Search results

Whether or not a company is able to compete in the local and global arena depends significantly on how effectively the company can build up the partnership synergy with their business counterparts. With the emergence of a dispersed manufacturing network, the important issue is the criteria for the selection of the right partners for the right tasks. In this respect, it is essential to develop the necessary techniques to measure the performance of potential business partners prior to making the decision of partner selection. This paper suggests a performance measurement technique incorporated with on‐line analytical processing (OLAP) technology to support enterprise decisions related to selecting appropriate business partners. It also includes examples to illustrate how to apply this technique in real industrial situations.

In today’s competitive industrial environment, it is essential that companies are able to focus on their core activities and collaborate with business partners to achieve the common objective of meeting the best satisfaction of customer demands. However, selecting partners based on accumulated experience may not be effective due to subjective judgement and lack of systematic analysis. This paper attempts to propose a partners benchmarking assessment system (PBAS) which incorporates computational intelligence technologies into partners’ benchmarking process to support decision making. Evidence suggests that the undesirables occur in companies such as extensive delays in the planned schedule, serious quality problems and cost overruns are, to a certain extent, related to the unfulfilled promises of business partners. In this paper, the PBAS is designed to propose an alternative approach to benchmark the business partners based on case‐based reasoning and neural network. To validate the proposed system, a prototype has been developed and tested in an emulated industrial environment. The case example is outlined with analysis of the feasibility of this proposed system based on test results.

This paper attempts to propose a virtual case‐based benchmarking system (VCBS) which incorporates computational intelligence technologies into partners' benchmarking process to support decision‐making.

The proposed system consists of three main modules: data repository module, OLAP module and case‐based reasoning (CBR) module. The VCBS is a web‐based application that enables users to access the system and submit information to the system in anywhere at anytime. The database repository, on the other hand, maintains and acquires the data that are generated in the transactions processes and other workflow processes. It also ensures the entire valuable data which are accessible for the management to make decisions. The OLAP and the CBR modules are considered as the brain of the VCBS. The CBR module is aimed for short‐listing candidate, while the OLAP module is utilized for benchmarking the short‐listed candidate.

The VCBS is particularly useful in situations where multiple supply chain partners are involved to achieve the common objective to produce the products to the best satisfaction of customer demands with the lowest possible cost.

Since data warehouse does not update in real time it only performs update periodically during non‐office hours to avoid network traffic. The solution provided to the company may not be the most updated information.

The proposed system improves the current practice of partner selection by adopting the computational intelligence technologies into the traditional partner selection process with the assimilation of data repository, CBR and OLAP to form the integrated system for evaluation of potential partners prior to the final decision.

This paper aims to apply the inventory – Comprehensive Assessment of Team Member Effectiveness (CATME) to examine the development of teamwork skills among freshmen from the Chinese Mainland through a cooperative learning activity (group project) in the context of Hong Kong.

The questionnaire survey was conducted twice, at the beginning (pre) and end (post) of the group project; qualitative interviews were undertaken after their project completion.

It was found that, except for Category 5 (having relevant knowledge, skills and abilities), the post mean scores in all items of other four categories declined, because students’ Chinese Mainland backgrounds led to their different understanding toward teamwork, as unveiled by the qualitative interviews. However their project completion enabled them to acquire the relevant competencies, causing the rise in the mean scores of Category 5.

Limited by the small sample size and American-driven CATME, this study did not observe the significant improvements in students’ self-reported evaluation of teamwork. There should be more applications of this instrument into the Asian and Chinese contexts for having it adapted to different national and cultural situations.

As a gap observed in Chinese Mainland students’ understanding to teamwork, overseas education institutions can incorporate this for curriculum development.

As a pioneer work in applying the CATME in the Chinese Mainland situation, this study implied a significant room for such kind of inventories mainly originated from west to incorporate the diverse national and cultural characteristics.

Suggests that companies can become customer centred by adopting five strategies: shift to a laser‐beam focus; hardwire the voice of the customer; universal collaboration; lasting customer enthusiasm rather than customer satisfaction, and a move to contact leadership.

Retailing, services marketing, marketing strategy.

Undergraduate Business and Management, MBA, MA Marketing/International Business.

Giordano is one of Asia's most successful retailers, with operations in East Asia, Southeast Asia, the Caribbean, and the Middle East. With a strong emphasis on customer service and value-for-money, Giordano was able to differentiate itself from its competitors. The question is: how can Giordano maintain its competitive advantage in the future? Amid increasingly stronger competitors and changing industry conditions, Giordano had to critically evaluate its sources of competitive advantage and key success factors, and perhaps consider repositioning itself in current and new markets.

This case is suited for a retailing or services marketing/management course. It demonstrates the power of a tight integration of marketing, operations, and human resource management to deliver value-for-money. Specifically, it can be used for the following teaching objectives: from a marketing perspective, this case can be used to demonstrate the successful integration of a strategy based on service orientation, value-for-money positioning, and aggressive advertising and promotions; and from a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a clear focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), combined with an organizational culture that encourages staff to try new things (and accept errors as a consequence).

Teaching notes.

