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This paper aims to present a step-exchange strategy for balance control of a walking biped robot when a lateral impact acts suddenly. A step-out strategy has been recently proposed for balance control when an unknown lateral force acts to a biped robot during walking. This step-out strategy causes a robot to absorb the impact kinetic energy and efficiently maintain balance without falling down. Nevertheless, it was found that the previous strategies have drawbacks that the two foots should always be on the ground (double-support mode) after being balanced and the authors think it is difficult to continue walking after being balanced. Unlike the existing balance strategies, the proposed step-exchange strategy is to not only maintain balance but also to lift one leg in the air (single-support mode) after being balanced so that it is easy for a biped robot to keep walking after being balanced.

In the proposed step-exchange strategy, forward Newton–Euler equation, angular momentum and energy conservation equation were derived. Hill-climbing algorithm is utilized for numerically finding a solution. To verify the proposed strategy, a biped robot by Open Dynamics Engine was stimulated, and experiments with a real biped robot (LRH-1) were also conducted.

The proposed step-exchange strategy enables a walking biped robot under a lateral impact to keep balance and to keep a single-support mode after exchanging a leg. It is helpful for a biped robot to continue walking without any stop. It is found that the proposed step-exchange strategy can be applicable for maintaining balance even if a biped robot is moving. Even though this proposal seems immature yet, it is the first attempt to exchange the supporting foot itself. This strategy is very straightforward and intuitive because humans are also likely to exchange their supporting foot onto the opposite side when an unexpected force is acting.

The proposed step-exchange strategy described in this paper can be applicable in the situation when the external force is applied in the +Y direction, the left leg is the swing leg and the right leg is the stance leg, or it can also be applicable in the situation when the external force is applied in −Y direction, the right leg is the swing leg and the left leg is the stance leg (Figure 2 for ±Y force direction). If an impact force acts to the side of the swing leg, the other step-exchange strategy is needed. The authors are studying this issue as a future work.

The authors have originated the proposed step-exchange strategy for balance control of a walking biped robot under lateral impact. The strategy is genuine and superior in comparison with the state-of-the-art strategy because not only can a biped robot be balanced but it can also easily continue walking by using the step-exchange strategy.

The purpose of this paper is to develop a deeper understanding of the role of the balanced scorecard in strategy implementation.

This paper provides a review of strategy implementation literature to identify the main inhibitors of successful strategy implementation and then proceeds to critically review the balanced scorecard and evaluate the contribution it can make to strategy implementation, in particular how it may be able to mitigate the problems associated with strategy implementation.

It is argued in the paper that the balanced scorecard, subject to the adoption of suitable processes, can address the key problems associated with strategy implementation including communication, the role of middle managers and integration with existing control systems. The study raises a series of research questions and proposes avenues for further research.

More than half strategies devised by organisations are never actually implemented. At a time of increasing competition and globalisation; shorter lead times and increased customer sophistication, the effectiveness of strategy implementation is even more important. The findings of this study will provide the basis for research that will improve this vital management activity.

The effective implementation of corporate strategy is often overlooked in strategic management literature. There is still recognition that there is a need for further research. By combining two eclectic fields of research, i.e. strategy implementation and performance measurement, it is proposed that new insights can be gained to inform future practice.

The purpose of this paper is to propose a DC-port voltage balance strategy realizing it by logic combination modulation (LCM). This voltage balance strategy is brief and high efficient, which can be used in many power electronic devices adopting the cascaded H-bridge rectifier (CHBR) such as power electronic transformer (PET).

The CHBR is typically as a core component in the power electronic devices to implement the voltage or current conversion. The modulation method presented here is aiming to solve the voltage imbalance problem occurred in the CHBR with more stable work station and higher reliability in ordinary operating conditions. In particular, by changing the switch states smoothly and quickly, the DC-port voltage can be controlled as the ideal value even one of the modules in CHBR is facing the load-removed problem.

