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The purpose of this paper is to illustrate the value of extended time span coverage of state longitudinal education and workforce data system to inform and improve the effectiveness of future high impact expenditure decisions.

It used an analytical 29-year data file created by the author that links seven already-in-place education and workforce administrative record sources. Relying on the path dependency theory, multi-level mixed-effect logistic and multi-level mixed-effect linear regression models are used to test three hypotheses.

The findings are consistent with the hypotheses: inclusion of the multiple steps along a post-secondary education pathway and prior job histories are both critical to understanding workforce outcomes mechanisms; it takes time for the employment outcome effect to be evident and strong following education attainment.

The study concludes with research limitations and implications for decision makers to call for retaining and investing in administrative records with extended time span coverage, particularly for the already-in-place historical administrative records.

The paper is one of the first to demonstrate the value of extended time span coverage in a longitudinal state integrated data system through econometric modeling, using longitudinally integrated data linking seven administrative records covering continuously for 29 years. No matter for prior education or employment pathway, it is only through extended time span coverage that employment outcomes can be well measured and the rich nuances interpreting the mechanisms of education return on investment can be revealed.

The purpose of this paper is to identify integrated solutions business as the first generation of servitized offerings and modular solution offerings as the second development phase in servitization of original equipment manufacturers. This study examines how the servitized manufacturer, Kone, moves from integrated solutions to modular solutions business and develops the requisite capabilities to design, produce and implement modular solution offerings.

The paper reports a longitudinal case study of a provider of integrated solutions installed in buildings. During the ten years studied, the manufacturer implemented a strategic initiative to modularize its integrated solutions offering.

The firm’s transition to modular solutions progressed through three major capability development phases: solutions based on ad hoc integration, smart solutions based on modular design and through-chain modularity. The modular structure aims at fostering the efficiency of the solution offering and the associated production system.

Leveraging the benefits of modularity calls for an aligned combination of strategic, operational and technical capabilities contributing to the integration of resources in a modular production system for the solution providers’ competitive performance.

The study reports how a solution provider can develop the operational capabilities to integrate the core and peripheral components into the solution, and orchestrate the modular production system.

This study is a rare longitudinal analysis of how a manufacturer builds a modular offering, the solution platform and the required competitive capabilities to provide the solution.

The “collaboratory” concept has recently entered the vernacular of the scientific community to reflect new modes of scientific communication, cooperation and collaboration made possible by information technology. The collaboratory represents a scientific research center “without walls” for accessing and sharing data, information, instrumentation and computational resources. The principal applications of the collaboratory concept have been in the physical and biological sciences, including space physics, oceanography and molecular biology. Discusses the attributes of the collaboratory, and applies the concept developed by computer and physical scientists to the design and operation of the SIPPACCESS prototype information system for complex data to be used through the Internet by sociologists, demographers and economists. Examines obstacles to collaboratory development for the social sciences. Concludes that four major obstacles will inhibit the development of collaboratories in the social sciences.

To investigate the effects of payor–provider integration on the operational performance of health service provision. The research explores whether integration governs agency problems and tilts the incentives of diverse actors toward more systematic outcomes.

A two stage multimethod case study of occupational health services. A qualitative stage aimed to understand the reasons, mechanisms, and outcomes of payor–provider integration. A quantitative stage evaluated the performance of the integrated hospital against fee-for-service partner hospitals with a sample of 2,726 patients.

Payor–provider integration mitigates agency problems on multiple levels of the service system by complementing formal governance mechanisms with informal mechanisms. Compared to partner hospitals, the integrated hospital yielded 9% lower the total costs of occupational injuries achieved primarily by emphasizing conservative care and faster recovery.

Focuses on occupational health services in Finland. Provides initial evidence of the effects of payor–provider integration on the operational performance.

Vertical integration may provide systematic outcomes but requires mindful implementation of multiple mechanisms. Rigorous change management initiative is advised.

For patients, the research shows payor–provider integration of health services can be implemented in a manner that it reduces care costs while not compromising care quality and customer satisfaction.

This study provides a rare longitudinal analysis of payor–provider integration in health-care operations management. The study adds to the knowledge of operational performance improvement of health services.

The purpose of this paper is to define and explore the concept of financial supply chain strategy in a global business environment. The paper aims to illustrate the concepts with a detailed case study of Motorola's global financial supply chain.

