Nations General Assembly's 58th Ordinary Session in 2003, a decision was adopted declaring 2006 the International Year of Deserts and Desertification (IYDD). This paper critically reviews this International Year. It draws on the key outputs from IYDD events from across the globe to highlight the challenges and ways forward in both combating desertification and implementing the United Nations Convention to Combat Desertification (UNCCD). The paper considers what the IYDD outputs mean for the current and historical controversies surrounding the desertification issue and presents an overall evaluation of the successes of IYDD for the different stakeholder groups within the desertification regime. It is concluded that while the International Year can be considered to have met the United Nations's four objectives: to address the long-term oriented implementation of the UNCCD; raise awareness of the implications of desertification; facilitate networking with all stakeholders; and disseminate information relating to the UNCCD, the real challenge lies in moving the IYDD outcomes away from the conferences, meetings and networks that contributed to their generation, towards a more concrete, tangible effort to conserve deserts and effectively monitor and control desertification and land degradation on the ground

Resource management, plan quality and governance: A report to Government

This Report contains the main findings from FRST-funded research into planning under the Resource Management Act. It includes five sets of interrelated recommendations. These recommendations identify many actions that are essential if Government is serious about achieving its goal of environmental sustainability. Implementation of the recommendations will require a significant increase in expenditure at all levels of the planning hierarchy, but especially central government

Operational excellence assessment framework for manufacturing companies

Operational Excellence (OE) is a consequence of an enterprise-wide practises based on correct principles that can be classified under four dimensions; Culture, Continuous Process Improvement, Enterprise Alignment and Results. To achieve OE, organisations have to attain a high maturity level and measurable success in the four dimensions as assessed externally by accredited institutions or consultants. External assessment is costly and can be inaccurate due to the lack of in depth knowledge of the organisation by external assessors, on the contrary, self-assessment of an organisations OE is cost effective and accurate if performed with a complete tool which assesses all four dimensions of OE. A complete OE self-assessment tool is currently unavailable, thus this study focuses on the development of a complete OE self-assessment tool. Using a matrix to critically evaluate and compare existing self-assessment tools in areas such as dimensions assessed, scoring criteria and usability, a complete self-assessment tool is then developed based on the combination of existing assessment tools. The tool is validated through the application, by managers, within a manufacturing company that already implements aspects of lean in order to self-assess its OE. The results of the assessment form the basis on which a roadmap to achieving OE is then developed

A culturally synergetic approach to international Human Resource Management: implementing an integrated approach.

An integrated approach to IHRM tries to create a HRM system with substantial global integration combined with local differentiation. How to successfully implement such an integrated IHRM approach is the focus of this paper. The literature indicates three issues that need to be addressed: finding the balance between global integration and local responsiveness, understanding the cultural embeddedness of HRM practices and assessing the underlying power dynamics. Our suggestion is a culturally synergistic approach to IHRM. This approach is being presented by identifying the crucial steps in the decision making process and discussing guidelines on when and how to intervene.Human resource management; Resource management; Management; International; Integration; Decision making; Processes;