Academic literature on the topic 'Owner/managed'
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Journal articles on the topic "Owner/managed"
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Mutabžija, Jasmina. "Owner-managed closed it companies in croatia." Zbornik Pravnog fakulteta Sveučilišta u Rijeci 39, no. 4 (2019): 1685–726. http://dx.doi.org/10.30925/zpfsr.39.4.9.
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Intellectual property protection is an important ingredient in the market success of knowledge-intensive enterprises operating in the information technology industry. The governance and the extent of protection of intellectual property related to software often seem to be connected to certain characteristics of an enterprise, such as its type and size. By analyzing the publicly available data, the author identifies various patterns primarily concerning the structure of ownership and management of the software enterprises in Croatia. The analysis reveals that all of the top 500 software enterprises according to revenue are closed, with the overwhelming majority being owner-managed and small or micro-sized. This would suggest that most software enterprises in Croatia are passive when it comes to their intellectual property. In relation to this, the author describes three profiles of enterprises depending on their attitude towards the governance of intellectual property. The author also formulates and explores four possible complementary approaches to the protection of intellectual property, both legal and non-legal, in addition to discussing various types of intellectual property rights with the aim of identifying those that are more suitable for the protection of different types of software.
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Shailer, Gregory. "Capitalists and Entrepreneurs in Owner-Managed Firms." International Small Business Journal: Researching Entrepreneurship 12, no. 3 (April 1994): 33–41. http://dx.doi.org/10.1177/0266242694123003.
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Basco, Rodrigo. "What kind of firm do you owner-manage? An institutional logics perspective of individuals’ reasons for becoming an entrepreneur." Journal of Family Business Management 9, no. 3 (September 2, 2019): 297–318. http://dx.doi.org/10.1108/jfbm-09-2018-0032.
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Purpose The purpose of this paper is to compare the post-entry firm behavior of firms owner-managed by entrepreneurs who entered for family-oriented vs opportunity-oriented reasons. Design/methodology/approach Using the institutional logics perspective, the author argues that firms under the influence of opportunity-oriented or family-oriented owner-managers may differ in their internal practices, purpose, strategies, and performance. The author follows an inductive research methodology strategy by performing multivariate analyses with a sample of 1,733 Chilean firms to explore the preliminary conjectures. Findings Firms owner-managed by entrepreneurs who entered for a family-oriented reason finance their investment with firm resources, are less dependent on one customer and are willing to put forth less innovation effort than firms owner-managed by entrepreneurs who entered for an opportunity-oriented reason. No differences were found in terms of employee productivity. Additionally, the results show that young firms owner-managed by opportunity-oriented entrepreneurs have higher growth ratios than young firms owner-managed by family-oriented entrepreneurs. Inversely, old firms owner-managed by entrepreneurs who entered for an opportunity-oriented reason grow much less than old firms owner-managed by entrepreneurs who entered for a family-oriented reason. Originality/value This paper contributes to the literature at the intersection of family business and entrepreneurship by addressing the calls made by Aldrich and Cliff (2003) and Discua Cruz and Basco (2018) to better understand the family’s influence on entrepreneurship.
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Ng, Hee Song, and Daisy Mui Hung Kee. "The core competence of successful owner-managed SMEs." Management Decision 56, no. 1 (January 8, 2018): 252–72. http://dx.doi.org/10.1108/md-12-2016-0877.
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Purpose The purpose of this paper is to measure the impact of transformational leadership, entrepreneurial competence and technical competence on firm performance via innovativeness in owner-managed small- and medium-sized enterprises (SMEs). Design/methodology/approach Data were gathered from 178 owner-managers of SMEs operating in Malaysia using a self-report questionnaire. The data were analysed using partial least squares structural equation modelling. Findings The results show that, except in the link between transformational leadership and process innovativeness, all relationships linking transformational leadership, entrepreneurial and technical competence with innovativeness, and linking innovativeness with firm performance are significant. Research limitations/implications The self-report questionnaires that were administered to owner-managers of SMEs constitute a limitation for this research, as they may not always produce reliable and valid responses due to single informant response and common method bias. Practical implications The study findings have strong theoretical and managerial implications for owner-managed SMEs seeking to adopt the four core metrics, namely, transformational leadership, entrepreneurial competence, technical competence and innovativeness, as the management core, all of which are necessary for meaningful, sustainable, disruptive transformation to do well in business, even with limited resources. Originality/value The value of this study lies in its effort to focus on the core competence of owner-managed SMEs, which remains relatively underexplored in the context of developing countries. Moreover, little is yet known about their combined effects on firm performance.