This is a detailed, longitudinal case study analysis of a focal organisation and its economic partners in a financial supply chain. The case study combines qualitative analysis of the strategy evolution with extensive time‐series data and quantitative analyses of the performance of the financial supply chain.

The financial supply chain is an integral component of Motorola's overall supply chain management strategy. Physical product, information systems and financial flows are closely aligned with each other throughout the supply chain incorporating Motorola, its customers, suppliers and banks. The overall trend is towards the development of an integrated global financial supply chain in which cash flows mirror product flows. Motorola shares financial data with its suppliers as part of a cooperative strategy that generates cost savings for Motorola and its suppliers in areas such as foreign exchange and cash balances. The cooperative strategy also improves the quality of the payments process measured by six sigma techniques and produces strategic benefits such as risk reduction for the supply chain as a whole in areas such as foreign exchange and payments. A strategy of this type is only possible by taking a global perspective of the financial supply chain.

The development of financial supply chains has not been fully addressed in the supply chain management literature. This paper defines this relatively new topic area and explains its significance in its own right, and also in terms of the inter‐relationships between finance and manufacturing supply chains. A research agenda for financial supply chains is proposed that describes a range of new research opportunities in this area.

The development of integrated financial supply chains will lead to significant savings in terms of funding, banking and administrative costs associated with treasury and payment activities. The implementation and nature of the strategic change also highlight important strategic planning and implementation issues associated with financial supply chains.

The strategic importance of financial supply chains for business and academic researchers is demonstrated through the definition of this topic and the application of a research framework to a detailed study of Motorola's global financial supply chain using time‐series data of strategy evolution and financial supply chain performance. The research findings and comparison with theory support the assertion that this is a relatively new and unexplored problem area that is of direct relevance and interest to researchers in supply chain management.

The purpose of this article is to investigate the impact of integrated supply chain management on productivity, efficiency, and performance of participants in the system, in an industrial setting in the USA.

This study uses longitudinal and experiment field study. Actual organizational data from the survey firm was used. Follow‐up interviews were conduced with key managers in the manufacturing facility.

The results show positive and substantial improvements in overall performance as a result of integration and coordination of the internal functions within the firm and effectively linking them with their external suppliers. The results also support the claims that an integrated supply chain involves aligning outsourcing activities to achieve the organizational goal of responding positively to the needs of consumers. Several factors were identified as key contributors to supply chain program success in this firm. These included sharing information through new technologies, established partnerships with key suppliers, and constant communication with employees.

Organizations must realize that integration and coordination in each stage of the supply chain design, planning and operation result in considerable impact on the complete chain. Firms should realize that it takes commitment and skill to implement an integrated supply chain program and reap its benefits. Managers interested in applying an integrated supply chain management system would benefit from this study.

This exploratory empirical study provides insight into the effectiveness of implementing an integrated supply chain management approach for increasing the probability of success in the supply chain management approach and identifies areas that need further investigation.

This research aims to present a novel cooperative control architecture designed specifically for roads with variations in height and curvature. The primary objective is to enhance the longitudinal and lateral tracking accuracy of the vehicle.

In addressing the challenges posed by time-varying road information and vehicle dynamics parameters, a combination of model predictive control (MPC) and active disturbance rejection control (ADRC) is employed in this study. A coupled controller based on the authors’ model was developed by utilizing the capabilities of MPC and ADRC. Emphasis is placed on the ramifications of road undulations and changes in curvature concerning control effectiveness. Recognizing these factors as disturbances, measures are taken to offset their influences within the system. Load transfer due to variations in road parameters has been considered and integrated into the design of the authors’ synergistic architecture.

The framework's efficacy is validated through hardware-in-the-loop simulation. Experimental results show that the integrated controller is more robust than conventional MPC and PID controllers. Consequently, the integrated controller improves the vehicle's driving stability and safety.

The proposed coupled control strategy notably enhances vehicle stability and reduces slip concerns. A tailored model is introduced integrating a control strategy based on MPC and ADRC which takes into account vertical and longitudinal force variations and allowing it to effectively cope with complex scenarios and multifaceted constraints problems.

This paper aims to empirically explore the evolution of servitization and how platforms affect the transition between the stages of servitization.

