Repensar el Patronat desde la vivienda

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Ozu’s room

A través del análisis de un autorretrato de Yasujiro Ozu se identifican las claves de su filmografía, cuyo escenario principal es la casa tradicional japonesa. Más allá de su función como marco de vida, el escenario doméstico cobra especial relevancia. La historia narrativa construye situaciones que evidencian el potencial del soporte arquitectónico, y permiten entender el modo de habitar nipón junto al sentido japonés del espacio.ENG: Through the analysis of a self-portrait of Yasujiro Ozu are identified keys of his films whose main stage is the traditional Japanese house. Beyond its function as a part of life, the domestic scene has special relevance. The argument creates situations that evidence the capability of architectural support and allow understanding the way of Nippon living and the Japanese sense of space.Peer Reviewe

Capacidades y mujer emprendedora

Este artículo muestra la incorporación de la mujer a la formación de capital humano, su situación laboral y su situación como directiva en España, y propone un conjunto de teorías o enfoques que contribuyen al examen de la situación de la mujer. Por otra parte examina la literatura de referencia sobre los aspectos políticos y de concepción de la mujer en los países capitalistas, así como sus condiciones laborales en relación con la equidad (dimensión ética y moral) y la productividad (dimensión económica). Distinguir ambas dimensiones clarifica las políticas públicas y de empresa que conviene [email protected]; [email protected]

