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Current centralized humanitarian aid deployment practices may encourage urbanization thereby weakening short- and long-term resiliency of lower-income countries receiving aid. The purpose of this paper is first, to explore these shortcomings within the peer-reviewed literature and, second, propose a starting point for a solution with a decentralized humanitarian aid deployment (DHAD) framework.

The authors conducted a focused, qualitative review of available and relevant literature.

The literature reviewed demonstrates that current centralized humanitarian aid deployment models lack meaningful engagement of local assets while indicating a plausible connection between these same models and disaster urbanization. Next, the literature shows introducing a new decentralized model could represent a sustainable aid deployment standard for that country’s specific response, recovery, mitigation and planning opportunities and constraints.

The next step is to develop a working DHAD model for a lower-income country using a multi-layered, GIS analysis that incorporates some or all of the socioeconomic and environmental variables suggested herein.

The practical potential of the DHAD framework includes establishing the impacted country in the lead role of their own recovery at the moment of deployment, no longer relying on foreign logistics models to sort it out once aid has arrived.

This paper discusses a topic that much of the literature agrees requires more research while suggesting a new conceptual framework for aid deployment best practices which is also largely absent from the literature.

This paper aims to study the results of the public aid programmes, through supply-side subsidies, for ultra-fast next generation access (NGA) broadband deployment that have been developed in The Canary Islands since 2013. These findings will, in turn, hopefully help the policymakers of archipelagos define their own ultra-fast broadband development plans.

An empirical approach has been used, based on the observation of the historical results obtained in the archipelago and the way broadband was diffused throughout the territory.

Results show that the broadband has developed asymmetrically in the archipelago, which, in turn, has caused the onset of a triple spatial digital divide. It was also observed that some aspects of the current way that such programmes are created and, consequently, the way that public funds are allocated, that could be improved and might help prevent geographical discrimination. Lastly, several insights have been presented for further investigation.

A large amount of scientific research has been carried out studying ultra-fast broadband NGA networks deployment. Less literature can be found on this topic when considering the specificities of fragmented territories like archipelagos. This paper tries to contribute with some empirical insights about such specific scenarios.

The purpose of this paper is to ascertain how upward accountability processes can be enabling in, or constraining to, the effective deployment of development aid funding.

The paper derives its primary insights from in-depth interviews and focus groups with non-governmental organization (NGO) fieldworkers working and delivering development aid in Northern Ghana. It analyses inductively the perspectives of fieldworkers to explain their experiences of upward accountability.

The fieldworkers’ perception of upward accountability was mainly one of external control, in response to which they enacted a skilful form of compliance accountability. This perception of control failed to stifle their initiative and intrinsic commitment to beneficiaries. The fieldworkers craved “conversations for accountability”, in which they had a voice in the development of upward accountability metrics, thereby enabling them to fulfil their sense of felt responsibility to beneficiaries. While aspects of “conversations for accountability” were emerging in fieldworker-funder interactions, it was unclear to what extent funders were committed to further advancing them. Overall, the analysis unveils how felt responsibility mediates for, and partly diminishes, the perceived negative impacts on aid effectiveness of upward accountability processes informed by a focus on control.

The authors examine the potential of upward accountability processes using in-depth analyses of the actual experiences of those involved in delivering NGO services at the grassroots level. The authors contribute to emerging work in this vein by enriching the authors’ understanding of local constituencies’ experiences of accountability processes more generally, especially the impact these mechanisms have on NGO operational activities. The authors also unveil the mediating role fieldworkers’ “felt responsibility” to beneficiaries’ plays in moderating the perceived negative impacts on aid effectiveness of upward accountability processes.

The purpose of this paper is to describe a method to help companies identify the resources needed to provide manufacturing flexibility and meet the demands of their potential consumers while complying with company strategy.

The literature related to flexibility is reviewed and a classification based on the following four levels is proposed: abilities, dimensions, elements and resources that provide flexibility. Based on this taxonomy and using the principles of quality function deployment, a method is proposed that shows the correlation between these four levels, starting with customer demand and company strategy. To show its applicability, the method was used in a manufacturing process in an automobile manufacturing company that produces nine models of vehicles.

The findings of the study include a taxonomy geared towards manufacturing flexibility and a method that enables the resources that provide flexibility in an industrial production line to be identified in order of importance. After being tested in an automobile manufacturing company, the method was found to be an effective aid to the deployment of flexibility and to help highlight the main resources that needed to be introduced in the manufacturing process in order to ensure the flexibility required by the market in keeping with the company brand.

The proposed method is based on the structure described by Olhagen and West. However, a taxonomy involving the deployment of other levels of flexibility identified by Kara and Kayis is added, making the method more complete as well as ensuring that it addresses strategic company issues.

This study aims to propose an analytical tool based on the activities–resources–actors (ARA) model to understand the coordination mechanisms in humanitarian action. The tool identifies the phases of humanitarian action and analyzes the underlying mechanisms that facilitate coordination among organizations.

This study uses a literature review to develop analytical grids and theoretical propositions based on the ARA model.

The ARA model is a useful tool for understanding coordination mechanisms in humanitarian action. The study identifies key elements of interaction systems and characterizes the phases of humanitarian action. Effective coordination among organizations is essential for successful aid delivery. The study provides four theoretical propositions.

