Demanding business travel:the evolution of the timespaces of business practice

To date, virtual ways of working have yet to substantially reduce demand for business travel. Emerging research claims that virtual and physical work compliment rather than substitute for one another. This suggests travel demand stems from business strategies and achieving business outcomes. In building on these ideas, this chapter draws upon Schatzki’s conception of timespace to capture changes in how two UK-based global construction and engineering consulting firms organise work and the implications in terms of demand for business travel. Overtime, particular forms of spatially stretched organisation which have developed are found to require the interweaving of timespaces through travel. As such, how each firm has evolved has in turn created the contemporary situation of significant and hard to reduce demand for travel

Robust image analysis with sparse representation on quantized visual features

10.1109/TIP.2012.2219543IEEE Transactions on Image Processing223860-871IIPR

Servant leadership in the People's Republic of China: a case study of the public sector

Purpose - This paper seeks to explore whether the Western concept of servant leadership holds the same meaning in the public sector of the cross-cultural context of China and to identify whether there is an alternative term in the Chinese language that closely relates to the concept of servant leadership Design/methodology/approach - An inductive approach is adopted based on critical incident technique, using an open-ended survey to collect the data. Findings - It was found that the concept of servant leadership holds parallel meaning in China to that of the West and that the Chinese concept of servant leadership can be described precisely as public servant leadership in the public sector and servant leadership in the non-public sector. When asked to characterize Chinese servant leadership in the public sector, the study respondents consider six types of servant leadership similar to the West but also three types of Chinese extended servant leadership. Originality/value - The paper is a first attempt to examine servant leadership in the public sector in China. It not only reports various forms of Chinese servant leadership orientation, but also compares and contrasts various servant leadership forms between China and the West, highlighting research gaps for future research within the context of the People's Republic of China (PRC) and the West