A three-way decision-making technique based on Pythagorean double hierarchy linguistic term sets for selecting logistic service provider and sustainable transportation investments

Finding the best transportation project and logistic service provider is one for the most important aspects of the development of a country. This task becomes more complicated from time to time as different criteria are involved. Hence, this paper proposes an approach to the linguistic three-way decision-making (TWDs) problem for selecting sustainable transportation investments and logistic service providers with unknown criteria and expert weight information. To this end, we first propose a new tool, the Pythagorean double hierarchy linguistic term sets (PyDHLTSs), which is a combination of first hierarchy linguistic term sets and second hierarchy linguistic term sets which can describe uncertainty and fuzziness more flexibly in decision-making (DM) problems. In addition, we propose some aggregation operators and basic operational laws for PyDHLTSs. A new decision-making technique for PyDHLTSs based on decision-theoretic rough sets (DTRSs) is proposed in the three-way decisions. Next, the conditional probability is computed using grey relational analysis in a PyDHLTSs environment, which improves decision-making. The loss function is computed by using the proposed aggregation operator, and the decision's results are determined by the minimum-loss principle. Finally, a real-world case study of a transportation project and logistic service provider is considered to demonstrate the efficiency of the proposed methods

Critical factors in organisational effectiveness: The case of Saudi Arabian seaports

Seaport management environment has continually changed over the last few decades due to increasing external pressure for seaports to be more competitive, active, dynamic and growing sustainably. These changes have created the need to manage organisational effectiveness in order to monitor port performance and achieve organisational objectives. While organisational effectiveness has been well known in organisational management and important in port management, its application to the seaport sector is limited. This paper presents exploratory research into critical factors of Saudi Arabian seaports’ organisational effectiveness. A Delphi method was applied. Data were collected from a two-round survey of the Saudi Arabian seaports, and interviews of 43 senior staff from Saudi Arabian seaports. A mixed method combining quantitative and qualitative analysis was conducted. A total of thirty-one (31) factors from six different dimensions, namely human resource management, customer service, finance, operation, marketing, research & development, were identified to be influential to OE. The gathered data are no doubt important to seaports because only limited research has been conducted on the application of the organisational effectiveness concept to the seaport sector. Findings of this research regarding selecting and evaluating the most influential factors of OE are relevant to decision makers in managing seaport organisations

Critical factors in organisational effectiveness: The case of Saudi Arabian seaports

Seaport management environment has continually changed over the last few decades due to increasing external pressure for seaports to be more competitive, active, dynamic and growing sustainably. These changes have created the need to manage organisational effectiveness in order to monitor port performance and achieve organisational objectives. While organisational effectiveness has been well known in organisational management and important in port management, its application to the seaport sector is limited. This paper presents exploratory research into critical factors of Saudi Arabian seaports’ organisational effectiveness. A Delphi method was applied. Data were collected from a two-round survey of the Saudi Arabian seaports, and interviews of 43 senior staff from Saudi Arabian seaports. A mixed method combining quantitative and qualitative analysis was conducted. A total of thirty-one (31) factors from six different dimensions, namely human resource management, customer service, finance, operation, marketing, research & development, were identified to be influential to OE. The gathered data are no doubt important to seaports because only limited research has been conducted on the application of the organisational effectiveness concept to the seaport sector. Findings of this research regarding selecting and evaluating the most influential factors of OE are relevant to decision makers in managing seaport organisations. Document type: Articl

Organisational Effectiveness and Its Implications for Seaports

The main purpose of this study was to explore the role of organisational effectiveness (OE) in seaports. OE is an important managerial concept, one that is necessary for leaders and directors in any organisation to understand the output of their work. OE has been applied in many organisations; however, it is a vital concept in the port business. This paper examines various approaches and applications of the OE concept to business management, and describes benefits that are important and applicable to seaport management. This research reviews and classifies articles published in relevant journals and books between 1950 and 2016; from the general literature on OE to the narrower field of OE in seaports. Based on the extensive literature review, this study identifies and discusses several issues relevant to both practices and theories of this concept. The review concludes by presenting a gap in the literature, as it found only a limited amount of research that endeavours to clarify OE in the seaport sector. As a result of this gap, seaports suffer from a lack of empirical study and are largely neglected in this subject area. The implementation of OE in this research has led to the maritime sector interfacing with different disciplines in order to acquire the advantage of enhancing managerial knowledge and competing successfully in the international marketplace