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This study aims to observe the impact of peripheral vision on construction safety. The study further intends to create awareness of eye diseases in construction safety, an important root cause for most construction-related hazards and accidents.

This study focuses on the impact of peripheral vision in terms of construction site safety. Experiments were conducted with construction employees with different qualifications, ages, expertise and previous safety training experience. The experiments were conducted with an experiment set consisting of a tangent screen to measure the peripheral angle of the participants. The study measured peripheral vision, which helped determine the vision field accordingly. In this context, a total of 32 participants were investigated in terms of their peripheral visual angle and the field of vision. The data collected were analyzed in terms of several statistical tests such as One-Sample t-test, multivariate ANOVA and multiple linear regression.

The results of the study indicated that there are significant differences in peripheral vision in terms of age of participants, work qualification, work experience, area of expertise and previous safety training experience. The study further revealed that most of the participants failed to satisfy both OSHA requirements about peripheral vision, and normal limits defined in the previous literature. The study further implies that participants, who reported previous sight problems or eye diseases are more vulnerable to construction site accidents.

Construction site safety remains a major concern for most construction companies despite the latest developments in technology. Several companies are struggling with poor safety performance, occupational injuries and illnesses, and work-related accidents resulting in fatalities. However, the root causes behind several construction accidents are still vague due to different dynamics in the construction industry. Among these root causes, poor sight, vision and or eye diseases constitute an important part. Hence, the study provides empirical evidence with the workers checked for eye health to help policymakers and industry practitioners in terms of developing awareness for eye-related injuries and accidents and review their safety programs accordingly.

This paper argues that the combination of factors that facilitate focal and peripheral vision represent two distinct types of knowledge corridors. While focal vision may help detect signals that relate to the current objectives of the firm, peripheral vision is directed to non-central issues that may provide signals that relate to emerging trends in the external environment. Ambidexterity vision refers to the tension between these two different business visions within the same organization. This paper aims to examine the significance of procedural memory to an organization’s ambidexterity vision, along with investigating the impact procedural memory has on organizational learning.

The research conducted in this study addresses the following two questions: Does the enhancement of procedural memory result in the development of superior ambidexterity vision? Does the simultaneous development of both focal and peripheral vision enhance organizational learning? These research questions are studied by conducting an empirical investigation involving data provided by 203 banking employees. These data are analysed using a structural equation modelling approach.

Analysis of the data provides support for the existence of a relationship between ambidexterity vision and organizational learning.

The findings suggest that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes.

This work suggests that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes.

The aim of this paper is to draw on the social theory of practice to show scenario thinking as an everyday practice and how the practice could be theorised at the meso‐level.

Counterfactual analysis, scenario analysis and peripheral vision are presented as the constituting methodological triad through which scenario thinking comes into representation.

Scenario thinking is a temporally emerging everyday organizational practice. By placing emphasis on the mundane and taken for granted activities that come together to form the nexus of the practice, often deep underlying structures of organizational behaviour contributing to scenario thinking can be theorised.

The practice conceptualisation of scenario thinking inverts and challenges existing management and practitioners' conventional understanding of the practice as an episodic phenomenon in waiting to be facilitated by an expert with specific end points and conformity.

Foresight practitioners and researchers can use this as an analytical starting point for the study and theorising of scenario thinking in self organized groups.

The paper provides a new angle of vision to extend understanding of the development and theorising of scenario thinking in autonomous working groups.

Manufacturers and retailers spend millions of dollars every year on in-store communications. The effectiveness of these dollars depends on whether shoppers notice, pay attention to, and engage with these communications, something that is best determined from eye-tracking data. In this chapter, we utilize mobile eye-tracking data from tens of in-store marketing research studies conducted with hundreds of shoppers to develop six lessons with important implications for effective signage, shelf configuration, and package design. The first three lessons highlight the challenge of being noticed and engaged with in the store, given the narrow spatial window above and below eye level in which consumers look, the very short amount of time they devote to reading a sign or label even when they notice it, and the low probability that they engage with a communication especially if it is not immediately actionable. The last three lessons provide guidance on how marketers can design packages and labels that are more likely to be noticed, read, and included in the shopper’s consideration set, across different product categories.

Theories of knowledge are critical to practical reasoning. Nevertheless, most students of management pay little or no attention to the disciplines that deal most directly with questions about knowledge, its origins, and its nature: epistemology primarily, but the philosophy of science and other related disciplines as well. Even where underlying philosophical assumptions influence their thinking and writing, students of practical reasoning often fail to acknowledge these influences. That is a great pity. By looking to epistemology, a richer and more coherent development of practical reasoning and its contribution to administrative inquiry as a field of intellectual endeavor may be possible. Moreover, the relationship between our understanding of knowledge and our understanding of practical reasoning is potentially reciprocal. A fuller exploration of this relationship may help us better understand social epistemology as well as promote conceptual development in the fields of practical reasoning and administrative inquiry.

The objective of this paper is o explore the negative consequences of dysfunctional working relationships on individuals, teams and organizations as a whole. More importantly, this article will equip leaders with the insights necessary to recognize the symptoms of this negative behavior and the skills leaders need to develop in order to minimize its impact on organizations.

Illustrate the consequences of dysfunctional working relationships through real‐word examples and offer practical suggestions for identifying and eliminating the resulting negative behavior.

Dysfunctional working relationships can wreak havoc on organizational effectiveness. But, there are early warning signs that leaders can recognize in order to intervene with appropriate action.

In today's environment of corporate downsizing and a sluggish economy, there is increased pressure to produce more innovative solutions to problems with fewer resources. This confluence of factors creates a climate ripe for the growth of dysfunctional relationships.

While harmony and cooperation are important, we have lost sight of the positive impact that healthy and constructive conflict can bring in terms of developing and applying optimal problem solving skills. Conflict, however, must be managed properly and not allowed to spiral into dysfunctional behavior.

This paper aims to build important strategic elements to penetrate deeper into the contact lens market and increase sales.

The contact lens market is highly competitive and unattractive. Because contact lens market growth has slowed, competitors have become more alike. To survive or make more than normal profits, a contact lens manufacturer has to differentiate and compete on wider dimensions.

In a complex, competitive and ever-changing vision care industry environment, a contact lens manufacturer must compete on wider dimensions to gain strategic advantage and increase sales.

To survive, a contact lens manufacturer’s strategic game plan may not look simple and form wider strategic components.

Provides a unique look at the contact lens market.