Search results

Two-photon polymerization (TPP) has become one of the most popular techniques for stereolithography at very high resolutions. When printing relatively large structures at high resolutions, one of the main limiting factors is the printing time. The purpose of this paper is to present a new slicing algorithm to minimize printing times.

Typically, slicing algorithms used for TPP do not take into account the fact that TPP can print at a range of resolutions (i.e. with different heights and diameters) by varying parameters such as exposure time, laser power, photoresist properties and optical arrangements. This work presents multiresolution layered manufacturing (MLM), a novel slicing algorithm that processes 3D structures to separate parts manufacturable at low resolution from those that require a higher resolution.

MLM can significantly reduce the printing time of 3D structures at high resolutions. The maximum theoretical speed-up depends on the range of printing resolutions, but the effective speed-up also depends on the geometry of each 3D structure.

MLM opens the possibility to significantly decrease printing times, potentially opening the use of TPP to new applications in many disciplines such as microfluidics, metamaterial research or wettability.

There are many instances of previous research on printing at several resolutions. However, in most cases, the toolpaths have to be manually arranged. In some cases, previous research also automates the generation of toolpaths, but they are limited in various ways. MLM is the first algorithm to comprehensively solve this problem for a wide range of true 3D structures.

Despite the boom corporate social responsibility (CSR) and sustainability are enjoying nowadays in the agendas of both small and big companies, we still have difficulties in providing a clear definition of the concept of sustainability. There is no consensus on the criteria to be used to define and enhance responsible management that creates sustainable development.

After a systematic revision of the literature, authors have been mapping the limits of the research already done at different levels, dimensions, and horizons, so we do have a 360° map of the research on sustainability. Future developments are also explored to enrich and align the diverse approaches demanded to define this wide, complex, and by now, equivocal concept and the conclusions reveal the many gaps not yet covered in the research field, signposting key issues for further work.

Management of technology, technological innovation, business innovation and new product development, innovation, design and strategy, entrepreneurship innovation and leadership strategic planning of technological innovation.

MBA.

KidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and 16 years old. A unique business model, involvement of experts and a committed board of directors has been the key to the innovation of KidZania®. Its managers, by 2011, operate eight centers – two in Mexico, two in Japan and the rest in Indonesia, Portugal, United Arab Emirates and South Korea – and have plans to expand to more countries in Asia, Latin America and Europe in 2011 and finally to the USA. The future of KidZania® seemed bright, and the manager of the company believed that the growth appeared unstoppable because the purpose was to grow on 100 percent. The strategy appeared clear: dominate in the emerging and consolidated markets (big cities) in order to strengthen its competitive position and then, enter the US market with all the muscle and take the lead in the biggest market. But what was the competition going to do about it? What will the moves be for big players like Walt Disney – which had revenues of US$38.06 billion (USSEC, 2010), for example? Will the competitors try to buy the new entrant in order to build it up or to disappear it? Or will they try to imitate KidZania®? What would be the future of this new edutainment business model?

This case has been used in executive and MBA courses in creating and sustaining innovation, recognizing disruptive technologies, and in identifying effective methods of marketing a new innovative business model. Instructors can use the case to achieve the following two learning objectives: the KidZania® case helps students to refine their understanding of the model of disruption. They are forced to look closely at the product/service and decide whether it is a disruptive innovation or a sustaining innovation. This close examination becomes a helpful tool as students think about what decisions they would make to secure the success of the KidZania® in the entertainment market. The KidZania® case allows students the opportunity to develop their knowledge and understanding of the model “skating to where the money is”. Based on their analysis of the company and product students, must decide whether the KidZania® is a business that will produce sustained revenue and is worth investing in.

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

The purpose of this paper is to analyse the important role of training (specifically, training relevance and training transfer) in enhancing franchisor-franchisee relationship satisfaction, and its influence upon customer performance (e.g., customer satisfaction, quality service), all driven by an internal marketing (IM) culture.

An empirical study consisting of a questionnaire was conducted on a final sample of 157 individuals who are members of the franchise system. Structural equation modelling (SEM) was used to test the research hypotheses.

The results reveal that IM culture has a direct influence on training relevance; likewise, training relevance provides a positive and significant effect on training transfer, which does directly affect franchisor-franchisee relationship satisfaction and at least also impacts indirectly on customer performance.

In order to ensure the success of the franchise system and customer satisfaction, all franchise parties should take a proactive role in the configuration of the training programmes. This proactive role should be conformed based on an IM culture developed properly by the franchise to strengthen a successful long-term relationship.

This paper provides an innovative approach to strengthen the franchisor-franchisee relationship through training based on the IM culture. This exploratory study integrates different theoretical frameworks that, to our knowledge, have not been linked, such as IM culture and franchise literature, considering the franchisee as an internal customer who has an influence on external customer satisfaction, with training and training transfer as essential key factors.

In this article, the authors analyse a complex social process affecting historic public paths in rural areas in southern Spain. Despite the fact that urban populations are demanding the enhancement of this type of natural heritage for tourism, sports and recreational use, some parts of the network have been abandoned or usurped.

The study is multidisciplinary, comprising three interlinked studies. The cartographic study comprises an inventory of public paths in rural areas based on administrative sources. The legal study analyses local, regional and national regulations governing agricultural, environmental, heritage, sports and tourism uses of the infrastructure. The sociological study analyses social discourses on the uses of public paths, and identifies conflicts between farmers, landowners, environmentalists, sportspeople and tourists.