Reordenación de un espacio verde entre Avenida Mónaco y Calle Verdi en Badalona

Postprint (author's final draft

Viviendas para gente mayor CAP y Casal en Glòries

Postprint (author's final draft

Viviendas y equipamiento en la calle Lluís Borrassà

Postprint (author's final draft

Talent Goes Social: Online Corporate Networking and Business Performance

[EN] This study examines the effect of online social talent on business performance. The paper uses data from a selected sample of 296 companies from the S&P 500 list with active corporate profiles on LinkedIn. The empirical design consists of non-linear techniques to test the hypothesis that financial performance (i.e., revenue) and online social talent (i.e., employee online profile and skills) have a positive and non-linear relationship. The findings show that internal online social talent measured by employees' online profiles, and their skills are positively associated with companies' financial performance. The study provides insights into talent management in the digital age and elucidates the role of online corporate social networking in business performance.This research was funded by MICINN (Spanish Government), grant number RTI2018-100899-B-I00 and Generalitat Valenciana, grant number GV/2020/012.Paniagua, J.; Peris-Ortiz, M.; Korzynski, P. (2020). Talent Goes Social: Online Corporate Networking and Business Performance. Sustainability. 12(20):1-13. https://doi.org/10.3390/su12208660S1131220Worldwide Digital Population as of JULY 2020https://www.statista.com/statistics/617136/digital-population-worldwide/Korzynski, P., Rook, C., Florent Treacy, E., & Kets de Vries, M. (2020). The impact of self-esteem, conscientiousness and pseudo-personality on technostress. Internet Research, 31(1), 59-79. doi:10.1108/intr-03-2020-0141DiPrete, T. A. (1987). Horizontal and Vertical Mobility in Organizations. Administrative Science Quarterly, 32(3), 422. doi:10.2307/2392913Stewman, S., & Konda, S. L. (1983). Careers and Organizational Labor Markets: Demographic Models of Organizational Behavior. American Journal of Sociology, 88(4), 637-685. doi:10.1086/227728Korzynski, P. (2014). How does online social networking help leaders communicate? evidence from the Fortune 500. Asia Pacific Journal of Human Resources, 52(4), 460-475. doi:10.1111/1744-7941.12041Barden, J. Q., & Mitchell, W. (2007). Disentangling the Influences of Leaders’ Relational Embeddedness on Interorganizational Exchange. Academy of Management Journal, 50(6), 1440-1461. doi:10.5465/amj.2007.28225983Farley, C. (2005). HR’s role in talent management and driving business results. Employment Relations Today, 32(1), 55-61. doi:10.1002/ert.20053Barney, J. B., & Wright, P. M. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1), 31-46. doi:10.1002/(sici)1099-050x(199821)37:13.0.co;2-wRao, H., & Drazin, R. (2002). Overcoming Resource Constraints on Product Innovation by Recruiting Talent From Rivals: A Study of the Mutual Fund Industry, 1986–1994. Academy of Management Journal, 45(3), 491-507. doi:10.5465/3069377Story, J. S., & Castanheira, F. (2013). The Impact of CSR Practices on Organizational Attractiveness: HRM Implications. Academy of Management Proceedings, 2013(1), 14342. doi:10.5465/ambpp.2013.14342abstractKnudsen, E. S., & Lien, L. B. (2013). Investments in Recessions. Academy of Management Proceedings, 2013(1), 17057. doi:10.5465/ambpp.2013.17057abstractTarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133. doi:10.1016/j.jwb.2009.09.019Cappelli, P., Singh, H., Singh, J., & Useem, M. (2010). The India Way: Lessons for the U.S. Academy of Management Perspectives, 24(2), 6-24. doi:10.5465/amp.24.2.6CHOI, H., & VARIAN, H. (2012). Predicting the Present with Google Trends. Economic Record, 88, 2-9. doi:10.1111/j.1475-4932.2012.00809.xEttredge, M., Gerdes, J., & Karuga, G. (2005). Using web-based search data to predict macroeconomic statistics. Communications of the ACM, 48(11), 87-92. doi:10.1145/1096000.1096010Paniagua, J., & Sapena, J. (2014). Business performance and social media: Love or hate? Business Horizons, 57(6), 719-728. doi:10.1016/j.bushor.2014.07.005Korzynski, P., & Paniagua, J. (2016). Score a tweet and post a goal: Social media recipes for sports stars. Business Horizons, 59(2), 185-192. doi:10.1016/j.bushor.2015.11.002Korzynski, P., Paniagua, J., & Rodriguez-Montemayor, E. (2019). Employee creativity in a digital era: the mediating role of social media. Management Decision, 58(6), 1100-1117. doi:10.1108/md-05-2018-0586Paniagua, Rivelles, & Sapena. (2019). Social Determinants of Success: Social Media, Corporate Governance and Revenue. Sustainability, 11(19), 5164. doi:10.3390/su11195164Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179. doi:10.1016/j.jwb.2013.11.001Collings, D. G., & Mellahi, K. (2013). Commentary on: «Talent—innate or acquired? Theoretical considerations and their implications for talent management». Human Resource Management Review, 23(4), 322-325. doi:10.1016/j.hrmr.2013.08.003Kehinde, J. (2012). Talent Management: Effect on Organization Performances. Journal of Management Research, 4(2). doi:10.5296/jmr.v4i2.937Vaiman, V., & Collings, D. G. (2013). Talent management: advancing the field. The International Journal of Human Resource Management, 24(9), 1737-1743. doi:10.1080/09585192.2013.777544Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313. doi:10.1016/j.hrmr.2009.04.001Korzynski, P., Mazurek, G., & Haenlein, M. (2020). Leveraging employees as spokespeople in your HR strategy: How company-related employee posts on social media can help firms to attract new talent. European Management Journal, 38(1), 204-212. doi:10.1016/j.emj.2019.08.003Kietzmann, J. H., Hermkens, K., McCarthy, I. P., & Silvestre, B. S. (2011). Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons, 54(3), 241-251. doi:10.1016/j.bushor.2011.01.005O’Connor, P. (2010). Managing a Hotel’s Image on TripAdvisor. Journal of Hospitality Marketing & Management, 19(7), 754-772. doi:10.1080/19368623.2010.508007Fieseler, C., Fleck, M., & Meckel, M. (2009). Corporate Social Responsibility in the Blogosphere. Journal of Business Ethics, 91(4), 599-614. doi:10.1007/s10551-009-0135-8Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229-1236. doi:10.1016/j.jbusres.2009.11.002Trainor, K. J., Andzulis, J. (Mick), Rapp, A., & Agnihotri, R. (2014). Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM. Journal of Business Research, 67(6), 1201-1208. doi:10.1016/j.jbusres.2013.05.002De Vries, L., Gensler, S., & Leeflang, P. S. H. (2012). Popularity of Brand Posts on Brand Fan Pages: An Investigation of the Effects of Social Media Marketing. Journal of Interactive Marketing, 26(2), 83-91. doi:10.1016/j.intmar.2012.01.003Follower Numbers on Twitter Do Matter (Just Not In The Way That You Think)http://www.mediabistro.com/alltwitter/followers_b25105Paniagua, J., Korzynski, P., & Mas-Tur, A. (2017). Crossing borders with social media: Online social networks and FDI. European Management Journal, 35(3), 314-326. doi:10.1016/j.emj.2016.09.002Prpić, J., Shukla, P. P., Kietzmann, J. H., & McCarthy, I. P. (2015). How to work a crowd: Developing crowd capital through crowdsourcing. Business Horizons, 58(1), 77-85. doi:10.1016/j.bushor.2014.09.005Ahuja, G. (2000). The duality of collaboration: inducements and opportunities in the formation of interfirm linkages. Strategic Management Journal, 21(3), 317-343. doi:10.1002/(sici)1097-0266(200003)21:33.0.co;2-bHarris, L., & Rae, A. (2011). Building a personal brand through social networking. Journal of Business Strategy, 32(5), 14-21. doi:10.1108/02756661111165435Ollier-Malaterre, A., Rothbard, N. P., & Berg, J. M. (2013). When Worlds Collide in Cyberspace: How Boundary Work in Online Social Networks Impacts Professional Relationships. Academy of Management Review, 38(4), 645-669. doi:10.5465/amr.2011.0235Keenan, A., & Shiri, A. (2009). Sociability and social interaction on social networking websites. Library Review, 58(6), 438-450. doi:10.1108/00242530910969794Hanna, R., Rohm, A., & Crittenden, V. L. (2011). We’re all connected: The power of the social media ecosystem. Business Horizons, 54(3), 265-273. doi:10.1016/j.bushor.2011.01.007Subramani, M. R., & Rajagopalan, B. (2003). Knowledge-sharing and influence in online social networks via viral marketing. Communications of the ACM, 46(12), 300-307. doi:10.1145/953460.953514Carmeli, A., & Tishler, A. (2004). The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 25(13), 1257-1278. doi:10.1002/smj.428Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23(12), 1077-1093. doi:10.1002/smj.274Roberson, Q. M., & Williamson, I. O. (2012). Justice in Self-Managing Teams: The Role of Social Networks in the Emergence of Procedural Justice Climates. Academy of Management Journal, 55(3), 685-701. doi:10.5465/amj.2009.0491Fountain, C. (2005). Finding a Job in the Internet Age. Social Forces, 83(3), 1235-1262. doi:10.1353/sof.2005.0030Corkindale, D., & Newall, J. (1978). Advertising Thresholds and Wearout. European Journal of Marketing, 12(5), 329-378. doi:10.1108/eum0000000004971Marwell, G., Oliver, P. E., & Prahl, R. (1988). Social Networks and Collective Action: A Theory of the Critical Mass. III. American Journal of Sociology, 94(3), 502-534. doi:10.1086/229028Lin, K.-Y., & Lu, H.-P. (2011). Why people use social networking sites: An empirical study integrating network externalities and motivation theory. Computers in Human Behavior, 27(3), 1152-1161. doi:10.1016/j.chb.2010.12.009Venkatraman, N., & Ramanujam, V. (1986). Measurement of Business Performance in Strategy Research: A Comparison of Approaches. Academy of Management Review, 11(4), 801-814. doi:10.5465/amr.1986.4283976Spector, P. E. (2019). Do Not Cross Me: Optimizing the Use of Cross-Sectional Designs. Journal of Business and Psychology, 34(2), 125-137. doi:10.1007/s10869-018-09613-8McCann, M., & Barlow, A. (2015). Use and measurement of social media for SMEs. 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The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance. Journal of Management, 31(4), 622-640. doi:10.1177/0149206304272347Yates, D., & Paquette, S. (2011). Emergency knowledge management and social media technologies: A case study of the 2010 Haitian earthquake. International Journal of Information Management, 31(1), 6-13. doi:10.1016/j.ijinfomgt.2010.10.00

