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Describes control triggers as signals which initiate the right activity to occur at the right time in a process, and discusses them as a previously unrecognized category of internal control methods. Argues that, unlike traditional control mechanisms, control triggers are not dependent on the beaurocracies which world‐class companies are now dismantling. Asserts that while control triggers are important to the control and application of all organizational processes, they are particularly critical to the application of world‐class management practices, affecting the reliability, efficiency and effectiveness of an organization’s operations.

The purpose of this paper is to evaluate the insights of founding entrepreneurs to understand what they consider as motivating factors in their decision to act upon entrepreneurial intentions. Using this information, the entrepreneurial trigger event influence was conceptualized, and a scale developed for use in subsequent testable models.

Qualitative and quantitative techniques were used to construct an instrument that measures the presence and influence of entrepreneurial behavior triggers. The concept of triggering events was explored with 14 founding entrepreneurs. Themes emerged from this enquiry process which informed the development of four primary entrepreneurial triggering events. Over 600 entrepreneurs participated in the study. Exploratory factor analysis was used to identify dimensions of entrepreneurial triggers and was tested using confirmatory factor analysis.

Entrepreneurs perceive that personal fulfillment and job dissatisfaction serve as two significant trigger events which will lead individuals to engage in entrepreneurial behaviors. This research supports theorizing that suggests entrepreneurial trigger events have influence in motivating individuals to act upon entrepreneurial intentions and some trigger events may have more influence toward behavior than others.

This research is subject to multiple limitations. Trigger events were limited to those identified in literature and the interviews. Most entrepreneurs participating in this study were from a limited geographic region. The entrepreneurs in this study reported their triggering event based on their memory which could have been affected by inaccurate recall or memory bias. No attempt has been made to model the comparative effects of the different variables on entrepreneurial outcomes. Finally, the entrepreneurial trigger event instrument did not measure the participant's demographics or psychographics which could have played a role in the influence of reported trigger event.

This study extends previous research that trigger events serve as catalysts for entrepreneurial behavior. Findings support the premise that different types of triggers have different levels of influence as antecedents of entrepreneurial behavior. Specifically, positive, negative, internal and external entrepreneurial triggering events were explicated. The Entrepreneurial Trigger Event Scale created to facilitate this study enables researchers to explore the effects of types and perceived influences of precipitating trigger events on the intentions of the individual that result in entrepreneurial behavior. The optimized instrument further expanded Shapero's (1975) proposed theory of the origins of entrepreneurial behavior.

The development of a scale provides researchers with the opportunity to include the influence of entrepreneurial trigger events, as perceived by entrepreneurs, in future testable models. Entrepreneurial development organizations can use the knowledge to assist in understanding when potential entrepreneurs may act upon entrepreneurial intentions. Information gained can have significant implications for understanding the initiation of entrepreneurial behavior, entity establishment and business growth.

This research responds to a call for investigation into the influence of entrepreneurial trigger events on a person's decision to act upon entrepreneurial intentions. It is an early attempt to conceptualize a relevant construct of entrepreneurial trigger event influence and to develop a scale for use in empirical testing. It is distinguished by using planned behaviors, push and pull, motivation and drive reduction theories. These theories are applied to the perceptions of successful entrepreneurs to develop a construct and validate it.

This paper aims to design an algorithm which is used to deal with non-linear discrete systems with constraints under the lower computation burden. As a result, we solve the non-holonomic vehicle tracking problem with the lower computational load and the convergence performance.

A fusion event-triggered model predictive control version is developed in this paper. The authors designed a shrinking prediction strategy.

The fusion event-triggered model predictive control scheme combines the strong points of event triggered and self-triggered methods. As the practical state approaches the terminal set, the computational complexity of optimal control problem (OCP) decreases.

The proposed strategy has proven to stabilize the system and also guarantee a reproducible solution for the OCP. Also, it is proved to be effected by the performance of the simulation results.

As it is known, the electrostatic discharge (ESD) protection design of integrated circuit is very important, among which the silicon controlled rectifier (SCR) is one of the most commonly used ESD protection devices. However, the traditional SCR has the disadvantages of too high trigger voltage, too low holding voltage after the snapback and longer turn-on time. The purpose of this paper is to design a high-performance SCR in accordance with the design window under 0.25 µm process, and provide a new scheme for SCR design to reduce the trigger voltage, improve the holding voltage and reduce the turn-on time.