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Sproule, Robert A. "The owner-managed firm under output-price uncertainty." Journal of Economics 47, no. 2 (June 1987): 125–41. http://dx.doi.org/10.1007/bf01237548.
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Tabone, Norbert, and Peter J. Baldacchino. "The statutory audit of owner‐managed companies in Malta." Managerial Auditing Journal 18, no. 5 (July 1, 2003): 387–98. http://dx.doi.org/10.1108/02686900310476855.
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Historically, as a former British colony, Malta has had its accounting and auditing practices highly influenced by UK regulation. However, in the last decade, departures have steadily been occurring from a UK‐based regulatory framework to one increasingly influenced both by international standards and European Union requirements. One such departure relates to the retention of the statutory audit requirement for all Maltese companies, despite its earlier abolishment for small companies in the UK. This study evaluates the relevance of a mandatory annual statutory audit requirement for owner‐managed companies as perceived by two interest groups: the owner‐manager and the auditor. It also considers possible alternatives to such a requirement. Results indicate that for Maltese owner‐managed companies, the statutory audit fulfils two important roles: it bears relevance to outside third parties, and it has a positive effect on the owner‐manager and staff.
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Ari Kim and Cho, Myeong-Hyeon. "CEO Turnover in Owner-managed firms: The Choice Between Owner-manager and Professional CEO." Journal of Strategic Management 14, no. 2 (August 2011): 57–75. http://dx.doi.org/10.17786/jsm.2011.14.2.003.
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Shailer, Gregory E. P. "The irrelevance of organisational boundaries of owner-managed firms." Small Business Economics 5, no. 3 (September 1993): 229–37. http://dx.doi.org/10.1007/bf01531920.
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Huang, Sean Shenghsiu, and John R. Bowblis. "Workforce Retention and Wages in Nursing Homes: An Analysis of Managerial Ownership." Journal of Applied Gerontology 39, no. 8 (August 31, 2018): 902–7. http://dx.doi.org/10.1177/0733464818795433.
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Owner-managers are administrators that hold significant equity interests in the facility they operate. We examine how the presence of owner-managers is related to the workforce outcomes of retention and wages in nursing homes (NHs). Using a sample of for-profit NHs in Ohio from 2005 to 2015, multivariate regression analysis compares workforce outcomes in facilities operated by owner-managers to salaried managers. On average, owner-managed NHs have higher workforce retention rates, with larger effects among chain-affiliated NHs. Better retention is not achieved through higher wages, as we do not find higher wages at owner-managed NHs. Further qualitative studies are warranted to identify the exact mechanisms which lead to owner-managers having better staff retention rates. Plausible mechanisms include greater autonomy to allocate resources and create policies that foster a work environment that achieves better retention while maintaining financial sustainability.
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Nulla, Yusuf Mohammed. "The importance of firm ownership on CEO compensation system: an empirical study of New York stock exchange (NYSE) companies." Corporate Ownership and Control 9, no. 4 (2012): 131–44. http://dx.doi.org/10.22495/cocv9i4c1art1.
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This important study in Executive Compensation topic investigated the importance of Firm Ownership on the CEO Compensation in the New York Stock Exchange (NYSE) companies. This research had compared the CEO Compensation System of the Owner-Managed and the Management-Controlled companies from the period 2005 to 2010. The research question for this study was: is there a relationship between the CEO Cash Compensation, the Firm Size, the Accounting Firm Performance, and the Corporate Governance, among the Owner-Managed and the Management-Controlled companies? It was found that, there was a relationship between the CEO Salary, the CEO Bonus, the Total Compensation, the Firm Size, the Accounting Firm Performance, and the Corporate Governance, among the Owner-Managed and the Management-Controlled companies.
