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The purpose of this paper is to examine the role of warrant in daily classification design in general and in negotiating disparate classification goals in particular.

This paper synthesizes classification research on forms of warrant and uses examples of classification decisions from ethnographic engagement with designers to illustrate how forms of warrant interact in daily classification decisions.

Different forms of warrant, though associated with incompatible theories of classification design, coexist in daily classification decisions. A secondary warrant might be employed to augment the primary warrant of a system, such as to decide among equally valid terms, or to overturn a decision based on the primary warrant, such as when ethical impacts are prioritized above user preference.

This paper calls for empirical research using the application of warrant as an object of analysis.

The paper connects a ubiquitous and observable element of classification design – the application of warrant – to longstanding divisions in classification theory. This paper demonstrates how the analysis of daily classification design can illuminate the interaction between disparate philosophies of classification.

Despite best intentions, mergers and acquisitions often do not live up to the expectations for performance. This study examined how the salience of multiple identities creates dynamics in postmerger integration processes and how these dynamics influence the acquisition of the target's capabilities.

The authors conducted an in-depth case study of a large American consumer goods multinational corporation's acquisition of a family-owned German beauty business and examined responses to decisions and events during the postmerger integration process.

The results show how and why efforts to acquire unique target capabilities might not deliver the hoped-for results. The authors discovered multiple identities that became salient during the postmerger integration process which subsequently influenced interpretations and reactions to decisions and events and which created intergroup dynamics. The authors also noted the role of language in making these identities salient. Such dynamics pose challenges to managing the postmerger integration process and to acquiring sought after capabilities.

This study reveals how different identities become salient in the interpretation of particular events and decisions, resulting in emotional and behavioral reactions and intergroup dynamics. Furthermore, it uncovers the role of language in making identities salient. This study offers further insight into identity dynamics when the capability of the target firm is the motive of the acquisition.

South Bay Water Recycling (SBWR) is a regional recycled water distribution system serving industrial and commercial customers in the area of northern California (USA) known as "Silicon Valley." In early 2008 the City of San José, as administering agency of the San José/Santa Clara Water Pollution Control Plant, implemented a Cooling Tower Initiative to encourage recycled water use by commercial and industrial facilities. In 2009, Sustainable Silicon Valley, a non-profit organization dedicated to a sustainable future, convened a meeting of utilities, high-tech and academics to discuss how local stakeholders might collaborate to improve the sustainable use of water in Silicon Valley. Out of these discussions emerged the concept of the EcoCloud™, a coalition of private companies, public utilities, environmental organizations and academic researchers who encourage each other to adopt sustainable practices, supported by the latest social networking and data analysis tools. While the initial focus of the EcoCloud™ is to help industrial facilities use water sustainably—especially by using recycled water for cooling—its long-term goal is to support all aspects of sustainability, including energy reduction, materials management and land use. The EcoCloud™ allowed the City of San José to move from a serial marketing to a group marketing model, reaching more potential customers and connecting more facilities to the recycled water system.

Inspired by the concept of industrial ecology, the EcoCloud™ is designed to be a "virtual" industrial ecosystem where industry, government and educational institutions can work together to share information about all aspects of sustainability. Although industries in the EcoCloud™ are not located next to each other, they share a common interest in reducing energy usage, conserving resources, eliminating waste, and cutting costs to improve their bottom line. Just as "cloud computing" uses the distributed power of the internet for more efficient data processing, the EcoCloud™ harnesses the power of web-based social networking tools so local business leaders and facility managers can work with industry experts, technology innovators, university researchers and government agencies to make their enterprises more sustainable and more profitable.

Entrepreneurship is increasingly recognized as vital for economies to grow and survive in an increasingly competitive world. Studying the critical success factors of entrepreneurial activity is and will continue to be a primary scholarly interest. Factors that have been identified in current times as critical to the success of entrepreneurs can even be seen in the actions of an entrepreneur in nineteenth‐century America. This paper seeks to use historical evidence about the career of Henry B. Plant to illustrate the application of those key factors and to expand knowledge of customer networks in entrepreneurial success.

