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1 – 10 of 100Adewale Allen Sokan-Adeaga, Godson R.E.E. Ana, Abel Olajide Olorunnisola, Micheal Ayodeji Sokan-Adeaga, Hridoy Roy, Md Sumon Reza and Md. Shahinoor Islam
This study aims to assess the effect of water variation on bioethanol production from cassava peels (CP) using Saccharomyces cerevisiae yeast as the ethanologenic agent.
Abstract
Purpose
This study aims to assess the effect of water variation on bioethanol production from cassava peels (CP) using Saccharomyces cerevisiae yeast as the ethanologenic agent.
Design/methodology/approach
The milled CP was divided into three treatment groups in a small-scale flask experiment where each 20 g CP was subjected to two-stage hydrolysis. Different amount of water was added to the fermentation process of CP. The fermented samples were collected every 24 h for various analyses.
Findings
The results of the fermentation revealed that the highest ethanol productivity and fermentation efficiency was obtained at 17.38 ± 0.30% and 0.139 ± 0.003 gL−1 h−1. The study affirmed that ethanol production was increased for the addition of water up to 35% for the CP hydrolysate process.
Practical implications
The finding of this study demonstrates that S. cerevisiae is the key player in industrial ethanol production among a variety of yeasts that produce ethanol through sugar fermentation. In order to design truly sustainable processes, it should be expanded to include a thorough analysis and the gradual scaling-up of this process to an industrial level.
Originality/value
This paper is an original research work dealing with bioethanol production from CP using S. cerevisiae microbe.
Highlights
Hydrolysis of cassava peels using 13.1 M H2SO4 at 100 oC for 110 min gave high Glucose productivity
Highest ethanol production was obtained at 72 h of fermentation using Saccharomyces cerevisiae
Optimal bioethanol concentration and yield were obtained at a hydration level of 35% agitation
Highest ethanol productivity and fermentation efficiency were 17.3%, 0.139 g.L−1.h−1
Hydrolysis of cassava peels using 13.1 M H2SO4 at 100 oC for 110 min gave high Glucose productivity
Highest ethanol production was obtained at 72 h of fermentation using Saccharomyces cerevisiae
Optimal bioethanol concentration and yield were obtained at a hydration level of 35% agitation
Highest ethanol productivity and fermentation efficiency were 17.3%, 0.139 g.L−1.h−1
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Robert D. Lytle, Tabrina M. Bratton and Heather K. Hudson
Bystander apathy has been a source of debate for decades. In the past half-century, psychologists developed theoretical frameworks to understand bystander activity, commonly…
Abstract
Bystander apathy has been a source of debate for decades. In the past half-century, psychologists developed theoretical frameworks to understand bystander activity, commonly referred to as bystander intervention models (BIMs). More recently, BIMs have been modified to facilitate initiatives to prevent various forms of online victimization. This chapter begins with a review of BIMs and recent applications of bystander intervention research to online environments. We also present several future directions for research along with applications for reducing technology-facilitated violence, including programming recommendations and theoretical development.
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Johannes W.F.C. van Lieshout, Jeroen M. van der Velden, Robert J. Blomme and Pascale Peters
Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an…
Abstract
Purpose
Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.
Design/methodology/approach
The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.
Findings
Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.
Originality/value
Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.
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Ednilson Bernardes and Hervé Legenvre
Smart industry initiatives focus on intelligent and interconnected cyber-physical systems. These initiatives develop complex technical architectures that integrate heterogenous…
Abstract
Smart industry initiatives focus on intelligent and interconnected cyber-physical systems. These initiatives develop complex technical architectures that integrate heterogenous technologies, causing significant organizational complexity. Tapping into the digital capabilities of distant partners while capturing profit from such innovation is demanding. Furthermore, firms often need to establish and orchestrate inter-organizational collaborations without prior relations or established trust. As a result, smart industry initiatives bring together disparate organizational forms and institutional environments, distinctive knowledge bases, and geographically dispersed organizations. We conceptualize this organizational capability as ‘distant capabilities integration’. This research explores the governance mechanisms that support such integration and their relation to value capture. We analyse 11 IoT case studies organized in three categories (process, product and technologies) of smart industry initiatives. Building on existing literature, we consider different ways to describe distance, including knowledge heterogeneity and organizational, geographical, institutional, cultural and cognitive distance. Finally, we describe the governance mode appropriate for upstream (developing foundational technologies) and downstream (leveraging existing distant technologies) smart industry initiatives.
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