Dissertations / Theses on the topic "Owner/managed"
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Shailer, G. E. P. "Contextualising the performance of owner-managed firms : a conceptual framework based on owner-managers' objectives /." Title page, contents and introduction only, 1996. http://web4.library.adelaide.edu.au/theses/09PH/09phs526.pdf.
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Shepherd, Peter James, and psshep@unimelb edu au. "Business planning by small owner managed enterprises in the Victorian forestry sector." RMIT University. Graduate School of Business, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20061116.164513.
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Planning by owner-managers of small business has not received the attention from researchers a sector of such importance deserves. Using the forestry sector in Victoria as a sample, an investigation into the background and the planning undertaken by the owner-managers of small businesses was designed and implemented. The people consulted by the owner-manager as part of the planning process were identified as well as the topics discussed. A range of approaches to planning were identified and grouped into non-planners, partial planners and formal planners. The sample was divided into Consultants and Contractors based on the type of work undertaken and the equipment used. Further sub-sets were identified. Contractors were split into Labour Intensive Contractors and Capital Intensive Contractors and the Consultants were also divided by age into
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Williams, Densil A. "Internationalization of the small owner-managed firm : evidence from a developing country." Thesis, University of Manchester, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617043.
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Why of the population of small owner-managed firms, some choose to sell a portion of their sales abroad while seemingly similar others facing similar market conditions remain focused on their domestic market? Various explanations to this question have come from the extensive literature looking at the export behaviour of the firm, the internationalization process of the firm and international entrepreneurship. The results from these literature however, are generally fragmented, inconclusive and limited in geographic scope with the majority focusing on the US or European firms. Moreover, despite this large body of work, there is only a comparatively limited amount of information addressing the issue from the perspective of the small owner-managed firm. This therefore leaves a gap in our knowledge regarding the internationalization behaviour of these firms especially those from developing countries. For indeed, because of the context specific nature of most of the studies looking at internationalization, it becomes increasingly difficult to generalize findings across geographic borders especially from developed to developing countries where socio-economic conditions are different. Recognizing the drawbacks in the literature, we have proposed to shed light on the issue from a non US/European perspective. Seeing the theoretical limitations in the field, we have developed a theoretically rigorous but parsimonious conceptual model to capture the export behaviour of small owner-managed firms from a developing country perspective. Theoretical insights from the Resource-based theory, Process theory of Internationalization, Network theory, Entrepreneurship theory and International New Venture theory among others were drawn upon in building our theoretical framework. The basic argument behind the model is that: the decision to initiate exporting is a function of stimuli (latent or manifest) inducing entry into international markets. However, stimuli alone cannot result in the firm becoming an exporter. The resources and capabilities which the firm possess will determine how it interprets these stimuli in making the decision to initiate exporting. Importantly, we argue that these stimuli have to be brought to the attention of the entrepreneur before a decision can be made of whether to export or not. To empirically validate our theoretical model, data were collected from exporting and nonexporting small owner-managed firms in the manufacturing and agriculture sectors in the Jamaican economy. Data were analysed using quantitative techniques and descriptive mini-case studies. Our quantitative techniques involved econometric models of the qualitative genre (logistic regression) and descriptive statistics such as the mean and chisquare. Mini-case studies were also used to provide further empirical validation to our findings based on qualitative responses. The results from the analysis indicate that the model matches well with the empirical data. Firms possessing the following resources: a standardized product, a high quality product, foreign travel experience of the entrepreneur and the previous professional experience of the entrepreneur are more amenable to export. Firm size is also found to be a significant variable in determining export initiation. We also found that non-exporters do not respond to export stimuli because of their preoccupation with their domestic market. They also have a strong perception that their product is not for sale in the export market. Our major contribution is the building of the integrated model and empirically validating it using data from a non European/US context which is a departure from the general trend in the literature.
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Jones, Mark Andrew. "The relationship between the audit firm and the owner managed company : an empirical study." Thesis, University of East Anglia, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.297325.
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Spencer, Andrew J. "Technology adoption determinants : strategic management implications for small, owner-managed travel firms in Jamaica." Thesis, Bournemouth University, 2011. http://eprints.bournemouth.ac.uk/19385/.