Based on the traditional SCR, an RC-INV trigger circuit is introduced. Through theoretical analysis, TCAD simulation and tape-out verification, it is shown that RC-INV triggering SCR can reduce the trigger voltage, increase the holding voltage and reduce the turn-on time of the device on the premise of maintaining good robustness.

The RC-INV triggering SCR has great performance, and the test shows that the transmission line pulse curve with almost no snapback can be obtained. Compared with the traditional SCR, the trigger voltage decreased from 32.39 to 16.24 V, the holding voltage increased from 3.12 to 14.18 V and the turn-on time decreased from 29.6 to 16.6 ns, decreasing by 43.9% the level of human body model reached 18 kV+.

Under 0.25 µm BCD process, this study propose a high-performance RC-INV triggering SCR ESD protection device. The work presented in this paper has a certain guiding significance for the design of SCR ESD protection devices.

In one case, after a detailed study of production processes, market forecasts and possible plant locations, top management of the industrial instruments division of a large US corporation approved a plan to produce a certain line of instruments. Why did these items (and not others) catch the attention of someone in the organisation and become the subject of a strategic decision‐making process? Why did this process start when it did (and not earlier or later)? In another case, a governmental committee did not approve a suggestion that working women receive a tax reduction as an incentive to increase female participation in the labour force. Why did the committee consider the suggestion at all? In a third case, at a luncheon meeting, an engineer suggested to the president of a manufacturing company that a plant be set up in a certain under developed country. The president rejected the idea out of hand, without bringing it up within his organisation. Why use a strategic decision‐making process never even initiated? An organisation's opportunities for making strategic decisions are practically unlimited. However, in only a few cases does the decision‐making process actually begin, and the number of strategic decisions eventually made by top management is even fewer. What triggers the decision‐making process? And how can top management achieve greater control over the triggering action?

To describe, analyse, and understand relationship fading between a business sponsor and a sponsored museum in the context of cultural sponsorships.

The empirical study uses a longitudinal and a dyadic approach to analyse the temporal development of a three‐year cultural‐sponsorship relationship.

This study tackles the phenomenon of relationship fading in cultural sponsorships. The triggers of relationship fading are first elaborated into structural and situational triggers. These triggers are further categorised into structural predisposing triggers, situational precipitating triggers, situational attenuating, and structural attenuating triggers.

Most of the triggers of relationship fading are passive and indirect. Consequently, the triggers of fading affect the development of the relationship by gradually reducing the sponsor's motivations to invest and develop the cultural‐sponsorship relationship.

Successful management of cultural sponsorship requires the interacting actors to be aware of the structural and situational triggers of fading that can lead to the fading and potential ultimate ending of such a relationship. Using culture‐oriented marketing professionals with good communication skills between the business and the arts community is vital in managing cultural sponsorships and in avoiding fading in cultural‐sponsorship relationships.

A central feature of the fresh theoretical framework on relationship fading is the link between relatively permanent structures and the situational processes. A dyadic and longitudinal approach is adopted to reveal the past, present, and future dynamics of fading in the cultural‐sponsorship relationship.

The study aims to investigate the illegitimate customer complaining behavior (ICCB) in the hospitality industry from the perspective of frontline employees. In particular, this study identified ICCB incidents, ICCB triggering factors and inhibitors in the hospitality industry.

A qualitative research approach was adopted in this study by using in-depth personal interviews. Twenty-six semi-structured interviews were conducted with frontline employees who had first-hand experiences with ICCB in the hospitality industry. The interviews were transcribed, coded and analyzed following the procedures of open coding, axial coding and selective coding.

Analysis of the qualitative data has revealed 7 types of ICCB incidents, 11 ICCB triggering factors and 3 ICCB inhibitors in the hospitality industry, as perceived by frontline employees. The study also proposed a multiple-layer model of ICCB triggers and inhibitors based on the results. Four propositions are developed delineating three layers of driving forces and the dynamics between ICCB triggers and inhibitors that exert joint effects on ICCB.

