Search results

Three‐dimensional (3‐D) CAD and walk‐thru are promising technologies in design and construction. While gaining widespread acceptance in design, the use of 3‐D and walk‐thru during the construction phases of projects is evolving slowly. One significant barrier to acceptance includes lack of documented cost/benefit analysis. Experimental results reported herein provide quantitative evidence of the advantages of 3‐D CAD and walk‐thru for planning construction projects. The results provide strong evidence of the practical benefits and appropriate areas of application for 3‐D CAD and walk‐thru technology.

Three‐dimensional (3‐D) computer aided design (CAD) and its integration with project schedules (4‐D CAD) are promising technologies in design and construction. This paper represents a second study on the effectiveness of visualization on project planning. While the initial study investigated 2‐D, 3‐D and walk‐thru technologies’ impact on project schedule development, the subsequent study reported herein, focuses on the impact of 3‐D/4‐D visualization on project schedule review. Experimental results provide quantitative evidence of the advantages of 3‐D/4‐D representations for schedule review for construction projects.

The enhancement of technology and online access for libraries continues to be encouraging and convenient for all libraries and their patrons. However, there is so much that can be missed if we limit access to just online. Academic libraries offer key learning experiences and information that have become vital to its patrons, which can be missed if we are not being intentional about how we engage and interact with our patrons. Information literacy skill is identified as a key lifelong learning skill. This finding makes encouraging patrons to visit the library more important and yet challenging. This chapter will share some ideas and ways a small academic library increased their patron visits and usage of all resources by inviting patrons to “be our guests.” Creating various ways to invite patrons in to learn and have an enjoyable experience sets the tone for how the library will and can be used for the rest of the patron’s life. The quote by Charles William Eliot states that “The library is the heart of the university.” Just like the heart sustains life, the library sustains the need for lifelong learning. Librarians have the opportunity to be intentional about how we encourage and create access to information that will keep our patron’s moving toward academic success and the information literacy skills needed to become lifelong learners.

The purpose of this paper is to investigate the benefits of being visible in stewardship of an organization and the resources invested.

The paper looks at the concepts of management by walking around and Gemba and how visibility can be used to best advantage in a library.

The paper finds that, in a tough economy especially, staff need supervisors to be visible and support changes that might have occurred, and patrons need to know that administrators are paying attention to how resources are used. A purposeful and meaningful effort by managers to be more visible and accessible can result in greater understanding of details, a better sense of loyalty, and higher levels of morale and patron satisfaction.

The paper provides useful information on the importance of visibility within the library working environment.

THE CLASSLESS STATE, considered by many to be socially ideal, is only achieved in the world of books by fiction. Rivalling the marketing boards in zeal, librarians passionately mark down eggs to the fifth place after the decimal (641.665 13) and, deaf to the entreaties of geographers, callously separate Mother Earth from her children. Why, then, should the most individualistic form of writing enjoy a sequestered Stellen‐bosch? Is P. G. Wodehouse neither fish, flesh, nor good red herring that he must be denied a number—a privilege accorded him even in the concentration camp? Must Harriet Beecher Stowe rub shoulders with Gertrude Stein and James Janeway doss down with Jerome K. Jerome? It is hard luck for squares, who have moved in such different circles, to have to toe the party line, when, being immortal, they might reasonably expect to be given the freedom of the Heavenly City.

The paper aims to discuss the review of the most recent PackExpo show in Chicago with emphasis on the new robot innovations and applications on display.

In-depth interviews with exhibitors of robots, integrators of robots and suppliers of robot accessories at the show.

Robots continue to develop to match an ever-increasing number of packaging tasks.

Customers may be surprised at the robot innovations and new applications to which robots are being applied in the packaging field.

A review of some of the latest robot innovations and applications for packaging that one might have seen if they had been on the exhibition floor at the most recent Chicago PackExpo show.

The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption.

The paper draws on documentary evidence and a semi-structured interview with Jill McDonald CEO and President of McDonald's Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers.

The case study and interview offers a unique insight into factors contributing to McDonald's unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy.

The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.

THE traditional division of information services into science and technology on the one hand and the humanities on the other, does nothing to improve the provision of information in a multi‐disciplinary subject such as planning. The proposal to make separate provision, within the national framework, for the social sciences, which was put forward by J. E. Pemberton in the November issue of this journal, would only serve to further fragment the sources of information in planning.

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis.

The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin.

This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior.

The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

The current UN Decade of Education for Sustainable Development echoes many scholars' calls to re‐envision education for sustainability. Short of a complete overhaul of education, the paper seeks to propose learning objectives that can be integrated across existing curricula. These learning objectives are organized by head, hands and heart – balancing cognitive, psychomotor and affective domains. University programs and courses meeting these learning objectives exhibit an emergent property here termed transformative sustainability learning (TSL).

Theoretically, TSL grew from traditions of sustainability education and transformative education. Practically, TSL emerged from experimental learning collaborations sponsored by the University of British Columbia in 2003 and 2004 in an effort to enable explicit transitions to sustainability‐oriented higher education. Primarily through action research, these community‐based, applied learning experiences constituted cyclical processes of innovation, implementation and reflection.

The paper finds: advancement of head, hands and heart as an organizing principle by which to integrate transdisciplinary study (head); practical skill sharing and development (hands); and translation of passion and values into behaviour (heart); development of a cognitive landscape for understanding TSL as a unifying framework amongst related sustainability and transformative pedagogies that are inter/transdisciplinary, practical and/or place‐based; creation of learning objectives, organized to evaluate a course or program's embodiment of TSL.

By enabling change within existing structures of higher education, the paper complements and contributes to more radical departures from the institution. The work to date demonstrates potential in applying this learning framework to courses and programs in higher education.