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This thesis begins by thoroughly reviewing classical theories of adoption such as the diffusion of innovation theory, and the technology acceptance model, and subsequently analyses literature on pertinent theories which have been highlighted as drivers of adoption such as the Resource-Based View, Firm Strategy, Culture and the Digital Divide. Prior to this however, the afore-mentioned classical adoption theories were contrasted with the Post-Internet debate which explored Information Asymetry and Disintermediation. Having conducted this review it was determined that the leadership/ownership role had not been sufficiently emphasized in technology adoption, therefore this work sought to more clearly identify these personal factors in combination with the previously explored factors. The overarching theory of Organizational Decision-Making was used to provide a framework to identify drivers of decision-making processes in general and then apply these to the internet adoption context. This thesis aims to identify the combination of antecedents of technology adoption for travel firms and distil factors to identify the key determinant of the adoption of the internet for sales and marketing purposes in small, owner-managed travel firms. It examines the firm characteristics which are associated with adoption behaviour such as strategy and resources, as well as external factors such as culture and the digital divide. In addition to external and firm factors, personal factors such as ownership and leadership are explored at various stages of adoption. A predominantly qualitative methodology was used to interview travel agencies in the context of Jamaica. All firms which have similar characteristics in terms of ownership and management structure, in particular where owners are themselves the managers and provide leadership for the organization, were interviewed. The owner-managers of these firms were interviewed to gather deep perspectives from local industry experts on industry challenges, current technology involvement and future directions. Exploratory descriptive quantitative methods were used to analyze firm characteristics and their relationships to internet adoption for sales and marketing as well as the intention to use these technologies in firms, while a deeper exploration into owner-managers was achieved through qualitative enquiry. A pilot study and 2 phases of data collection were carried out. The findings indicate that the leadership role is more significant than has been previously posited. The contribution to knowledge is new in that it takes a unique approach to an understanding of technology adoption in firms by creating a comprehensive conceptual framework for adoption based on previous research and then creates a model that shows the factors and variables that drive adoption at each stage of the adoption process from a personal leadership perspective as well as the organizational perspective. Ultimately it is hoped that this focus on each stage of adoption will provide insights into firm adoption behaviour as a consequence of leadership characteristics.
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Von, Lengeling Volkher Heinrich Christoph. "The nexilitas factor: host-guest relationships in small owner managed commercial accommodation facilities in contemporary South Africa." Thesis, Rhodes University, 2011. http://hdl.handle.net/10962/d1002656.
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The commercialization of hospitality established arguably the oldest profession. Historically small commercial hospitality establishments, known as inns in the western world, were of ill repute. Perhaps connected to their reputation, this category of accommodation facility has been seriously neglected as an area of academic inquiry, particularly from the perspective of the host. While there has been a huge growth in the interdisciplinary field of tourism studies in recent decades, little attention has been paid to the role of the host in the host-guest relationship at whatever level of analysis. This thesis seeks to redress the balance. Hospitality is a basic form of social bonding. This type of bonding, where a hierarchy between strangers is implicit (as with hosts and guests), may be termed ‘nexilitas’; nexilitas is a form of social bonding in liminal circumstances. To that extent it is comparable to ‘communitas’ which describes social bonding between equals in certain liminal circumstances. The difference is that nexilitas is a form of bonding between individuals in a complex power relationship. The host controls the hospitality space, but custom also empowers the guest with certain expectations, especially in the commercial context. The thesis identifies the various forms of hospitality – traditional ‘true’ or ‘pure’ hospitality, social hospitality, cultural hospitality and commercial hospitality – and discusses these critically in their historical and cross-cultural contexts, with emphasis on the perspective of the host. The passage of hospitality is then traced through the three phases of preliminality, liminality and post-liminality and discussed along the themes anticipation, arrival and accommodation and finally departure of the guest. While the historical and ethnographic review is mainly based on written histories and the experiences of other anthropologists as guests as well as ethnographers, the passage of hospitality draws on the multi-sited auto-anthropological experiences of the author, both as host and as ethnographer of contemporary South African hosts in small owner-managed commercial hospitality establishments.
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Hulbert, Beverley. "The management of opportunities in the marketing activities of growing small and medium sized (SMEs) owner-managed firms." Thesis, University of Ulster, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.431549.
