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The purpose of this paper is to argue for the importance of separating out three key dimensions of culture’s value – definition, measurement and cultural reporting. This has implications for the balance between quantitative and qualitative methodologies in achieving a meaningful context for interpreting numbers-based cultural data, as well as for the management of reporting regimes – the process by which value is “conferred” – by individual cultural organisations and events. It concludes with a brief sketch of a new set of priorities for assessment processes based on a less unitized, more cooperative understanding of cultural value (a Total Cultural Value exercise)

This paper is a keynote address from the Global Events Congress.

Valuation processes are comparative processes. They involve benchmarking, standardisation, unitisation and ranking. Cultural activities have an incommensurable aspect that makes them resist this kind of assessment and not infrequently make a nonsense of it. This makes it difficult for policy makers to choose between them from a resource perspective. No new proof of worth is going to change this fundamental characteristic of culture. A Total Cultural Value exercise is “allocutionary” and helps cultural programmes “make a case” based on best use of the available data and a meta-cognitive appreciation of the biases different proofs of worth involve.

Total Cultural Value is a new concept developed to bring quantitative and qualitative methods for valuing arts and culture together

This paper seeks to describe a new approach to analyzing critical resource investment plans, Dynamic Decision Making (DDM), an A.T. Kearney innovation based on a sophisticated modeling process that can improve the quality and transparency of decision making.

The paper explicates the five components of the novel DDM approach: formal, but narrowly focused, future modeling; improve the understanding and evaluation of risk; design a dynamic strategy; calculate “Total Value” of dynamic strategies and according probability distribution; and formalize the decision making process.

In a volatile environment, this system, which promotes flexibility and maps out contingency plans, has proven exceptionally useful with clients making large capital investment decisions and “Bet the Company” strategic moves.

Each step in the DDM decision‐making process reveals contingencies and opportunities to react to a competitor, a policy, or an environmental change – and to modify the initial plan as a result.

The DDM total value methodology enables managers to consider both the risks and the value of flexibility when planning a capital investment project.

This study examines the relationship between board composition and firm value, and the extent to which this relationship may be affected by a company’s investment opportunity set. There is little research that examines this issue, particularly for the New Zealand market. Of the research that exists, and generally for the research that examines how board composition affects firm performance, the findings have been mixed. Using a randomly chosen sample, which improves the external validity of results from prior studies, we find that board composition of high growth option firms is positively related to firm value, and this relationship is maintained when more refined measures that proxy the characteristics of outside directors (such as tenure of outside directors, the level of outside director equity ownership, the number of other board positions held by outside directors, and the total proportion of non‐executive directors, including grey directors) are recognised.

Contemporary literature reveals that, to date, the poultry livestock sector has not received sufficient research attention. This particular industry suffers from unstructured supply chain practices, lack of awareness of the implications of the sustainability concept and failure to recycle poultry wastes. The current research thus attempts to develop an integrated supply chain model in the context of poultry industry in Bangladesh. The study considers both sustainability and supply chain issues in order to incorporate them in the poultry supply chain. By placing the forward and reverse supply chains in a single framework, existing problems can be resolved to gain economic, social and environmental benefits, which will be more sustainable than the present practices.

The theoretical underpinning of this research is ‘sustainability’ and the ‘supply chain processes’ in order to examine possible improvements in the poultry production process along with waste management. The research adopts the positivist paradigm and ‘design science’ methods with the support of system dynamics (SD) and the case study methods. Initially, a mental model is developed followed by the causal loop diagram based on in-depth interviews, focus group discussions and observation techniques. The causal model helps to understand the linkages between the associated variables for each issue. Finally, the causal loop diagram is transformed into a stock and flow (quantitative) model, which is a prerequisite for SD-based simulation modelling. A decision support system (DSS) is then developed to analyse the complex decision-making process along the supply chains.

The findings reveal that integration of the supply chain can bring economic, social and environmental sustainability along with a structured production process. It is also observed that the poultry industry can apply the model outcomes in the real-life practices with minor adjustments. This present research has both theoretical and practical implications. The proposed model’s unique characteristics in mitigating the existing problems are supported by the sustainability and supply chain theories. As for practical implications, the poultry industry in Bangladesh can follow the proposed supply chain structure (as par the research model) and test various policies via simulation prior to its application. Positive outcomes of the simulation study may provide enough confidence to implement the desired changes within the industry and their supply chain networks.