Future research could validate the propositions formulated in this study through case studies.

The analytical grids proposed in this study can be used by humanitarian organizations to improve their coordination mechanisms and aid delivery processes.

Effective humanitarian action can help alleviate the suffering of individuals affected by crises and contribute to the overall well-being of communities. The analytical tool proposed in this study can improve the effectiveness of humanitarian action and ultimately benefit society.

This paper presents an original approach by leveraging the ARA model to develop an analytical tool for humanitarian action, which is useful for both practitioners and researchers. In addition, the paper attempts to overcome the siloed vision of humanitarian action by highlighting “emergency-development” aspect.

The purpose of this paper is to detail how the quality function deployment (QFD) methodology can help companies identify their strategic priorities and achieve customer satisfaction and increased competitive advantage.

The paper outlines a case study example of the use of the QFD methodology. It looks at how well it was able to achieve its objectives.

Meeting customer expectations and creating customer satisfaction has become the Holy Grail for companies wishing to improve their competitiveness and profitability. Success, however, for many companies remains illusive. Their ability to align and integrate customer satisfaction with their overall strategic direction has proved to be more difficult that they thought. Their repeated desire to put the customer first is severely hampered by the lack of effective methodologies and tools to support the creation of an integrated process. Companies need a mechanism for aligning important concepts – a tool that will outline the important steps that they need to implement in order to successfully identify business priorities. One company, Geotherm Sri, a firm producing geothermal heat pumps, adopted QFD to help them with their strategic planning and achieve customer satisfaction. How well did QFD meet the challenge?

The paper provides a step‐by‐step guide of how to apply the QFD methodology to the task of defining business priorities.

The paper improves corporate strategic decision making and allows for a more in‐depth analysis of customer expectations/needs.

The paper identifies the various steps involved in applying the QFD. It adopts a case study example that will help company strategic decision makers in their quest to determine their business priorities.

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).

The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.

We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.

This study aims to utilise Six Sigma in an Irish-based red meat processor to reduce process variability and improve yields.

This is a case study within an Irish meat processor where the structured Define, Measure, Analyse, Improve and Control (DMAIC) methodology was utilised along with statistical analysis to highlight areas of the meat boning process to improve.

The project led to using Six Sigma to identify and measure areas of process variation. This resulted in eliminating over-trimming of meat cuts, improving process capabilities, increasing revenue and reducing meat wastage. In addition, key performance indicators and control charts, meat-cutting templates and smart cutting lasers were implemented.

The study is one of Irish meat processors' first Six Sigma applications. The wider food and meat processing industries can leverage the learnings to understand, measure and minimise variation to enhance revenue.

Organisations can use this study to understand the benefits of adopting Six Sigma, particularly in the food industry and how measuring process variation can affect quality.

This is the first practical case study on Six sigma deployment in an Irish meat processor, and the study can be used to benchmark how Six Sigma tools can aid in understanding variation, thus benefiting key performance metrics.

Prior research has investigated legitimation strategies in corporate annual reports in the for-profit sector. The purpose of this paper is to investigate this phenomenon in an NGO environment. It investigates Australian overseas aid agencies’ responses to criticism of the relief effort following the Indian Ocean tsunami in 2004. It aims to determine whether voluntary annual report disclosures were reflective of impression management and/or of the discharge of functional accountability.

The paper applies content analysis to compare the structure and content of the annual reports of 19 Australian overseas aid agencies before and after the Indian Ocean tsunami.

Results suggest voluntary disclosure in annual reports significantly increased post-tsunami and was more consistent with impression management activity rather than functional accountability suggesting a response to the legitimacy challenge. The use of impression management tactics differed with agency size, with larger agencies using ingratiation in order to appear more attractive while smaller ones promoted their particular achievements.

This paper makes a contribution by extending prior impression management and legitimacy literature to an NGO environment. It has implications for the development of these theories as it looks at organisations where the stakeholders are different from the for-profit sector and profits are not the main concern. It raises issues about the concept of accountability in the NGO sector, and how the nature of organisation reporting is changing to address the challenges of a sector where access to funds is highly competitive.

This study aims to investigate the adoption of Quality 4.0 (Q4.0) and assess the critical failure factors (CFFs) for its implementation and how its failure is measured.

A qualitative study based on in-depth interviews with quality managers and executives was conducted to establish the CFFs for Q4.0.

The significant CFFs highlighted were resistance to change and a lack of understanding of the concept of Q4.0. There was also a complete lack of access to or availability of training around Q4.0.

The study enhances the body of literature on Q4.0 and is one of the first research studies to provide insight into the CFFs of Q4.0.

Based on the discussions with experts in the area of quality in various large and small organizations, one can understand the types of Q4.0 initiatives and the CFFs of Q4.0. By identifying the CFFs, one can establish the steps for improvements for organizations worldwide if they want to implement Q4.0 in the future on the competitive global stage.

The concept of Q4.0 is at the very nascent stage, and thus, the CFFs have not been found in the extant literature. As a result, the article aids businesses in understanding possible problems that might derail their Q4.0 activities.