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The Art of War, by the ancient Chinese military theorist Sun Tzu, is the most famous work on military operation in ancient China and the books have been repeatedly translated, investigated and discussed. Today, Sun Tzu’s The Art of War remains a compulsory text in major military schools around the world and its influences on twentieth century military thinking is undisputed. Also in recent times, the use of military strategies in the business and management contexts is increasing. This paper proposes a set of criteria based on Sun Tzu’s philosophy for evaluation of business management strategies against the world class business excellence models. The total quality management models of the European Quality Award and the Malcolm Baldrige National Quality Award are used to compare with Sun Tzu’s business management strategy model developed under the quality function deployment (QFD) methodology. The results of the QFD methodology can be used as performance indicators showing organisations’ improvement priorities for self‐assessment.

I examine how four distinct episodes of environmental policy debate have been depicted in the Vancouver Sun, British Columbia's largest daily newspaper. Discourse analysis is applied to the Protected Areas Strategy, the Forest Practices Code, the Working Forest and the Results-based Forest Practices Code. The network of power/knowledge constructed through these texts limits debate to the hegemonic alternatives of “ecomanagerialism” and “eco-capitalism.” This textual reality is constructed from three major organizational standpoints: government, industry and environmentalists. The voices of First Nations and forestry labour are marginalized, as are discourses that challenge the hegemony of the “treadmill of production.”

Although much has been written about the challenges facing businesses in the 21st century, perhaps most daunting is the notion that if a company is to excel, it needs to continuously develop and nurture its knowledge‐based workforce. To do so, the company's fundamental work resources — information technologies, organizational policies and practices, and places of work — need to be fully synchronized to incent and support the knowledge work specific to the company's vision and goals. As technology and the forces of a global economy have changed the way business is done, so has the very nature of work changed. New work realities have created a new environment in which people and processes succeed only when barriers of time and distance are overcome. When a company's employees, customers, and facilities are widespread, establishing a reliable, cost effective support infrastructure that keeps people connected to needed resources and to colleagues and customers is essential. Real estate continues to play a key role in this new work environment, but an effective infrastructure design must integrate all of the key people, place and technology aspects. To do this, a true “systems”approach for providing work infrastructure is required.

The Service User Network (SUN) follows the ethos of the therapeutic community and draws upon coping theory and psychoanalytic understanding of personality disorder to provide a supportive group-based resource to adults struggling to cope. The paper aims to discuss this issue.

The original SUN Project has been successfully replicated, with the further addition and integration of psychoanalytically – derived approaches to the treatment of personality disorder within that replication. The most notable theoretical additions come from the mentalization-based therapy model and the Independent School of Psychoanalysis. In this paper, the author expands the original description of the model to include these theoretical additions, together with a fuller account of the original tenets of the treatment paradigm than previously described.

This provides an outline of a network-based therapy (NETBT) as a first stage in manualizing the model, as well as extending its use to support adolescents.

Network-based therapy is a new, evolving group treatment for adolescents and adults struggling to cope.

The literature on Mergers and Acquisitions (M&A), cultural differences between organizations have frequently been identified as one of the main challenges in the process of post-merger integration (PMI). Existing research has explored a broad variety of cultural differences in perceptions, such as those relating to expectations, norms, values and beliefs within the respective organizations, and how these affect the process and success of PMI. However, less attention has been paid to the relevance of the macro-societal context to PMI. The ambition of this article is, therefore, to advance our understanding of how macro-level societal factors define organizational cultures and affect the success of PMI.

We draw on social systems theory as devised by Niklas Luhmann, assuming that organizations are always embedded in the macro-level societal context of distinctive realms of social reality—such as the economy, politics, religion and the arts—that make up the so-called “function systems”. Looking at the case of the integration of a Brazilian technology start-up into a market-leading corporation, we analyze the dominant orientations towards these function systems, and the changes in these orientations over time.

The results suggest that differences in organizational culture in PMI can be partly explained by differences in orientations to the function systems. Moreover, forcing dramatic changes of orientations towards the function systems within a merged entity can severely damage its raison d'etre in the first place, potentially leading to, in some sense, an account of “culture murder”.

