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Drawing on the resource-based view (RBV), this study investigates how tax planning affects the likelihood of financial default in different stages of the corporate life cycle.

Collecting a large sample of US firms between 1989 and 2016, hypotheses are tested using a hazard model. Several robustness and endogeneity checks corroborate the main findings.

The results show that tax-planning firms are less likely to default in the introduction and decline stages, while they are more likely to default in the growth and maturity stages. The findings suggest that introductory and declining firms use cash resources obtained from tax planning efficiently to meet their needs and acquire other useful resources. In growing and mature firms, tax aggressiveness generates unnecessary slack resources, weakens managerial discipline and increases reputational risks.

The results shed light on the benefits and costs associated with tax planning throughout firms' life cycle, holding great significance for managers, investors, lenders and other stakeholders.

This study contributes to the literature that examines resource management at different life cycle stages by showing that cash resources from tax planning are managed in distinctive ways in each life cycle stage, having a varied impact on the likelihood of default. The authors shed light on underexplored cash resources. Furthermore, this study shows the potential linkages between the agency theory and RBV.

The purpose of this paper is to construct a consensus from previous research and develop a comprehensive success model for enterprise resource planning (ERP) implementation in small to medium‐sized enterprises (SMEs) that incorporates additional empirical observation.

This study clusters 94 critical success factors (CSFs), already identified by other researchers, into 15 categories using validity, reliability, principal component and multicollinearity analyses. This study applies a stakeholder perspective, taking into consideration both users, developers, managers, suppliers and consultants.

It seems that different categories and different sub‐factors affect an ERP project according to its phase in the life cycle and that each category and each phase of an ERP project focuses on different success factors. Executive attention should be focused on the relevant categories and sub‐factors accordingly.

Respondents' experience relates to small and medium‐sized enterprises operating in the local market. Differences in the scope of implementation, organizational, technological and environmental characteristics were not taken into consideration. Finally, this study did not distinguish between different levels of ERP system usage.

The paper provides practical guidelines as to which categories and sub‐factors need to be considered and how one should manage them along the ERP life‐cycle. The paper elaborates, strengthens and illustrates insights, delivered within the research, for readers in a summarized and informative manner. The authors describe several major potential failures and these potential failures are discussed for the planning phase, widely cited as a very important phase that is often unacknowledged, along with preventive and corrective measures executed by organizations. In addition, it compares and contrasts the results with larger enterprise implementation reported by literature.

The paper presents an empirical study that delivers an additional empirical observation through the construction of consensus from previous research.

The purpose of this paper is to know how do early-phase planning of real estate (RE) and facilities management (FM) create value for owners and users of commercial and public sector buildings.

The data were collected in Norway in 2015 through a national online survey (N = 837). The sample gives a good picture of Norwegian owners’ and even users on tactical-level (customer) perspectives on RE and FM. The data have been analysed through descriptive statistics and exploratory factor analysis. The hypotheses have been tested through analyses of correlations and ordinary least square (OLS) linear regressions.

Exploratory factor analysis made it possible to establish seven composite variables (constructs). Based on these seven constructs, six hypotheses were derived and tested. Obstacles and financials have no significant effect on buildings’ perceived usability. The most important factors during early-phase planning that influence buildings’ perceived usability and lifetime value creation are measures promoting environment and life-cycle costs (LCC), FM, adaptability and image.

Further empirical and preferably, comparative studies are needed to establish whether the findings can be generalized. The study has shown that a building’s usability and lifetime value creation is largely determined by decisions made during early phase planning.

Well-founded early-phase planning of RE and FM may actually provide very high return on the investments and significantly improve the buildings’ lifetime value creation for owners and users. Early-phase planning is also of great importance both for buildings’ physical design, as well as for successful FM during the buildings’ use phase, and may prevent irreversible blunders.

This is a large N empirical study in Norway. The findings indicate what owner and users of buildings should emphasize during early phase planning.

This paper introduces a reference model for the life cycle of a logical business unit (LBU). It goes on to explain how the model was deduced from empirical data generated during participation by the authors in a series of change management interventions in various organisations situated in the West of Scotland. Case studies are used from these interventions to illustrate how the application of reliability‐engineering concepts was used to explore the performance of business processes in delivering stakeholder value. It is recommended that “generate” “decommission” and “remedial” business processes are added to a widely used business process framework. This new framework when used for lifecycle planning of LBUs in conjunction with the LBU life cycle model can assist businesses in reliable delivery of stakeholder value.

