Guides to sustainable built-environment development

This paper presents the findings of a comparative analysis of documents addressing sustainable development in relation to the built environment. The analysis has identified commonality in interpretations of sustainability for the built environment and enabled the collation of a set of principles or guidelines that represent current thinking on how the objectives of sustainable development could be interpreted for the built environment.

Scalable robustness for consensus protocols with heterogeneous dynamics

It is shown in the paper how robustness can be guaranteed for consensus protocols with heterogeneous dynamics in a scalable and decentralized way i.e. by each agent satisfying a test that does not require knowledge of the entire network. Random graph examples illustrate that the proposed certificates are not conservative for classes of large scale networks, despite the heterogeneity of the dynamics, which is a distinctive feature of this work. The conditions hold for symmetric protocols and more conservative stability conditions are given for general nonsymmetric interconnections. Nonlinear extensions in an IQC framework are finally discussed. Copyright © 2005 IFAC.

Trial by market: the Brightstar incubation experiment

Established firms accumulate a significant body of knowledge, expertise and capabilities that are often secondary to their central revenue generating activities. How do they leverage this expertise in non-core technology into future value creation opportunities? In this paper we examine an attempt by the telecommunications firm BT to create value from the accumulated knowledge within its laboratories by setting up an incubator. While conceived by the board as a mechanism for leveraging the value of non-core technology into the workplace, corporate support for the incubator was withdrawn after only three years and prompted the incubator to partner with a venture capital firm, NVP, in the spin-out of ventures. Through analysis of this single case we observe how entering into such a relationship reduces the transaction costs of accessing complementary resources, capabilities and competences, while simultaneously reducing a number of the risks associated with venturing for both parties. Partnering with the venture capitalist allows the established firm to get its intellectual property into the market, for it to be tested by the market and further developed. © 2010 Inderscience Enterprises Ltd.