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The extreme nature of fire makes structural fire engineering unique in that the load actions dictating design are intense and neither geographically nor seasonally bound. Simply, fire can break out anywhere, at any time and for any number of reasons. Despite the apparent need, the fire design of structures still relies on expensive fire tests, complex finite element simulations and outdated procedures with little room for innovation. This paper aims to discuss the aforementioned issues.

This primer highlights the latest state of the art in this area with regard to performance-based design in fire structural engineering. In addition, this short review also presents a series of examples of successful implementation of performance-based fire design of structures from around the world.

A comparison between global efforts clearly shows the advances put forth by European and Oceanian efforts as opposed to the rest of the world. In addition, it can be clearly seen that most performance-based fire designs are related to steel and composite structures.

In one study, this paper presents a concise and global view to performance-based fire design of structures from success stories from around the world.

There has been a great deal of research regarding the success and impact of state performance-based budgeting with findings ranging from hopeful to critical. Previous findings have also indicated that the success and impact of implementation have varied across the states. The practitioners' varied views of successful performance implementation are likely linked to their varied views of the purpose of performance implementation. We survey state executive budget officers regarding performance-based budget goals, implementation successes, and obstacles. Our findings suggest that program accountability as a goal, rather than budget allocation, makes a stronger foundation for determining performance-based budget success.

The purpose of this paper is to investigate whether team members work harder and perform better when they are compensated based on both team and individual performance than either alone and whether teammates' familiarity with one another influences the effectiveness of the compensation scheme.

Four‐member ad hoc student teams repeatedly complete an interdependent task on the computer in an experiment which manipulates individual compensation plan, team compensation plan, and teammate familiarity.

Results indicate that offering a combination of individual and team performance‐based compensation results in comparable performance under both strong and weak team identity, suggesting that the lower productivity levels associated with weak team identity can be overcome with performance‐based compensation.

The data are collected from an experimental game created to resemble one interdependent production environment, thus reducing the generalizability of the results. An experimental environment was chosen because it allowed testing of only the variables of interest – team compensation, individual compensation, and team identity, while holding other factors (i.e. task and compensation variation) constant.

The results suggest that, regardless of team identity, firms can benefit from offering both team and individual performance‐based compensation.

This study examines individual and team compensation simultaneously, in contrast to studying each in isolation. Additionally, this study investigates whether teammate familiarity moderates the effect of performance‐based compensation on performance.

This paper evaluates an Air Force performance-based service contract against the contracts that were prescriptive in the past. Department of Defense mandated that all service contracts be performance-based by 2005. The goal of the paper is to determine whether this contract, after becoming performance-based, is achieving greater cost savings and better outcomes for government, contractor, and taxpayers. The paper assesses the contract performance standards and how they are measured. The authors analyze the language of the Statement of Work (SOW) before and after it became performance-based. The contractor’s performance is evaluated. Positive incentives are identified and described. Finally, the paper addresses risk assessment issues.

Uses longitudinal data from the NLSY79 to examine the effect of a broad variety of performance‐based pay schemes and fringe benefits on male and female wages between 1988 and 1998. Specifically, analyzes whether the offer of various performance‐based pay schemes and fringe benefits functions as an alternative work incentive, eliciting greater effort and raising wages or, instead, it is accompanied by lower wages, as predicted by compensating wage theory. The results indicate that, while most performance‐based pay schemes are associated with higher wages to differing extents across gender, tips are commonly accompanied by lower wages among men. Similarly, while the offer of a retirement plan appears to as a work incentive raising male and female wages, workers are willing to trade wages for jobs offering life and medical insurance.

Performance‐based maintenance partnerships promise benefits compared to traditional tendering of maintenance projects. The paper aims to give process models and examples of performance requirements and measurement methods for buildings and facilities managers.

Case studies of housing associations' current procurement and outsourcing methods have been performed, including an examination of initiatives for performance‐based partnerships. Purchasers and technical managers of housing associations and directors of medium‐sized maintenance contractors were interviewed, asking about the objectives, expected benefits and drawbacks of maintenance partnering. Maintenance performance requirements and measurement methods for the exterior envelope of housing estates were developed, based on the functions of building components. The maintenance partnering process has been modelled in three partnership forms, based on the case studies and interviews.

The process models and the decisive maintenance performance requirements for building components are interesting concepts for buildings and facilities managers, changing their orientation from cost of services to value and performance.

