Far better than nothing at all: Towards a contingency-based evaluation of management consulting services

The evaluation of consulting services is a widely, but controversially discussed issue. While there is obviously an increasing need for appropriate evaluation, there are critics questioning the applicability of evaluation methods as well as the motivation to assess. We provide a framework that can be used to improve project evaluations and structures future academic and practical discussions as it integrates relevant contingency factors (project type, consultant-client-relationship, characteristics of the evaluator) that affect opportunities and abilities to evaluate project input, throughput, and output. We summarize the prospects and challenges for the research agenda and suggest some management implications. --Management consulting,evaluation,performance,contingency factors

Simulation of speed control brushless DC motor using gaussian fuzzy logic controller

This paper presents a control scheme of a Fuzzy Logic for the brushless direct current (BLDC) motor drives. The BLDC motor has some advantages compare to others type of motors. However, the nonlinearity of this motor drive characteristics cause it is difficult to handle using conventional proportional-integral-differential (PID) controller. In order to overcome this main problem, Fuzzy Logic controller with a Gaussian membership function is developed. The mathematical model of BLDC motor is derived. The controller is designed to tracks variations of speed references and stabilizes the output speed during load variations. The effectiveness of the proposed method is verified by develop simulation model in Matlab Simulink software. The simulation results show that the proposed Fuzzy Logic controller (FLC) produce significant improvement control performance compare to the PID controller for both condition controlling speed reference variations and load disturbance variations

Uncertainty and the discrepancy between rate of return estimates at project appraisal and project completion

This report analyzes the World Bank's experience with project analysis from a sample of 1,105 projects. The authors compare estimated rates of return at appraisal with re-estimated rates of return at the project completion. Their findings confirm a high degree of uncertainty in project analysis. Only a small part of the discrepancy between estimated rates of return at appraisal and the re-estimated rates of return at project completion can be explained, even with the benefit of hindsight. They conclude that World Bank appraisal estimates of rates of return are too optimistic, and that uncertainties seems to be higher in the directly productive sectors (agriculture and Industry). Estimated rates of return seem more stable for infrastructure projects. One alternative to correcting modal estimates of implementation variables for"bad surprises"might be to set different minimum rate-of return criteria for different types of projects based on observed divergences in rate of return. Traditional methods of project evaluation and selection have been unable to reduce this large measure of uncertainty.ICT Policy and Strategies,Environmental Economics&Policies,Banks&Banking Reform,Health Economics&Finance,Economic Theory&Research

An implementation-based approach to SHRM: the concept of hr practice intensity and its relationship

The present work intends to open new avenues for research under this implementation-based approach. In an exploratory analysis, we propose and test a type of measure, the intensity of HR practices implementation at the individual level, that has been barely used in the HRM-performance literature (Boselie et al, 2005; Paauwe and Boselie, 2005; Dorenbosch and Van Veldhoven, 2006). To this purpose, we work over the complete ERP-based datasets of two companies from different industries (banking and IT) which comprise the quantification of the impact of a set of HR practices on an individual employee level.

Strategic human resource management: insights from the international hotel industry

In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resource-based view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers’ expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect

Rapid Budget Analysis of the Agricultural Sector for the General Budget Support Annual Review 2010/11.

The main objective of the budget analysis chapter is to provide an overall assessment of how well the approved budget allocations in 2010-11 align with the strategic objectives and with sector strategic priorities of the Second National Strategy for Growth and Reduction of Poverty (known by its Kiswahili acronym, MKUKUTA II). It also assesses the consistency of the actual spending and approved budget in 2009-10. In evaluating the alignment of the budget and MKUKUTA's strategic objectives and sector strategic priorities, the analysis gauges the accuracy and reliability of the macro and budget framework, share of the budget allocated to MKUKUTA cluster strategies, share of the budget allocated to capital investment, and strategic prioritization within key sectors. This budget analysis chapter summarizes nine background notes that covered six key sectors and three thematic areas. The six key sectors are education, health, water, roads, energy, and agriculture; the three thematic areas are the wage bill, local government, and aggregate analysis. The six sectors were selected because they consume approximately 60 percent of the overall budget and are keys to achieving the MKUKUTA strategic objectives of growth and reduction of poverty. The three thematic areas were selected because of their crosscutting nature, as they touch each key sector but also are critical for achieving the MKUKUTA strategic objectives.

Credit analysis policies in construction project finance

This paper aims to illustrate a revolutionary approach to bank financing of extensive investment projects developed by major corporations. The new approach pertains to corporate banking and is applied to corporate projects developed by special purpose vehicles. The theoretical framework highlights general aspects of project finance and of construction projects management in general, with special focus on residential constructions. The second part adds to the theoretical structure the example of a project finance policy implemented by a Romanian subsidiary of a foreign bank and places the emphasis on the credit analysis in case of residential construction projects. The final objective of the paper is to bridge the corporate banking field with project finance, regarded as a banking field of its own, in line with the vision of the bank subject to this article.credit analysis, project finance, banking institutions.

The impact of an innovative human resource function on firm performance: the moderating role of financing strategy

The current study examined the impact of the human resource function and financing strategy on the financial performance of 104 UK manufacturing firms. Hypotheses are drawn from a resource-based perspective on human resource management and a financial theory perspective on capital structure. Results show that an innovative HR function is significantly related to economic performance. However, the relationship between an innovative HR function and economic performance was moderated by the firm¿s financing strategy. Firms obtained higher returns from an innovative HR function when pursuing a low leveraging (debt) financing strategy, a finding consistent with modern finance theory notions that firmspecific strategic assets provide greatest value when financed primarily through equity as opposed to debt