Decentralized or centralized production : impacts to the environment, industry, and the economy

Since product take-back is mandated in Europe, and has effects for producers worldwide including the U.S., designing efficient forward and reverse supply chain networks is becoming essential for business viability. Centralizing production facilities may reduce costs but perhaps not environmental impacts. Decentralizing a supply chain may reduce transportation environmental impacts but increase capital costs. Facility location strategies of centralization or decentralization are tested for companies with supply chains that both take back and manufacture products. Decentralized and centralized production systems have different effects on the environment, industry and the economy. Decentralized production systems cluster suppliers within the geographical market region that the system serves. Centralized production systems have many suppliers spread out that meet all market demand. The point of this research is to help further the understanding of company decision-makers about impacts to the environment and costs when choosing a decentralized or centralized supply chain organizational strategy. This research explores; what degree of centralization for a supply chain makes the most financial and environmental sense for siting facilities; and which factories are in the best location to handle the financial and environmental impacts of particular processing steps needed for product manufacture. This research considered two examples of facility location for supply chains when products are taken back; the theoretical case involved shoe resoling and a real world case study considered the location of operations for a company that reclaims multiple products for use as material inputs. For the theoretical example a centralized strategy to facility location was optimal: whereas for the case study a decentralized strategy to facility location was best. In conclusion, it is not possible to say that a centralized or decentralized strategy to facility location is in general best for a company that takes back products. Each company’s specific concerns, needs, and supply chain details will determine which degree of centralization creates the optimal strategy for siting their facilities.

Työntekijöiden ammatillisen osaamisen varmistaminen keskitetyssä toimintamallissa, case: UPM-Kymmene Oyj

Tutkimuksen tavoitteena on selvittää keskitetyn toimintamallin vaikutuksia työntekijöiden ammatillisen osaamisen ylläpidossa ja kehittämisessä. Tutkimuksen teoriaosassa käsitellään ammatillisen osaamisen johtamista ilmiönä, esitellään erilaisia näkökulmia ja oppisuuntia sekä tarkastellaan henkilöstövoimavarojen johtamista hajautetussa ja keskitetyssä organisaatiossa. Tutkimuksen empiirisen osan muodostavat UPM-Kymmene Oyj:n esimiesten ja työntekijöiden haastattelut. Haastatteluaineisto kerättiin ja analysoitiin kvalitatiivisella tutkimusmenetelmällä. Tutkimustulokset osoittavat, että keskitettyyn toimintamalliin siirtymisen myötä linjaesimiesten vastuu työntekijöiden ammatillisen osaamisen ylläpidossa on lisääntynyt, samalla kun työntekijöiden odotetaan ottavan laajempaa vastuuta oman osaamisensa ylläpidossa. Tutkimuksessa nousi esiin myös selkeiden roolien merkitys osaamisen kehittämisessä.

Adaptive, Decentralized, And Real-Time Sampling Strategies For Resource Constrained Hydraulic And Hydrologic Sensor Networks

We discuss the development and performance of a low-power sensor node (hardware, software and algorithms) that autonomously controls the sampling interval of a suite of sensors based on local state estimates and future predictions of water flow. The problem is motivated by the need to accurately reconstruct abrupt state changes in urban watersheds and stormwater systems. Presently, the detection of these events is limited by the temporal resolution of sensor data. It is often infeasible, however, to increase measurement frequency due to energy and sampling constraints. This is particularly true for real-time water quality measurements, where sampling frequency is limited by reagent availability, sensor power consumption, and, in the case of automated samplers, the number of available sample containers. These constraints pose a significant barrier to the ubiquitous and cost effective instrumentation of large hydraulic and hydrologic systems. Each of our sensor nodes is equipped with a low-power microcontroller and a wireless module to take advantage of urban cellular coverage. The node persistently updates a local, embedded model of flow conditions while IP-connectivity permits each node to continually query public weather servers for hourly precipitation forecasts. The sampling frequency is then adjusted to increase the likelihood of capturing abrupt changes in a sensor signal, such as the rise in the hydrograph – an event that is often difficult to capture through traditional sampling techniques. Our architecture forms an embedded processing chain, leveraging local computational resources to assess uncertainty by analyzing data as it is collected. A network is presently being deployed in an urban watershed in Michigan and initial results indicate that the system accurately reconstructs signals of interest while significantly reducing energy consumption and the use of sampling resources. We also expand our analysis by discussing the role of this approach for the efficient real-time measurement of stormwater systems.