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Brown, Timothy Glen. "Group dismissal for poor performance as a response to excessive stock shrinkage : a study of owner-managed franchised grocery retailers." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5488.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.ENGLISH ABSTRACT: Excessive shrinkage threatens the viability of retailers, especially grocery retailers because they operate on low profit margins. One possibility is for retailers to dismiss employees who are perceived to be responsible for excessive shrinkage, but South African law generally requires that the employer prove individual culpability or poor performance to justify a dismissal. In most cases, retailers are not able to identify the exact causes of shrinkage or those employees who may be responsible for the shrinkage. Pep Stores has developed a novel group dismissal model, using a poor performance process, in terms of which a store's entire staff complement is dismissed on the basis of collective responsibility for failing to avoid excessive shrinkage. The Pep model is attractive to retailers because it overcomes the retailer's inability to produce evidence relating to excessive shrinkage. This Study Project seeks to determine whether collective responsibility for shrinkage may be introduced in owner-managed grocery stores and, if not, whether adaptation of the model or new technology might facilitate its introduction. A further objective is to determine whether the applicability of the Pep model correlates to factors such as the size, activity level and complexity of retail stores. Three barriers to the application of the Pep model in grocery retail stores were identified: firstly, the determination of an "acceptable level of shrinkage" that is reasonably attainable; secondly, the conducting of sufficiently accurate stock takes to support dismissals and, thirdly, the existence or creation of circumstances allowing the implementation of collective responsibility for shrinkage. Grocery retailers have no difficulty in identifying an attainable "acceptable level of shrinkage" or in conducting highly accurate stock takes and stock counts. Circumstances allowing the imposition of collective responsibility for shrinkage were, however, clearly not present. Collective responsibility was precluded by the specialised nature of the employees' tasks and a lack of co-responsibility arising from employees' inability to directly observe each other. However, an adapted Pep model is applicable in grocery retail stores at departmental level if the departments are insulated from fraud or error by receiving clerks and cashiers. This insulation may be achieved by implementing joint receiving procedures that involve each department in receiving departmental stock and an increase in cashier monitoring. The introduction of Radio Frequency Identification Technology will ultimately facilitate the implementation of the Pep model through the enhanced insulation of departments. This enhanced insulation is achieved through the ability to track the movement of individual items in stores and the reduction of receiving and cashier error and fraud as a result of the automation of aspects of these functions. This technology, however, is unlikely to be implemented in the short term given the significant cost of RFID tags and the technical and organisational constraints to adoption. Perceptions on the applicability of the Pep model are correlated in smaller stores to total store floor areas, while the applicability of the model in larger stores is correlated to the size of staff complements. This suggests that the model may be ideally applicable in smaller stores, where the total store floor area is relatively smaller and in larger stores, where the staff complements are relatively larger.
AFRIKAANSE OPSOMMING: Oormatige voorraadverlies bedreig die lewensvatbaarheid van kleinhandelaars, veral kruidenierswarehandelaars, omdat hulle met klein winsmarges werk. Een moontlikheid is dat kleinhandelaars werknemers ontslaan wat gesien word as die verantwoordelikes vir oormatige voorraadverlies, maar die Suid-Afrikaanse reg vereis oor die algemeen dat die werkgewer indiwiduele skuld of swak prestasie bewys om ontslag te regverdig. In die meeste gevalle is kleinhandelaars nie in staat om die presiese oorsake van voorraadverlies, of die werknemers wat vir die voorraadverlies verantwoordelik mag wees, te identifiseer nie. Pep Stores het 'n vindingryke groep-ontslagmodel ontwikkel, met gebruik van 'n swakprestasieproses, ingevolge waarvan 'n winkel se hele personeel ontslaan word op grond van kollektiewe verantwoordelikheid weens versuim om oormatige voorraadverlies te vermy. Die Pep-model is aantreklik vir kleinhandelaars, want dit oorkom die kleinhandelaar se onvermoë om bewys te lewer in verband met oormatige voorraadverlies. Hierdie navorsingsprojek probeer vasstel of kollektiewe verantwoordelikheid vir voorraadverlies ingestel kan word in eienaarbestuurde kruidenierswinkels en, indien nie, of aanpassing van die model, of nuwe tegnologie, die invoer daarvan sou kon fasiliteer. 