Implementation of the levels structure value

We implement the levels structure value (Winter, 1989) for cooperative transfer utility games with a levels structure. The mechanism is a generalization of the bidding mechanism by Perez-Castrillo and Wettstein (2001).levels structure value implementation TU games

Sustainable management: a strategic challenge for a global minerals and metals industry

This paper refers to the concept of sustainable management as the management approach which efficiently integrates economic, environmental and social issues into the operations of the minerals and metals industries, with the aim of creating long-term benefits for all stakeholders, and securing the support, cooperation, and trust of the local community. Among many other issues, sustainable management deals with strategy, responsible project feasibility decisions, managing for operational efficiency, improved risk management, enhanced stakeholder relationships, and corporate reputation. Overall, it deals with seeking long-term competitive advantages through responsible management of environmental and social issues. An essential requirement for sustainable management is the corporate commitment to the values of sustainability, but this is not sufficient. Also essential is the development of a business culture where sustainability is a high professional and business value. Furthermore, an organizational structure with specific roles and integration mechanisms and adequate management systems are also required. Regarding business culture, a well-established business code is a necessary but an insufficient condition. Sustainable management relies on individual ethical conduct and trust to foster full participation of stakeholders and to encourage commitment among them. It allows decision making at appropriate levels in the organization and encourages individual risk-taking for continuous improvement. Without trust, social licence is not achievable. In this paper, the concept of sustainable management is introduced as the management approach that integrates a business culture, strong leadership and an organizational structure that strives for long term economics benefits through sustainability. To achieve this goal, sustainability must be vertically integrated at three organizational levels (corporate, divisional and operational) and three functional levels (strategy, planning and implementation)

Consumer Value-Maximizing Sweepstakes & Contests: A Theoretical and Experimental Investigation

Sweepstakes and contests are an extremely common promotional strategy used by firms. The sweepstakes and contests often differ significantly in the design of reward structure. For example, in 1999, Godiva Chocolates conducted a sweepstakes where one box of chocolates contained a diamond jewellery. The chance of winning was 1 in 320,000. In 2000, M&M conducted a contest where the Grand Prize of a 1,000,000 had winning odds of 1 in 380,000,000 and a million second prizes of a coupon redeemable for a M&M packet had the odds of 1 in 380. In a contest conducted by Planters in 2000, the first prize too was a 1 m (odds 1 in 5,000,000) but there were only 100 second prizes of a NFL football jacket with odds of 1 in 50,000. In 1999, Old Navy conducted a sweepstake where there were 4,552 first prize winners who got $100 gift cards with the odds of winning 1 in 1,000, the 9,105 second prize of$ 20 gift certificates had odds of 1 in 500 and the 13,660 third prizes of $10 certificates and 883,476 fourth prizes of$5 had winning odds of 1 in 333 and 1 in 50 respectively. These examples raise the issue of how reward structure would affect consumer valuation and participation. The objective of this paper is to obtain an understanding of how consumers' valuation of sweepstakes varies on the basis of differing consumer segments and the characteristics of the consumers. Our paper focuses on the decisions pertaining to the reward structure. We examine some commonly used sweepstakes and provide insights on how consumer valuations depend on the number of winners, the number of levels of prizes, and the difference in the awards between the levels (reward spread). We follow the Cumulative Prospect Theory to develop a model for consumer valuations of alternative formats of sweepstakes. The model applies a S-shaped probability weighting function and a loss-aversion framework for the consumers who switched to less preferred brands for sweepstakes but eventually did not win any prizes. We analytically derive our theoretical results and experimentally test some of the key implications. The results of the model show that the sweepstakes reward structure should be based on three factors: the objectives of the firm, the risk aversion of the customers, and the level of sub-additivity of probability weighting. The results of the model prescribes that the firm should begin by setting sweepstake objectives in terms of either attracting switchers or targeting current users. If the objective is to target current users, then the number of prizes awarded should be lower than in the case where the targets are switchers. If the current users are risk neutral, then the consumer value-maximizing award is a single grand prize. If the current users are risk averse, then the award should consist of multiple "large" prizes. When the firm's objective is to draw sales away from competitors, the value-maximizing strategy is to distribute the award money over more prizes. If the non-current user segment is risk neutral with respect to gains but sufficiently risk averse in the domain of losses, then the prescribed reward structure is to have a single grand prize but also include several small prizes which ideally should be close to the opportunity cost of the customers. If the non-loyal customers are risk averse in gain and loss averse, then the best prize allocation is to have both multiple large prizes as well as several small prizes.Another recommendation from the model analysis is that the firm should minimize the number of prizes at each level. In practice, the costs of implementing and communicating such a prize structure could be high. To trade-off between the logistical and communication costs and the theoretically value-maximizing approach, firms could increase the number of prizes at each level for easier implementation. A trade-off is involved between increasing the attractiveness of the sweepstake and the implementation costs of administering several levels of prizes. Often, when the prizes are products rather than cash, the firm may obtain quantity discounts for the products but the value of the products will be the same for the sweepstake participants.Sales promotion, prospect theory, customer loyalty ,

An investigation into current production challenges facing the Libyan cement industry and the need for innovative Total Productive Maintenance (TPM) strategy

Purpose - The purpose of this paper is to investigate maintenance and production problems in the cement industry in Libya with particular emphasis on future implementation of Total Productive Maintenance (TPM). Methodology/ Approach - The paper presents the use of case study approach of production data and history, field visits, a survey methodology using a detailed questionnaire with employees and interviews with top and middle managers in four cement factories. Findings - It has been found that the four factories under investigation have low productivity and production levels when compared with the design values. There is no clear TPM strategy and it has been also found that the lack of training and personal development is the main cause of this problem. In addition, employees are found not to be motivated as a result of the lack of poor management strategy and reward structure. Implications - Based on the findings, a new framework for TPM has been developed. This TPM strategy could be implemented in other Libyan factories as a result of the potential similarities in the cultural and environmental aspects. Practical implications - The current challenges have been identified and comparative analysis is developed into a model for the implementation of TPM. Originality/Value of pape r- The paper highlights limitation is the cement factories in Libya in relation to TPM and production strategies. The importance of adopting a realistic strategy and framework by managers is discussed. This work is developed as collaboration between Academia and Libyan Cement industry for solving productivity problems and develop a strategic framework of TPM for improving the Libyan industry

Enterprise performance evaluation models

Authors conducted a comparison of two models of evaluation results of business: accounting model based on traditional, with regards to financial accounting, concept of the equity and the result of it usage; financial model, which is formed in accordance with the principles of corporate finance. The necessity of using the latter for making effective management decisions and successful implementation of the concept of value-based management in domestic enterprises was covered. Authors suggested an evaluation procedure of market premiums for individual risk as part of the accrual method based on the following groups: management, quality management; size of the enterprise; the structure of financing sources; diversification based on commodity, territory and clientele; levels of profitability and predictability; other factors

A PUSH AND PULL INTERVENTION TO CONTROL AVIAN INFLUENZA: A LESSON LEARNED FROM THE WESTERN JAVA POULTRY SECTOR

HPAI H5N1 is considered endemic in Indonesian poultry and poses a major challenge to animal and human health authorities. The complex structure of the Indonesian poultry meat value chain is an important reason for the limited efficacy of HPAI control in Indonesia so far. The paper objective is to describe how to implement a push-and-pull strategy in the poultry supply chain to control HPAI infection in Western Java. More specifically, this study investigates the poultry value chain in Western Java in relation to consumers’ behavior and governance of the value chain. Implementation of biosecurity and HPAI control measures was strongly related to the governance structure of the chain, with interactions that accentuating the risk of HPAI. In conclusion, a push strategy, as an incentive mechanism, should be designed in such a way that it pays attention to the interactions between actors in a value chain and their impact on introduction and transmission of disease. Moreover, a pull strategy as an incentive mechanism for consumers forcing producers to improve their production environment into higher levels of biosecurity is expected to be less effective than a push strategy targeting producers. Keywords: avian influenza, biosecurity, consumer preferences, willingness to pay, a push and pull strateg

Facilitating the implementation of clinical technology in healthcare : what role does a national agency play?