This article is unique in demonstrating that organizations are multifunctional systems whose culture is defined by the highly specific and potentially varying degrees of importance they place on individual function systems and that knowledge or neglect of these functional profiles may seriously affect the success of post-merger integration. Against this backdrop, the article presents a multifunctional profiling method that may easily translate into PMI management tools.

Apparently, all space probes, but no planets, are subject to a constant quasigravitational force that is equivalent to the force on photons that causes the Hubble red shift. Also, the surface gravity of protons, determined by the Heisenberg Uncertainty Principle, causes a barrier at about 53 astronomical units from the sun. Pioneer 10 generated a “space warp” as it crossed this barrier.

The paper aims to address the combined attitude control and Sun tracking problem in a flexible spacecraft in the presence of external and internal disturbances. The attitude stabilization of a flexible satellite is generally a challenging control problem, because of the facts that satellite kinematic and dynamic equations are inherently nonlinear, the rigid–flexible coupling dynamical effect, as well as the uncertainty that arises from the effect of actuator anomalies.

To deal with these issues in the combined attitude and Sun tracking system, a novel control scheme is proposed based on the adaptive fuzzy Jacobian approach. The augmented spacecraft model is then analyzed and the Lyapunov-based backstepping method is applied to develop a nonlinear three-axis attitude pointing control law and the adaptation law.

Numerical results show the effectiveness of the proposed adaptive control scheme in simultaneously tracking the desired attitude and the Sun.

Reaction wheels are commonly used in many spacecraft systems for the three-axis attitude control by delivering precise torques. If a reaction wheel suffers from an irreversible mechanical breakdown, then it is likely going to interrupt the mission, or even leading to a catastrophic loss. The pitch-axis mounted solar array drive assemblies (SADAs) can be exploited to anticipate such situation to generate a differential torque. As the solar panels are rotated by the SADAs to be orientated relative to the Sun, the pitch-axis wheel control torque demand can be compensated by the differential torque.

The proposed Jacobian control scheme is inspired by the knowledge of Jacobian matrix in the trajectory tracking of robotic manipulators.

This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of work–life balance on the relationship between ex post i-deals and work well-being as well as the moderating effect of gender on the relationship between ex post i-deals and work–life balance in the hospitality industry.

This study uses a questionnaire survey of 642 hotel managers from developed cities in China and analyze the data with structural equation modeling. This study also conducts on-site interviews among 20 hotel managers to support conclusions of the survey.

The results indicate that task i-deals as well as career and incentives i-deals significantly promote work–life balance, thereby indirectly improving work well-being. However, the impact of flexibility i-deals on work–life balance and work well-being is insignificant. The influence of career and incentives i-deals on work–life balance for males is slightly stronger than that for females.

This study has practical implications for hotel employers in terms of using various ex post i-deals to motivate and retain hotel managers by improving personal work–life balance and work well-being.

As one of early attempts to highlight the potential of i-deals to serve as solutions for work–life conflicts and unhappiness issues among hotel managers, this study provides novel insights into the mediating process between ex post i-deals and work well-being from the work–life balance perspective as well as distinct influences of various ex post i-deals on work–life balance for male and female managers.

This study proposes a model for the analysis and performance evaluation of e‐supply chains (e‐SCs), that are supply chains (SCs) in which actors are connected by Internet technologies. It is assumed that e‐SC performances are influenced by the network ol structures, by the criteria adopted to manage relationships among involved actors, and by the critical activities that the leading company performs. At first, the variables influencing such factors are identified and the interdependencies among them are analysed to establish existing correlations. This, in turn, enables one to group the values of the influencing factors in four coherent sets which are consistent with different business environments, thus assuring the effectiveness and efficiency to the e‐SC. The obtained reference model is then tested by applying it to literature‐based case studies. The output of this model may be used to design totally new e‐SCs or to redesign the existing ones, in both manufacturing and services industries.

On many levels, “follow‐the‐sun” management makes a glorious kind of sense. The idea goes something like this: Start a process in the East, say Japan or Hong Kong, where the sun rises. When those workers leave their offices at the end of the day, a new team further west in, say, London, arrives fresh to continue the job. Later in that same 24‐hour period, a bunch of New Yorkers can complete the task. Three hours later, those in Silicon Valley can arrive to find the finished project on their desks. Everyone works on their own turf in a standard 9‐to‐5 day, but four times the amount of work is done.