This paper presents a simple methodological framework to characterise the tangible and intangible benefits of a university athletics department. The methodology is applied to the athletics department at Gonzaga University (GU) in Spokane, Washington USA. The brand equity associated with this department is estimated at approximately US$5.8 million in 2006. Of this, between $617,000 and $2.71 million is ascribed to a specific type of tangible brand equity (with the most plausible estimate being $926,000); namely, the impact of GU athletics events on the economic vitality of the local community. The remainder is attributed to (unobserved) intangible brand equity benefits.

This paper presents estimates of total personal income for every U.S state in 1880, 1890, 1900, and 1910. The series includes new figures for 1890 and 1910, and revisions of Richard Easterlin's (1960) figures for 1880 and 1900 based on recent economic history research. The new estimates allow better examination of U.S. interregional income differences and cyclical behavior of U.S. states’ total personal income.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

The purpose of this paper is to develop an effective methodology for implementing lean manufacturing strategies and a leanness evaluation metric using continuous performance measurement (CPM).

Based on five lean principles, a systematic lean implementation methodology for manufacturing organizations has been proposed. A simplified leanness evaluation metric consisting of both efficiency and effectiveness attributes of manufacturing performance has been developed for continuous evaluation of lean implementation. A case study to validate the proposed methodology has been conducted and proposed CPM metric has been used to assess the manufacturing leanness.

Proposed methodology is able to systematically identify manufacturing wastes, select appropriate lean tools, identify relevant performance indicators, achieve significant performance improvement and establish lean culture in the organization. Continuous performance measurement matrices in terms of efficiency and effectiveness are proved to be appropriate methods for continuous evaluation of lean performance.

Effectiveness of the method developed has been demonstrated by applying it in a real life assembly process. However, more tests/applications will be necessary to generalize the findings.

Results show that applying the methods developed, managers can successfully identify and remove manufacturing wastes from their production processes. By improving process efficiency, they can optimize their resource allocations. Manufacturers now have a validated step by step methodology for successfully implementing lean strategies.

According to the authors' best knowledge, this is the first known study that proposed a systematic lean implementation methodology based on lean principles and continuous improvement techniques. Evaluation of performance improvement by lean strategies is a critical issue. This study develops a simplified leanness evaluation metric considering both efficiency and effectiveness attributes and integrates it with the lean implementation methodology.

The aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import and export shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is and to-be models within business process management (BPM).

The analyses considered the following perspectives: (i) in the stage of the process identification, the definition of the problem was carried out; (ii) in the stage of the process discovery, ocean department was divided into ocean export/import operation departments; ocean export/import operation were divided into freight collect/prepaid operation processes; ocean export/import logistics activity groups were broken down into sub-activities for freight collect/prepaid operation; the logistics activity groups and their sub-activities were defined; each sub-activity as either operation or documentation process group was classified; the durations of sub-activities were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities were aggregated; the duration of the logistics activity groups and the sub-activities for per job were calculated; the cumulative workload of logistics activity groups and sub-activities were calculated; the duration of sub-activities for per job as operation or documentation departments were calculated, (iii) in the stage of the process analysis, cumulative ocean export/import workload as operation or documentation for freight collect/prepaid were calculated; duration of activity groups and sub-activities for per job as operation or documentation were calculated; cumulative workload activity groups and sub-activities as operation or documentation were calculated, (iv) in the stage of the process redesign, cumulative workload, process cycle time as operation and documentation group and required labor force were calculated; the process cycle time of the theoretical, the as-is model and the to-be model were calculated: (i) the theoretical minimum process cycle time without resource were calculated by the critical path method (CPM), (ii) the process cycle time of the as-is model perspective with the 1 person resource constraint and (iii) the process cycle time of the to-be model perspective with the 2-person resource constraint were calculated by the resource constrained project scheduling problem (RCPSP) method.

The methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.

This study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is and to-be models to maritime logistics. The as-is and the to-be models of the BPM methodology were applied in maritime logistics.

This methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.