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Purpose – The purpose of the research aims to observe the high growth of corn crops with a different cropping pattern.

Design/Methodology/Approach – The research is conducted based on field experiments with Group Randomized Design (hereafter RAK shortened from Cluster Random Design). The treatment of cropping pattern I is that corn crops are planted in one row with the size of plot 9 m × 4 m, and the distance planting of the crops is 70 cm × 40 cm. Cropping pattern II is that corn crops are planted in two rows with the size of plot 9 m × 4 m, and the distance planting is 70 cm × 40 cm. Cropping pattern III is that corn crops are planted in three rows with the size of plot 9 m × 4 m, and the distance among the crops is 70 cm × 40 cm.

Findings – The result of research shows that the highest corn crops are from cropping pattern II.3 at age 15 and 30 after planting time (called HariSetelahTanam or HST). The increase of cropping rows from one row to two rows indicates that intra-specific competition are more dominant. The growth of crops is faster because they need full sunlight at vegetative and generative stages. The need of full sunlight at the growing stage causes the increasing of stem height of crops to enable the crops to receive the sunlight optimally due to the continuity of photosynthesis process. The increasing growth of stem diameter is in accordance with the growth speed of height plant at the same age.

Research Limitations/Implications – This research intends to find out the best growing process of the plant. Further research is needed to study the outcome of final product of the plant.

Practical Implications – This is to see the utilization of the best cropping pattern and optimal land utilization.

Originality/Value – High growth of corn crops and stem diameter (Zea may, S) with a different cropping pattern has not yet been published.

MAPNA Operation and Maintenance Company was established in 2003 to provide long-term services in the energy sector in Iran. This company delivered comprehensive solutions including operation and maintenance, overhaul and repair, commissioning, performance test and training in the fields of power and oil and gas. By 2021, the company had provided long-term operation and maintenance services in more than thirty power plants in Iran and had implemented more than 200 projects worth more than 300 million USD. MAPNA Operation and Maintenance Company believed that a sustainable and responsible management could be achieved through integrated management of the economic, social and environmental impacts of the business. This approach became more apparent when the company provided services countrywide, and they interacted with a wide range of stakeholders. In this context, efforts were made to create common values for both the organization and society. Some of the company’s long-term projects were in less developed areas of the country. One of the social issues in those regions was creating jobs for jobless people and preparing them to work in order to have a better life. The company policy in providing manpower for such projects was to employ indigenous manpower, training them and creating sustainable jobs for them. After hiring local workforce, the company provided professional and general training programs to improve their skills and knowledge. Also, the company was committed to prepare a healthy and safe work environment for employees to learn and comply with ethical and social norms and develop a sustainable environmental attitude by increasing the efficiency of using natural resources and controlling environmental pollution. Work-life balance programs were implemented to ensure a productive presence in the workplace and to maintain a healthy and meaningful family relationship for employees. This case aims to elaborate more on the challenges of the sustainable activities of the long-term projects that MAPNA Operation and Maintenance planned and implemented in terms of its corporate social responsibility and social entrepreneurship specifically in less developed areas.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Internet of Things (IoT) and artificial intelligence are two leading technologies that bought revolution to each and every field of humans using in daily life by making everything smarter than ever. IoT leads to a network of things which creates a self-configuring network. Improving farm productivity is essential to meet the rapidly growing demand for food. In this chapter, the authors have introduced a smart greenhouse by integration of two leading technologies in the market (i.e., Machine Learning and IoT). In proposed model, several sensors are used for data collection and managing the environment of greenhouse. The idea is to propose an IoT and Machine Learning based smart nursery that helps in healthy growing and monitoring of the seed. The structure will be a dome-like structure for observation and isolation of an egg with various sensors like pressure, humidity, temperature, light, moisture, conductivity, air quality, etc. to monitor the nursery internal environment and maintain the control and flow of water and other minerals inside the nursery. The nursery will have a solar panel from which it stores the electricity generated from the sun, a small fan to control the flow of air and pressure. A camera will also be equipped inside the nursery that will use computer vision technology to monitor the health of the plant and will be trained on the past data to notify the user if the plant is diseased or need attention.

Evidence continues to accumulate that human resource management (HRM) practices associated with a commitment-based management approach can generate more energy, initiative, and engagement among workers and meaningful performance gains for an organization. Despite the business case for adoption, many organizations still fail to implement commitment-based HRM practices, or even refuse to attempt such a transition. The health care industry, in particular, has been resistant to moving away from a control-based management philosophy. We identify a potential enabling factor in making the transition as the willingness and ability of senior leadership to establish fair process and a climate of procedural justice throughout the organization, and we examine the lessons offered by a high-performing pharmaceutical plant organized according to commitment-based principles.