The Impact of Peri-Urbanisation on Housing Development: Environmental Quality and Residents\u27 Productivity in Ibeju-Lekki, Lagos

This paper assesses the impact of peri-urbanisation on housing, environmental quality and residents\u27 socio-demography in Ibeju-Lekki peri-urban in Lagos, Nigeria. Primary data was collected through administration of 370 questionnaires to household heads in purposively selected sixteen settlements in the study area while secondary data was sourced from spatial images, land use maps and satellite images of the study area. Quantitative data was analysed using descriptive statistics while qualitative data was analysed using time series and satellite image analysis. The result shows a spatial expansion due mainly to increased housing development, a multi-dimensional environmental and socio-cultural challenges that impacts negatively on the quality of living and a literate, high income group dominance in the selected peri-urban settlements in Ibeju-Lekki. The study recommends a creation of a database to capture the pattern of housing development, residents\u27 socio-economic demography and infrastructure needs for intervention in policy design for a sustainable development

Towards a 5c theory of communication for scrum-based distributed projects

Scrum-based distributed projects face numerous challenges and failures due geographical, dispersed, times and cultural differences. To improve the success of such software development projects, there is a need to identify factors crucial to achieving the required level of communication between the distributed stakeholders. In this paper, we reviewed the issues and challenges associated with communication in scrum-based distributed projects and explored factors that could improve communication for scrum-based distributed projects. A total number of 25 interviews were conducted in various geographical regions which helped to identify five major factors, i.e. competency, correlation, comprehension, contentment and commitment, crucial to the success of scrum-based distributed projects. Our identification of these factors presents a research and practice approach to developing a theory of communication that would help project managers, scrum masters and practitioners to improve practices while undertaking scrum-based distributed projects

Utilization of Ceramic Ware Waste as Complementary Aggregate in Hollow Masonry Unit Production

Continuous increase in ceramic ware waste from construction and demolition waste without good management practice has resulted in elevated volume of this waste category. However, utilization of this waste in masonry unit production could be a plausible option to solve this menace, particularly, in its ability to enhance masonry unit compressive strength. In this study, ceramic ware waste was utilized for hollow masonry unit production and three different natural fine aggregate to ceramic aggregate mix ratios of 100:0, 90:10, 80:20 and 70:30 were examined. Furthermore, the cement to total aggregate mix ratio considered was 1:7. Sequel to the process of aggregates mixing, casting, and subsequently demoulding, the masonry units were cured for 28 days prior to inspection for compressive test parameters. Results indicated that masonry unit with natural sand to ceramic waste mix ratio of 80:20 has the highest crushing strength at peak, yield and break point which were 60.903kN, 60.493kN and 53.863kN respectively. The compressive stress at peak and break were 6.57MPa and 6.50MPa in that order and Young’s modulus was 0.262GPa. Statistically, there were no significant differences at 95% confidence interval between the aggregate mix masonry units when the compressive strength indices were evaluated. Ceramics ware waste from demolition and construction waste is a suitable co-aggregate in hollow masonry unit production

Confirmation bias: a boundary condition for dynamic managerial capabilities in the context of strategic change

In today’s fast-changing environment, achieving sustainable competitive advantage constitutes a major challenge for managers. Research suggests that dynamic managerial capabilities (DMCs) enable managers to overcome this challenge by building, integrating, and reconfiguring organizational resources and competences. While prior studies in this tradition have largely contributed to our understanding of the effectiveness of the DMCs, there is a dearth of research on the implications of managerial cognition, a core factor of DMCs, for such effectiveness. In this chapter, we review evidence from DMC research documenting the impact of managerial cognition, namely confirmation bias, on strategic change. We, then, derive propositions on how confirmation bias can negatively impact sensing, seizing, and reconfiguring that, in turn, may lead to ineffective strategic change. Drawing on these propositions, the current chapter proposes an agenda for further research on the effectiveness of the DMCs