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The purpose of this paper is to describe a novel error‐ranking methodology and two compensation strategies for hybrid parallel kinematic machines (HPKMs).

The paper outlines an error analysis methodology developed for HPKMs and applies the technique to a typical industrial HPKM. Based on the results of this, two compensation strategies are developed and implemented, for both mass‐induced and thermal errors.

The paper demonstrates and quantifies the performance improvements possible with appropriate error compensation strategies.

The paper introduces a novel and generic methodology for error source analysis and describes two fully implemented compensation strategies which result in a significantly improved level of system performance.

To achieve persistent superior performance, a firm needs competitive advantages, a constellation of them. Superior firms typically do not do just one thing well, they often excel in multiple aspects. Nurturing an evolving constellation of multiple advantages and undertaking timely renewals help carry the firm through competition over time. To maintain healthy dynamics of a firm’s constellation of advantage, the following tasks should be carefully attended to: establishment of dominant advantage which defines the firm’s core purpose and identity; accumulation of supporting advantages to complete the constellation; amplification of complementary advantages for maximum performance; trade‐off among competing advantages for long‐term viability; and renewal of both dominant and supporting advantages, in adaptation to changes in the firm, competition, and the general environment. Knowledge of the relationship between and interaction of multiple advantages is essential for managing a firm’s advantage constellation, a critical challenge facing general managers.

Outlines the architectural and construction history Corsham Court over its four hundred years of existence. Describes the damage occurred by neglect during the twentieth century and details the renovations undertaken to make the building structurally sound once more.

In this study the authors set out to investigate the nature of administrative control in school districts in general and the control processes and activities employed in instructionally effective school districts in particular. Nine control functions are identified which are assumed to affect student outcomes by influencing the culture and technology (curriculum and instruction) of schools. Data were collected from interviews of superintendents in 12 effective school districts in California. The findings revealed inter alia more district‐level control of principal behavior and site activity than anticipated; control functions that were pervasive and connected; a wide range of control mechanisms; and the key role of the superintendent in connecting schools and district offices.

This study argues that strategic information systems (SISs) are necessary for organizations’ survival and corporate performance in turbulent economic environments. Applying Miles and Snow’s strategy typology, the purpose of this paper is to explore how SIS supports business strategy and corporate performance.

This study uses quantitative survey data from 389 Brazilian companies during economic crises and analyzes them using structural equation modeling.

There is strong evidence that SIS promotes capacity and flexibility to create competitive strategies in response to environmental changes. SIS significantly and positively predicts firms’ use of prospector strategies, reducing the need to sacrifice efficiency for innovation. SIS can predict corporate performance more strongly than firms’ strategic orientations can.

The results provide organizations insights on how SIS enables strategic planning processes to create competitive strategy and improve performance during economic turbulence.

This research demonstrates SIS’s positive effects during economic turbulence on competitive strategy and performance, revealing that corporate performance is influenced more by SIS (strategic process) than strategic orientation (content). Hence, this study fills a research gap in the information systems strategy literature by contributing new insights about SIS.

The study reported on in this article examines how instructional leadership is exercised by superintendents in effective school districts. We employ concepts drawn from school effectiveness studies and from organizational literature on coordination and control in an attempt to understand how superintendents organize and manage instruction and curriculum in these effective districts. Specific instructional management practices are examined within a framework of six major functions, setting goals and establishing expectations and standards, selecting staff, supervising and evaluating staff, establishing an instructional and curricular focus, ensuring consistency in technical core operations, and monitoring curriculum and instruction. Based on interviews with superintendents from 12 of the most instructionally effective school districts in California and analysis of selected district documents, we present descriptions of district‐level policies and practices that these superintendents use to coordinate and control the instructional management activities of their principals. Similarities and differences in the patterns of control and coordination found in these districts are highlighted. The implications of the findings are then examined in light of recent findings regarding coupling and linkages in schools. The results of this study suggest that superintendents in instructionally effective school districts are more active “instructional managers” than previous descriptions of superintendents would have led us to expect. In particular, coordination and control of the technical core appears more systematic in these districts. The results do not, however, provide a uniform picture of how instruction is coordinated and controlled. A wide range of both culture building activities and bureaucratic policies and practices were emphasized by the superintendents in this study as they exercised their instructional leadership roles.

Scholars are increasingly adopting an ecosystems perspective focused on the complex systems of factors that influence organizations. A type of ecosystem that is receiving significant academic and practitioner attention is the entrepreneurial ecosystem (EE): the interconnected system of actors and forces that supports or hinders entrepreneurship in a geographic area. However, the role that leaders play in ecosystem development, particularly in unmunificent contexts, has received little attention. The purpose of this study was to investigate EE leadership and development and induce a theory explaining how it unfolds.

An inductive research design was combined with the case study methodology to analyze the leadership of an entrepreneurial support organization (an incubator) and its role in developing an entrepreneurial ecosystem.

The findings revealed that incubator leaders constructed a dynamic leadership model that evolved as the EE developed and was tailored to the region's strengths and weaknesses.

The study contributes to research at the nexus of leadership and entrepreneurship by introducing a new level of analysis (the meta-organization), focusing on an underexamined leader type (the support organization) and emphasizing the interplay between leadership and regional characteristics.

F/A‐18 Hornet Strike Fighters have accumulated more than 9,000 flight hours and since November have demonstrated reliability and maintainability two to three times better than the F‐4 and A‐7, the aircraft the Hornet replaces, it was announced recently by McDonnell Douglas Corporation.

As rates of dangerous drinking increase, services must improve their understanding of the needs of people with alcohol‐related brain damage such as Korsakoff syndrome (KS). This study looked at indications of change in key functioning areas for four people with KS living in a new supported living environment. The research highlighted the individualised and complex needs of people with KS and suggests that three specific factors may influence changes in functioning.