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Short-term rentals are mainly of small flats, which are offered to tourists. Currently, the providers of short-term rentals, in particular Airbnb (ABB), are being criticized in several German cities, on the grounds that shares of residential flats are being removed from the housing market, due to illegitimate misuse as tourist accommodation. Thus, the conventional urban housing markets are contending with a decline in housing supply and increasing rents. This paper aims to support these findings empirically.

The paper opted first for a spatial analysis with ArcGIS for ABB in Berlin. Second, different online data requests of periods of up to two months were used to analyze the extent of misuse with regard to the Zweckentfremdungsverbot (misuse prohibition law). Third, analysis of variance was used to analyze rental growth on the ABB markets. The data were collected in different approaches from the website of airbnb.com.

The paper provides evidence that 5,555 residential flats are presently being misused by ABB (0.30 per cent of the total housing stock in Berlin) and that many providers of entire flats have more than one offer simultaneously. Moreover, the paper provides the first entire-market overview of ABB in Berlin. It is evident that the ABB market is mainly located centrally and that only a few neighborhoods have large ABB markets. Rental growth is higher in the ABB markets which have a significant share of misused flats, than in the ABB markets which have insignificant shares of misused flats.

To the authors’ best knowledge, the paper provides the first empirical approach regarding misuse through short-term rentals on a housing market with an innovative design and first-hand data.

The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to the matrix form of management structure employed by the parent ABB. His direct line manager in charge of the global product line wants the move to take place. He has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done. The ABB Transformers (A) case can be used separately, or in conjunction with the (B) case.

The (B) case follows up on the (A) case. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. At a meeting of the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager, the discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now responsible for European operations, remains quiet during the discussions. He later notes that this is a relatively small decision in the context of European operations. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, and on the problems of operating within a matrix structure. The (B) case should be used in combination with the (A) case.

The existing literature on key account management (KAM) has focused more on sales forces and management levels than on their evolution. The purpose of this paper is to explore how sales activities can be coordinated to accommodate national and international KAM programs.

The paper is based on a longitudinal study of the industrial conglomerate ABB, 1996‐2008.

The diversity associated with geography and product complexity creates demands for a more flexible organization that can provide a more complete offering portfolio across national boundaries and still handle the demands of local organizations. In addition to internal organizational contingencies, the key factors and driving forces for the development of KAM programs are the marketing and purchasing strategies that buyer and seller firms perceive and encounter.

The data are limited to one corporation and some of its key customers in different industries. Although the internal and construct validity of the findings are strong, the external validity cannot be assessed precisely.

The 12‐year study brings valuable insights to the development of KAM programs in multinational corporations and addresses coordination issues related to geographical and product complexity.

Key account management (KAM) programmes are a way for companies to develop existing relationships and increase sales, thus being proactive and searching for opportunities (which is often expected of KAM). It is also a way to meet changing customer demands arising from changes in purchasing strategy, buyers' mergers and acquisitions and the search for synergies in order to reduce costs. The purpose of this article is to analyse different key account management programmes on how they manage the sales process complexity and customer expectations.

The paper draws on qualitative data collected during a field study of ABB and six of their major customers, based on annual or biannual interviews with 50 individuals within ABB from 1996 to 2006 and three to ten individuals from each of the customers. Interviewees included corporate managers, key account managers and sales personnel/project managers. The customers involved in the study belonged to mining, automotive, process equipment manufacture, building technology, energy production and telecommunication sectors.

In this study three different programmes are identified and analysed: the proactive programme – which is driven by sales opportunity; the reactive programme – which is driven by customer demands; and the organisation‐based programme – which is driven by the belief in customer‐centric organisational units.

The paper identifies sales aspects (complexities) of KAM programmes that are handled in different ways by different types of programmes.

With an empirical base the paper provides a basis for understanding the reasons behind the establishment of several KAM programmes in the same corporation.

The purpose of this paper is to analyse teleoperation of an ABB industrial robot with an ABB IRC5 controller. A method to improve motion smoothness and decrease latency using the existing ABB IRC5 robot controller without access to any low-level interface is proposed.

