Search results

Considers the application of returnable containers as an example of reverse logistics. A returnable container is a type of secondary packaging that can be used several times in the same form, in contrast with traditional cardboard boxes. For this equipment to be used, a system for the return logistics of the containers should be available: this system should guarantee that the containers are transported from the recipients to the next senders, and that they are cleaned and maintained, if necessary. Outlines several ways in which the return of these containers can be organized. Also includes a case study involving the design of such a return logistic system in The Netherlands. Also describes a quantitative model that can be used to support the related planning process.

The purpose of this paper is to empirically examine organizational cross-culture differences in public-private research-oriented relationships. More precisely, it focusses on the analysis university-industry collaborations partnering for research agreements with the aim of fostering the transfer of knowledge and innovation. It analyzes the key organizational cross-cultural differences that could hinder the successful performance of these agreements from a relationship marketing (RM) perspective.

Based on a comprehensive literature review of organizational culture and RM, a quantitative study was carried out and a structural equation model was proposed and tested.

Cross-cultural organizational differences in private-public sectors are proved to negatively influence relationship performance. Market orientation difference appears as the most significant barrier to relationship performance, followed by time orientation difference and to a lesser extent flexibility difference.

By integrating organizational culture and RM literatures, the main contribution of this paper is the cross-cultural analysis of private-public relationships (in this case university-industry relationships) from the perspective of RM. Hence, this research will inform management seeking to develop successful public-private collaborations by enhancing their understanding of cross-cultural factors underlying relationship success and failure.

This paper aims to introduce an unsupervised modular approach for eye centre localisation in images and videos following a coarse-to-fine, global-to-regional scheme. The design of the algorithm aims at excellent accuracy, robustness and real-time performance for use in real-world applications.

A modular approach has been designed that makes use of isophote and gradient features to estimate eye centre locations. This approach embraces two main modalities that progressively reduce global facial features to local levels for more precise inspections. A novel selective oriented gradient (SOG) filter has been specifically designed to remove strong gradients from eyebrows, eye corners and self-shadows, which sabotage most eye centre localisation methods. The proposed algorithm, tested on the BioID database, has shown superior accuracy.

The eye centre localisation algorithm has been compared with 11 other methods on the BioID database and six other methods on the GI4E database. The proposed algorithm has outperformed all the other algorithms in comparison in terms of localisation accuracy while exhibiting excellent real-time performance. This method is also inherently robust against head poses, partial eye occlusions and shadows.

The eye centre localisation method uses two mutually complementary modalities as a novel, fast, accurate and robust approach. In addition, other than assisting eye centre localisation, the SOG filter is able to resolve general tasks regarding the detection of curved shapes. From an applied point of view, the proposed method has great potentials in benefiting a wide range of real-world human-computer interaction (HCI) applications.

The purpose of this paper is to develop a new method that allows corporate strategists to scan for profitable growth opportunities by extending the firm's product offering to new (foreign) markets.

The methodology consists of developing and applying a new conceptual framework – MATCH – which assesses the potential value creation in relation to the business model adaptations that need to be made to enter a new market.

The paper shows that traditional methods of calculating the attractiveness of new markets may be misleading if not all elements of the business model are aligned with the contextual conditions (institutional, economic, social.) prevailing in the new market.

The method is illustrated for entering new foreign markets but lends itself to wider applications in the area of product diversification.

Without asking for extensive data collection, the method yields practical insights about the attractiveness of entering new markets and business model adaptations that need to be made.

The MATCH framework is an original and practical approach that builds upon and extends essential insights originating from the related diversification literature.

The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries.

Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews.

Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes.

Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind.

The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities.

This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace.

The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs.

The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.