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Hydraulic slide valve failure often results from competing failure modes, termed competitive failure. To enhance prediction accuracy for hydraulic slide valve remaining useful life, the authors propose a method incorporating competitive failure and Monte Carlo simulation. This method allows for more accurate prediction of hydraulic slide valve remaining useful life.

In this paper, the competitive failure mode of the hydraulic slide valve is analyzed by studying the two failure modes of the hydraulic slide valve, and the prediction of the remaining useful life of the hydraulic slide valve is studied by using the sample set generated by Monte Carlo simulation and the competitive failure joint model.

The results show that the proposed prediction method based on competitive failure and Monte Carlo simulation is more accurate than the traditional Bayesian joint model prediction method when dealing with the failure mode competition phenomenon of hydraulic slide valve.

In this paper, the remaining useful life prediction of hydraulic slide valve with competitive failure characteristics is studied, which provides a new idea for the remaining useful life prediction method.

The peer review history for this article is available at: https://publons.com/publon/10.1108/ILT-11-2023-0361/

Competitive intelligence failures have devastating effects in marketplaces. They are attributed to various factors but seldom explicitly to information behaviour. This paper addresses causes of competitive intelligence failures from an information behaviour lens focussing on problems with key intelligence and information needs. The exploratory study was conducted in 2016/2017. Managers (end-users) identify key intelligence needs on which information is needed, and often other staff members seek the information (proxy information seeking). The purpose of this paper is to analyse problems related to key intelligence and information needs, and make recommendations to address the problems.

The study is placed in a post-positivism research paradigm, using qualitative and limited quantitative research approaches. In total, 15 participants (competitive intelligence professionals and educators/trainers originating from South Africa and the USA) contributed rich data through in-depth individual interviews.

Problems associated with articulation of information needs (key intelligence needs is the competitive intelligence term – with a broader scope) include inadequate communication between the person in need of information and the proxy information searcher; awareness and recognition of information needs; difficulty in articulation, incomplete and partial sharing of details of needs.

Participant recruitment was difficult, representing mostly from South Africa. The findings from this exploratory study can, however, direct further studies with a very understudied group.

However, revealed valuable findings that can guide research.

Little has been published on competitive intelligence from an information behaviour perspective. Frameworks guiding the study (a combination of Leckie et al.’s 1996 and Wilson’s, 1981 models and a competitive intelligence life cycle), however, revealed valuable findings that can guide research.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

While recovering from service failures is often viewed as an operational concern, service providers can also adopt a strategic and conceptual service vision for managing their service recovery. This paper discusses how the management of service failures can be utilised as a catalyst to effectively initiate organization‐wide learning and can serve as a reflection of the firm's market orientation to enhance value. Failure‐recovery, at its inception, acts as an external‐to‐internal trigger that initiates numerous changes (innovations) – operational changes, strategic changes and conceptual changes. These changes guide the implementation of various value enhancing innovations throughout the entire organization and positively affect the firm's service vision and mission.

The purpose of this paper is to identify and design a paradigm model for universities' information acquisition behavior in competitive intelligence process.

The sampling has been conducted in two stages. First, purposive sampling has been done among Iranian universities of medical sciences. Second, 20 university staff members were selected using the snowball method. The research was conducted through semi-structured interviews.

The purpose of acquiring information in competitive intelligence process is to meet organizational and individual information needs in active and passive ways. The characteristics of information acquisition and how to acquire it are varied. Enablers include the information sources, individual, organizational characteristics and environmental pressures. Barriers are individual, organizational, environmental factors. The consequences of information acquisition are success, failure and partial success. Accordingly, a paradigm model of information behavior has been designed.

This is the first study to identify information behavior of universities in competitive intelligence process. In addition to why and how to acquire information, this study also looks at facilitators and barriers factors.

Strategy gets you from where you are now to your ideal future. Strategy is the link between mission and profit. Establish your specialisation, your area of excellence, your core business. Establish a competitive advantage, a reason why customers should buy from you. Find the segment or niche in the market place which you can dominate. Concentrate all your resources hitting your market segment with your benefit and competitive advantage in your area of excellence. Many of the ideas in corporate strategy are similar to the goal setting and goal achieving ideas relating to individuals. This should not surprise us. Organisations do not have strategies. Only people have strategies.

This paper aims to explore how intra-industry entrepreneurial experience and failure entrepreneurial experience affect novelty-centered business model design in a new venture. Moreover, the authors also consider whether the contingent value of entrepreneurial experience may differ according to competitive intensity.

A survey via questionnaire was conducted with 290 entrepreneurs and top managers from Chinese new ventures that provided the research data. Hierarchical regression analysis was used to test the proposed theoretical hypotheses.

The empirical results indicate that intra-industry entrepreneurial experience has an inverted U-shaped effect on novelty-centered business model design, whereas failure entrepreneurial experience has a negative effect on novelty-centered business model design. Furthermore, the authors also find that competitive intensity weakens the inverted U-shaped effect of intra-industry entrepreneurial experience on novelty-centered business model design.

This study offers new insights into the effects of intra-industry entrepreneurial experience and failure entrepreneurial experience on novelty-centered business model design and provides useful suggestions for new ventures to promote business model design.

Draws together a number of themes from mainstream strategy literature and synthesizes them into a new model of the comprehensively competent organization. Argues that it is a key role of the strategic leader to ensure that his/her organization possesses a wide range of generic competences (to an appropriate degree in each case) in order that the organization can develop and sustain more specific competences in learning, change management and product/service competitive competency. These “layers of competence” are illustrated in the form of an integrated web. While it is content competences which ultimately produce successful competitive outcomes, other competences in learning and change management are needed to support this. The competence implications of modern environments are discussed and, towards the end of the article, the generic competence argument is applied to the literature on business failure.

This article investigates the issue of diversification around the core business, namely concentric diversification. There have been many diversification failures reported over the last few decades. Little guidance has been available to firms who plan to diversify in order to grow. The literature relating to competitive advantage, sustainable competitive advantage, and concentric diversification is reviewed. A process is then presented to help managers make sound strategic diversification decisions, thus reducing the risk of failure.

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.