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In aircraft assembly, standard reference points with nominal coordinates are commonly applied for coordinate transformation between multiple measurement stations and the assembly coordinate system. For several reasons in practical application, these points often fail to envelop the key assembly space, which leads to large transformation uncertainty. This paper aims to analyze and further reduce the coordinate transformation uncertainty by introducing a new hybrid reference system (HRS).

Several temporary extension points without known coordinates are added to enhance the tightness between different stations, especially at the weakness area in the network, thus constituting an HRS together with the existing standard reference points. The coordinate transformation model of the HRS-based measurement network is established based on an extend Gauss–Markov model. By using the geometrical differential property and variance-covariance propagation law, the covariance matrixes in the transformation model are calculated, and the analytical solution of the uncertainties of transformation parameters are ultimately derived. The transformation uncertainty of each check points is presented by Helmert error expression.

The proposed analytical solution of transformation uncertainty is verified using the state-of-the-art Monte Carlo simulation method, but the solution process is simpler and the computation expenses are much less.

The HRS with three temporary extension points is practically applied to a tail boom in-site measurement for assembly. The average transformation uncertainty has been reduced by 26 per cent to less than 0.05 mm.

The hybrid coordinate transformation model is proposed for the first time. The HRS method for transformation uncertainty reduction is more economical and practical than increasing the number of standard reference points.

Strategic transformations are likely necessary for all organizations at some point in their existence, but the role of external stakeholders in committing resources to support transformations has been largely overlooked. This paper aims to begin to fill this gap by developing a theoretical model detailing which factors increase the likelihood that financial stakeholders will commit resources to strategic transformation.

Neo-institutional and stakeholder theories are applied to the strategic transformation phenomenon to develop six propositions regarding financial stakeholders’ resource commitment to strategic transformation.

Moral legitimacy, pragmatic legitimacy and unfamiliarity with the firm directly affect the likelihood that financial stakeholders will commit resources to strategic transformation. Cognitive legitimacy or familiarity amplifies the positive effect of pragmatic legitimacy on resource commitment, and pragmatic legitimacy lessens the negative effect of unfamiliarity with the firm on resource commitment.

This paper lays out a clear conceptual model of the antecedents of financial stakeholders’ resource commitment to strategic transformation, aiding practitioners in securing critical stakeholder support and filling an important gap in strategic transformation/stakeholder literature.

Digital transformation projects are complex, lengthy and difficult to implement, often failing to meet their objectives. Previous research has attributed this failure to competing institutional logics influencing actors’ coping responses, and differences in actors’ interpretations of the project’s goals, technology and processes - their “organising vision”. The purpose of this paper is to analyse a complex technology implementation project from an institutional perspective, to further elucidate the role of multiple logics and organising vision.

A qualitative single study approach was used to investigate a public-sector technology project aimed at delivering a unified Human resource information system (HRIS) across regional health organisations in one country.

Four logics characterised the project (public sector, professional, corporate and market), but their relative dominance shifted as the project transitioned through stages, from comprehension to implementation. These shifts exposed tensions between components of actors’ organising vision, which influenced their coping behaviours in response to unexpected changes in the project’s strategic ambitions and technological scope. Coherence of vision, both within groups of actors and between them, was a key mediator of coping responses and project outcomes.

This analysis demonstrates the role of actors’ organising vision in bridging institutional logics and coping responses to shape digital transformation projects. It highlights the need to account not only for diverse institutional logics, but also for their changing influence as projects unfold and actors’ attention is directed onto different aspects of the organising vision. From a management perspective, it illustrates the importance of clear and consistent communication, to avoid entrenching conflicting interpretations.

Digital transformations represent an increasingly salient empirical phenomena for institutionalists studying the processes by which institutions evolve, erode, or otherwise change. Yet, there have been few meaningful attempts to engage with insights from the information systems (IS) literature, despite digital innovation and diffusion falling squarely within its domain. This essay makes an initial attempt at integration by offering a two-by-two framework which crosses salient theoretical categories within the IS and institutional literatures. From the former, we draw on concepts of system acceptance and resistance, and from the latter, we draw on concepts of institutional maintenance and change. Each quadrant in our framework represents user responses happening because of, in reaction to, or toward various institutional dynamics. We illustrate each quadrant with data collected as part of a study of digital transformation in the field of public healthcare in Australia. We use our illustrative case to open up research questions which researchers might use to frame their own studies of digital transformations as a form of institutional change. We conclude with a discussion of what other theoretical advances or insights might be yielded from greater collaboration between institutionalists and IS scholars. This essay contributes to the nascent study of digital transformations as a form of institutional change through examining how complementary concepts of the IS and institutional literatures might be used simultaneously to understand the intersection of digital innovation and diffusion and the institutional arrangements governing the fields which they change.

Looks at the problems of change management in libraries in Malaysia. Examines implications for the organization, presenting four essential features of transformation. Concludes that in Southeast Asia it is imperative to address the divide which has occurred in library development.

Public Sector Management.

MBA or postgraduate program courses in public policy and management. MBA or postgraduate program courses on social innovation, social entrepreneurship and public or collective entrepreneurship. Management development programs for public policy professionals, non-governmental organizations and social enterprises.

