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The purpose is to offer a critique of the process of decision-making by top university administrators and to analyze how their decisions imposed their preferences and expanded administrative control.

In the fall of 2021, the top administrators at Boston-based Northeastern University required that all members of the university community return to fully on-campus face-to-face work. That decision involved a return to what was labeled “normal operations” and followed a year-and-a-half of adjustments to the COVID-19 pandemic. Building on that case example, the analysis then ranges backward and forward in time. Other decisions – by Northeastern University leaders as well as leaders at other schools – are considered as well.

Leaders impose labels on complex contingencies as a way of constructing meaning. No label is objectively true or indisputable. In the hands of individuals who possess hierarchical power and authority, the application of a label such as “new normal” represents an exercise of power. Through an exploration and analysis of the underlying, unspoken, assumptions behind the application of the “new normal” label, the article suggests how the interests of university leaders were being advanced.

Because of its reliance on labeling, the paper focuses mainly on the words of administrators – at Northeastern University and elsewhere – that are called upon to explain/justify decisions. The multiplicity of interests forwarded by the “new normal” label are explored. No attempt is made – nor would it be possible – to understand what was in the hearts and minds of these administrators.

The article makes a case that any and all pronouncements of leaders should be understood as assertions of power and statements of interests. The practical impact is to suggest a critical analysis to be applied to all such pronouncements.

The approach taken in this article is situated within post-modernist analysis that critiques dominant narratives, disputes epistemological certainty and ontological objectivity and takes cognizance of coded messages contained in language.

Everyone has been through a traumatic period of time with the pandemic. The author has focused on a specific community – university administrators and tenure/tenure track faculty – as a window to help explain how decision-makers shaped their response. The author wants to emphasize the labels imposed by leaders and the assumptions behind the application of those labels.

In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. The paper argues that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non‐normal task situations as a basis for supporting an accelerated learning at the new site.

Three case studies based on observations over one‐and‐half years and interviews (n = 59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.

The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.

The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non‐normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.

The authors present a framework for assessing knowledge of various task situations and a method for transfer of non‐normal task situations.

The ramp-up in humanitarian logistics operations is a stage when the demand surges, often at the start of an emergency. In response, agility is a key strategy used by the humanitarian organizations (HOs). However, the HOs are constrained by their existing resources and have to respond in the ramp-up process under their resource dependency. The purpose of this paper is to develop a framework on agility-building strategies used by HOs for the ramp-up.

This study applies both the dynamic capabilities perspective and resource dependence theory to humanitarian relief operations, and develops four testable propositions to explore the agility-building strategies of the HOs for the ramp-up process. A multiple-case study is conducted on six international HOs operating in Indonesia to verify them, in addition to an extensive literature search.

The case study shows that the human resource management, pre-positioning, standardization and supplier management of the HOs are all related to their resources and environment in the ramp-up process. The authors highlight the practical differences between the few super large, resource rich and centralized HOs with the second-tier HOs.

Given the small sample size and single country as the site of study, some findings may not be applicable to the other HOs or in other regions.

The propositions could be applicable to other HOs operating under similar environments, and potentially to the commercial enterprises operating in a highly volatile environment with severe resource scarcity.

This study provides new insights into ramp-up operations and into how HOs build their agility and reduce their resource dependencies. Theoretically, the paper applies two established theories in the strategic management literature to a new field.

(Concluded from p. 75)

THERE are so many different considerations to bo kept in mind in connexion with the manœuvring load factor requirements that it might be well to begin by listing the most important of these, as follows:

The paper focuses on the variables that help analyze peer-to-peer (P2P) lending platforms. It explores the characteristic factors of identifying problematic platforms, and designs a P2P platform risk early warning model.

With the help of web crawler software, this paper crawls the information of 1427 P2P platforms from the two largest third-party lending information platforms (i.e. P2Peye and WDZJ) in China. SPSS 22.0 was mainly used for basic descriptive statistical analysis, reliability and validity analysis, and regression analysis of the data. MPLUS 7.0 was used for confirmatory factor analysis and structural equation models analysis.

Based on the multi-dimensional information, this paper performs text mining to develop an investor sentiment index. This study shows that the characteristics of the platform (i.e. basic features, capital security, operations management, and social network) have a significant impact on identifying problematic platforms.

There are some limitations to this research. In the process of model construction, some external factors may be ignored, such as government policies. Future research will need to consider the impact of policy and other factors more comprehensively on P2P lending platform risk identification.

This study proposes an effective method for investors and regulators to identify the risk factors of P2P lending platforms. The research findings provide valuable insights for promoting government participation in platform management as well as a healthy development of the P2P lending industry.

The paper addresses the factors that influence platform risks to help analyze P2P lending platforms. Prior research has not explored how to identify problematic P2P lending platforms in-depth and is limited by only focusing on either soft information or hard information. It identifies the characteristic factors of identifying problematic platforms and designs a P2P platform risk early warning model.

In the running of multiple automated guided vehicles (AGVs) in warehouses, delay problems in motions happen unavoidably as there might exist some disabled components of robots, the instability of networks and the interference of people walking. Under this case, robots would not follow the designed paths and the coupled relationship between temporal and space domain for paths is broken. And there is no doubt that other robots are disturbed by the ones where delays happen. Finally, this brings about chaos or even breakdown of the whole system. Therefore, taking the delay disturbance into consideration in the path planning of multiple robots is an issue worthy of attention and research.