Open innovation: past, present and future trends

[EN] Purpose The purpose of this paper is to provide interested parties with the means of grasping how the literature on open innovation has evolved over the course of time. In this way, the authors furthermore contribute towards a better understanding, scaling and positioning of this field of research. Design/methodology/approach This study applies a combination of bibliometric techniques, such as citations, co-citations and social network analysis in order to map the scientific domain of open innovation. Currently, bibliometric analysis represents a methodology in effect on a global scale to evaluate the existing state of fields of research (Mutschke et al., 2011). This spans the application of quantitative and statistical analysis to publications such as articles and their respective citations and serving to evaluate the performance of research through returning data on all of the activities ongoing in a scientific field with summaries of these data generating a broad perspective on the research activities and impacts, especially as regards the researchers, journals, countries and universities (Hawkins, 1977; Osareh, 1996; Thomsom Reuters, 2008). Findings This research aims to map and analyse the intellectual knowledge held on open innovation. To this end, the authors carried out a bibliometric study with recourse to co-citations. Based on cluster and factorial analyses, it is possible identify and classify the several theoretical perspectives on open innovation across six areas: open innovation concept, open innovation and networks, open innovation and knowledge, open Innovation, and innovation spillovers, open innovation management and open innovation and technology.JoAo J. Ferreira and Cristina I. Fernandes acknowledge the financial support from NECE - Research Unit in Business Sciences funded by the Multiannual Funding Programme of R&D Centres of FCT - Fundacao para a Ciencia e a Tecnologia (Project UID/GES/04630/2013).Fernandes, C.; Ferreira, J.; Peris-Ortiz, M. (2019). Open innovation: past, present and future trends. Journal of Organizational Change Management. 32(5):578-602. https://doi.org/10.1108/JOCM-09-2018-0257S578602325Ahn, J. M., Minshall, T., & Mortara, L. (2017). Understanding the human side of openness: the fit between open innovation modes and CEO characteristics. R&D Management, 47(5), 727-740. doi:10.1111/radm.12264Alexy, O., George, G., & Salter, A. J. (2013). Cui Bono? The Selective Revealing of Knowledge and Its Implications for Innovative Activity. Academy of Management Review, 38(2), 270-291. doi:10.5465/amr.2011.0193Baldwin, C., & von Hippel, E. (2011). Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6), 1399-1417. doi:10.1287/orsc.1100.0618Ballell, L., Bates, R. H., Young, R. J., Alvarez-Gomez, D., Alvarez-Ruiz, E., Barroso, V., … Cammack, N. (2013). Fueling Open-Source Drug Discovery: 177 Small-Molecule Leads against Tuberculosis. ChemMedChem, 8(2), 313-321. doi:10.1002/cmdc.201200428Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. doi:10.1177/014920639101700108Belussi, F., Sammarra, A., & Sedita, S. R. (2010). Learning at the boundaries in an «Open Regional Innovation System»: A focus on firms’ innovation strategies in the Emilia Romagna life science industry. Research Policy, 39(6), 710-721. doi:10.1016/j.respol.2010.01.014Berchicci, L. (2013). Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance. Research Policy, 42(1), 117-127. doi:10.1016/j.respol.2012.04.017Berkhout, G., Hartmann, D., & Trott, P. (2010). Connecting technological capabilities with market needs using a cyclic innovation model. R&D Management, 40(5), 474-490. doi:10.1111/j.1467-9310.2010.00618.xBerthon, P., Ewing, M. T., & Napoli, J. (2008). Brand Management in Small to Medium-Sized Enterprises*. Journal of Small Business Management, 46(1), 27-45. doi:10.1111/j.1540-627x.2007.00229.xBianchi, M., Campodall’Orto, S., Frattini, F., & Vercesi, P. (2010). Enabling open innovation in small- and medium-sized enterprises: how to find alternative applications for your technologies. R&D Management, 40(4), 414-431. doi:10.1111/j.1467-9310.2010.00613.xChen, J., Chen, Y., & Vanhaverbeke, W. (2011). The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms. Technovation, 31(8), 362-373. doi:10.1016/j.technovation.2011.03.002Cheng, C.-F., Lai, M.-K., & Wu, W.