This paper aims to present the strategic moves and success story of a company which started its operations as a small manufacturer of casual clothing in the 1970s and is now recognized as one of the world's most renowned apparel retail brands.

The authors explore the relationship between a company's mission and its supporting pillars; which are built by corporate values and brand values. Further, through these values how a company can develop its core competencies and differential advantages, is analysed. For structuring this case study, the authors collected secondary information from library resources and internet sources. The information available at company's web sites and the financial data disclosed by them in their interim reports was collected and used appropriately by the authors in understanding the business model of the company and evaluating its performance.

Giordano, a small manufacturer of casual clothing in the 1970s, is today one of the world's most renowned, apparel retail brands. It presently has a network of over 2,000 stores in over 30 countries. The segmentation, targeting and positioning approaches used by the company, and the way it has grown internationally, by redefining its markets and its repositioning approaches, while focusing in the same mission, are the key findings of this study.

The relationships the authors explore show how a company's value system, its strategic analysis and ability in decision making can lead it on the road to success.

This paper examines the effect of job‐relevant information on the relationship between management accounting systems (MAS) and task uncertainty affecting managerial performance. Data are obtained via survey questionnaire of a sample of 131 senior managers from manufacturing firms in Australia. The study finds a statistically significant three‐way interaction between the extent of use of broad scope MAS information, job‐relevant information and task uncertainty affecting managerial performance. More specifically, the results suggest that under low task uncertainty situations, the use of more broad scope MAS information, regardless of job‐relevant information, would potentially result in information overload, which is detrimental to managerial performance. On the other hand, the results suggest that under high task uncertainty situations, the use of more broad scope MAS information and high use of job‐relevant information for decision‐making leads to improved managerial performance.

The key concepts to be explored in this article include the blurring boundary between “indie” and “pop”; the significance of digital media in contemporary music industry and the distinctive socio-political nature of indie music in Hong Kong. To a large extent, it discusses the social functions of music – a subject discussed by Simon Frith (2007), a leading scholar in popular music studies.

In order to expound on some observations of the connections between music cultures and socio-political development in Hong Kong, a selection of musical works by indie musicians will be looked into closely.

A focus of discussion will be given to the difference between mainstream Cantopop and indie music in a way that the latter mentions socio-political matters overtly while the former downplays sensitive political issues, particularly in the post-colonial era after the handover of Hong Kong to mainland China in 1997.

Originality of research can be evidenced by the author's textual analysis of the musical styles and lyrics produced by various local indie artists' musical works through primary sources.

Survey of period infinite element developments The first infinite elements for periodic wave problems, as stated in Part 1, were developed by Bettess and Zienkiewicz, the earliest publication being in 1975. These applications were of ‘decay function’ type elements and were used in surface waves on water problems. This was soon followed by an application by Saini et al., to dam‐reservoir interaction, where the waves are pressure waves in the water in the reservoir. In this case both the solid displacements and the fluid pressures are complex valued. In 1980 to 1983 Medina and co‐workers and Chow and Smith successfully used quite different methods to develop infinite elements for elastic waves. Zienkiewicz et al. published the details of the first mapped wave infinite element formulation, which they went on to program, and to use to generate results for surface wave problems. In 1982 Aggarwal et al. used infinite elements in fluid‐structure interaction problems, in this case plates vibrating in an unbounded fluid. In 1983 Corzani used infinite elements for electric wave problems. This period also saw the first infinite element applications in acoustics, by Astley and Eversman, and their development of the ‘wave envelope’ concept. Kagawa applied periodic infinite wave elements to Helmholtz equation in electromagnetic applications. Pos used infinite elements to model wave diffraction by breakwaters and gave comparisons with laboratory photogrammetric measurements of waves. Good agreement was obtained. Huang also used infinite elements for surface wave diffraction problems. Davies and Rahman used infinite elements to model wave guide behaviour. Moriya developed a new type of infinite element for Helmholtz problem. In 1986 Yamabuchi et al. developed another infinite element for unbounded Helmholtz problems. Rajapalakse et al. produced an infinite element for elastodynamics, in which some of the integrations are carried out analytically, and which is said to model correctly both body and Rayleigh waves. Imai et al. gave further applications of infinite elements to wave diffraction, fluid‐structure interaction and wave force calculations for breakwaters, offshore platforms and a floating rectangular caisson. Pantic et al. used infinite elements in wave guide computations. In 1986 Cao et al. applied infinite elements to dynamic interaction of soil and pile. The infinite element is said to be ‘semi‐analytical’. Goransson and Davidsson used a mapped wave infinite element in some three dimensional acoustic problems, in 1987. They incorporated the infinite elements into the ASKA code. A novel application of wave infinite elements to photolithography simulation for semiconductor device fabrication was given by Matsuzawa et al. They obtained ‘reasonably good’ agreement with observed photoresist profiles. Häggblad and Nordgren used infinite elements in a dynamic analysis of non‐linear soil‐structure interaction, with plastic soil elements. In 1989 Lau and Ji published a new type of 3‐D infinite element for wave diffraction problems. They gave good results for problems of waves diffracted by a cylinder and various three dimensional structures.