The proposed control algorithm includes a high-level proportional-integral-derivative controller (PID) controller used to dynamically generate reference velocities for different travel ranges of the tool centre point (TCP) of the robot. Communication with the ABB IRC5 controller was performed utilising the ABB PC software development kit. The multitasking feature of the IRC5 controller was used to enhance the communication frequency between the controller and the remote application. Trajectory tracking experiments of a pre-defined three-dimensional trajectory were carried out and the benefits of the proposed algorithm were demonstrated. The robot was intentionally installed on a wobbly table and its vibrations were recorded using a six-degrees-of-freedom force/torque sensor fitted to the tool mounting interface of the robot. The robot vibrations were used as a measure of the smoothness of the tracking movements.

A communication rate of up to 250 Hz between the computer and the controller was established using C# .Net. Experimental results demonstrating the robot TCP, tracking errors and robot vibrations for different control approaches were provided and analysed. It was demonstrated that the proposed approach results in the smoothest motion with tracking errors of < 0.2 mm.

The proposed approach may be employed to produce smooth motion for a remotely operated ABB industrial robot with the existing ABB IRC5 controller. However, to achieve high-bandwidth path following, the inherent latency of the controller must be overcome, for example by utilising a low-level interface. It is particularly useful for applications including a large number of short manipulation segments, which is typical in teleoperation applications.

Using the proposed technique, off-the-shelf industrial robots can be used for research and industrial applications where remote control is required.

Although low-level control interface for industrial robots seems to be the ideal long-term solution for teleoperation applications, the proposed remote control technique allows out-of-the-box ABB industrial robots with IRC5 controllers to achieve high efficiency and manipulation smoothness without requirements of any low-level programming interface.

The implementation of modern managerial accounting systems has its benefits, but needs certain facilities to be made available. Activity Based Budgeting (ABB) is a system that could be useful in managing shared service departments by providing deeper insights to their capacity utilization and resource allocation than a traditional budgeting system. This paper studies the possibilities, benefits, and difficulties that may face the implementation of an ABB system in an environment that lacks sophisticated IT based accounting information system. This study used an application experiment to implement the ABB in two shared service departments (Accounts and Transportation) in two different companies. In addition, a simple survey of the two companies’ employees was adopted to acquire their reaction and feedback about the proposed budgeting system. Results show that benefits can be gained and difficulties resulting from lack of IT support can be overcome but with considerable human effort. When labor force is not a constraint, this provides the solution. However, measuring human labor’s capacity is a factor that needs more consideration from accounting researchers.

Research has shown that companies focus their internal processes when they adopt enterprise resource planning (ERP) systems. However, the ERP systems need to expand their functionality to include customers and suppliers (with e-commerce functionality) to reach their full potential. The purpose of this paper is to consider business relationships as a resource but also a limitation when companies strive to get an extended ERP system.

The paper presents an illustrative case study of an industrial company's process of developing an extended ERP and how the company's portfolio of business relationships has affected the solution. The analysis is supported by the markets-as-networks theory.

The process of developing an extended ERP system needs to incorporate the company's business partners (customers and suppliers). It is a simultaneously bottom-up and top-down process given that the operative frontline staff hold the knowledge about the company's business relationships while the corporate management has the means of extending the ERP system functionality and align it with the focal company's strategy.

Companies need to consider the fact that the technological and financial status of their customers and suppliers differ. Thus, an effective and flexible extended ERP system needs to include both a high-end and low-end solution as well as understand that a full interorganizational integration might not be realistic.

The paper puts forth business relationship portfolios as an important factor to consider when extending the ERP system functionality in the supply chain and toward customers.

Here's another path of evolution open to corporate planning—transform your department into the business information and analysis (BIA) function.

This study aims to report the development of a provisional robotic cell for additive manufacturing (AM) of metallic parts. To this end, the paper discusses cross-disciplinary concepts related to the development of the robotic cell and the associated command and control system such as the Computer-Aided Design (CAD) interface, the slicing software and the path planning for the robot manipulator toward printing the selected workpiece. This study also reports the development of a virtual production cell that simulates the AM toolpath generated for the desired workpiece, the adaptation of the simulation environments to enable AM and the development of a user application to setup, command and control the AM processes. If a digital twin setup is efficiently built, with a good correlation between the simulation environment and the real systems, developers may explore this functionality to significantly reduce the development cycle, which can be very long in AM applications where metallurgic properties, part distortion and other properties need to be monitored and controlled.