Effective water treatment for rural communities in Suriname : a comparison of point-of-use ceramic filters and centralized treatment with sand filters

For countless communities around the world, acquiring access to safe drinking water is a daily challenge which many organizations endeavor to meet. The villages in the interior of Suriname have been the focus of many improved drinking water projects as most communities are without year-round access. Unfortunately, as many as 75% of the systems in Suriname fail within several years of implementation. These communities, scattered along the rivers and throughout the jungle, lack many of the resources required to sustain a centralized water treatment system. However, the centralized system in the village of Bendekonde on the Upper Suriname River has been operational for over 10 years and is often touted by other communities. The Bendekonde system is praised even though the technology does not differ significantly from other failed systems. Many of the water systems that fail in the interior fail due to a lack of resources available to the community to maintain the system. Typically, the more complex a system becomes, so does the demand for additional resources. Alternatives to centralized systems include technologies such as point-of-use water filters, which can greatly reduce the necessity for outside resources. In particular, ceramic point-of-use water filters offer a technology that can be reasonably managed in a low resource setting such as that in the interior of Suriname. This report investigates the appropriateness and effectiveness of ceramic filters constructed with local Suriname clay and compares the treatment effectiveness to that of the Bendekonde system. Results of this study showed that functional filters could be produced from Surinamese clay and that they were more effective, in a controlled laboratory setting, than the field performance of the Bendekonde system for removing total coliform. However, the Bendekonde system was more successful at removing E. coli. In a life-cycle assessment, ceramic water filters manufactured in Suriname and used in homes for a lifespan of 2 years were shown to have lower cumulative energy demand, as well as lower global warming potential than a centralized system similar to that used in Bendekonde.

E-HR and international HRM:a critical perspective on the discursive framing of e-HR

In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with 'e-HR' (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR 'value propositions'. This study explores these issues through our engagement with the emergent stream of 'critical' HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re)structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated 'self-service' relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research. © 2014 © 2014 Taylor & Francis.

Impact of the HRM content (i.e. practices) and process (i.e. strength) on individual and organizational outcomes, in the hotel industry

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Analyzing the impact of HRM Systems on the organizational climate, culture and outcomes: The mediating role of HMR Strength, organizational climate and culture

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Cultural value orientations and HRM policies and practices:an empirical study of Oman

This study empirically examined the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organisations. The findings indicated that there were a number of cultural orientation differences among Omani employees based on age, educational and work experience. The findings showed a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation, and human nature-as-evil. The results have demonstrated a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices were preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices were preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing, and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

Cultural orientations and preference for HRM policies and practices:the case of Oman

This study empirically examines the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organizations. The findings indicate that there is a number of differences among Omani employees regarding value orientations due especially to age, education and work experience. The findings show a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation and human nature-as-evil. The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

Bevezetés a Központosítás és piaci reform című kötethez = Introduction to the volume Centralization and Market Reform

Az alábbi írás Kornai János életműsorozata közeljövőben megjelenő harmadik kötetének bevezetője alapján készült. (A sorozat első kötete, A hiány és második kötete, A szocialista rendszer 2012-ben jelent meg.) Ritkán fordul elő, hogy életművét rendszerezve, egy szerző maga veszi tételesen sorra írásait, tárja fel az írások megszületésének körülményeit, és elemzi őket több évtized távlatából. Kornai János életműsorozatának összeállításakor erre a rendkívüli feladatra vállalkozott. A kötetben megjelenő 22 íráshoz fűzött gondolatainak közlésekor mai szemmel veszi górcső alá az egy kivételével a rendszerváltás előtt írt cikkeit, valamint 1956-ban írott első könyvét, A túlzott központosítást. Az írásokat rendszerező bevezető a központosításra és a piaci reformra összpontosítja a figyelmet - e témakörről bebizonyosodott, hogy korai még csupán a közgazdaságtani elmélettörténet fejezeteként számon tartani. A kötetben megjelenő írások egy része közvetlenül kapcsolódik a magyar gazdaság tapasztalataihoz, másik része pedig elméleti jellegű. Ennek megfelelően az itt közölt bevezetés is foglalkozik mind a magyar gazdaságtörténet máig is figyelemre méltó és tanulságos gyakorlati problémáival, mind pedig a szocializmust és a kapitalizmust, a centralizált és decentralizált formákat összehasonlító általános elméletekkel. ______ This piece forms the introduction to the forthcoming third volume of János Kor-nai s life s work series reissued in Hungarian. (The first and second volumes, Economics of Shortage and The Political Economy of the Socialist System, ap-peared in 2012.) It is rare for an author to arrange his own life s work, taking his writings item by item, presenting the circumstances in which they arose, and ana-lysing them decades later. His thoughts on the twenty-two writings in the volume, at the time of republication, involve scrutinizing with present-day eyes articles written, with one exception, before the change of system, along with his first book, Overcentralization, written in 1956. The introduction that systematizes these fo-cuses on centralization and on market reform - events show it is still too soon to see these subjects simply as a chapter in the theoretical history of economics. Some of the articles draw directly on experiences with the Hungarian economy, while others have a theoretical nature. So the introduction also deals both with practical problems of Hungarian economic history that remain notable and instructive, and with comparative general theories of socialism and capitalism and centralized and decentralized forms.

HRM and innovation:looking across levels

Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM’s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees’ innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation.