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This study aims to enhance productivity monitoring and control in the construction industry by integrating data-driven analytics with expert insights.

A novel framework combines expert knowledge and data analysis to identify productivity trends and devise improvement strategies. A machine learning model predicts productivity ranges using historical data and project-specific factors’ evaluated by surveys, supported by a warning dashboard for proactive decision-making.

The findings reveal that integrating expert insights with data analytics significantly enhances the ability to monitor and control productivity, leading to proactive strategies for construction stakeholders. The machine learning model demonstrates robust accuracy in forecasting productivity ranges, allowing for early identification of potential issues. The dashboard system proves invaluable, offering semi-real-time alerts and facilitating swift action to prevent productivity lapses. These results highlight the effectiveness of the proposed approach in detecting trends, predicting outcomes and enabling timely interventions, thereby contributing to the overall productivity improvement of construction projects.

There are also limitations to consider, including potential data availability, constraints in the expert pool, implementation challenges and the need for long-term evaluation; these factors should be considered when interpreting the study’s findings and applying the proposed framework to construction projects. Future research can focus on expanding the application of this framework to different types of construction projects and evaluating its scalability.

This study introduces a framework with a warning dashboard for early detection of issues, combining expert insights and data analysis for improved project outcomes. This research suggests a shift toward more expert, data-driven, insightful decision-making in construction, aiming for enhanced performance and reduced disruptions. An important implication of this research is the need to balance digital tools and expert judgment. Project managers are advised to use a holistic strategy that ensures informed and comprehensive decision-making.

This research introduces a unique methodology that blends traditional expertise with modern analytics to address construction productivity challenges. It offers a practical solution for stakeholders to enhance decision-making, resource allocation and project planning, marking a significant contribution to construction management literature.

The Grundys are the alternative world of Ambridge. Invariably down on their luck, often portrayed as lazy if not feckless and usually incompetent. This chapter speaks up for the downtrodden of Borsetshire and in particular the Grundys. It looks at the development of the Grundy family in The Archers over almost 50 years now. It relates key elements in their lives, looking not just at the class struggle in the village but also the importance of gender in this. It draws on key players in the Grundy story from the 1970s including the late radio DJ John Peel who was for a time an enthusiast for The Archers and who played Eddie Grundy's records on his BBC Radio One show. It also looks at the views of key Archers figures such as Vanessa Whitburn and Keri Davies and how they have approached the Grundys. It uses the work of Marx and Engels to try to explain how it is that the Grundys moved from being small farmers to landless labourers. What the chapter doesn't do is to map out a strategy for the liberation of the Grundys from their oppression. It does however look forward to a world turned upside down when at 19.02 hours on a weekday evening on BBC Radio 4 we hear a programme called not The Archers, but The Grundys.

Because of the special “State of the States” issue of Library Hi Tech and other circumstances beyond my control, the four quarterly “Comp Lit” compilations for 1996 appear here in a single and possibly peculiar chunk. A lot changes in a year of personal computing, but on reflection it seemed useful to include the citations and comments as I originally wrote them.

The literature concerning higher- and degree-level apprenticeships (HDAs) in the post-levy era (2017–) is sparse and fragmented. Therefore, the purpose of this paper is to contribute to the international landscape of higher education work-based learning by identifying barriers to effective HDA programmes and outlining a future research agenda to address these.

This study employs a systematic literature review methodology to explore barriers in HDAs. Adhering to PRISMA 2020 guidelines, the review follows a three-stage process to develop the sample. A meticulously designed search strategy uses targeted queries on the SCOPUS database, focusing on terms related to HDAs and their challenges. Inclusion criteria is set to papers from 2017 to 2024, covering book chapters and peer-reviewed journals in the English language. Articles were cross-checked with the Chartered Association of Business Schools (CABS) database, which refines the total to 68 papers. Data from these sources is then extracted and tabulated for qualitative content analysis.

The systematic literature review of 68 manuscripts finds challenges are faced by apprentices, employers and training providers alike. This includes, but is not limited to, ethnically correlated performance, stigma, careers advice, job design, mentoring practices and the incorporation of technology. Two additional themes of pedagogy/andragogy and policy emerge.

Based on the analysis, the paper suggests an extensive portfolio of future research focused on collaborative practices. If addressed, this yields the power to influence future legislation and subsequent implementation.

In this chapter, the authors explore the concept of actorial identity through analysing the construction of legal persons as actors, centred on the argument that there is an ontological separation between living men and women and their legal representations. The authors propose an analytical frame based in part on the games studies literature, wherein actorial identities known as ‘Avatars’ are created by performative declarations that articulate Avatars with Players (living persons). The Avatars act within a bounded ‘Matrix’ while being controlled by Players who are outside the Matrix. In applying the frame to the legal Matrix, the authors distinguish between living persons, natural persons and artificial persons, and introduce the concepts of first-order and second-order Avatars. The authors then employ the analytical frame to model the use of legal Avatars by Apple Inc. and illustrate how cryptocurrency technology enables the creation of Avatars that can transact outside legal systems. The frame also helps explain how autonomous systems could acquire actorial identity and then functionally participate in the legal Matrix.

It takes more than a computer, hard disk, diskettes, display, keyboard, and software to make a fully productive computer system. In this article, the author discusses the finishing touches: some of the peripherals (excluding printers) that you will want to consider for your new or existing personal computer. You might even consider the “ultimate peripheral,” a portable computer. The second section of this article divides portable computers into their basic categories, discusses the premium you pay for portability, and notes the greater importance of vendor survival for portable computers. The first quarter of 1993 seemed unusually rich in noteworthy articles in PC magazines. That may be at least partially because PC Sources has increased its editorial scope and partially because the author is now including several Windows‐specific magazines (one new) in the mix.

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,

“Interactive multimedia” was Last Year's Big Thing—so say the financial wizards, and they may be right. That particular flavor of convergence theory made no more sense than any of the others, and this year's hype is for The Almighty Web. Meanwhile, as with the World Wide Web, multimedia does have growing uses for many library and personal computer uses—and the author, ever at the rear of the pack, has dealt with some low‐level multimedia problems and promises. You won't learn a thing about production here, but there are some useful notes on what seems to work and where it might be going. Finally, the usual notes cover the PC and Macintosh literature received during April through June 1995.