Green Activity Based Management (ABM) for Organisations

Green Activity Based Management (ABM) is a bottom-up approach for environmentally sustainable business process management. This approach extends Activity Based Costing (ABC) and Critical Path Method (CPM) principles for the purpose of capturing, measuring, modelling and reporting Greenhouse Gas (GHG) emissions. The Green ABM not only looks at GHG emissions but also considers cost and time as well. Thus, this provides a holistic picture of these inter-dependent dimensions to the organizational manager for decision making. Furthermore, this research shows that Green ABM can be used to minimise the costs associated with the timing of activities while keeping other business objectives in consideration

Strategic enterprise management systems : tools for the 21st century

https://egrove.olemiss.edu/aicpa_guides/1228/thumbnail.jp

An empirical investigation on the balanced scorecard in the context of analytical applications

For an organisation to achieve its goals in today’s digital global economy, the network is what is relied upon to deliver. Computers and applications once provided the back office support for a company, however now they contain the lifeblood of the whole organisation, the most precious of strategic resources- information. Traditionally networks were separate entities, supporting individual processes or tasks. Today the network is an integration of several different applications all joined together to provide a single accessible architecture. Thus realising huge cost savings to the organisation. However this was not enough, flexibility to change to meet the demands placed upon it in a changing environment became an essential attribute. To achieve competitive advantage in this respect, applications and networks have to be intelligent, carrying out several analytical functions with minimal instruction. Activity Based Costing/Management applications in networks are examples of this. Add to this then the presence of balanced scorecard applications and you have an integrated network that not only tells you how a particular organisational strategy is progressing but also how and where it is failing to achieve its goals. Using this as an analogy to the concept of analytical applications, it was discovered that the very analytical applications that support the balanced scorecard solutions, are themselves becoming solutions. These solutions are given the handle of the balanced scorecard, while in fact they represent very little of the scorecard techniques. The research shows that finding an alternative 'balanced' solution afforded by the technology, separates organisations from paying additional royalties to the balanced scorecard creators. Thus showing that the technology of the applications themselves is indeed changing what is essentially a balanced scorecard of information.For an organisation to achieve its goals in today’s digital global economy, the network is what is relied upon to deliver. Computers and applications once provided the back office support for a company, however now they contain the lifeblood of the whole organisation, the most precious of strategic resources- information. Traditionally networks were separate entities, supporting individual processes or tasks. Today the network is an integration of several different applications all joined together to provide a single accessible architecture. Thus realising huge cost savings to the organisation. However this was not enough, flexibility to change to meet the demands placed upon it in a changing environment became an essential attribute. To achieve competitive advantage in this respect, applications and networks have to be intelligent, carrying out several analytical functions with minimal instruction. Activity Based Costing/Management applications in networks are examples of this. Add to this then the presence of balanced scorecard applications and you have an integrated network that not only tells you how a particular organisational strategy is progressing but also how and where it is failing to achieve its goals. Using this as an analogy to the concept of analytical applications, it was discovered that the very analytical applications that support the balanced scorecard solutions, are themselves becoming solutions. These solutions are given the handle of the balanced scorecard, while in fact they represent very little of the scorecard techniques. The research shows that finding an alternative 'balanced' solution afforded by the technology, separates organisations from paying additional royalties to the balanced scorecard creators. Thus showing that the technology of the applications themselves is indeed changing what is essentially a balanced scorecard of information

Antitumour activity of neratinib in patients with HER2-mutant advanced biliary tract cancers

HER2 mutations are infrequent genomic events in biliary tract cancers (BTCs). Neratinib, an irreversible, pan-HER, oral tyrosine kinase inhibitor, interferes with constitutive receptor kinase activation and has activity in HER2-mutant tumours. SUMMIT is an open-label, single-arm, multi-cohort, phase 2, \u27basket\u27 trial of neratinib in patients with solid tumours harbouring oncogenic HER2 somatic mutations (ClinicalTrials.gov: NCT01953926). The primary objective of the BTC cohort, which is now complete, is first objective response rate (ORR) to neratinib 240 mg orally daily. Secondary objectives include confirmed ORR, clinical benefit rate, progression-free survival, duration of response, overall survival, safety and tolerability. Genomic analyses were exploratory. Among 25 treatment-refractory patients (11 cholangiocarcinoma, 10 gallbladder, 4 ampullary cancers), the ORR is 16% (95% CI 4.5-36.1%). The most common HER2 mutations are S310F (n = 11; 48%) and V777L (n = 4; 17%). Outcomes appear worse for ampullary tumours or those with co-occurring oncogenic TP53 and CDKN2A alterations. Loss of amplified HER2 S310F and acquisition of multiple previously undetected oncogenic co-mutations are identified at progression in one responder. Diarrhoea is the most common adverse event, with any-grade diarrhoea in 14 patients (56%). Although neratinib demonstrates antitumour activity in patients with refractory BTC harbouring HER2 mutations, the primary endpoint was not met and combinations may be explored

Antitumour activity of neratinib in patients with HER2-mutant advanced biliary tract cancers

