Effects of storage temperature and storage duration of biodiesel properties, visual appearances and emision

Biofuels based on vegetable oils offer the advantage being a sustainable and environmentally attractive alternative to conventional petroleum based fuel. Biodiesel is produced from any fat or oil such as soybean oil, through a refinery process called transesterification. The key issue in using vegetable oil-based fuels is oxidation stability, stoichiometric point, bio-fuel composition, antioxidants on the degradation and much oxygen with comparing to diesel gas oil. Biodiesel can be used as a pure fuel or blended with petroleum in any percentage but the standard storage and handling procedures used for biodiesel are the main issue due to the biodiesel fuel specifications. In the quest for fulfill the industry specifications standard; the fuel should be stored in a clean, dry and dark environment. In this research, three different storage temperature were study which are; low (0 – 5 °C), ambient (25 – 29 °C), and high (40 – 50 °C). The key parameters that are required to store biodiesel are discussed, and the recent research advances are noted. Five types of biodiesel after storage all the samples for 2016 hours were tested plus with two product of combustion. Images analysis for combustion process was used to image appearances analysis. Under 2016 hours of storage duration, the effect of degradation was happen although the effect is not significance because the changes are still in acceptable ranges

Conceptual Foundations of the Balanced Scorecard

David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the world, we extended and broadened the concept into a management tool for describing, communicating and implementing strategy. This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.

Evaluation of strategic information systems planning (SISP) techniques: Driver perspective

Strategic Information Systems Planning (SISP) literature reviews with a focus on the global dimension are considered in this research. The paper counters the evaluation of SISP techniques through information system (IS) strategic drivers. These techniques can be vital contributors in the IS strategy (ISS) designing process. Therefore, categorisation of the techniques of ISS planning will be developed. Keeping in mind the global dimension, the planning team needs to identify how it can cluster an organization’s ISS drivers. This may be achieved by analysing the drivers that can have an effect on IS for the organization, which may support categorisation of drivers against techniques being classified to understand which are needed to fit specific drivers. The contribution of this research is the taxonomy of SISP techniques, with a case study for X international airlines. This classification can benefit evaluation of the ISS planning processes to support decision-makers through the planning process

Integrating Web Services with Competitive Strategies: A Balanced Scorecard Approach

The significance of aligning IT with corporate strategy is widely recognized, but the lack of appropriate methodologies prevented practitioners from integrating IT projects with competitive strategies effectively. This article addresses the issue of deploying Web services strategically using the concept of a widely accepted management tool, the balanced scorecard. A framework is developed to match potential benefits of Web services with corporate strategy in four business dimensions: innovation and learning, internal business process, customer, and financial. It is argued that the strategic benefits of implementing Web services can only be realized if the Web services initiatives are planned and implemented within the framework of an IT strategy that is designed to support the business strategy of a firm

Performance measurement applications in facilities management: An investigation into the future directions

Facilities Management (FM) is very frequently described as, “an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation”. The practical and strategic relevance of FM to organisations in all sectors of the economy is now increasingly recognised. Accordingly, organisations seek to improve their competitiveness by introducing a core business philosophy and restructuring to release senior management time and improve effectiveness. Managements have begun to realise that for organisations to benefit from their enormous investment in facilities, they have to begin managing them actively and creatively with commitment and a broader vision. Formulation of techniques that are capable of assessing “facilities performance” in terms of quality, cost and effectiveness, is therefore critical for “Organisational” and “FM” advancements. Research has emphasised that there is a clear need to measure FM performance which would integrate both the business and facilities domains. Accordingly, this paper summarises a literature review of current leading-edge performance measurement and management practices within facilities management organisations and conceptual models of performance measurement and management from other industries. Accordingly, the paper identifies the directions to develop performance measurement systems in FM with specific links to measure facilities relationships with those of the core business

HR Metrics and Strategy

[Excerpt] The idea that an organization\u27s people represent a key strategic resource is widely accepted. The business press is filled with examples of top executives proclaiming how important it is to engage people\u27s minds and spirits in the quest for competitive advantage (Boudreau & Ramstad, 1997; Boudreau, 1996). There is also mounting scientific evidence that certain bundles of high-performance work practices (e.g., performance-contingent pay, team-based work structures, selective recruitment and hiring, extensive training, etc.) are associated with higher organizational financial performance (Becker & Huselid, forthcoming; Ichniowski, Arthur, MacDuffie, Welbourne & Andrews)

A Nonprofit Organization’s Strategies to Align Its Systems Services with the Needs of Families

In the nonprofit sector, leaders are swiftly recognizing the necessity of aligning community food systems with the dynamic needs of families. This alignment is not only crucial for addressing immediate nutritional needs but also plays a pivotal role in bolstering long-term community resilience and well-being. Grounded in the balanced scorecard and Baldridge Excellence frameworks, the purpose of this qualitative single-case study was to explore strategies some leaders in nonprofit organizations deploy to align community food systems with the food service needs of families. The participants were three leaders with over five years of experience at a nonprofit organization in the southern United States. Data were gathered through interviews and a review of organizational documents. Through thematic analysis, five themes were identified: leadership, governance, strategic planning, customer engagement, and societal responsibility. A key recommendation is for nonprofit leaders to evaluate and adapt services to meet changing family needs routinely. The implications for positive social change include the potential to reinforce community values and enhance citizen safety through personalized services and increased confidence in community support systems

Managing strategic alignment using the balanced scorecard: A Malaysian company’s experience

The main purpose of this study is to explore the used of the Balanced Scorecard (BSC) as a strategic alignment tool in a large Malaysian organization using the qualitative case study approach.This study indicates that the BSC, through its performance indicators helps to partially improve the alignment of a company’s strategic objectives and strategies between the top management and the lower management levels.It also helps to align the various divisions in the organizations at the strategic level.However, full alignment is still a long way to achieve.This study highlighted the importance of awareness, common understanding and systematic alignment process in managing the alignment process and issue faces by the management in the process

Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study

High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments is the alignment between IT and the competitive strategies of a firm. Yet it is largely unclear to both researchers and practitioners how to achieve such alignment in the complex business environment. In this paper, we present and analyze the findings from a case study on how one company uses a well-established strategic management tool, the balanced scorecard, as the framework for aligning its IT initiatives with business strategies. The result is a forward-looking, strategy-oriented corporate culture and financial success for the company. Based on our findings, we expand the Reich and Benbasat alignment model by adding relationship management as an antecedent of alignment and balanced scorecard as a tool for achieving, managing, and sustaining such alignment. Managerial and research implications are discussed, as are directions for future research