'n Verdere doelstelling is om vas te stel of die toepaslikheid van die Pepmodel korreleer met faktore soos die grootte, bedrywigheidsvlak en kompleksiteit van kleinhandelwinkels. Drie struikelblokke vir toepassing van die Pep-model in kleinhandelkruidenierswinkels is geidentifiseer: eerstens, die bepaal van 'n "aanvaarbare voorraadverliesvlak" wat redelik haalbaar is; tweedens, die uitvoer van voldoende akkurate voorraadopnames om ontslag te steun en derdens die bestaan of skep van omstandighede wat die implementering van kollektiewe verantwoordelikheid vir voorraadverlies moontlik sal maak. Kruidenierskleinhandelaars ondervind geen probleme met die identifisering van haalbare "aanvaarbare voorraadverliesvlakke" of met die uitvoer van hoogs akkurate voorraadopnames en - tellings nie. Omstandighede wat die oplê van kollektiewe verantwoordelikheid vir voorraadverlies moontlik maak, was egter duidelik nie aanwesig nie. Kllektiewe verantwoordelikheid is uitgesluit weens die gespesialiseerde aard van die werknemers se take en 'n gebrek aan mede-verantwoordelikheid weens werknemers se onvermoë am mekaar direk waar te neem. 'n Aangepaste Pep-model is egter toepasbaar in kruidenierskleinhandelwinkels op departementele vlak indien die departemente van bedrog of foute deur ontvangsklerke en kassiere afgeskerm word. Die afskerming kan bereik word deur die implementering van gesamentlike ontvangsprosedures wat elke departement betrek by die ontvangs van departementele voorraad en verskerpte kassiermonitering. Die invoer van Radiofrekwensie-identifikasietegnologie sal uiteindelik die implementering van die Pep-model fassiliteer deur die verhoogde afskerming van departemente. Hierdie verhoogde afskerming word bereik deur die vermoë om die beweging van indiwiduele items in winkels na te speur en die vermindering van ontvangs- en kassierfoute en -bedrog as gevolg van die outomatisering van aspekte van die funksies. Hierdie tegnologie sal egter waarskynlik nie oor die korttermyn toegepas word nie weens die aansienlike koste van RFIO-etikette en die tegniese en organisatoriese beperkings op die invoer daarvan. Persepsies oor die toepasbaarheid van die Pep-model word in kleiner winkels gekorreleer met die totale winkelvloeroppervlak, terwyl die toepasbaarheid van die model in groter winkels gekorreleer word met die grootte van die personeelkorps. Dit suggereer dat die model ideaal toepasbaar mag wees in kleiner winkels waar die totale winkelvloeroppervlak relatief kleiner is en in groter winkels waar die personeelkorps relatief groter is.
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Green, Russell Maxwell. "The identification and the effective enforcement and control of the risks of foodborne illness in the micro owner/managed catering business sector." Thesis, University of Salford, 2010. http://usir.salford.ac.uk/26696/.
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The incidence of foodborne disease in England and Wales shows a continuous rise throughout the latter part of the twentieth and early twenty first centuries despite regular inspections by Environmental Health Officers (EHOs). In order to ameliorate this, the concept of a risk based system of food safety management, HACCP, was introduced. This thesis describes the research to determine the effectiveness of EHOs in identifying and controlling the significant risks of foodborne disease in micro owner/managed catering businesses (MO/MCBs) over a 14 year period which marked the transition from prescriptive to risk based legislation. By deconstructing and itemising inspection reports on 80 premises the EHOs' findings are collated and any trends revealed, thereby quantitatively demonstrating the propensity of EHOs to identify these risks. The MO/MCB perception of authority, in particular EHOs, is explored by a series of indepth discussions with a focus group of 12 participants, taken from the original 80 businesses, thus exposing any cultural issues which relate to the effectiveness of identifying and controlling risk. The results show that significant risks are rarely identified by EHOs in food safety reports prior to the introduction of the risk based legislation and that there is little change afterwards, it further shows that a major factor is the unwillingness of the MO/MCBs to confide in EHOs regarding food safety problems. The findings of this research highlight a weakness in the concept of HACCP in this sector in that MO/MCBs do not have the scientific expertise, and EHOs do not have sufficient knowledge of the systems within the business, to comprehensively identify the significant risks in the businesses. This demonstrates the need for a cooperative rather than a confrontational approach to enforcement in order to effectively identify and control the significant risks of foodborne illness within the MO/MCB sector.