The process models were discussed with clients and maintenance contractor. Its validity is being tested in practice. Clients fear that price competition will be affected by entering into long‐term co‐operative arrangements with maintenance contractors and service providers. Thus, there is a need for studies that investigate the direct and indirect cost savings from performance‐based maintenance partnering.

Long‐term performance‐based maintenance partnering for the entire exterior envelope is something new. It focuses on re‐design, construction, and maintenance by the maintenance contractor.

As enterprises focus on offering integrated product/service bundles, performance‐based contracts become ever so important in ensuring effective delivery. Performance‐based contracts fall under the result‐oriented category of industrial product service systems (PSSs). The paper aims to present a conceptual framework for operations strategy in performance‐based industrial PSSs that will help manufacturing companies configure their operations to support effective delivery of integrated product/service offering.

This paper first develops a conceptual framework for operations strategy in performance‐based contracts by identifying the key elements after a detailed systematic review of literature. A major shift in support and maintenance logistics for complex engineering systems over the past few years has been observed in the defence and aerospace industries. Availability contracting, a special type of performance‐based contracts, is replacing traditional service procurement practices. Two exploratory case studies involving defence availability contracts are conducted for making inferences regarding the operations strategy.

The important findings of this research are a set of elements of operations strategy guiding the development of a conceptual framework, a set of operating principles and processes supporting effective delivery of performance‐based service contracts.

The true value of this research is to open up the novel area of result‐oriented industrial PSSs operations strategy by capturing the key characteristics of operations using both literature and empirical evidence.

Little empirical analysis has occurred of the influence of performance-based budgeting on appropriation decision-making or budget outcomes, and most research has focused on the perceptions of budget officials. This research empirically tests to what extent the implementation of performance-based budgeting has had an impact on the actual allocation of resources in the form of Constant Per Capita Expenditures in the states. A pooled cross-sectional analysis is used to evaluate the time series encompassing before and after implementation as a means of determining the impact of performance budgeting on state budgeting outcomes as revealed in expenditure patterns of the states. Results indicate that the implementation of performance budgeting has a statistically significant and positive effect on budget outcomes in the states as measured by constant per capita expenditures.

Based on the institutional background of mandatory requirement of performance-based executive equity incentives, this paper aims to investigate the impacts of executive equity incentives, vesting periods and vesting performance conditions on corporate innovation.

The empirical analysis is based on the detailed data of equity incentives in China’s listed companies from 2006 to 2014, the Tobit method is implemented to estimate the regression coefficients, and the instrumental variable (IV) approach, Heckman two stage regression, propensity score matching and difference-in-difference models are adopted to solve the problem of endogeneity in several robust tests.

This paper documents that equity incentives and vesting periods are significantly and positively related to corporate innovation measured by R&D investment and patent applications, yet requirements on vesting performance impede corporate innovative activities. Specifically, compared with non-equity incentive companies, the R&D investment and the number of patent applications of equity incentive companies are 40 and 46.2 per cent higher, respectively. A one year increase in equity incentive duration can correspondingly increase the R&D investment by 15 per cent and the patent applications by 18.3 per cent. However, a one standard deviation increase in industry-adjusted ROE target reduces corporate R&D investment by 5 per cent and the patent applications by 8.39 per cent. The main empirical findings still hold after several robust tests.

This paper confirms that the impact of performance-based compensation system on corporate innovation depends on its structure. Specifically, the empirical findings suggest that equity incentive plans being correctly designed can enhance corporate innovative activities, but myopic managers will damage the corporate innovation.

This paper investigates the influence of equity incentive structure on equity incentive effect based on the institutional background of mandatory requirement of performance-based executive equity incentives. It provides an opportunity to understand the mystery of equity incentives, which helps to enrich the structure of equity incentive theoretically. The empirical evidence confirms the importance of tolerating short-term failure and extending the horizon of managerial decision-making on promoting innovation. Overall, the research indicates that only well-designed equity incentive plans can promote innovation, which contributes to regulators and practitioners to form a rational understanding of the premise of equity incentives in promoting innovation and provides a reference for their decision-making.

This paper examines how administrators in two very different Florida state agencies implemented performance-based program budgeting. It identifies the key organizational conditions that facilitate and inhibit implemen-tation and propose implications for generalizing these observations to other settings. The study concludes that agency variables make implementation much more difficult in some settings and that a one-size-fits-all approach may contribute to a variety of delays and conflicts in the implementation process.