Impacts of various cultural settings, different hospitality business settings (hotels vs restaurants) and profile information of frontline employees on ICCB need to be examined in future research.

Findings of this study contribute to the customer complaining literature and the hospitality service management literature by offering the frontline employees’ perspective of ICCB. Hospitality businesses can benefit from this study by using the research findings to develop more effective company policies and training programs to recognize, monitor and resolve ICCB incidents.

The purpose of this paper is to show how customers engage in negatively valenced influencing behavior (NVIB) and what triggers customers to use different forms of NVIB in an online context.

A qualitative study is conducted using an unobtrusive netnography. Data collected comprise of 954 negatively valenced online reviews posted on TripAdvisor to hotels, restaurants, and “things to do” in 12 different destinations worldwide.

Drawing on the recent literature relating to customer engagement behavior (CEB), this paper identifies and conceptualizes the relationship between five cognitive (service failure, overpricing, deception) and emotional (disappointment and insecurity) triggers of six forms of direct (dissuading, warning, and endorsing competitors) and indirect (discrediting, expressing regret, and deriding) NVIB.

The unobtrusive netnography has inherent limitations that lend itself to inductive rich insights rather than generalization. The study only focuses on NVIB within a specific online context, namely, TripAdvisor.

This paper provides managers with knowledge of the specific triggers of NVIB. Additionally, the paper conceptualizes the various forms of NVIB, how customers use them, and what triggers them to use each form. Moreover, the paper offers relevant data-inferred recommendations to service managers on how to manage each form of NVIB.

This research is the first to identify the forms and triggers of NVIB, classify direct and indirect forms, and conceptualize the relationships between forms and triggers.

Extensible Markup Language (XML)‐based data integration systems (DIS) aim to support global updates. Data consistency among data sources is not yet enforced at the integration level or enforced in an ad hoc manner which leads to redundant checking of consistency or unrepairable mistakes. This paper aims to provide XQuery trigger service to enforce data integrity and data consistency in the DIS at the integration level.

Data consistency is enforced among data sources through providing XQuery trigger service for the XML‐DIS. An XQuery trigger model is defined and shown how to use this model to define different integrity constraints and triggers at the integration level. The paper proposes the architecture of the XQuery trigger service and shows how to enforce data consistency in the DIS. Important components including event detection, condition evaluation and action firing are discussed. Necessary algorithms including how to produce ChangeRecord, how to find activated triggers, how to process LET and FOR clauses and how to create data objects from XML fragment are proposed. Trigger termination and failure handling are also discussed.

XQuery trigger can express miscellaneous data integrity constraints and triggers in the DIS and is highly abstract, refined and easy to understand. XQuery trigger service provides an easy‐to‐maintain method of the data consistency rules and a uniform, nonredundant and centralized enforcement of data consistency.

An XQuery trigger model with namespace annotations, which can define constraints and triggers among different data sources. An XQuery trigger service architecture for the XML‐DIS, which can enforce data consistency at the integration level. For DIS administrators, who want to enforce data consistency when permitting updates at the integration level.

The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee interaction influence customer behavioral response to employees’ negative and positive affect. Additionally, it studies the role of sympathy and authenticity as underlying mechanisms of this relationship.

Two scenario-based experimental designs (N1=162; N2=138) were used. Videotaped scenarios served as stimulus material for the manipulation of two focal variables: the employee’s emotional display as either negative or positive and the availability of an emotion trigger in the interaction environment to convey the attribution dimension of cause uncontrollability. The emotion trigger’s visibility was varied in the two studies. Customer response was captured by buying intentions.

Customer responses are more favorable for both positive and negative interactional experiences when customers have access to information on cause uncontrollability (i.e. notice triggers in the interaction environment). Analyses reveal that these effects stem from feelings of sympathy for negative experiences and authenticity for positive experiences.

This research supports the relevance of causal attribution research on interactional service experiences, which have high-profit impact. Moreover, the findings underline the importance of the experience of fact in service interactions and thereby provide a more nuanced view on the discussion of whether service providers should use impression management strategies to engender customer satisfaction even when this behavior is “faked.”