The preliminary results identified an important public paths network in Andalusia, approximately 160,000 km. The legal study found that there are laws regulating use, although local authorities do not monitor compliance or provide solutions to enhance management. The sociological study determined the attribution of environmental, cultural and economic value to public paths, but also the existence of conflicts between rural and urban populations.

Given that this is ongoing research, only state of the art and some preliminary albeit sufficiently consistent results are presented.

The results could help to guide public policy and governance of public paths.

Public paths promote rural development and a green/sustainable economy.

The research results and conclusions are original.

This paper aims to propose future public policy guidelines (FPPG) in sustainable regional development for Guaviare (Colombia) – a territory affected by environmental and social distress – for the year 2035.

Following collective action theory and sustainable regional development literature, a foresight exercise was conducted using site focus groups and semi-structured interviews with local participants to identify future strategic change drivers and the most relevant social actors for the attainment of economic, social and environmental development in the Guaviare through FPPG.

The findings suggest that the development of public policies regarding building consensus around Guaviare’s economic, environmental and social issues, reducing conflict between the region’s cultural and environmental ways, decreasing isolation from the centers of decision-making, increasing the transparency of public institutions and reducing insecurity to attract investments are all crucial to attaining sustainable regional development.

Interdisciplinarity is implicit in the local perspectives on the problem that impedes sustainable development in San José del Guaviare. The paper’s main contribution is the long-term vision that breaks away from the traditional short-termism in public policy guidelines in a Latin American context. Methodologically, the significant contribution is the convergent alignment of specific foresight methods toward public policy guidelines’ analysis and design processes.

This study aims to determine whether the communication of Universities in Madrid (Spain) on social networks through their official channels has caused positive results in students’ perceptions of their trust in university institutions during the first semester of the 2020–2021 term and to measure whether the implementation of happiness management strategies in the communication within university governance affected students’ happiness levels, as well as on the recognition of their belonging to the university.

With an exploratory-correlational approach and a quantitative study, this study conducted a statistical-descriptive analysis based on the premise of a general linear regression model with correlations between the variables, using a data collection instrument, whose construct and content validity was previously assessed by experts, which was answered by 564 students of the Degrees in Communication and Marketing from the Complutense University of Madrid, University of La Laguna, and ESERP Business and Law School. The Kaiser-Meyer-Olkin test and Bartlett’s test of sphericity were implemented to analyze the correlation between variables; Cronbach’s alpha coefficient and Pearson and Spearman’s coefficients were also used.

Those students who used social networks to receive news from university institutions about the COVID-19 pandemic deem these channels official, sound and credible. Similarly, the use of official information from university institutions on social networks increases students’ happiness levels.

To the best of the authors’ knowledge, this is one of the first studies aiming to provide scientific evidence of the relationship between happiness management and university governance. This research’s practical implications lead to attributing added value to these types of means for the university governance that seeks students’ happiness.

The purpose of this paper is to use the dynamic capabilities framework to explain the effect of board networks, as a source of intellectual capital, on firm performance. The authors propose that the influence of board interlocks depends on their ability to contribute to strategic decision making. As a result, their effect is subject to the business context in which they occur and the different role of the interconnected directors involved.

The authors use social network analysis to make board connections and to calculate centrality measures. The authors also identify busy boards to analyze whether their effect differs from centrality. The authors estimate the theoretical model using the Generalized Method of Moments in order to take advantage of the panel database.

For a sample of Spanish firms from 1999 to 2015, the results show there is no direct significant effect of directors’ networks on firm performance. However, the authors find a positive and significant influence of intra-industry board connections, particularly when they are established among outsiders.

The Spanish context of the study can limit the generalization of the papers’ results.

The results can be useful both for practitioners – since they can serve as a guide for companies to reformulate their boards in search of the optimal structure-, and when implementing good governance codes – establishing limits for director interlocking.

This study helps to offer a better understanding of how directors’ networks can add value to the firm depending on the kind of resources they provide (context) and the role of the director who is connected.

The purpose of this paper is to focus on a supply chain (SC) simulation of all its management processes by means of a multi‐agent system (MAS).

Nowadays, the company must develop its activity in an environment characterized by: globalization, hard competitiveness, the necessity of flexibility and of answering dynamically to a changing demand. Thus, a distributed, autonomous approach, strong enough to face changes is necessary, which is what MASs contribute to. An agent can represent each of the components that form the SC. Then the resulting agent system will own similar characteristics to the ones in the studied SC: autonomy, social abilities, reactivity, pro‐activity.

When analysing the demand for each SC member (from manufacturer to final consumer), one can observe that while consumer demand is a relatively stable feature, the upper link in the chain (the manufacturer), presents a very pronounced variability. This is known as the “bullwhip effect” or “forrester effect” and is mainly due to the fact that the SC members' strategies are not considered as a whole but as a sum of individual strategies. In the proposed system, each agent will be communicated with other “agents” who will be the only responsible for making forecasts based on information provided to it by all components of the chain. The ultimate goal is for each SC echelon to satisfy its own objectives, while at the same time meet the local and external constraints.

In this work a standard SC is proposed (one manufacturer – one distributor – one wholesaler – one retailer) although it could easily be modified to incorporate a bigger number of members in each echelon within the SC.

The paper shows the benefits of using artificial intelligence in the SC management.