This paper proposes a prioritized path planning algorithm based on time windows to solve the delay problems of multiple AGVs. The architecture is a unity consisting of three components which are focused on scheduling AGVs under normal operations, delays of AGVs, and recovery of AGVs. In the components of scheduling AGVs under normal operations and recovery, this paper adopts a dynamic routing method based on time windows to ensure the coordination of multiple AGVs and efficient completion of tasks. In the component for scheduling AGVs under delays, a dynamical prioritized local path planning algorithm based on time windows is designed to solve delay problems. The introduced planning principle of time windows would enable the algorithm to plan new solutions of trajectories for multiple AGVs, which could lower the makespan. At the same time, the real-time performance is acceptable based on the planning principle which stipulates the parameters of local time windows to ensure that the computation of the designed algorithm would not be too large.

The simulation results demonstrate that the proposed algorithm is more efficient than the state-of-the-art method based on homotopy classes, which aims at solving the delay problems. What is more, it is validated that the proposed algorithm can achieve the acceptable real-time performance for the scheduling in warehousing applications.

By introducing the planning principle and generating delay space and local adjustable paths, the proposed algorithm in this paper can not only solve the delay problems in real time, but also lower the makespan compared with the previous method. The designed algorithm guarantees the scheduling of multiple AGVs with delay disturbance and enhances the robustness of the scheduling algorithm in multi-AGV system.

The purpose of this paper is to verify a transport uncertainty triad model taking a supply chain perspective, and determine which different forms of uncertainty impact on transport operations. The aim is to qualitatively evaluate the different types of uncertainty impacting on transport operations rather than estimating the risk that each of them involved. The literature indicates that there are many factors that influence transport operations. This paper aims to determine the key factors that impinge practice.

On the basis of a literature review, a conceptual model was developed to categorise the different factors that impact on transport operations. In order to determine the credibility of this model and assess which factors are the main barriers to effective transport operations a series of focus groups involving UK logistics practitioners and policy makers was undertaken.

The findings indicate that the main drivers impacting on transport operations are delays, delivery constraints, lack of coordination, and variable demand/poor information. The consequence of these is to reduce the efficiency of transport operations. Also, in the overall focus groups' data, unplanned road congestion represents the biggest individual issue leading to uncertainty.

The model is refined based only on participants' perceptions. Therefore, further empirical‐based research is needed to quantitatively validate it, for each cluster identifying the frequency with which it occurs and the impact on economic and environmental performance. This will further strengthen understanding of the main uncertainty causes within supply chains in the UK. The model should also be tested through the investigation of real‐world situations, measuring the marginal impact of logistics disruptions, in economic and environmental terms.

The paper highlights the importance of looking at the whole of the logistics triad when dealing with uncertainty, as often there are multiple sources involving the shipper, carrier and customer. Equally, the paper highlights the importance of external factors, and managers need to consider how to deal with these issues. Although the easiest approach is to accommodate them within operational plans, there is scope for engaging with policy makers to identify ways forward.

Many researchers have developed supply chain uncertainty models focusing mainly on manufacturing. Transport has traditionally been considered as a marginal activity within supply chains and it has not been explicitly taken into account in those frameworks. It is necessary to determine the forms of supply chain uncertainty that exist and their impact on transport operations, as they will define the performance of logistics operations.

This paper is a continuing exploration into facilities management (FM) strategy through the arrangement of its decision choices. The purpose of this paper is to identify the existence of FM operation strategy and to add empirical evidence to this subject to the field of FM and property management. Its main objectives are to gain insights into the arrangement of the FM strategic choices in operation and its relationship with business strategy.

The study investigated the configurations of operational approaches and activities that should reflect strategic decisions. The investigation was undertaken through a study of four reputed shopping malls located in Bangkok. The relevant data were collected through semi-structured interviews with the key FM persons of each case study, plus archival document searches, and observations of operational processes. Subsequently, the data were examined in a cross-case analysis to identify the key patterns of relationships between the FM operational arrangements and the business strategy of the mall.

This study found that the functional scheme of FM adopted in operations was deliberately related to the needs of business strategy and the operations of the given shopping mall. A range of strategic choices for FM operations was also found. Certain choices are shared among the case studies, while their arrangements varied according to the particular business strategy and context.

The number of case studies was rather limited, while the results were predominantly involved with a single type of facility.

The study identified the pattern of strategic choices entailed in the FM operations in shopping malls. The findings add to the understanding on FM strategy by widening the perspectives about the strategic choices of FM operations and how they are connected with the business strategy and operation model of retail estate. It adds empirical evidence and case studies regarding FM operations and its strategic features.

This case enables students to understand the nature of a typical crisis and manage a crisis drawing insights from the protagonist handling of the crisis and from the various crisis management models in the literature. The rich description of the impact of COVID-19 pandemic on the world in this case enables students to understand the nature of a typical external crisis. The critical appraisal of the protagonist’s plans and actions to overcome the crisis enables students to appreciate the various crisis management frameworks or models. In addition, students get perspectives about the leadership skills and competencies required during a crisis. In this way, students will not only learn about the theoretical concepts related to the crisis but also the practical know-how to effectively handle the crisis.

This case study describes the functioning of the International Delhi Public School (IDPS) Akhnoor, Jammu, and Kashmir, India, through the COVID-19 global crisis. The IDPS academic operations were disrupted because of the COVID-19 global crisis in March 2020. The protagonist, KCS Mehta, the school principal of IDPS, faced with the crisis, takes various steps to ensure the smooth transition of school’s academic operations from the physical mode to the online mode. This case explains the nature of an external crisis that completely crippled the organization’s day-to-day operations and how the organization’s leader tried to manage the crisis to revitalize the organization’s operations. The case can be used for teaching of alternate Models of Crisis Management and Change Management.

The case is developed to teach the courses of Executive training programs and MBA programs in business schools.

Teaching notes are available for educators only.

CSS 11: Strategy.