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Koné, Sidi S. [Verfasser], Roland [Akademischer Betreuer] Kirstein, and Bodo [Akademischer Betreuer] Vogt. "Financial structure choice in owner-managed firms : entrepreneurial characteristics, utility of control, and the competitive context / Sidi S. Koné. Betreuer: Roland Kirstein ; Bodo Vogt." Magdeburg : Universitätsbibliothek, 2011. http://d-nb.info/1047562081/34.
Full textBooks on the topic "Owner/managed"
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Newchurch & Company (Firm). A survey of owner managed businesses. London: Newchurch & Company, 1990.
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Newchurch & company (Firm). Ten case studies of owner managed businesses. London: Newchurch & Company, 1990.
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Hart, Gerry. Tolley's tax planning for family and owner managed companies. 2nd ed. Croydon: Tolley, 1998.
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Matikka, Ari. Measuring the performance of owner-managed firms: A systems approach. Helsinki: Helsinki School of Economics, 2002.
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Tax planning for family and owner-managed companies, 2010/11. Haywards Heath: Bloomsbury Professional, 2010.
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Walley, P. Supply chain management control issues in a small owner-managed supplier. Loughborough: Loughborough University Business School, 1993.
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Burns, Paul. The financing characteristics of French owner-managed and family owned firms. Cranfield: Cranfield School of Management, 1992.
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Limited, Woodlawn Engineering, ed. Intermediate financial accounting simulation: Preparing financial statements for an owner-managed business. Mississauga, Ont: J. Wiley & Sons Canada, 2010.
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Haahti, Antti Juhani. Entrepreneurs' strategic orientation: Modeling strategic behavior in small industrial owner-managed firms. Helsinki: Helsinki School of Economics, 1989.
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Niki, Niktari, and Institute of Chartered Accountants in England and Wales., eds. The failure of owner-managed businesses: The diagnosis of accountants and bankers. London: Institute of Chartered Accountants in England and Wales, 1995.
Find full textBook chapters on the topic "Owner/managed"
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Ward, John L. "Stage I: The Owner-Managed Business." In Perpetuating the Family Business, 43–65. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230505995_4.
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Jeannet, Jean-Pierre, Thierry Volery, Heiko Bergmann, and Cornelia Amstutz. "The Role Played by Management." In Masterpieces of Swiss Entrepreneurship, 57–67. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65287-6_6.
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AbstractThis chapter puts the spotlight on the various forms of owner-management models adopted by the researched companies, and how they evolved over time as ownership passed on to the next generation. At first, a comparison between owner-manager and professional manager models is offered. Tracking the various changes as a company evolves, the chapter shows experiences with first-generation vs. second- and multi-generational owner-managed models. The difficulty of staying with the owner-manager model is covered, and the challenges of separating ownership and management. The chapter concludes with the challenges of recruiting successors and the unique management style practices of SMEs.
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Vedal, Henrik, Viktoria Stray, Marthe Berntzen, and Nils Brede Moe. "Managing Dependencies in Large-Scale Agile." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 52–61. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-88583-0_6.
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AbstractDelivering results iteratively and frequently in large-scale agile requires efficient management of dependencies. We conducted semi-structured interviews and virtual observations in a large-scale project during the Covid-19 pandemic to better understand large-scale dependency management. All employees in the case were working from home. During our data collection and analysis, we identified 22 coordination mechanisms. These mechanisms could be categorized as synchronization activities, boundary-spanning activities and artifacts, and coordinator roles. By using a dependency taxonomy, we analyzed how the mechanisms managed five different types of dependencies. We discuss three essential mechanisms for coordination in our case. First, setting Objectives and Key Results (OKRs) in regular workshops increased transparency and predictability across teams. Second, ad-hoc communication, mainly happening on Slack because of the distributed setting, was essential in managing dependencies. Third, the Product Owner was a coordinator role that managed both inter-team and intra-team dependencies.
