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A direct power control (DPC) of the doubly-fed induction generator (DFIG) is presented. A new method, which is based on the rotation of the space sector, clockwise or vice versa, is proposed to improve the performance of the switching table. Then, it is combined with a fuzzy system to have advantages of both rotation sector and fuzzy controller. The paper aims to discuss these issues.

In this paper, a new DPC of the DFIG is presented. To improve the performance of the switching table, a new method is proposed. The method is based on the rotation of the space sector, clockwise or vice versa. The excellence of the proposed method is proven. Then, it is shown that the performance of the system can be enhanced by using a fuzzy logic controller. The rotation method is combined with a fuzzy system.

Simulation shows that although sector rotation and fuzzy controller can improve the performance of the DFIG, a combination of both demonstrates a smoother response in order that reactive and active power ripples and THD of the injected current decrease in different speeds. Also, it is demonstrated that the proposed method is robust against parameters variations. However, a hardware experiment should be performed to be practically verified.

A sector rotation is proposed and its effect on the performance of the DFIG is considered. A simple method to write rules table is presented and the performance of sector rotation and fuzzy controller on the DFIG is analysed.

The application of automated systems is rapidly increasing in different industries and organizations. In this regard, computerized maintenance management systems (CMMS) using information technology play an important role in the automating production systems. The purpose of this paper is to investigate the impacts of CMMSs and relevant supportive organizational factors on the effectiveness of total productive maintenance.

This study is classified as a quantitative survey-based research using structural equation modeling. The scope of the study includes manufacturing companies in Iran. A total of 125 questionnaires from 60 companies were collected from January to March 2014 to help validate the conceptual model and test the hypotheses.

The results support the concept CMMSs positively relates to relevant supportive organizational factors (resource allocation, decision-making structure, senior management support, employees’ involvement and effective instruction) on the effectiveness of total productive maintenance. The relevant supportive organizational factors can also be seen as the predictors of CMMSs.

This study integrates the CMMSs and relevant supportive organizational factors in a robust model to examine the effectiveness of total productive maintenance. This study also examines the impacts of CMMSs and relevant supportive organizational factors on total productive maintenance which seems to not be done previously.

This paper aims to provide a quantitative basis to analytically determine the ranking of the brand personality of Adidas, Asics, Nike, Puma and Saucony brands among Iranian customers via a conventional multi-criteria decision-making (MCDM) method.

Data for determining the importance of evaluation criteria and ranking of brands are gathered by means of distributing questionnaires among a group of Iranian customers of sport shoes, as well as some industrial experts. The fuzzy analytic network process (FANP) was used to rank the brands with regard to dependencies between criteria and alternatives.

The results indicate that FANP is a capable method which provides invaluable insights for strategic marketing decisions in the sport product industry. Results show Adidas has the best performance in the sports shoe market compared to the other four brands. In this study, it was found that expertise sophistication was the most important criterion among Aaker’s five main criteria.

The value of this paper is applying FANP decision-making method for ranking sport shoe brands. This method has not been commonly used in the area of marketing, hence it is added to the pool of techniques used in ranking brands. In addition, evaluation and ranking of brands can be very useful for both academic research and practice. Researchers can benchmark the competences of each brand through evaluating them, and industrialists can extract the competitive advantages of the selected brands.

The purpose of this paper is to investigate the effects of internal marketing and market orientation on organizational performance based on the balanced scorecard (BSC).

A cross-sectional research design, drawing upon a questionnaire survey, was used to collect data from a sample of restaurants. Structural equation modeling was performed to test the relationship among the research variables using findings from the 164 participants.

The results revealed that internal marketing positively influenced market orientation and performance. In addition, market orientation was a direct antecedent of performance.

The findings provide important academic, practical and political implications for restaurant industry.

The purpose of this paper is to address the following question: which type of word-of-mouth (WOM) communication, face-to-face vs electronic, has the stronger influence on destination image and attitude?

A multidimensional model is developed with eight constructs. After the validation of measurement scales, hypotheses are contrasted through structural modeling to test the model fit and estimate the model coefficients. The model was tested empirically using a sample of 678 tourists who had experience within the online tourist community, tripadvisor.com. Tourists were required to complete a survey regarding their information search from the virtual sharing platform and face-to-face communications.

The results of this study suggest that electronic WOM (eWOM) has a more powerful effect on destination image, attitude, and travel intention rather than face-to-face WOM.

This paper is one of the first to develop and empirically test a comparative model for information search behavior, namely, face-to-face WOM vs eWOM, and destination image/attitude in the context of tourism industry.