The recent Kauffman study of successful entrepreneurs identifies 12 characteristics that are associated with their success. Clustered into three groupings in descending order of importance they are: work experience and previous success, management team, and luck; professional and personal networks, university education, and availability of venture capital funding; geographic location, advice from investors, alumni networks, and state and/or regional assistance. Consequently, this article examines the career of Henry B. Plant to provide additional historical evidence for the Kauffman study's classification of critical characteristics of successful entrepreneurs. Moreover, it illustrates the value of strong ties in a customers network as a valued resource for entrepreneurs.

Henry B. Plant was an entrepreneurial pioneer and a visionary leader. Singlehandedly, he made Tampa, Florida by building the railroad to it. His strategy of opening up the state with an integrated rail and ship system necessitated thinking through the interconnections of different modes of transportation, tying together schedules, and making it possible to move people and goods from New York to Havana. By examining Henry B. Plant examples of how he used key success factors, similar to those in Kauffman's study, to create and develop his entrepreneurial efforts can be found. Moreover, his ability to create strong ties with his customer network created a valuable and unique resource in his entrepreneurial success.

While many studies of entrepreneurs focus on the twentieth and twenty‐first centuries, an example from the nineteenth century remains of value in understanding the key drivers of entrepreneurial success. This is particularly true for Plant who showed that by carefully creating and maintaining strong ties with a customer network he could provide his enterprise with a valuable and unique resource that was a major contributor to his success as an entrepreneur.

When port authorities or terminal operators set the free time or increase storage density, the decision is often made without a clear understanding of their effects on throughput and rehandling productivity. This is partly because practical methods that deal specifically with the effect of dwell time on throughput and productivity are limited in the literature; hence the motivation for this work. This paper introduces simple methods to evaluate the effect of container dwell time and storage policies on import throughput, storage density, and rehandling productivity. The analysis considers two import storage strategies 1) non-mixed - no stacking of new import containers on top of old ones, and 2) mixed - stacking of new import containers on top of old ones. The results highlight the effect dwell time has on throughput and rehandling productivity. For the non-mixed storage policy, the increasing container dwell time lowers throughput and average stack height - resulting in an increase in rehandling productivity. On the other hand, for the mixed storage policy, the increasing container dwell time raises throughput and average stack height - resulting in a decrease in rehandling productivity. Using the presented methods, port authorities and terminal operators are able to assess and quantify the benefits of their decisions regarding container free time and subsequently make an informed decision.

As the only country in the world in which Hebrew is the official language, Israel found it necessary to develop software enabling its research library catalogs from the outset to handle two alphabets—Hebrew (including Yiddish and Ladino) and Roman characters. Starting in 1981, ALEPH, Israel's research library network, utilized locally developed software that could provide both a Hebrew and Roman mode. However, since the nation's research libraries had large collections in Arabic and Cyrillic languages, an urgent need arose for a system that could also handle Arabic and Cyrillic materials. This led to the development of soft fonts, software instead of the hardware‐based Hebrew‐English solution that was incorporated in ALEPH's earlier versions. The soft fonts can display on any VT320 or upwardly compatible terminal in Roman‐alphabet, Hebrew, Arabic, and Cyrillic. Furthermore, in the Hebrew and Arabic modes, the language of communication with the computer (commands, HELP, and so on) are also in the vernacular. This article focuses on some of the problems and solutions involved in developing ALEPH's multi‐script, bi‐directional system.

Increases in urbanization and mobility, as well as local government fiscal crises have altered the financing of local government expenditures. Intergovernmental transfer of funds has evolved as a major source of revenue for local government units. Intergovernmental transfers to subordinate governments are enacted by various fsical instruments: (1) direct transfer of funds through loans, categorical grants, and unrestricted grants; (2) sharing of the tax base through tax supplements, tax deducations, and tax credits; and (3) intergovernmental coordination of activities. Federal grants to state and local governments have rapidly increased: federal aid as a percentage of state and local sources of general revenue was 8 percent in 1942, 11 percent in 1948, 15 percent in 1965, and 20 percent in 1967. During this same period, the amount of annual state payments to local governments increased from 3.2 billion dollars to 19.1 billion dollars (although throughout the period the payments were a consistent fraction of the national total of states' expenditures). Local government finances for 1972–73 substantiate the importance of intergovernmental funding directed to the local public sector. The total intergovernmental revenue received by all local governments in the United States was 28.6 billion in 1972–73 with 23.3 billion emanating from state governments and 5.3 billion from the federal government. In 1972 Texas state government expenditure in transfers totaled 1.2 billion dollars.