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Under the constraints of given passenger service level and coupling travel demand with train departure time, this study optimizes the train operational plan in an urban rail corridor to minimize the numbers of train trips and rolling stocks considering the time-varying demand of urban rail passenger flow.

The authors optimize the train operational plan in a special network layout, i.e. an urban rail corridor with dead-end terminal yard, by decomposing it into two sub-problems: train timetable optimization and rolling stock circulation optimization. As for train timetable optimization, the authors propose a schedule-based passenger flow assignment method, construct the corresponding timetabling optimization model and design the bi-directional coordinated sequential optimization algorithm. For the optimization of rolling stock circulation, the authors construct the corresponding optimization assignment model and adopt the Hungary algorithm for solving the model.

The case study shows that the train operational plan developed by the study's approach meets requirements on the passenger service quality and reduces the operational cost to the maximum by minimizing the numbers of train trips and rolling stocks.

The example verifies the efficiency of the model and algorithm.

Decontamination following chemical, biological, radiological and nuclear (CBRN)/Hazmat incidents is a critical activity carried out in order to mitigate and contain the risk posed by any hazardous materials involved. Human behaviour plays a crucial role in such incidents, as casualties will have little understanding of the situation they find themselves in, leading to uncertainty in what actions to take. This will result in very difficult circumstances within which first responders must operate. However, the importance of human behaviour appears to be a fundamental element being missed in the preparation, training and planning assumptions being made by emergency services and planners in preparation for these events.

This paper looks to understand the scope of this omission by reviewing relevant literature on the subject and engaging with Fire and Rescue Service personnel and managers in the UK. This study utilised semi-structured interviews with 10 Fire and Rescue Service Mass Decontamination Operatives, four Fire and Rescue Service Hazardous Material Advisers and three Fire and Rescue Service Strategic Officers participating. These interviews were then analysed using a thematic framework to identified key themes from the research which were then validated using two independent researchers to provide an inter-rater reliability measure. Finally, a follow-up validation questionnaire was also developed to test the validity of the themes identified and this was completed by another with 36 Fire and Rescue Service Mass Decontamination Operatives.

Both the literature review and interviews undertaken with emergency responders and mangers demonstrated the crucial importance of accounting for behavioural aspects in these situations especially in regards to the likely levels of compliance to be expected by responders and the potential problem of casualties not remaining at the scene of an incident to undergo decontamination.

This research identifies a number of key themes so far not recognized through any other research and in doing so offers insights into potential flaws in the UK Fire and Rescue Service response planning for CBRN/Hazmat incidents requiring mass decontamination. It is intended that this research will inform further study into the areas identified in order to ensure gaps in planning, training and strategies for mass decontamination operations can be more fully informed and if required allow for a more effective response.

The purpose of this paper is to examine the necessity of longer and/heavier and/or faster freight train operations and their viability in the European context.

Using a case study, the current research applies qualitative methods, including desktop research and informal discussion with the rail freight industry and shippers. The case study is the recently conducted trial of 1.5 km long Marathon freight train in Europe.

The research finds that at this stage there is no commercial necessity of running a 1.5 km long train. There are technical and operational limitations which are less problematic, but the commercial necessity is a must and that will need sufficient traffic volume on a longer route (to justify extra time and cost incurred in marshalling yard and reasonable pre- and post-consolidated rail transport haul). The time required to form up/disperse such large formation could arguably be a major constraint for the train itself as well as for other services run on the same network. The authors agree in principle with the “do more with less” notion and the necessity of faster train concept. Also, the authors are agreeing with the heavier train aspect.

Considering the current and future (more semi-finished and finished, containerised) cargo trend, it is more important that freight train is operated consistently, reliably, and commercially attractive relatively faster and frequent serving moderate distances (around 300+ km). Towards this, the operation of merging two (or more) short trains to form up to 750 m long trains should be explored, in particular on the nine Rail Freight Corridors, to identify the potential and realistic opportunities for commercial deployment of “longer and/or faster and/or and heavier” freight train.

At the moment there is no need of a 1.5 km long freight train to improve the performance of EU railways.

The case study provides an important platform for debate on the contemporary notion of “longer”, “faster” and “heavier” freight trains in the European context.

When there is so much concern today for greater productivity in the private sector and for increased effectiveness in the public sector, it should be patently clear that the training function is being forced into a shape up or ship out situation.

The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.

Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.

The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.

Charts the career of the author through the fire service and the subsequent major disasters which occurred during that time. Advocates the importance of adequate disaster plans, and explains the development of Lincolnshire’s civil contingency plan.

The purpose of this study is to investigate the implementation of revenue management (RM) pricing practices and managers’ perceptions towards this practice in a budget hotel chain and to provide recommendations for improving the adoption of and perception towards this practice.

A single case study method was adopted to conduct an in-depth qualitative research in a hotel organization. In-depth data were collected through semi-structured interviews, observations and documentation.

The research findings indicate that the implementation of revenue management system (RMS): needs to be clearly communicated and made tangible to employees; can impact the profitability of the budget hotel sector and not only mid-scale or luxury sectors; and remains a profit-oriented decision with little consideration for customer outcomes.

The findings may not apply to mid-scale or luxury properties, as the results cannot be generalized to other hotel chains in other countries that apply complex pricing structures. Future research might develop multiple case study design to increase the rigor of the research by focusing on themes or patterns uncovered in a single case study.

The practical application of the study is twofold: the recommendation to maintain ongoing implementation activities, such as designing operational plans and training programs; the recommendation for a RM pricing strategy that maintains positive price fairness perceptions and results in positive behavioral intentions.

This study helps advance our understanding of the characteristics that influence the success of RM implementation in the budget hotel context and provides us with useful insights to design effective dynamic strategies to enhance the implementation process both for the organization and its stakeholders.

In 2016, the ISO/TS 16949 quality management standard for the automotive industry evolved to IATF 16949. The update brought new requirements that need to be analyzed before being implemented in organizations. Therefore, the purpose of this article is to propose guidelines to assist organizations in the automotive sector in the implementation of the elements added in the update to the IATF 16949 standard.

To fulfill this objective, the identification and analysis of the elements added in the evolution from ISO/TS 16949 to IATF 16949 was carried out, and four case studies were conducted in Brazilian automotive companies.

The main elements added to IATF 16949 with the update of the standard are the use of process failure mode effects analysis (PFMEA) for risk analysis; the development of a communication channel for employees to report cases of misconduct and non-conformities; procedures for controlling repaired/reworked products and temporary changes; and the inclusion of autonomous maintenance for the full implementation of total productive maintenance (TPM).

The main practical implication/contribution of the research is the proposed guidelines, which can support managers and automotive companies that want to implement, or will go through, the IATF certification process. The article's originality lies in the combination of a theoretical framework and case study analyses to develop the guidelines.