Road Capacity and the Allocation of Time

Additional highway capacity, by increasing travel speed, affects the individual share of time within a 24-hour budget allocated to various activities (time spent at and traveling to home, shop, work and other). Some activities will be undertaken more, others less. This paper extends previous research that identified and quantified induced demand in terms of vehicle miles traveled, by considering what type of demand is induced and which activities are consequently reduced, using the 1990 and 1995 Nationwide Personal Transportation Survey and Federal Highway Administration highway statistics data. While total travel times have not seen any significant change between the years 1990 and 1995, there is a significant change in activity durations. Further, as a result of additional capacity, workers spend less time traveling. Workers also spend more time at home and other activities and less at work and shop. Non-workers, in contrast, travel more, and spend more time shopping and at home, but less time at other activities. This points out the differences in discretionary and non-discretionary activities for workers and non-workers. It also suggests that there are real gains from capacity in people's lives, at least in the short term, as it is time, and not VMT, that individuals base decisions on.Time Use, Travel Behavior, Activity Patterns, Roadway Capacity, Induced Demand.

Global Outsourcing of Professional Services

As a growing number of firms outsource more of their professional services across geographic and temporal boundaries, one is faced with a corresponding need to examine the long-term ramifications on business and society. Some persons are convinced that cost considerations should reign as the predominant decision-making factor; others argue that outsourcing means permanent job loss; and still others believe outsourcing makes US goods and services more competitive in the global marketplace. We assert that if outsourcing options need to be analyzed in detail with critical objectivity in order to derive benefits for the concerned constituencies

Inter-technology Effects in Intelligent Transportation Systems

This project examines the expected benefits of varying combinations of ITS applications: Freeway Service Patrol, Changeable Message Signs, and Ramp Metering. The research analyzes the simulated results of a stylized network in a microscopic traffic simulator. The traffic network includes parallel roadways, ramp meters and changeable message signs. We have tested these technologies in various combinations. We measure effectiveness as consumers' surplus and define a measure of inter-technology economies. In brief, it is found that additional technologies are sub-additive, and more benefits come from each technology in isolation than when it is bundled with other technologies.Transportation System Management, Inter-technology Economies, Freeway Service Patrol, Changeable Message Signs, Ramp Metering, Intelligent Transportation Systems, Evaluation ,

Toward the 24-Hour Knowledge Factory in Software Development

“The Sun never sets on the British Empire,” was a notion emphasized during the eighteenth and nineteenth centuries to highlight that the British Empire was far-flung, and that the sun was always visible from some part of this vast empire. While the British Empire has gradually disintegrated, we can now coin an equivalent notion: “The Sun never sets on the 24-hour Knowledge Factory!

Toward the 24-Hour Knowledge Factory

The term 24-Hour Knowledge Factory connotes a globally distributed work environment in which members of the global team work on a project around the clock; each member of the team works the normal workday hours that pertain to his or her time zone. At the end of such a workday, a fellow team member located in a different time zone continues the same task. This creates the shift-style workforce that was originally conceived in the manufacturing sector. A globally distributed 24-hour call center is the simplest manifestation of this paradigm. The true example of the 24-hour factory paradigm discussed in this paper involves groups working together to accomplish a given set of deliverables, such as a software project, and transcending conventional spatial and temporal boundaries

Global Outsourcing of Professional Services

As a growing number of firms , especially those in the United States, outsource more of their professional services across geographic and temporal boundaries. Using a multi-faceted framework for this study, this paper shows that very careful analysis is needed to establish the optimal level and structure for the 24-hour Knowledge Factory., one is faced with a corresponding need to examine the long-term ramifications on business and society. Some persons are convinced that cost considerations should reign as the prevalent predominant decision-making factor, ; others argue Many of the immediate conclusions being drawn by stakeholders, such as that outsourcing means permanent job loss, ; and still others believe outsourcing makes US goods and services more competitive in the global marketplace. that short-term investments are sufficient,We assert that if outsourcing options need to be analyzed in detail with critical objectivity in order to derive benefits for the concerned constituencies