The authors conducted an in-depth case study of a Chinese manufacturer (i.e. Haier) using a longitudinal design. Three rounds of data collection were conducted between 2014 and 2020. The authors carried out 50 semi-structured interviews and 11 workshops to collect data from senior and middle managers of Haier and its business partners.

The authors found that Haier’s servitization journey includes three stages (i.e. product-oriented solution, integrated solution and smart connected solutions) that evolve in the target of the services and the digital components of the solutions. Haier has also developed three types of platforms (i.e. service platform, supply chain platform and platform ecosystem) to support the implementation of servitization. The empirical evidence reveals that platforms can address the complexities that emerged when Haier implements the different stages of servitization as well as enable Haier to transition from one stage of servitization to the next.

This study enhances the current understanding of the evolution of servitization and the roles of digital technologies in the transition between the stages of servitization. It also provides empirical evidence regarding how the platform approach enables the development of servitization. By clarifying the interplay between servitization and platforms, this study provides guidelines for managers on how to develop platforms to both advance and benefit from servitization.

The paper takes the air-ground integrated wireless ad hoc network-integrated system as the research object, this paper aims to propose a distributed robust H_∞ adaptive fault-tolerant control algorithm suitable for the system to distribute to solve the problem of control and communication failure at the same time.

In the paper, the authors propose a distributed robust H_∞ adaptive fault-tolerant control algorithm suitable for the air-ground integrated wireless ad hoc network-integrated system.

The results show that the integrated system has good robustness and fault tolerance performance indicators for flight control and wireless signal transmission when confronted with external disturbances, internal actuator failures and wireless network associated failures and the flight control curve of the quadrotor unmanned aerial vehicle (UAV) is generally smooth and stable, even if it encounters external disturbances and actuator failures, its fault tolerance performance is very good. Then in the range of 400–800 m wireless communication distance, the success rate of wireless signal loop transmission is stable at 80%–100% and the performance is at least relatively improved by 158.823%.

This paper takes the air-ground integrated wireless ad hoc network-integrated system as the research object, based on the robust fault-tolerant control algorithm, the authors propose a distributed robust H_∞ adaptive fault-tolerant control algorithm suitable for the system and through the Riccati equation and linear matrix inequation method, the designed distributed robust H_∞ adaptive fault-tolerant controller further optimizes the fault suppression factor γ, so as to break through the limitation of only one Lyapunov matrix for different fault modes to distribute to solve the problem of control and communication failure at the same time.

The purpose of this paper is to contribute to a better understanding of how socially‐embedded information systems (IS), knowledge, and firm capabilities can impact the post‐merger integration efforts of a firm. In particular, this research seeks to identify, describe, and analyze how socially‐embedded resources hindered the integration of the procurement function following the merger of two telecommunications firms.

This research was designed as a longitudinal exploratory study of a single case. The design involved multiple interviews, participant observation, and an evaluation of multiple data sources. Data were collected to develop a comprehensive and reliable understanding of events and outcomes related to the systems integration effort. Process models are used to show the development of phenomena over time.

The findings of the research are twofold. First, in line with previous findings on socially‐embedded resources, the research shows that socially‐embedded resources hindered the ability of a merged firm to integrate some resources. Previous research argued that social constraints can prevent a firm from changing the way it uses resources to establish a competitive advantage, and this research confirms those findings. Second, this research is an important contribution because it identifies two social constraints in particular – cognitive sunk costs and the reluctance to defy social traditions – that contributed to the inability of the merged firm to successfully integrate the procurement function following a merger.

The findings of this study provide empirical evidence to support the theoretical argument that the socially embedded resources involved in the IS, knowledge, and firm capabilities of each of the firms prior to the merger enabled them to establish a competitive advantage in their respective market environments. Further, the data provide validation for the idea that the social context in which firms compete does, in fact, contribute to the development of competitive advantages. The RBV is also extended by showing that the same social contexts can also prevent firms from integrating important resources following a corporate merger.

One of the main objectives of executive management following a corporate merger is to lead the organization in skillfully integrating key resources of the merged organization. However, most firms cannot successfully engage in post‐merger integration efforts unless they fully understand how resources such as IS, knowledge, and firm capabilities can help or hinder their integration efforts. By highlighting one firm's efforts to integrate resources following a merger, the paper provides concrete examples of potential problems that can arise. Potential problems and hindrances are presented in a strategic checklist for managerial consideration.