By using the voltage balance strategy of LCM, the problem of voltage imbalance occurring in three-phase cascaded rectifiers has been solved properly. With the lower modulation depth, the efficiency of the strategy is shown to be better and stronger. The strategy can work reliably and quickly no matter facing the problem as load-removed change or the ordinary operating conditions.

The limitation of the proposed DC-port voltage balance strategy is calculated and proved, in a three-module CHBR, the LCM could balance the DC-port voltage while one module facing the load-removed situation under 0.83 modulation depth.

This paper provides a useful and particular voltage balance strategy which can be used in the topology of three-phase cascaded rectifier. The value of the strategy is that a brief and reliable voltage balance method in the power electronic devices can be achieved. What is more, facing the problem, such as load-removed, in outport, the strategy can response quickly with no switch jump and switch frequency rising.

The purpose of this paper is to exemplify the evolving applications of balanced scorecard and strategy map in the healthcare sector. This paper seeks to describe a number of innovative approaches adopted by healthcare organizations and health systems in their implementation of Kaplan and Norton's strategy map and balanced scorecard. Although strategy map and balanced scorecard are useful strategic management tools, policy makers and decision makers should be well‐informed about implementation issues and challenges of their adoption in healthcare organizations and health systems.

The paper is based on a literature review of the applications of strategy map and balanced scorecard in healthcare organizations and health systems. Also publications of the Ministry of Health and Long‐Term Care and its agencies are examined to assess the strategic priorities and plans for Ontario's health system.

From the literature review and case studies cited, an increasing use of strategy map and balanced scorecard was found in the healthcare sector. The implementation is both unique and innovative. Moreover, strategy map and balanced scorecard are effective communication and strategic management tools in aligning and integrating the strategic goals of various levels within the health system.

The paper gives an account of the different implementation approaches of strategy map and balanced scorecard in the healthcare sector; thereby providing policy makers and decision makers with choices on how to implement the strategic management tool in their organizations.

The literature review and case studies described here highlight the value and applications of strategy map and balanced scorecard in the healthcare sector.

This paper compares balanced scorecard and intellectual capital and finds important differences between their theoretical underpinnings, which suggest that the breath of indicators will work differently in organisations.

Analysing texts about balanced scorecard and intellectual capital, the paper discusses not the obvious similarities – that they are both integrated performance management systems – but four more aspects: strategy, organisation, management, and indicators. Comparing these four dimensions the paper discusses the differences arising from the very different theories of strategy that they presuppose: competitive advantage versus competency strategy.

The paper suggests that the very different notions of strategy that underpin the balanced scorecard and the intellectual capital approach make such comprehensive performance management systems behave in very different ways – the difference between a tightly coupled and a loosely coupled system accounts for this.

The main limitation is that the paper is primarily a literature study and therefore it is not certain that in practical situations companies will necessarily adopt the theoretical perspectives mobilised behind balance scorecard and intellectual capital.

The usefulness of that paper is that practitioners may understand the breath of implications of a shift in strategic focus and realise the various organisational conditions that can help mobilise the use of indicators in different ways.

The paper's analysis shows how the two models assume how indicators work in an organisational systems and concludes that the differences are significant and that therefore there are considerable differences in how a system of indicators may work in the context of balanced scorecard compared with the context of intellectual capital.

This study explores how Australian Muslim men cope with potential conflict and achieve feelings of balance between their work, family and religious roles.

The study is guided by the interpretive paradigm and is qualitative. Data is collected from participants via semi-structured in-depth interviews (n=20) and analysed using thematic analysis.

Personal coping strategies (e.g. making permanent changes and time management) seem more effective in coping with immediate conflict and achieving work-life balance as opposed to external ones (e.g. supervisor support). Although some of the strategies mirror existing research, their extent of use and reasons for usage by Muslim men are different. Muslim men use these strategies in a preventive manner to actively achieve work-life balance rather than just cope with episodic work-life conflict.

The study is conducted with a small sample and the findings may not be generalizable to non-practising Australian Muslim men. To date, research has not clearly articulated how people who do not experience work-life conflict, make decisions to achieve balance. This study has a positive look at a negative issue by indicating that workers can go beyond coping with conflict and explore avenues to achieve work-life balance. The findings underscore the importance of preventive coping in achieving work-life balance and caution researchers about investigating how people cope with immediate work-life conflict only.