Despite several country-wide campaigns to improve sanitation levels, India continues to be the country with the highest number of people, over 600 million, practicing open defecation. This case outlines the Sabar Shouchagar Project (Toilets for Everyone) undertaken by the District Administration of Nadia District in West Bengal that transformed the region into the first open-defecation-free district in India. The case begins with providing the context of the problem of open defecation, why it has been hard to eliminate and how undertaking a project to eliminate open-defecation-free practices has myriad institutional and economic challenges. The case then details the conceptualization and execution of the complex Sabar Shouchagar Project which involved a loose coalition of various state programs and civil society organizations. The case ends with questions on the continuity of this project beyond the tenure of the current District Magistrate and on the replicability of such an ambitious project in other parts of the country. The setting of this case, a government agency, is different than most cases and provides an opportunity for students to talk about a state agency and its interstices with civil society. This case explores how to create change through large government machinery and allows the student to explore aspects of social mobilization, social change and social innovation. If taught within a postgraduate or MBA program, the case would serve well to dispel stereotypes and biases about government bureaucracies (such as slow timelines, limited efficacy of projects and so on).

After discussion and analysis of the case, students will be able to: appreciate how administrators within a large government bureaucracy address an ambitious and complex public health issue in a developing world context. Understand the on-the-ground challenges that arise when a change agent pursues a worthwhile goal. There are difficulties such as getting resources beyond what a government office has access to, getting alignments between different key actors within the local community and forging coalitions. Understand initiatives for social transformation within a developing country context. Specifically, the case unpacks the cultural, political, economic contexts that determine how social innovations may be pursued. Understand capacity-building and change management. Evaluate efforts required to sustain social change efforts and the challenges and pathways with respect to replication of successful social change projects in other geographies. Appreciate the design of civic engagement practices in public policy implementation.

Teaching Notes are available for educators only. Please contact your library to gain login details or email www.support@emeraldinsight.com to request teaching notes.

CSS: 10: Public Sector management.

The proverbial administrative complexity of Paris and its region, which also includes a metropolitan authority since 2016, has not prevented multiple and rapid changes to take place in the last decade. A national government decision has initiated the construction of a new regional metropolitan public transportation infrastructure that has leveraged more than €15 billions of green bonds. Mounting environmental challenges are triggering new societal priorities and legal changes, heightened by the COVID-19 crisis context. Since 2014, projects and plans led by local governments to value nature-based solutions (NBS) have met a rising interest from national and international investors and developers, in a context of multiple climate and biodiversity initiatives from the private sector and the civil society. However, assessing their long-term value remains a challenge for both governments and researchers while the calls for nature to remain a common good stir new forms of vigorous social engagement. The Paris case shows that the art of creating NBS that maximize biodiversity and support CO₂ reduction at large metropolitan scale depends on two priorities. The first is strengthening global commitments. The second is refocusing existing massive investments in grey infrastructure systems, so far major drivers of public investments, as infrastructure for distribution, unlocking local biodiversity valuation potential, and supporting social innovation.

This article examines the effects of transformational school leadership on the commitment of teachers to school reform, and the effort they are willing to devote to such reform. It does so by building on the knowledge from both educational and non‐educational research into such effects. A model of such effects is tested using two approximately comparable sets of data collected from samples of Canadian and Dutch teachers. Structural equation modeling is applied to test the model within each data set. Results of the Canadian and Dutch studies are then compared. The findings show transformational leadership dimensions to affect both teachers’ commitment and extra effort. The effects of the dimension's vision building and intellectual stimulation appear to be significant in particular. Overall, the findings clearly indicate the importance of analyzing dimensions of transformational leadership for their separate effects on teacher commitment and extra effort within the context of educational reform.

The purpose of this paper is to provide a systematic literature review on the technological aspects of smart cities and to give insights about current trends, sources of research, contributing authors and countries. It is required to understand technical concepts like information technology, big data analytics, Internet of Things and blockchain needed to implement smart city models successfully.

The data were collected from the Scopus database, and analysis techniques like bibliometric analysis, network analysis and content analysis were used to obtain research trends, publications growth, top contributing authors and nations in the domain of smart cities. Also, these analytical techniques identified various fields within the literature on smart cities and supported to design a conceptual framework for Industry 4.0 adoption in a smart city.

The bibliometric analysis shows that research publications have increased significantly over the last couple of years. It has found that developing countries like China is leading the research on smart cities. The network analytics and article classification identified six domains within the literature on smart cities. A conceptual framework for the smart city has proposed for the successful implementation of Industry 4.0 technologies.

This paper explores the role of Industry 4.0 technologies in smart cities. The bibliometric data on publications from the year 2013 to 2018 were used and investigated by using advanced analytical techniques. The paper reviewS key technical concepts for the successful execution of a smart city model. It also gives an idea about various technical considerations required for the implementation of the smart city model through a conceptual framework.

When an organization becomes a high performance organization (HPO), it is able to outperform comparable organizations for an extended period of time, thereby ensuring its long-term survival. It is therefore imperative for these organizations embarking on an HPO transformation to be aware of the factors that will help make this transformation successful. Unfortunately the current literature does not provide these factors; one can only find factors influencing large-scale transformations. It could be argued that becoming an HPO is a large-scale transformation, but this leaves the question open whether there are specific factors that are important for this specific type of transformation.

The purpose of this paper is to answer the research question “What are the main factors which theoretically and in practice best support a successful HPO transformation?” This question was answered using the results of a review of the literature on large-scale transformations and a review on the applications of de Waal’s HPO Framework in practice.

Eleven theoretical and eight practical success factors were found. These factors matched for 63.6 per cent, indicating there is a moderate overlap between what the theory predicts and what can be noticed in practice. In addition, the practical cases indicated there are two success factors that are specifically important for an HPO transformation.

The study results contribute to the theory, as they show what is and is not important for a specific large-scale transformation such as an organization transforming into an HPO. The practical contribution of the study lies in the fact that organizations now know which factors to pay attention to in order to increase their chances on a successful HPO transformation.