Toward the 24-Hour Knowledge Factory

The term “24-Hour Knowledge Factory” connotes a globally distributed work environment in which members of the global team work on a project around the clock; each member of the team works the normal workday hours that pertain to his or her time zone. At the end of such a workday, a fellow team member located in a different time zone continues the same task. This creates the shift-style workforce that was originally conceived in the manufacturing sector. A globally distributed 24-hour call center is the simplest manifestation of this paradigm. The true example of the 24-hour factory paradigm discussed in this paper involves groups working together to accomplish a given set of deliverables, such as a software project, and transcending conventional spatial and temporal boundaries

Global Outsourcing of Professional Services

As a growing number of firms outsource more of their professional services across geographic and temporal boundaries, one is faced with a corresponding need to examine the long-term ramifications on business and society. Some persons are convinced that cost considerations should reign as the predominant decision-making factor; others argue that outsourcing means permanent job loss; and still others believe outsourcing makes U.S. goods and services more competitive in the global marketplace. We assert that if outsourcing options need to be analyzed in detail with critical objectivity in order to derive benefits for the concerned constituencies

Estimating the economic burden of cardiovascular events in patients receiving lipid-modifying therapy in the UK.

OBJECTIVES: To characterise the costs to the UK National Health Service of cardiovascular (CV) events among individuals receiving lipid-modifying therapy. DESIGN: Retrospective cohort study using Clinical Practice Research Datalink records from 2006 to 2012 to identify individuals with their first and second CV-related hospitalisations (first event and second event cohorts). Within-person differences were used to estimate CV-related outcomes. SETTING: Patients in the UK who had their first CV event between January 2006 and March 2012. PARTICIPANTS: Patients ≥18 years who had a CV event and received at least 2 lipid-modifying therapy prescriptions within 180 days beforehand. PRIMARY AND SECONDARY OUTCOME MEASURES: Direct medical costs (2014 £) were estimated in 3 periods: baseline (pre-event), acute (6 months afterwards) and long-term (subsequent 30 months). Primary outcomes included incremental costs, resource usage and total costs per period. RESULTS: There were 24 093 patients in the first event cohort of whom 5274 were included in the second event cohort. The mean incremental acute CV event costs for the first event and second event cohorts were: coronary artery bypass graft/percutaneous transluminal coronary angioplasty (CABG/PTCA) £5635 and £5823, myocardial infarction £4275 and £4301, ischaemic stroke £3512 and £4572, heart failure £2444 and £3461, unstable angina £2179 and £2489 and transient ischaemic attack £1537 and £1814. The mean incremental long-term costs were: heart failure £848 and £2829, myocardial infarction £922 and £1385, ischaemic stroke £973 and £682, transient ischaemic attack £705 and £1692, unstable angina £328 and £677, and CABG/PTCA £-368 and £599. Hospitalisation accounted for 95% of acute and 61% of long-term incremental costs. Higher comorbidity was associated with higher long-term costs. CONCLUSIONS: Revascularisation and myocardial infarction were associated with the highest incremental costs following a CV event. On the basis of real-world data, the economic burden of CV events in the UK is substantial, particularly among those with greater comorbidity burden

Use of Collaborative Technologies and Knowledge Sharing in Co-located and Distributed Teams: Towards the 24-Hour Knowledge Factory

The relocation of knowledge work to emerging countries is leading to an increasing use of Globally Distributed Teams (GDT) engaged in complex tasks. In the present study, we investigate a particular type of GDT working ‘around the clock’: the 24 hours knowledge factory (Gupta, 2008). Adopting the productivity perspective on knowledge sharing (Haas and Hansen, 2005, 2007), we develop 11 hypotheses to compare technology use, knowledge sharing processes, and performance of a 24 hours knowledge factory with a co-located team. We conducted a quasi-experiment in IBM and collected both quantitative and qualitative data, over a period of 12 months, on a GDT and a co-located team. Both teams were composed of the same number of professionals, provided with the same technologies, engaged in similar tasks, and given similar deadlines. We found that they differed in their use of technologies and in knowledge sharing processes, but not in efficiency and quality of outcomes. We show how the co-located team and the GDT enacted a knowledge codification strategy and a personalization strategy respectively; in each case, they grafted elements of the other strategy in order to attain both knowledge re-use and creativity. We conclude by discussing theoretical contributions to knowledge sharing and GDT literatures, and by highlighting managerial implications to those organizations interested in developing a fully functional 24 hour knowledge factory