In addition to work and family roles, this study focuses on religious commitments, with religion being a largely overlooked concept within the work-family coping literature.

This article looks at the alignment of performance management system with the strategy, structure, and organizational outcome in Canadian health care organizations. In this study, balanced scorecard is the framework adopted for assessing the health care organization's performance management system (PMS) and outcome. CEO and clinical unit managers were surveyed for their perceptions on their organization's strategy, autonomy structure, PMS, and organizational performance. Path analysis was the methodology used in examining the relationship about the above organizational variables. The results indicate that patient satisfaction is the primary and most significant perspective of the depicted balanced scorecard in organizational performance. Patient satisfaction and research criteria, on the other hand, are the significant perspectives of a balanced scorecard in an organization's PMS, which are linked to strategy, autonomy structure, and organizational performance. Moreover, the results show that the strategy/structure links operated as suggested. Surprisingly, strategy on service innovation has a negative impact on the organizational outcome of patient satisfaction. Uncertainty from continuous development and organizational change in pursuing service innovation and cost-cutting measures in response to fiscal constraints are plausible explanations of the adverse impact reported.

The purpose of this paper is to explore coping strategies devised by executive women in family relationships to advance their career and to maintain career/family balance.

A qualitative methodology using a sample of 25 executive women explores career advancement and career/family balance strategies within work and family contexts.

Analysis produces multiple career advancement and career/family balance strategies, including professional support, personal support, value system, and life course strategies such as the “ordering” of career and family, negotiating spousal support, and whether to have children.

Adaptive strategies facilitate engagement in career and family, even in challenging gender environments, encouraging continued research on executive women's advancement and career/family balance. The idiosyncratic nature of career/family balance calls for greater emphasis on the context and timing of career and family experiences.

The paper offers guidance to women seeking to combine executive career and family and to organizations committed to the advancement and retention of women.

The paper jointly explores career advancement and career/family balance strategies pursued by executive women in family relationships. It contributes to a growing body of research on the coping mechanisms and adaptive strategies underlying balance between career and family.

The purpose of this paper is to investigate the consequences of two strategies of coordinating the online procurement capability and the online channel management capability on competitive performance.

A research model is presented to examine the performance impacts of these two coordination strategies, namely the balancing strategy (achieving a close match relationship) and the complementing strategy (maintaining the synergy effect), and tested using firm-level data collected from 196 manufacturing firms in China. Garen's two-stage econometric technique was used to identify the impacts of two coordination strategies on competitive performance.

Our study discusses and compares two different coordination strategies of mitigating the operational tensions across processes and deploying resource configurations for improving competitive performance. Our results show that while the balancing strategy can mitigate the risks resulted, the complementing strategy does not create synergistic effects on the focal firms' competitive performance.

The results extend our understanding of the nature of B2B digital process coordination both in IS management and supply chain operations.

Strategizing in a multinational corporation requires balancing global and local strategy. The purpose of this paper is to provide some insights into how multinational corporations succeed in this endeavor.

The authors conducted a detailed qualitative investigation of the strategy-development processes at Gamma – a European multinational corporation in the materials industry. Specifically, the authors investigated strategy development in the DACH region (i.e., for the German, Austrian and Swiss subsidiaries). To collect data, they conducted interviews with key informants at the corporate headquarters and the subsidiaries and collected archival data.

The data revealed that Gamma had found an approach to strategy development that balanced its global strategy with local conditions, finding a suitable way to align its global and local strategies. The authors therefore unravel three key insights revolving around subsidiaries’ unique interpretations of the basic idea of global strategy, idiosyncratic strategy development processes in subsidiaries and globally and locally synchronized temporal structures.

Knowing how to balance the strategic needs of headquarters and subsidiaries allows multinational corporations to follow a general strategy while simultaneously developing a local market strategy responsive to the individual market requirements.