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A human navigator attempts to handle the ship for safe navigation by judging navigational information on own ship’s condition, targets and current‐wind effects. He/she has the responsibility of human lives and the economic values to judge. The human navigator maintains high mental workload during the navigational watch keeping. Therefore, we need to develop a support system to reduce the mental workload with human‐system cooperation based on the navigator’s KANSEI, and we must research an index to assess the mental workload for the first step, as the research on the KANSEI of ship’s navigator is not yet available in the world. In addition we depend on the professional’s experience for the assessment. The purpose of this paper is to find characteristics of the mental workload using heart rate variability. The experiment is carried out in six types of sea area on the west side of Japan. The subject is the chief officer of a training ship at Kobe University.

This study, examines women's career types and their effects on women's satisfaction with their career success and their attributions of the sources of this career success. The study proposes a typology of four career types that are determined by the manifestation of a woman's career pattern and career locus. It finds empirical evidence of three distinct career types for women: achievers, navigators and accommodators. Women having accommodator career types are significantly less satisfied with their career success than women having navigator career types and achiever career types.

This paper aims to propose that the nasal temperature is an effective index to evaluate the mental workload of a navigator for effective navigation.

The evaluation comes from the actual on‐board experiment, not simulation. The subject is real bridge teammates; captain, duty officer, and quarter master. The mental workload is evaluated for a lot of navigational situations.

The nasal temperature responds when the navigator makes a decision regarding ship‐handling and collision avoidance, and shows well the whole trend of his decision‐making. Then the nasal temperature takes effect to evaluate the bridge team work among captain, duty officer and quarter master.

Future research is to make cross‐indices with the nasal temperature and the heart rate variability (R‐R interval) complementary to each other where the nasal temperature registers the trend and the R‐R interval registers the quick response of the mental workload.

The paper describes the effective index which is useful to evaluate bridge teammates’ mental workload for effective navigation.

Navigator's skill has been evaluated according to behavior (performance) and a questionnaire as a quantitative evaluation; moreover, the mental workload tries to do it using nasal temperature and heart rate variability.

Radar is a useful instrument to get target information in restricted visibility and night navigation. If there are many similar targets in a close area, navigators sometimes make errors in recognizing the radar’s target direction when they find the targets in a seascape using radar information. They sometimes indicate other targets instead of their intended target by mistake. We must prevent the errors, to reduce accidents and improve safe navigation. The purpose of this paper is to investigate why navigators make mistakes when identifying the direction between the radar’s target echo on the display and the actual vessel in the seascape. We tackle this problem in three steps: 1) we propose a navigator’s radar target cognitive model; 2) we evaluate the errors of the radar target cognition and its indication in the seascape and 3) we discuss the errors with the parallax.

The measurement and reporting of intellectual capital has recently attracted a growing interest from accounting researchers, promoting a lively and far‐reaching debate. Two related issues have informed this debate. It is possible to identify these issues as exemplifying financial reporting and management accounting perspectives on the emergence of intellectual capital. Provides a commentary on the progress of the debate to date, while also attempting to contextualise some of the issues it entails in both earlier and wider debates. In an effort to progress the project of accounting for intellectual capital, suggests the adoption of a critical accounting perspective. This would entail exploring the possibilities of intellectual capital providing its own accounts, rather than remaining imprisoned within accounts devised by others.

This paper seeks to critically review developments in the literature spanning personnel management, HRM, learning organization and intellectual capital approaches to employee utilization and development. The purpose being to identify the benefits, limitations and lessons for the management of people in the co‐operative and mutual sectors.

The problem of inadequate Personnel or HRM systems in the majority of co‐operatives has been established by the author over a period of seven years, field work with co‐operative organizations including the international co‐operative alliance (ICA), asian confederation of credit unions (ACCU), and the British society for co‐operative studies. Direct interviews and a sample of HRM and Membership Relations audit forms developed as part of the ongoing field research and special project work have been applied to various co‐operative contexts in all the regions of the ICA.

The findings are that co‐operatives generally are lagging behind the private sector in their application of all four approaches. Mostly smaller co‐operatives lack effective basic personnel systems and few of the larger co‐operatives go beyond HRM. This failure to develop clear programs for the utilization and development of their people is a missed opportunity.

The membership base and its roots in a community of shared interests means that, whilst co‐operatives have lessons to learn from all four approaches, they can and must go beyond them if they are to optimize their people‐centered business advantage in the marketplace.

The paper suggests a new strategy for co‐operatives of Co‐operative Social Capital Management to help them compete, whilst retaining their co‐operative difference.

Dealing with intellectual capital (IC), the purpose of this paper is to provide a strategic tool for management activities in knowledge-based organizations. In particular, in the contribution, an integrated framework for intangibles’ representation, evaluation and control in Science Parks is developed.

Starting from a review of the main instruments for measuring intangible resources in an organization, an integrated model of IC for Science Parks is formulated.

The paper demonstrates that Science Parks are big repositories of knowledge but they are neither familiar with the IC management nor with the use of methodologies functional for the resources representations and for the variations dynamics of their value. Thereby it answers to questions related to the IC process representation, responding to managerial exigencies and to measurability and repeatability as strategic activities for business running.

Unlike the great number of studies on IC that formulate objective metrics of the value of firms’ intangible assets, the paper presents a model not to describe but to shape processes in a knowledge-based organization and to achieve and communicate results both for management and for increasing transparency of communication with external stakeholders.

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

To verify if the intellectual capital (IC) statement has some points of contact with environmental and social reports, or whether it can be considered as a brand‐new reporting model, which is completely detached and independent by the other two.

An empirical analysis of environmental and social reports in Italy, and in particular an analysis whether some elements of IC statement are present in the environmental and social reports.

A high level of dispersion in the information composing the environmental and social reports; a significant overlapping of data between these two sets of documents; and a quite relevant set of information in common between the environmental and social reports and the IC statement.

The environmental and social reports analysed could be not an exhaustive list, because Italian companies produce such reports on a voluntary basis and for internal purposes.

The lack of uniformity in and between environmental and social reports, and the correspondence between many elements of those documents and the IC statement information seem to suggest that the environmental and social reports could probably serve as a support for the development of IC statement in the Italian context in the near future.

Looks at the growing awareness of the multi‐dimensional nature of firm performance and the inadequacy of traditional accounting systems to account for issues posed by economic and technological environments.

YOU might be forgiven for supposing that airliner crews navigate along airways. You might equally be forgiven for supposing the opposite, namely, that they simply follow their nose from beacon to beacon, escorted all the way by a protecting cocoon of unoccupied airspace provided by traffic controllers on the ground.