Due to the certain risk carried in offshore petroleum installations, the integrity of these installations needs to be maintained at all times. Thus, asset integrity management (AIM) needs to be formulated and monitored to achieve the integrity objective. The purpose of this paper is to study the practices and progression of strategic AIM planning in the petroleum industry.

The paper is written based on a literature study, observations and data collected from industry practitioners through an online questionnaire and interviews to study the AIM practices in their organization. Validation of the results is performed through respondents’ reviews and cross-referencing with existing literature and supplemental data.

The paper identifies, analyses and validates the work structure in formulating an AIM strategic plan.

Even though the research focuses on the AIM practices of offshore petroleum installations, the result can be implemented in similar fields.

Researchers or practitioners can benefit from the knowledge gained of current practices and the presented work structure in establishing an AIM strategic plan.

The purpose is to open the possibility for a research institute, perhaps in partnership with a local council and a major developer, to bring together skills necessary to prototype the CEV development model.

This paper advances the development of a hypothetical, systems-based approach to the design and development of smart rural villages – a network of circular economy villages (CEVs). The method is to assimilate visionary ideas from 20th century town planning literature related to decentralisation and the development of new towns in rural areas, identifying key design principles. The present trajectory of infrastructure design and emerging development models are then analysed to modernise the design principles for implementation in the 21st century.

The availability of localised, renewable energy micro-grids potentially makes CEVs feasible and affordable. The shift to remote work and movement of people to regional areas suggests that this may be a desirable development form. This can only be confirmed through the development of a pilot project as proof of concept.

The proposed CEV development model applies circular economy strategies to every aspect of the smart rural village development including financing, ownership, spatial planning, design and material selection.

The purpose of this paper is to study how companies can select a supply chain planning (SCP) mechanism to improve the balance between material flow and information flow.

The methodology of the paper is an inductive case study approach. Coordination theory is used as a background for the paper. Based on a literature survey, determinants of the selection of a SCP approach are defined. Cases of SCP are used to validate the framework presented.

The paper suggests that specific supply chain characteristics need to be balanced by selecting a coordination mechanism that uses information optimally to support the material flow. Flexible material flow needs frequent updates of the plan based on accurate information. If frequent information sharing and planning practices are used to support inflexible material flow, the result may be volatility in plans, and planning resources are wasted. If a flexible material flow is supported by inadequate information, waste may be produced in the material flow, in the form of excess inventories or capacity.

The paper presents a framework for finding the balance between information flows and material flows and for applying a coordination mechanism.

Companies can use the framework to analyse the management of their material flow and their use of information. In future research the framework could be developed to give more support for situations with different levels and sources of uncertainty.

The framework provides a new perspective on the discussion how information should be used to improve supply chain performance.

Defines life cycle costing, which gives rise to Life Cycle Cost (LCC). Defines LCC as “The total cost of the system or product under study over its complete life cycle or the duration of the period of study, whichever is the shorter”. Stresses that LCC can be used at whatever level is chosen (estate or, say, a boiler). Explains the timing and mechanism of measurement. Argues that the application of LCC at an early design stage will greatly enhance system design and operation. Offers other pertinent definitions.

This paper aims to focus on supply chain visibility in practice and to suggest ways to improve the supply chain performance through information sharing.

A case study exploring the current state of visibility in the demand‐supply network of an original equipment manufacturing company was carried out. The goal was to understand how a manufacturing company and its suppliers can benefit from incremental demand information sources. Data were collected through interviews and data analyses and focused on an end‐to‐end view of demand information. The most relevant information uses were tested in pilot projects. A literature review on demand information sources and benefits of visibility was conducted.

On the basis of the case results and a literature survey, five proposals on how to improve visibility are presented. They suggest that only information that improves supply chain performance should be shared, demand‐supply planning processes be stabilized and synchronized, different demand data sources should be used in parallel, customer collaboration offers a wider view to demand, and that suppliers' need for demand information differs from those of downstream actors.

The paper proposes solutions to managers on how they can benefit from improved access to demand information.

The paper shows, via case study and literature review, how information sharing can improve supply chain performance.