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This study aims to improve the complexity of chaotic systems and the security accuracy of information encrypted transmission. Applying five-dimensional memristive Hopfield neural network (5D-HNN) to secure communication will greatly improve the confidentiality of signal transmission and greatly enhance the anticracking ability of the system.

Chaos masking: Chaos masking is the process of superimposing a message signal directly into a chaotic signal and masking the signal using the randomness of the chaotic output. Synchronous coupling: The coupled synchronization method first replicates the drive system to get the response system, and then adds the appropriate coupling term between the drive The synchronization error and the coupling term of the system will eventually converge to zero with time. The synchronization error and coupling term of the system will eventually converge to zero over time.

A 5D memristive neural network is obtained based on the original four-dimensional memristive neural network through the feedback control method. The system has five equations and contains infinite balance points. Compared with other systems, the 5D-HNN has rich dynamic behaviors, and the most unique feature is that it has multistable characteristics. First, its dissipation property, equilibrium point stability, bifurcation graph and Lyapunov exponent spectrum are analyzed to verify its chaotic state, and the system characteristics are more complex. Different dynamic characteristics can be obtained by adjusting the parameter k.

A new 5D memristive HNN is proposed and used in the secure communication

Shareholder heterogeneity reflects the interactive relationship between shareholder groups of different industries and ownership types. This paper aims to discuss the impact of shareholder heterogeneity on ambidextrous corporate innovation.

Combining questionnaire and database data, this study empirically analyzes the internal mechanisms of the impact of shareholder heterogeneity on ambidextrous corporate innovation.

The authors find that shareholder heterogeneity can promote ambidextrous corporate innovation and that board’s decision-making processes play an intermediary role. Specifically, shareholder industry-type heterogeneity promotes ambidextrous corporate innovation by improving procedural rationality in board’s decision-making process, and shareholder ownership-type heterogeneity promotes ambidextrous corporate innovation by improving political behavior in board’s decision-making process. The analysis of the impact degree shows that shareholder industry-type heterogeneity has a greater impact on exploitation innovation, while shareholder ownership-type heterogeneity has a greater impact on exploratory innovation. In addition, the research also shows that shareholder groups dominated by industry-type heterogeneity have an impact on corporate innovation by shaping an engaged board with higher procedural rationality and lower political behavior. Shareholder groups dominated by ownership-type heterogeneity have an impact on corporate innovation by shaping a contested board with higher political behavior and lower procedural rationality.

This study not only enriches the research on shareholder heterogeneity and corporate innovation in the context of transformation but also provides an analytical framework for research on board’s decision-making process.

This paper primarily aims to focus on a review of convolutional neural network (CNN)-based eye control systems. The performance of CNNs in big data has led to the development of eye control systems. Therefore, a review of eye control systems based on CNNs is helpful for future research.

In this paper, first, it covers the fundamentals of the eye control system as well as the fundamentals of CNNs. Second, the standard CNN model and the target detection model are summarized. The eye control system’s CNN gaze estimation approach and model are next described and summarized. Finally, the progress of the gaze estimation of the eye control system is discussed and anticipated.

The eye control system accomplishes the control effect using gaze estimation technology, which focuses on the features and information of the eyeball, eye movement and gaze, among other things. The traditional eye control system adopts pupil monitoring, pupil positioning, Hough algorithm and other methods. This study will focus on a CNN-based eye control system. First of all, the authors present the CNN model, which is effective in image identification, target detection and tracking. Furthermore, the CNN-based eye control system is separated into three categories: semantic information, monocular/binocular and full-face. Finally, three challenges linked to the development of an eye control system based on a CNN are discussed, along with possible solutions.

This research can provide theoretical and engineering basis for the eye control system platform. In addition, it also summarizes the ideas of predecessors to support the development of future research.

The purpose of this study is to use critical success factors (CSFs) to develop a process maturity and determine the current maturity levels of stakeholder organisations in public–private partnership (PPP) project implementation in Nigeria. The success of any PPP project is largely dependent on the country’s maturity on CSFs that made PPP projects successful. Thus, the identification of metrics and standards for measuring the maturity of stakeholder organisations on CSFs for PPP project implementation remains a challenge.

The study adopted literature review and six PPP project case studies including interviews in each case study and expert forum. The outcome of a comprehensive literature review provides a total list of 14 CSFs that made PPP projects successful in Nigeria. These CSFs were used for capability maturity levels ' definition ranging from level 1 (Ad hoc) to level 5 (Optimising) in line with capability maturity model concept. Quantitative assessment was considered as a support tool for making an overall assessment of both the public and private organisations ' current capability maturity levels and for comparison approach.

A capability enhancement framework for stakeholder organisations in PPP project was developed. This framework was used in assessing the current capability maturity levels of stakeholder organisations involved in PPP projects in Nigeria. Using this framework, it was found that public sector organisations were positioned between maturity level 1 and maturity level 2 (out of five maturity levels) on CSFs applicable to them. While, most private sector organisations were placed in maturity level 2 on CSFs associated with them.

The results emanated from this study provided both the theoretical and practical implications. The theoretical implication provides new insights into the usefulness of CSFs in PPP projects and indicates that merely identifying possible CSFs for PPP projects is not sufficient. The practical implication shows that the framework developed in this study had provided the benchmark for the identification of methodical approach, and standard to process improvement in PPP infrastructure projects, which can be replicated in both the developed and developing countries. Thus, the framework could be used to benchmark future studies.

The framework would provide a useful guide and roadmaps for improvement by indicating “what” needs to be done by stakeholder organisations involved in PPP projects in achieving higher capability maturity levels on identified CSFs for PPP projects in Nigeria and developing countries at large.

The purpose of this paper is to contribute to the empirical research on project management (PM) maturity assessments, specifically based on a maturity model.

The empirical data are based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation (PBO) and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company.

Careful considerations are needed when choosing a PM maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to motivate the participants in the assessment.

Improved understanding for implementing and applying a PM3 contributes to the increased knowledge of drivers, enablers and obstacles when assessing PM maturity, which also creates a basis for further research initiatives.

An increased knowledge of drivers, enablers and obstacles should be valuable for practitioners introducing and applying a PM3.

Projects are a common way of working in many businesses. Activities which aim to improve PM capabilities should contribute to more effective and efficient project performance.

This case study gives an in-depth insight into the implementation of a PM3 within a PBO. Through conducting a literature review, it was found that this type of empirical research is rare.

This paper aims to attempt to explore the influence of network position on innovation performance, specifically for companies from a less-developed area in China.

The paper uses a social network analysis method based on the data of high and new tech companies from Jiangxi province, China. It relies on Ucinet 6.212 software for data processing.

The present work, on the one hand, reveals that a high and new tech company from Jiangxi province tends to achieve better innovation performances if it is in the central position of its social network. On the other hand, it indicates that the same type of company from the same area does not always accomplish better innovation performance, even it possesses more structural holes.

The conclusions of this paper suggest that a high and new tech company from a less-developed area in China should build up its position closer to the center when constructing a social network. Meanwhile, the company should also exert more effort into managing its networks, as only building structural holes offers little help with operations besides showing that it has a broad social network.