Terry D. May, Shaun H. Dunning, George A. Dowding and Jason O. Hallstrom
Wireless sensor networks (WSNs) will profoundly influence the ubiquitous computing landscape. Their utility derives not from the computational capabilities of any single sensor…
Abstract
Wireless sensor networks (WSNs) will profoundly influence the ubiquitous computing landscape. Their utility derives not from the computational capabilities of any single sensor node, but from the emergent capabilities of many communicating sensor nodes. Consequently, the details of communication within and across single hop neighborhoods is a fundamental component of most WSN applications. But these details are often complex, and popular embedded languages for WSNs provide only low‐level communication primitives. We propose that the absence of suitable communication abstractions contributes to the difficulty of developing large‐scale WSN applications. To address this issue, we present the design and implementation of a Remote Procedure Call (RPC) abstraction for nesC and TinyOS, the emerging standard for developing WSN applications. We present the key language extensions, operating system services, and automation tools that enable the proposed abstraction. We illustrate these contributions in the context of a representative case study, and analyze the overhead introduced when using our approach. We use these results to draw conclusions regarding the suitably of our work to resource‐constrained sensor nodes.
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Guilherme Tortorella and Flávio Fogliatto
The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company.
Abstract
Purpose
The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company.
Design/methodology/approach
To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs.
Findings
The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company.
Originality/value
The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.
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Participation in extreme sports, sometimes called adventure sports, action sports or even individualistic sports, has vastly increased in the last 20 years. The terms are still up…
Abstract
Participation in extreme sports, sometimes called adventure sports, action sports or even individualistic sports, has vastly increased in the last 20 years. The terms are still up for debate, only vaguely defined and are often used interchangeably. Both viewing and participation in this young sports phenomenon is on the rise, but the importance of it for the world of sports, media sport and the opportunities for sponsorship are little explored. This paper will examine the emergence of extreme sports and the connected industry, the reasons why people are enthralled by the new phenomenon and the opportunities it poses for communicators.
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A Crown Court hearing of a charge of applying a false A description under S.2, Trade Descriptions Act, 1968, is given in some detail under Legal Proceedings in this issue of BFJ…
Abstract
A Crown Court hearing of a charge of applying a false A description under S.2, Trade Descriptions Act, 1968, is given in some detail under Legal Proceedings in this issue of BFJ. It concerns using the word “ham”, ie., the natural leg of a single pig, to various pieces from several pigs, deboned, defatted, “tumbled, massaged and cooked” in a mould shaped to a leg of ham, from which the average purchaser would find it impossible to distinguish. As the defence rightly claimed, this process has been used for at least a couple of decades, and the product forms a sizeable section of the bacon trade. Evidence by prosecution witnesses, experienced shop managers, believed the product to be the genuine “ham”. There is nothing detrimental about the meat, save that it tends to contain an excess of added water, but this applies to many meat products today; or that the manufacturers are setting out to cheat the consumer. What offends is the description given to the product. Manufacture was described in detail—a county trading standards officer inspected the process at the defendant company's Wiltshire factory, witness to the extent of their co‐operation—and was questioned at great length by defending counsel. Specimens of the product were exhibited and the jury were treated to a tasting test—presumably designed to refute prosecution's claim that the meat was of “poor value”. The trial judge said the jury had no doubt been enlightened as to the methods of manufacturing ham. The marketing of the product was also a subject of examination.
Michael Wayne Davidson, John Parnell and Shaun Wesley Davenport
The purpose of this study is to address a critical gap in enterprise resource planning (ERP) implementation process for small and medium-sized enterprises (SMEs) by acknowledging…
Abstract
Purpose
The purpose of this study is to address a critical gap in enterprise resource planning (ERP) implementation process for small and medium-sized enterprises (SMEs) by acknowledging and countering cognitive biases through a cognitive bias awareness matrix model. Cognitive biases such as temporal discounting and optimism bias often skew decision-making, leading SMEs to prioritize short-term benefits over long-term sustainability or underestimate the challenges involved in ERP implementation. These biases can result in costly missteps, underutilizing ERP systems and project failure. This study enhances decision-making processes in ERP adoption by introducing a matrix that allows SMEs to self-assess their level of awareness and proactivity when addressing cognitive biases in decision-making.
Design/methodology/approach
The design and methodology of this research involves a structured approach using the problem-intervention-comparison-outcome-context (PICOC) framework to systematically explore the influence of cognitive biases on ERP decision-making in SMEs. The study integrates a comprehensive literature review, empirical data analysis and case studies to develop the Cognitive Bias Awareness Matrix. This matrix enables SMEs to self-assess their susceptibility to biases like temporal discounting and optimism bias, promoting proactive strategies for more informed ERP decision-making. The approach is designed to enhance SMEs’ awareness and management of cognitive biases, aiming to improve ERP implementation success rates and operational efficiency.
Findings
The findings underscore the profound impact of cognitive biases and information asymmetry on ERP system selection and implementation in SMEs. Temporal discounting often leads decision-makers to favor immediate cost-saving solutions, potentially resulting in higher long-term expenses due to the lack of scalability. Optimism bias tends to cause underestimating risks and overestimating benefits, leading to insufficient planning and resource allocation. Furthermore, information asymmetry between ERP vendors and SME decision-makers exacerbates these biases, steering choices toward options that may not fully align with the SME’s long-term interests.
Research limitations/implications
The study’s primary limitation is its concentrated focus on temporal discounting and optimism bias, potentially overlooking other cognitive biases that could impact ERP decision-making in SMEs. The PICOC framework, while structuring the research effectively, may restrict the exploration of broader organizational and technological factors influencing ERP success. Future research should expand the range of cognitive biases and explore additional variables within the ERP implementation process. Incorporating a broader array of behavioral economic principles and conducting longitudinal studies could provide a more comprehensive understanding of the challenges and dynamics in ERP adoption and utilization in SMEs.
Practical implications
The practical implications of this study are significant for SMEs implementing ERP systems. By adopting the Cognitive Bias Awareness Matrix, SMEs can identify and mitigate cognitive biases like temporal discounting and optimism bias, leading to more rational and effective decision-making. This tool enables SMEs to shift focus from short-term gains to long-term strategic benefits, improving ERP system selection, implementation and utilization. Regular use of the matrix can help prevent costly implementation errors and enhance operational efficiency. Additionally, training programs designed around the matrix can equip SME personnel with the skills to recognize and address biases, fostering a culture of informed decision-making.
Social implications
The study underscores significant social implications by enhancing decision-making within SMEs through cognitive bias awareness. By mitigating biases like temporal discounting and optimism bias, SMEs can make more socially responsible decisions, aligning their business practices with long-term sustainability and ethical standards. This shift improves operational outcomes and promotes a culture of accountability and transparency. The widespread adoption of the Cognitive Bias Awareness Matrix can lead to a more ethical business environment, where decisions are made with a deeper understanding of their long-term impacts on employees, customers and the broader community, fostering trust and sustainability in the business ecosystem.
Originality/value
This research introduces the original concept of the Cognitive Bias Awareness Matrix, a novel tool designed specifically for SMEs to evaluate and mitigate cognitive biases in ERP decision-making. This matrix fills a critical gap in the existing literature by providing a structured, actionable framework that effectively empowers SMEs to recognize and address biases such as temporal discounting and optimism bias. Its practical application promises to enhance decision-making processes and increase the success rates of ERP implementations. This contribution is valuable to behavioral economics and information systems, offering a unique approach to integrating cognitive insights into business technology strategies.