Background: Accelerating the implementation of new technology in healthcare is typically complex and multi-faceted. One strategy is to charge a national agency with the responsibility for facilitating implementation. This study examines the role of such an agency in the English National Health Service. In particular, it compares two different facilitation strategies employed by the agency to support the implementation of insulin pump therapy. Methods: The research involved an empirical case study of four healthcare organisations receiving different levels of facilitation from the national agency: two received active hands-on facilitation; one was the intended recipient of a more passive, web-based facilitation strategy; the other implemented the technology without any external facilitation. The primary method of data collection was semi structured qualitative interviews with key individuals involved in implementation. The integrated-PARIHS framework was applied as a conceptual lens to analyse the data. Results: The two sites that received active facilitation from an Implementation Manager in the national agency made positive progress in implementing the technology. In both sites there was a high level of initial receptiveness to implementation. This was similar to a site that had successfully introduced insulin pump therapy without facilitation support from the national agency. By contrast, a site that did not have direct contact with the national agency made little progress with implementation, despite the availability of a web-based implementation resource. Clinicians expressed differences of opinion around the value and effectiveness of the technology and contextual barriers related to funding for implementation persisted. The national agency’s intended roll out strategy using passive web-based facilitation appeared to have little impact. Conclusions: When favourable conditions exist, in terms of agreement around the value of the technology, clinician receptiveness and motivation to change, active facilitation via an external agency can help to structure the implementation process and address contextual barriers. Passive facilitation using web-based implementation resources appears less effective. Moving from initial implementation to wider scale-up presents challenges and is an issue that warrants further attention

The development of self-efficacy in the teaching of reading

Licensed primary teachers (N = 93) in nine schools completed surveys of their self-efficacy beliefs, level of implementation, and the value they placed on the strategies before and after participating in four levels of inservice training in the Tucker Signing Strategies for Reading. The independent variable was the structure of the training teachers received, and the dependent variables were teacher sense of efficacy in general, teacher sense of efficacy for reading, implementation of the reading strategies, and the value of the reading strategies taught. Components of the training for the use of Tucker Signing Strategies for Reading were structured into four treatment groups aligned with three of the four sources of self-efficacy development identified by Bandura (1997). Findings indicated that implementation of the Tucker Signing Strategies for Reading increased as inservice training increased in intensity. The most powerful training format was mastery experience, which was distinguished from the other training formats by the addition of follow-up coaching. Inservice training format made a significant contribution to the change in teacher sense of efficacy for reading. Initial teacher sense of efficacy in general and initial teacher sense of efficacy for reading were not factors in predicting the level of implementation of the reading strategies. Final teacher sense of efficacy for reading made a significant contribution to explaining variance in implementation. The strength of the effect of the follow-up coaching workshop model on implementation overpowered the other tested variables. Statistical significance of the change in sense of efficacy for reading was lost when compared with the impact of the follow-up coaching model. Value covaried almost perfectly with implementation for this sample. Unexpected decreases occurred in the change in efficacy scores across treatment groups; a surprising number of participants rated their sense of efficacy lower on the final survey than on the first. Dips in self-efficacy beliefs with exposure to a potentially powerful new teaching strategy underscore the importance of the final treatment component, follow-up coaching, to bolstering teachers\u27 motivation to overcome the anxiety of trying something new

A comparison on the capabilities of Malaysian SMEs with different equity structure in implementing advanced manufacturing technologies

The principal ownership of firms by equity structure or country reflects the differences in management styles and practices. Based on a “culture” of origin, many researchers have argued that national culture and different equity structure have an impact on management strategies and practices. In Malaysia, different equity structure based on the Bumiputra (the people of the land) and non-Bumiputra may have an influence in the implementation process of advanced manufacturing technology. Since the SMEs in Malaysia play a vital role in developing the economy, the use of technologies has been one of the main focuses by the government. Using data collected from 136 manufacturing companies in Malaysia, this paper presents the results of a study on the differences between the Bumiputra and Non-Bumiputra SMEs implementing Advanced Manufacturing Technology (AMT). The survey results showed that although the Bumiputra scored better in its organizational structure planning, provisions and training, it has less number of AMTs, mostly stand alone compared to the non-Bumiputra companies. However, both group of companies focused on short term solutions, rather than planning for the future with the AMTs they implemented. Also, the results indicated that the changes in nonBumiputra can be significantly correlated with AMT, but not so in the case of Bumiputra companies. Based on indices developed for organizational (O) requirements (culture, structure, workers skill) and technology (T) (integration of functions using computer, levels of computer usage), the fit between organization and technology was determined by regression analysis and compared between the two groups. The O-T map showed that most of the Bumiputra companies were in the stage 1 of technology implementation (stand-alone technology), while non-Bumiputra companies lie in stage 2 (having ‘Islands’ of automation). The R-squared value for the non-Bumiputra companies (0.4584) is much higher than the Bumiputra companies (0.2516) indicating that the non-Bumiputra companies has a higher fit between organization and technology. A fit between technology and organization has been shown by many researches as having positive contributions from AMT implementation. The results of the study have provided a better understanding of the underlying factors in these companies in the implementation of technologies, and thus, would enable the government to structure appropriate policies and programs for each group