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The purpose of this study is to discover which solution strategies to common industrial commissioning and startup (CSU) problems (Hot Spots) owner and contractor organizations identify as most effective and to identify which strategies are identified by one or both organization types.

Ratings for the relative value provided by strategies, and the effort required to implement strategies were solicited from CSU industry experts employed by owner or contractor organizations via a survey. Quantitative modelling using the Possible, Implement, Challenge, Kill (PICK) chart method distinguished high-value, low-effort strategies from other strategies.

Owners and contractors identify distinct sets of CSU solution strategies as high value and low effort, with some overlap. Of 178 total strategies, 40 (22.5 per cent) were identified by owners and 34 (19.1 per cent) by contractors, with 19 (10.7 per cent) of those strategies in common. Strategies with the greatest differences in opinions between owners and contractors are also identified.

Research findings are limited to industrial-type, operational systems-intensive facilities. Similarities may exist with other systems-intensive project types, such as some commercial or infrastructure projects. The survey sample size is relatively small (n = 35), but close to that of other CSU-related surveys. The majority of survey participants were based in North America at the time of participation. Further, the number of contractor and owner participants differed slightly.

CSU managers and personnel should consider using high-value, low-effort strategies before resorting to other less effective strategies, as applicable on their projects. Depending on which organization is executing CSU, or if both organization types share CSU responsibilities, different solution strategies may be most effective.

Differences in owner and contractor perspectives and opinions have been noted in other aspects of the project lifecycle but never for CSU solution strategies. Use of the strategies identified will support more effective CSU execution.

Health authorities have introduced non-pharmaceutical interventions (NPIs) with the aim of reducing the spread of viruses. Against the backdrop of social marketing, normative and utility theories, the purpose of the paper is to examine the relationships between user centric measures such as perceived effectiveness, user satisfaction, and value for effort on intentions to continue to use NPIs. Furthermore, the moderating role of value for effort on user satisfaction and, subsequently, intentions to continue to use NPIs was also considered.

A cross-sectional online survey was completed in British Columbia, Canada (N = 287). Analysis was done with partial least squares structural equation modeling.

The results show that the relationships between user centric measures are positive and significant on intentions to continue to use NPIs. Furthermore, value for effort moderated the relationship between user satisfaction and intentions to continue to use NPIs – but the relationship was negative. Thus, the higher values of the value for effort construct cause the relationship between user satisfaction and reuse intention to somewhat diminish.

The results confirm the positive and significant relationships between user centric measures in the context of the use of NPIs and introduce a new understanding of the effect of value for effort on the relationship between user satisfaction and intentions to use NPIs. This enables health officials to better understand how to encourage the use of NPIs.

The main purpose of this paper is to identify high-value, low-effort solution strategies to common commissioning and startup (CSU) problems experienced during industrial construction projects.

Data on the value provided by solution strategies and effort required to implement them were collected from 35 industry experts via an electronic survey. The authors used a PICK (Possible, Implement, Challenge and Kill) chart two-axis modeling method to distinguish high-value, low-effort strategies from among the set of 178 possible solution strategies to the 20 most common CSU problem activities.

A total of 38 strategies were identified by industry experts as both high-value and low-effort solutions to the most common CSU problems experienced on industrial construction projects. The 20 common CSU problems had an average of almost nine solution strategies each, of which an average of almost two were identified as high-value, low-effort.

The research findings are limited to industrial-type construction projects; however, parallels may exist with heavy civil, commercial and other types of construction. The sample size was relatively small but in accord with other CSU surveys.

Managers are provided a list of 38 highly effective strategies to use when they encounter common CSU problems. By implementing these strategies, managers will provide their projects with more benefit for less investment.

Although several studies have identified solution strategies to CSU problems, none have sought to differentiate between strategies. This study distinguishes between an extensive set of 178 strategies along both effort and value metrics, identifying high-value, low-effort strategies using a novel application of the PICK chart model.

Regulators can adjust penalties to compensate for incomplete monitoring of regulated parties that are subject to legal rules, but compensating penalty adjustments often are unavailable when regulated parties are subject to legal standards. Incomplete monitoring consequently invites greater noncompliance under standards than under rules. This chapter develops a model that quantifies some of the specific tradeoffs that regulators face in designing standards regimes under incomplete monitoring. The model also considers the extent to which suboptimal compliance due to incomplete monitoring is likely to result in deadweight loss in different settings.

The purpose of this study is to better understand distinct solution strategy types for common commissioning and startup problems (Hot Spots) in the construction of industrial facilities. The authors also sought to better understand which solution strategy types offer the best value for the effort required.

The authors used a method of qualitative coding of text-based data to identify themes, patterns and trends from a collection of 178 commissioning and startup (CSU) solution strategies for the CSU Hot Spots. Coding categories emerged after multiple iterations. The authors also mapped high-value, low-effort solution strategies across the categories. Chi-squared testing and analysis of proportion statistics help quantitatively justify this qualitative research.

The authors identified 12 distinct coding categories and showed that they follow a non-uniform distribution via statistical testing. Those strategy types which provide particularly good value for the effort required are identified (such as quality assurance and control strategies), as well as those strategy types that do not.

Research is limited to CSU for the construction of industrial facilities. The findings are also limited to a subset of the most commonly problematic CSU activities. Many findings may be beneficial for heavy civil and commercial CSU as well.

Coding categories, definitions and descriptions provide a good overview of all 178 solution strategies for CSU project professionals. Implementing certain types of solutions or solution programs may allow CSU managers to prevent multiple Hot Spots from becoming problematic or to keep problems already occurring from becoming worse. Managers will also benefit from knowledge about which strategy types are more likely to give a higher value for lower effort.

