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Article
Publication date: 1 June 1996

Irvin T. Nelson and Richard L. Ratliff

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…

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Abstract

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.

Details

Managerial Auditing Journal, vol. 11 no. 4
Type: Research Article
ISSN: 0268-6902

Keywords

Book part
Publication date: 4 August 2017

Deanna M. Kennedy and M. Travis Maynard

On the path to accomplishing task work, teams may face disruptive events like budget issues, equipment failures, and membership change that trigger adaptation. While recently…

Abstract

Purpose

On the path to accomplishing task work, teams may face disruptive events like budget issues, equipment failures, and membership change that trigger adaptation. While recently researchers have clarified the team adaptation nomological network, our objective is to extend theory by providing a roadmap about various ways in which temporal considerations may complicate the impact of adaptation triggers on team adaptation and in turn adaptive outcomes.

Methodology/approach

We present three adaptation temporal considerations (i.e., timing, duration, and frequency) that may change the way team adaptation unfolds in response to a given adaptation trigger. We further explore and offer propositions about how the impact of adaptation timing, adaptation duration, and adaptation frequency differ by the type of adaptation trigger (i.e., task-based or team-based) experienced by the team.

Research implications

By examining adaptation to task-based or team-based triggers from a temporal perspective researchers may better explain why the timing of when the team adapts across its lifecycle (adaptation timing), how long the team takes to adapt (adaptation duration), and the recurrent need to adapt (adaptation frequency) is more or less likely to lead to positive adaptive performance outcomes.

Practical implications

Organizations may benefit from setting up teams for success by helping members understand that there are inherent differences in the adaptation triggers they face including temporal expectations. Organizations may see value in providing initial and on-going support to teams so they are better able to adapt when needed and mitigate negative effects due to adaptation timing, adaptation duration, and adaption frequency.

Book part
Publication date: 5 July 2012

Michalis Ioannides and Frank S. Skinner

We describe some recent contingent capital securities (CoCos) and explore the issues that confront their development. We take the view that bank CoCos should be designed to…

Abstract

We describe some recent contingent capital securities (CoCos) and explore the issues that confront their development. We take the view that bank CoCos should be designed to maintain confidence in a bank before a crisis begins because once a crisis commences it is difficult to see how a bank can assure the capital market without the support of state aid. With this overriding objective in mind we find that, in at least some respects, existing examples of bank CoCos have got the ‘right’ design. Existing bank CoCos are unfunded as they should be as there is no need to structure these securities to provide additional liquidity. If funding turns out to be necessary then a liquidity crisis is already underway and the CoCo has already failed in its attempt to maintain confidence in the bank. Moreover, existing CoCos use the simpler single trigger that we favour rather than dual trigger structure recommended by some.

Details

Derivative Securities Pricing and Modelling
Type: Book
ISBN: 978-1-78052-616-4

Book part
Publication date: 14 March 2024

Larissa Becker and Eduardo Rech

Customer experience is increasingly recognized as a source of competitive advantage. Customer experience refers to customers' responses and reactions to cues within touchpoints…

Abstract

Customer experience is increasingly recognized as a source of competitive advantage. Customer experience refers to customers' responses and reactions to cues within touchpoints along customer journeys. Nowadays, customers often interact with online touchpoints – such as social media, websites, or e-commerce – in their customer journeys. Given that customer experience is multidimensional, this chapter addresses the following question: How can sensorial experiences be triggered in online touchpoints? Based on a review of the literature on customer experience and sensory marketing, four challenges in triggering sensorial experiences in online touchpoints are identified: (1) limited sensorial cues, (2) lack of thematic congruence between online and offline touchpoints, (3) sensory overload, and (4) lesser control over sensorial cues. Then, two routes through which organizations can trigger sensorial experiences in online touchpoints are proposed: (1) directly influencing sensations through sensory-enabling technologies, and (2) indirectly influencing sensorial perceptions through the use of sensory and nonsensory cues. The chapter closes with a presentation of a model that describes the process of triggering sensorial experiences in online touchpoints as well as a checklist of relevant questions for practitioners who wish to do so.

Details

The Impact of Digitalization on Current Marketing Strategies
Type: Book
ISBN: 978-1-83753-686-3

Keywords

Book part
Publication date: 6 March 2023

Joyce S. Osland, Allan Bird, B. Sebastian Reiche and Mark E. Mendenhall

Although the term “trigger event” is commonly accepted and frequently mentioned by many disciplines in conjunction with sensemaking, research attention on the trigger event…

Abstract

Although the term “trigger event” is commonly accepted and frequently mentioned by many disciplines in conjunction with sensemaking, research attention on the trigger event construct is sorely lacking. We chose to examine this construct within a specific setting that global leaders have to master – the intercultural context. After reviewing the relevant literature, we created an original model of trigger events and sensemaking in the intercultural context, which is accompanied by propositions that determine the likelihood of an event rising to the level of a trigger. It is our hope that this theoretical model will lead to a better understanding of how trigger events function in general. The chapter contributes to a greater understanding of the cognitive element of global leadership effectiveness. Finally, the model has practical implications for intercultural and global leadership training and executive coaching.

Open Access
Article
Publication date: 11 July 2023

Peter John Kuvshinikov and Joseph Timothy Kuvshinikov

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…

1107

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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.

Details

Journal of Small Business and Enterprise Development, vol. 31 no. 8
Type: Research Article
ISSN: 1462-6004

Keywords

Article
Publication date: 13 October 2022

Qun Cao, Yuanqing Xia, Zhongqi Sun and Li Dai

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Assembly Automation, vol. 42 no. 6
Type: Research Article
ISSN: 0144-5154

Keywords

Article
Publication date: 13 December 2022

Xuebing Su, Yang Wang, Xiangliang Jin, Hongjiao Yang, Yuye Zhang, Shuaikang Yang and Bo Yu

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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+.

Originality/value

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.

Details

Microelectronics International, vol. 41 no. 1
Type: Research Article
ISSN: 1356-5362

Keywords

Article
Publication date: 1 May 1976

Eli Segev

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…

Abstract

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?

Details

Management Decision, vol. 14 no. 5
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 January 2006

Rami Olkkonen and Pekka Tuominen

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

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Abstract

Purpose

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

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Corporate Communications: An International Journal, vol. 11 no. 1
Type: Research Article
ISSN: 1356-3289

Keywords

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