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This article highlights how the competitiveness of a tourism industry relies on the strategic positioning of the organizations within the industry chain. It shows how a strategic position could be established under six conditions. The research also establishes that strategic positioning in the industry will be defendable when the organizations are capable to build customer loyalty and a partnership with suppliers. Such a position will give them bargaining power and allows the development of specific strategic competences.

What are the strategies of managers to implement their strategy? What are the strategies to execute organizational objectives? The purpose of this paper is to approach what the authors call the drivers of performance that is the driving forces which impact the performance of a manager in executing his/her objectives. What are the strategies, which you as a manager have to have in order to execute your objectives and to obtain better results with your respective department? The authors discuss the five drivers of performance, that of rules, emotions, initiatives, immediate action and integrity. The research findings are presented with a discussion on the usefulness of the drivers.

A survey questionnaire was administered to a population of 484, with a study sample of 180 managers to better understand the underlying drivers of performance in strategy execution. The authors used primarily components analysis to examine the relationship between drivers of performance identified in previous research.

The study found four drivers the performance and management practices of managers. The following driver were found; driver of emotions, (getting a commitment for your objectives), the dimension of taking initiatives (translating the objectives into concrete projects/empowerment), the driver of rules (clarifying and aligning the objectives) and driver of immediate action (taking valued added action and facing emergencies in the execution).

The paper found that the fundamental of strategic management such as management leadership in performance and strategy execution could be organized according to four drivers. Additional work will be necessary to generalize the findings to other type of management programs which are related to performance effectiveness.

The study sought to contribute a new management direction by identifying four drivers gathering the strategic platforms that managers could employ to organize their performance and strategy execution.

While there is established research that explores individual innovations across countries or developments in a specific health area, there is less work that attempts to match national innovations to specific systems of health governance to uncover themes across nations.

We used a cross-comparison design that employed content analysis of health governance models and innovation patterns in eight OECD nations (Australia, Britain, Canada, France, Germany, the Netherlands, Switzerland, and the United States).

Country-level model of health governance may impact the focus of health innovation within the eight jurisdictions studied. Innovation across all governance models has targeted consumer engagement in health systems, the integration of health services across the continuum of care, access to care in the community, and financial models that drive competition.

Improving our understanding of the linkage between health governance and innovation in health systems may heighten awareness of potential enablers and barriers to innovation success.

Precision aluminium moulding makes possible the production of large‐size, complex and high‐technology cast parts. However, industrial requirements linked to economic and safety reasons call into question the manual performance of finishing operations. The purpose of this paper is to enhance industrial robot applications by using vision and redundancy optimization to improve their capability.

After having presented the concepts associated with machine and kinematics capability, the paper first describes the finishing constraints related to the process and the study of inaccuracy factors. Adjusting the trajectory by vision minimizes some inaccuracy factors but does not take into account the structure loading. Therefore, the authors present the optimization, kinematics and precision criteria as well as the multi‐objective method developed by integrating the loading aspect. This method has been verified by simulation and the results validated on industrial parts.

The paper presents an improvement in machine capacities based on redundancy and an optical 3D measurement system. It develops the strategies, sensors and cell architecture to perform finishing operations.

The finishing of high‐technology structural cast parts requires the completion of the machining and polishing processes adapted to each part. The choice was made to develop a robotic cell dedicated to integrating specific features, in contrast to machine tools.

This study was carried out within the framework of the Eureka SANDCAST project in cooperation with the Alcan group, specialized in high‐technology moulded aluminum parts.

The paper presents an approach to robotic cell capability improvement. The robotic cell is dedicated to finishing operations, by machining and polishing large cast aluminum parts; the objectives are to improve machine capability and kinematics capacity with vision and redundancy management.