Qualitative coding and analysis of solution strategies for common CSU problems have never been conducted so rigorously in any other CSU study. This method has yielded results distinct from other CSU studies which have used quantitative methods. Insights from findings have advanced the body of knowledge surrounding problem-solving in the commissioning and startup sub-discipline.

Online innovation communities are central for many organizations seeking to advance their innovation portfolio. While these communities rely on consumers to collaborate in the innovation process, it remains unclear what drives these consumers to perform value co-creation activities and what value dimensions they derive as a result. This paper aims to advance the understanding of value co-creation in the online collaborative innovation context. Specifically, it aims to examine social and individual factors driving such activities, and the value derived from the perspective of the member.

A self-administered online questionnaire was used to collect data from collaborative innovation community members yielding 309 complete responses. Structural equation modelling was used to analyse the data, using variance-based structural equation modelling with partial least squares path modelling in SmartPLS.

Results confirm that distinct social and individual factors facilitate individual value co-creation activities, including the provision of feedback, helping, rapport building and information sharing. Furthermore, the research confirms the mediating role of learning on these relationships.

This study contributes to the micro-foundation movement in marketing by undertaking an independent examination of value co-creation activities and their nomological network.

A shift in the mindset of managing for collaborative innovation is required, from a focus on collaborative product development to the management of an online community where members derive value from their co-creation activities.

This research is the first to offer insight into important individual and social pre-conditions and subsequent value outcomes of four common value co-creation activities. It informs practice about how to facilitate value co-creation activities and contribute to the co-creation of value for online innovation community members.

The purpose of this paper is to suggest a typology of customer value cocreation activities and explore the psychological drivers and quality of life outcomes of such activities in a complex health care service setting.

Focus groups with people with Type 2 diabetes and in-depth interviews with diabetes educators were conducted.

Four types of customer value cocreation activities were found (mandatory (customer), mandatory (customer or organization), voluntary in-role and voluntary extra-role activities). In addition, health locus of control, self-efficacy, optimism, regulatory focus and expected benefits are identified as key psychological factors underlying the customers’ motivation to be active resource integrators and resulting in physical, psychological, existential and social well-being.

The study highlights the various types of customer value cocreation activities and how these affect the various quality of life dimensions.

The purpose of this paper is to capture the richness of customer perceived value by determining its benefit and cost dimensions in a complex service setting. Perceived value is argued as equivalent to value-in-use; that is value that emerges for or is created by the customer.

A series of in-depth interviews was conducted with a diverse group of clients of financial planning services as well as with financial planners in Australia.

Six benefit and four cost dimensions of complex service are identified, namely expertise, education, motivation, support, relationship and convenience benefits, as well as monetary, time and effort, emotional and lifestyle costs. The results also indicate proposed outcomes of these dimensions, along with relevant moderators, leading to a broad conceptual framework for future empirical validation.

This study contributes to the sparse conceptual development of value perceptions, or value-in-use, in a complex service context. In particular, the authors identify the benefit and cost dimensions, specifically addressing aspects of value that are linked to the long-term relationship between provider and customer. The authors also develop a conceptual model of value, including both outcomes and situational moderators of the various value dimensions. Finally, the conceptualization of perceived value is discussed with respect to the value co-creation literature.

The purpose of this paper is to present a lightweight approach to help diagnose and eliminate issues in existing business processes, which cause participants to resist following them as modelled. The analysis is made accessible by the use of drillable graphical dashboards.

Two action research cycles in two distinct industries were used to test and refine the approach, while also solving the specific organizational issues.

The approach was considered simple to use and proved capable of identifying pain points causing friction in the smooth operation of business processes. Various longer-term positive effects were reported by one of the organizations that is ISO 9001-certified.

This type of research benefits from experiments in new cases with different contexts that can challenge it. In particular, it would be interesting to evaluate the approach in an organization with a more ad hoc view of processes, as opposed to the more standards-based cases of this paper.

Using the proposed approach to tune the processes, so that participants are more willing to follow them, removes some inconsistency of operations and potential non-conformities in audits.

The proposed approach is aimed at the “social sustainability” of the business processes, as it seeks to eliminate people grievances with those processes and make them sustainable in the long term.

Although there is a lot written about process improvement, the literature is scarce in lightweight, pragmatic approaches to identify and resolve the social aspects that cause participants to deviate from the processes, or see them as a burden instead of valuable help for their everyday tasks.

We use student-level online resource usage data for students in four different introductory accounting courses to explore the impact on exam performance of both student study effort and students’ revealed preferences for reading text or watching video lectures. The online learning tool tracks student study choice (read text, watch video, or skip) on a paragraph-by-paragraph level. We match these usage data with student performance on course exams. We find that students who study more material earn higher exam scores than do students who study less material. We also find that students who self-select to do relatively more of their studying through reading text score higher on exams, on average, than do students who self-select to do relatively more of their studying through watching videos. Specifically, holding the overall amount of study constant, a student who chooses to spend the highest fraction of her or his study time watching video mini lectures earns exam scores 10 percentage points lower (six-tenths of a standard deviation) than a student who chooses to spend the lowest fraction of study time watching videos. Our results demonstrate that at least for introductory accounting students, increased study effort does indeed have a positive impact on exam performance. Our evidence also suggests that the highest performing introductory accounting students choose to learn accounting proportionately more through reading than through watching. These results are a reminder that when we talk about using “technology” to help our students learn accounting, the written word is still an important technology.