-Y. (2010). Exploring the impact of innovation strategy on R&D employees’ job satisfaction: A mathematical model and empirical research. Technovation, 30(7-8), 459-470. doi:10.1016/j.technovation.2010.03.006Chesbrough, H. and Bogers, M. (2014), “Explicating open innovation: clarifying an emerging paradigm for understanding innovation”, in Chesbrough, H., Vanhaverbeke, W. and West, J. (Eds), New Frontiers in Open Innovation, Oxford University Press, Oxford, pp. 3-28.Chesbrough, H. (2012). Open Innovation: Where We’ve Been and Where We’re Going. Research-Technology Management, 55(4), 20-27. doi:10.5437/08956308x5504085Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and Strategy. California Management Review, 50(1), 57-76. doi:10.2307/41166416Chiaroni, D., Chiesa, V., & Frattini, F. (2011). The Open Innovation Journey: How firms dynamically implement the emerging innovation management paradigm. Technovation, 31(1), 34-43. doi:10.1016/j.technovation.2009.08.007Christensen, J. F., Olesen, M. H., & Kjær, J. S. (2005). The industrial dynamics of Open Innovation—Evidence from the transformation of consumer electronics. Research Policy, 34(10), 1533-1549. doi:10.1016/j.respol.2005.07.002Cooke, P. (2005). Regionally asymmetric knowledge capabilities and open innovation. Research Policy, 34(8), 1128-1149. doi:10.1016/j.respol.2004.12.005Cooper, R. G. (2008). Perspective: The Stage-Gate®Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213-232. doi:10.1111/j.1540-5885.2008.00296.xDahlander, L., & Gann, D. M. (2010). How open is innovation? Research Policy, 39(6), 699-709. doi:10.1016/j.respol.2010.01.013Dahlander, L., O’Mahony, S., & Gann, D. M. (2014). One foot in, one foot out: how does individuals’ external search breadth affect innovation outcomes? Strategic Management Journal, 37(2), 280-302. doi:10.1002/smj.2342Di Gangi, P. M., & Wasko, M. (2009). Steal my idea! Organizational adoption of user innovations from a user innovation community: A case study of Dell IdeaStorm. Decision Support Systems, 48(1), 303-312. doi:10.1016/j.dss.2009.04.004Dodgson, M., Gann, D., & Salter, A. (2006). The role of technology in the shift towards open innovation: the case of Procter & Gamble. R and D Management, 36(3), 333-346. doi:10.1111/j.1467-9310.2006.00429.xDoloreux, D., & Melançon, Y. (2008). On the dynamics of innovation in Quebec’s coastal maritime industry. Technovation, 28(4), 231-243. doi:10.1016/j.technovation.2007.10.006Drechsler, W., & Natter, M. (2012). Understanding a firm’s openness decisions in innovation. Journal of Business Research, 65(3), 438-445. doi:10.1016/j.jbusres.2011.11.003Chatenier, E. du, Verstegen, J. A. A. M., Biemans, H. J. A., Mulder, M., & Omta, O. S. W. F. (2010). Identification of competencies for professionals in open innovation teams. R&D Management, 40(3), 271-280. doi:10.1111/j.1467-9310.2010.00590.xEbner, W., Leimeister, J. M., & Krcmar, H. (2009). Community engineering for innovations: the ideas competition as a method to nurture a virtual community for innovations. R&D Management, 39(4), 342-356. doi:10.1111/j.1467-9310.2009.00564.xEnkel, E., Gassmann, O., & Chesbrough, H. (2009). Open R&D and open innovation: exploring the phenomenon. R&D Management, 39(4), 311-316. doi:10.1111/j.1467-9310.2009.00570.xFaems, D., De Visser, M., Andries, P., & Van Looy, B. (2010). Technology Alliance Portfolios and Financial Performance: Value-Enhancing and Cost-Increasing Effects of Open Innovation*. Journal of Product Innovation Management, 27(6), 785-796. doi:10.1111/j.1540-5885.2010.00752.xFaraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge Collaboration in Online Communities. Organization Science, 22(5), 1224-1239. doi:10.1287/orsc.1100.0614Felin, T., & Zenger, T. R. (2014). Closed or open innovation? Problem solving and the governance choice. Research Policy, 43(5), 914-925. doi:10.1016/j.respol.2013.09.006Fetterhoff, T. J., & Voelkel, D. (2006). Managing Open Innovation in Biotechnology. Research-Technology Management, 49(3), 14-18. doi:10.1080/08956308.2006.11657373Franzoni, C., & Sauermann, H. (2014). Crowd science: The organization of scientific research in open collaborative projects. Research Policy, 43(1), 1-20. doi:10.1016/j.respol.2013.07.005Füller, J., Hutter, K., & Faullant, R. (2011). Why co-creation experience matters? Creative experience and its impact on the quantity and quality of creative contributions. R&D Management, 41(3), 259-273. doi:10.1111/j.1467-9310.2011.00640.xFüller, J., Matzler, K., & Hoppe, M. (2008). Brand Community Members as a Source of Innovation. Journal of Product Innovation Management, 25(6), 608-619. doi:10.1111/j.1540-5885.2008.00325.xGarriga, H., von Krogh, G., & Spaeth, S. (2013). How constraints and knowledge impact open innovation. Strategic Management Journal, 34(9), 1134-1144. doi:10.1002/smj.2049Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&D Management, 40(3), 213-221. doi:10.1111/j.1467-9310.2010.00605.xGrönlund, J., Sjödin, D. R., & Frishammar, J. (2010). Open Innovation and the Stage-Gate Process: A Revised Model for New Product Development. California Management Review, 52(3), 106-131. doi:10.1525/cmr.2010.52.3.106Hawkins, D. T. (1977). 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Multi-objective optimization of a novel reversible High-Temperature Heat Pump-Organic Rankine Cycle (HTHP-ORC) for industrial low-grade waste heat recovery