Antitumour activity; Neratinib; Biliary tract cancersActividad antitumoral; Neratinib; Cánceres de vías biliaresActivitat antitumoral; Neratinib; Càncers de vies biliarsHER2 mutations are infrequent genomic events in biliary tract cancers (BTCs). Neratinib, an irreversible, pan-HER, oral tyrosine kinase inhibitor, interferes with constitutive receptor kinase activation and has activity in HER2-mutant tumours. SUMMIT is an open-label, single-arm, multi-cohort, phase 2, ‘basket’ trial of neratinib in patients with solid tumours harbouring oncogenic HER2 somatic mutations (ClinicalTrials.gov: NCT01953926). The primary objective of the BTC cohort, which is now complete, is first objective response rate (ORR) to neratinib 240 mg orally daily. Secondary objectives include confirmed ORR, clinical benefit rate, progression-free survival, duration of response, overall survival, safety and tolerability. Genomic analyses were exploratory. Among 25 treatment-refractory patients (11 cholangiocarcinoma, 10 gallbladder, 4 ampullary cancers), the ORR is 16% (95% CI 4.5–36.1%). The most common HER2 mutations are S310F (n = 11; 48%) and V777L (n = 4; 17%). Outcomes appear worse for ampullary tumours or those with co-occurring oncogenic TP53 and CDKN2A alterations. Loss of amplified HER2 S310F and acquisition of multiple previously undetected oncogenic co-mutations are identified at progression in one responder. Diarrhoea is the most common adverse event, with any-grade diarrhoea in 14 patients (56%). Although neratinib demonstrates antitumour activity in patients with refractory BTC harbouring HER2 mutations, the primary endpoint was not met and combinations may be explored.The SUMMIT trial was sponsored/funded by Puma Biotechnology, Inc. Investigators from MSKCC who participated in the trial were also supported in part by a Cancer Center Support Grant (P30 CA008748) and Cycle for Survival. Puma Biotechnology, Inc was involved in the following: study design; data collection, analysis and interpretation of the data; writing of the report; the decision to submit the article for publication. The authors would like to thank all patients and their families for participating in the SUMMIT trial. The authors acknowledge David Hyman (Memorial Sloan Kettering), Richard Bryce (Puma Biotechnology), and Alshad Lalani (Puma Biotechnology) for their important contributions to the original SUMMIT study design, oversight, and interpretation, and Feng Xu (Puma Biotechnology) and Jane Liang (Puma Biotechnology) for statistical and programming support. The authors also thank Lee Miller and Deirdre Carman (Miller Medical Communications Ltd) for medical writing/editing assistance, which was funded by Puma Biotechnology, Inc

Statistical Models for the Analysis of Optimization Algorithms with Benchmark Functions

Frequentist statistical methods, such as hypothesis testing, are standard practice in papers that provide benchmark comparisons. Unfortunately, these methods have often been misused, e.g., without testing for their statistical test assumptions or without controlling for family-wise errors in multiple group comparisons, among several other problems. Bayesian Data Analysis (BDA) addresses many of the previously mentioned shortcomings but its use is not widely spread in the analysis of empirical data in the evolutionary computing community. This paper provides three main contributions. First, we motivate the need for utilizing Bayesian data analysis and provide an overview of this topic. Second, we discuss the practical aspects of BDA to ensure that our models are valid and the results transparent. Finally, we provide five statistical models that can be used to answer multiple research questions. The online appendix provides a step-by-step guide on how to perform the analysis of the models discussed in this paper, including the code for the statistical models, the data transformations and the discussed tables and figures.Comment: In submissio

Management accounting innovations in the UK manufacturing sector : With special emphasis on ABC paradox

EThOS - Electronic Theses Online ServiceGBUnited Kingdo

A strategy execution model for the public sector in an emerging economy

Public sector organisations are investing more money in the formulation of strategies each year. However, few who create good strategies eventually have compelling success in their execution endeavours. The strategy-to-execution gap, often referred to as strategic discord, is a long-lasting problem with no easy solution at hand. This study, therefore, intended to explore the development of a suitable strategy execution model for the public sector in an emerging economy. A sequential explanatory mixed-methods (SEMM) research design (quantitative followed by a qualitative phase) was adopted. The results described were Conflicting stakeholder expectations and Resource availability as key barriers hindering successful strategy execution in the public sector. These key obstacles include the Lack of resources, preparing an organisation for execution and the Lack of models that assist in the execution process. The literature review provided the foundation for the development of the measuring instrument in the first phase of the study. The questionnaire provided the basis for the quantitative data, derived from a representative sample of 380 managers, followed by 15 semi-structured interviews for the qualitative data. Structural Equation Modelling (SEM) was conducted to establish the statistical model fit. Hypotheses were then examined between model constructs of Stakeholder objectives, Resources and Strategy to determine their influence on one another. The results of the literature study were combined with the empirical study to convey that resource availability is the most important enabler of strategy execution. Nevertheless, there are also additional significant characteristics of alignment, hence the substantial mediating correlation between strategy implementation and execution. While the association between stakeholder objectives and resource availability was not confirmed in the quantitative component of the study, most of the respondents in the qualitative phase articulated that this was due to the key differences in stakeholders’ objectives between the private and public sectors. The statistical analysis of the research confirmed the reliability and validity of the measuring instrument in an emerging economy context. The new model could enable both public and private sector organisations to determine or predict strategic execution success through the assessment of resource risks early in the process.Graduate School of Business LeadershipPh. D. (Business Leadership

Strategic business management : from planning to performance

https://egrove.olemiss.edu/aicpa_guides/2682/thumbnail.jp