To generate the robot manipulator path, several simulation programs were considered, resulting in different solutions to program and control the robot of choice [in this study, Kuka and Asea Brown Boveri (ABB) robots were considered]. By integrating the solutions from Slic3r, Inventor, Kuka.Sim, Kuka.Officelite, RobotStudio and Visual Studio software packages, this study aims to develop a functional simulation system capable of producing a given workpiece. For this purpose, a graphical user interface (GUI) was designed to provide the user with a higher level of control over the entire process toward simplifying the programming and implementation events.

The presented solutions are compatible with the simulation environments of specific robot manufacturers, namely, ABB and Kuka, meaning that the authors aim to align the developments with most of the currently realized AM processing cells. In the long-term, the authors aim to build an AM system that implements a produce-from-CAD strategy i.e. that can be commanded directly from the CAD package used to design the part the authors are interested in.

This study attempts to shed light on the industrial AM, a field that is being constantly evolved. Arguably, one of the most important aspects of an AM system is path planning for the AM operation, which must be independent of the robotic system used. This study depicts a generic implementation that can be used with several robot control systems. The paper demonstrates the principle with ABB and Kuka robots, exploiting in detail simulation environments that can be used to create digital twins of the real AM systems. This is very important in actual industrial setups, as a good correlation between the digital twins (simulation environment and real system) will enable developers to explore the AM system in not only a more efficient manner, greatly reducing the development cycle but also as a way to fully develop new solutions without stopping the real setup. In this research, a systematic review of robot systems through simulation environments was presented, aiming to emulate the logic that is, used in the production cell development, disregarding the system brand. The adopted digital twin strategy enables the authors to fully simulate, both operationally and functionality, the real AM system. For this purpose, different solutions were explored using robots from two different manufacturers and related simulation environments, illustrating a generic solution that is not bound to a certain brand.

Using specific programming tools, fully functional virtual production cells were conceived that can receive the instructions for the movements of the robot, using a transmission control protocol/internet protocol. Conversion of the CAD information into the robot path instructions for the robot was the main research question in this study. With the different simulation systems, a program that translates the CAD data into an acceptable format brings the robot closer to the automatic path planning based on CAD data. Both ABB and Kuka systems can access the CAD data, converting it to the correct robot instructions that are executed. Eventually, a functional and intuitive GUI application capable of commanding the simulation for the execution of the AM was implemented. The user can set the desired object and run a completely automatic AM process through the designated GUI. Comparing ABB simulation with the Kuka system, an important distinction can be found, namely, in the exportation of the programs. As the Kuka program runs with add-ons, the solution will not be exported while maintaining its functionality, whereas the ABB program can be integrated with a real controller because it is completely integrated with modules of the virtual controller.

To conclude, with the solutions exploited, this study reports a step forward into the development of a fully functional generic AM cell. The final objective is to implement an AM system that is, independent of any robot manufacturer brand and uses a produce-from-CAD strategy (c.f. digital manufacturing). In other words, the authors presented a system that is fully automatic, can be explored from a CAD package and, consequently, can be used by any CAD designer, without specific knowledge of robotics, materials and AM systems.

This chapter deals with firms’ relationships in particular with political actors when expanding in emerging markets. Our main purpose is to illustrate the importance of including such relationships when describing how firms develop insidership in networks in these markets. Emerging markets are often described as if they pose similar challenges but we will focus on the heterogeneity and how firms handle the diversity of the non-business foreign environment. Based on experiences from three Western multinationals — Sandvik, Ericsson and ABB — the main challenges in China, South Africa and Turkey are described. In addition to relationships with political actors, the discussion indicates the importance of also including other non-business actors, such as NGOs. The cases also illustrate that knowledge acquired in one cultural setting may not easily be transferred to another since the contexts are so different.