Nowadays, a high amount of industrial thermal energy is still lost due to the lack of competitive solutions for energy revalorization. Facing this challenge, this paper presents a novel technology, based on a reversible High-Temperature Heat Pump (HTHP) and Organic Rankine Cycle (ORC). The proposed system recovers low-grade waste heat to generate electricity or useful heat in accordance with consumer demand. Compressor and expander semi-empirical models have been considered for the reversible system computational simulation, being HFC-245fa the working fluid selected. The built-in volume ratio and Internal Heat Exchanger (IHX) effectiveness have been optimized to reach the maximum energy efficiency in each operating condition. Although HFC-245fa exhibits energy performance attributes, its high Global Warming Potential (GWP) is an issue for climate change mitigation. Hence, multi-objective optimisation of the environmentally friendly working fluids Butane, Pentane, HFO-1336mzz(Z), R-514A, HCFO-1233zd(E) and HCFO-1224yd(Z) has been carried out. The results show that the system proposed, working with HFC-245fa, achieves a Coefficient of Performance (COP) of 2.44 for condensing temperature of 140 °C, operating in HTHP mode, whereas the ORC mode provides a net electrical efficiency of 8.7% at condensing temperature of 40 °C. Besides, HCFO-1233zd(E) and HCFO-1224yd(Z) are both appropriate alternatives for the HFC-245fa replacement. These working fluids provide a COP improvement of 9.7% and 5.8% and electrical net efficiency improvement of 2.1% and 0.8%, respectively, compared to HFC-245fa. This paper provides a reference study for further designs and developments of reversible HTHP-ORC systems used for industrial low-grade waste heat recovery

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