According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

2 1 The innovative transport systems and the CityMobil project 10 1.1 The research questions 10 2 The state of art in the field of automatic transport systems 12 2.1 Case studies and demand studies for innovative transport systems 12 3 The design and implementation of surveys 14 3.1 Definition of experimental design 14 3.2 Questionnaire design and delivery 16 3.3 First analyses on the collected sample 18 4 Calibration of Logit Multionomial demand models 21 4.1 Methodology 21 4.2 Calibration of the “full” model. 22 4.3 Calibration of the “final” model 24 4.4 The demand analysis through the final Multinomial Logit model 25 5 The analysis of interaction between the demand and socioeconomic attributes 31 5.1 Methodology 31 5.2 Application of Mixed Logit models to the demand 31 5.3 Analysis of the interactions between demand and socioeconomic attributes through Mixed Logit models 32 5.4 Mixed Logit model and interaction between age and the demand for the CTS 38 5.5 Demand analysis with Mixed Logit model 39 6 Final analyses and conclusions 45 6.1 Comparison between the results of the analyses 45 6.2 Conclusions 48 6.3 Answers to the research questions and future developments 52

The European commission

In 1974 an article appeared in Science magazine with the dry-sounding title “Judgment Under Uncertainty: Heuristics and Biases” by a pair of psychologists who were not well known outside their discipline of decision theory. In it Amos Tversky and Daniel Kahneman introduced the world to Prospect Theory, which mapped out how humans actually behave when faced with decisions about gains and losses, in contrast to how economists assumed that people behave. Prospect Theory turned Economics on its head by demonstrating through a series of ingenious experiments that people are much more concerned with losses than they are with gains, and that framing a choice from one perspective or the other will result in decisions that are exactly the opposite of each other, even if the outcomes are monetarily the same. Prospect Theory led cognitive psychology in a new direction that began to uncover other human biases in thinking that are probably not learned but are part of our brain’s wiring.

Thinking fast and slow.

Knowledge Management

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Sticking to standards; technical and other isomorphic pressures in deploying ERP-systems

Purpose – The purpose of this paper is to explore if there is a common ground for the definition of business process management (BPM) and BPM‐systems, as well as the critical success factors (CSFs) for BPM‐system implementation. A BPM‐system implementation framework is validated that classifies the CSFs in distinctive domains that can be used for BPM project management and organization.Design/methodology/approach – A meta‐analysis of literature was performed to develop a set of statements with regard to the definition, benefits and CSFs of BPM(‐system) implementation. Then a survey was conducted among 39 Dutch consultants, developers and end‐users of BPM‐systems that vary in BPM experience. Through a web‐questionnaire, the shared view of the respondents was measured with respect to the definition, benefits and the BPM‐system implementation framework.Findings – It appears that different respondent groups share a common view on the definition and benefits of BPM and BPM‐systems, regardless their role in the...

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Surveying the critical success factors of BPM‐systems implementation

Introduction: Due to the lack of a theoretically embedded overview of the recent literature on medical career decision-making, this study provides an outline of these dynamics Since differences in educational routes to the medical degree likely affect career choice dynamics, this study focuses on medical career decision-making in educational systems with a Western European curriculum structureMethods: A systematic search of electronic databases (Medline, Embase) was conducted from January 2008 to November 2014 A panel of seven independent reviewers performed the data extraction, quality assessment and data synthesis using the Bland–Meurer model of medical specialty choice as a referenceResults: Fifty-seven studies met the inclusion criteria for the review Factors associated with specialty preference or career choice can be classified in five main categories: (1) medical school characteristics (eg, curriculum structure), (2) student characteristics (eg, age, personality), (3) student value

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Dynamics of career choice among students in undergraduate medical courses. A BEME systematic review: BEME Guide No. 33.

Product Lifecycle Management (PLM) is increasingly important for organisations acting in dynamic and competitive markets. In practice however, companies struggle with implementing PLM. Because PLM is rather a concept than a system, as its main premises are to improve sustainable advantage through agility and innovation. The concept implies structural, cross-functional and long-term cooperation between actors in- and outside the firm. This complexity hampers the achievement of successfully implementing PLM that truly integrates all organisational aspects and levels. The central aim of this paper is to develop a PLM framework to assess and guide PLM implementations. This framework builds upon insights from capability maturity and business/IT-alignment. The results of a first empirical assessment of 23 Dutch organisations are presented, which were used to empirically validate the framework and to provide benchmark data. Based on the framework and benchmark organisations can develop their own PLM Roadmap to increase the success of their PLM implementation.

PLM roadmap: stepwise PLM implementation based on the concepts of maturity and alignment

https://isiarticles.com/bundles/Article/pre/pdf/16930.pdf

Ronald Batenburg

Papers

Sticking to standards; technical and other isomorphic pressures in deploying ERP-systems

Surveying the critical success factors of BPM‐systems implementation

Dynamics of career choice among students in undergraduate medical courses. A BEME systematic review: BEME Guide No. 33.

PLM roadmap: stepwise PLM implementation based on the concepts of maturity and alignment

E-procurement adoption by European firms: A quantitative analysis