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"The Owner Managed Business." In Tax Implications on Family Breakdown. Bloomsbury Professional, 2020. http://dx.doi.org/10.5040/9781526512376.chapter-007.
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"Redefining Value in Owner-Managed Corporations." In The New Financial Capitalists, 91–123. Cambridge University Press, 1998. http://dx.doi.org/10.1017/cbo9780511581687.004.
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Gibb, Yolanda, Allan Gibb, and Dinah Bennett. "Kindness and the Independent Owner Managed Business." In Kindness in Leadership, 111–29. Routledge, 2018. http://dx.doi.org/10.4324/9781315462530-7.
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"Valuing a Family or Owner-Managed Company." In Rayney's Tax Planning for Family and Owner-Managed Companies 2021/22. Bloomsbury Professional, 2021. http://dx.doi.org/10.5040/9781526519719.chapter-014.
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"Selling the Owner-Managed Business or Company." In Rayney's Tax Planning for Family and Owner-Managed Companies 2021/22. Bloomsbury Professional, 2021. http://dx.doi.org/10.5040/9781526519719.chapter-015.
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Devins, David, and Jeff Gold. "The value of HRD in small owner-managed organisations." In Human Resource Development in Small Organisations. Routledge, 2004. http://dx.doi.org/10.4324/9780203643273.ch12.
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"Succession Planning and Passing on the Family or Owner-Managed Company." In Rayney's Tax Planning for Family and Owner-Managed Companies 2021/22. Bloomsbury Professional, 2021. http://dx.doi.org/10.5040/9781526519719.chapter-017.
Full textConference papers on the topic "Owner/managed"
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Calvin, David, and Sheila Spence. "Owner–Construction Contractor Risk Sharing for Major Oil and Gas Projects in Emerging Economies." In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10584.
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The increasing global demand for energy will continue to necessitate the construction of large oil and gas infrastructure. With the exploitation of economic reserves in OECD countries largely in decline, the opportunities available for multinational oil companies and construction contractors are increasingly presenting themselves in non-OECD nations where the nature of non-technical risk is less predictable and less well understood. This paper attempts to outline areas of non-technical risk which should be considered in the formulation of the contracting strategy for large development and infrastructure projects. The non-technical risks described within this paper are a direct result of experiences obtained during the construction and early operations of the BTC and SCP pipelines, from 2003 to the present date. Methods by which these non-technical risks can be recognized and possibly managed will be put forward to ensure that the financial and reputation interests of both the owner and construction contractor can be protected during the execution phase of the project, where the potential for loss is the greatest.
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Takizawa, Nao, Takuya Washio, Masamoto Fukawa, Kenichi Takeda, Hiroyuki Ito, Miki Saijo, and Takumi Ohashi. "Human-Centered Design of Cattle Behavior Monitoring System for Grazing in Abandoned Farmland." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001650.
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The livestock industry faces a shortage of workers due to aging populations and falling numbers of young farmers. Researchers have collected and analyzed big data, and attempted to use it to improve livestock farming practices and reduce labor costs. We developed a cattle behavior monitoring system, PETER, using edge-AI and low-power wide-area (LPWA) technologies. PETER enables us to detect behaviors of grazing cattle (e.g., foraging, ruminating, walking, resting). Conversely, in the development of conventional livestock breeding support systems, user requirements are defined in a top-down manner. Few R&Dprojects feature user-centered design (UCD) or consider interactions between actors (e.g., farmers, livestock, technologies). This study aimed to apply UCD to the raising of grazing livestock, and to develop a prototype system offering farmers more precise and less labor-intensive livestock management.Our study started with fieldwork at a small grazing farm in Japan, located on abandoned farmland about 700 km from Tokyo. Two Japanese Black breeding cows are being raised and managed by a farmer and the farm owner. The farmer is employed part-time. The owner lives in Tokyo, is a veterinarian, and decides how to manage the cows. The information used by the owner to make decisions, such as nutritional deficiencies, or signs of disease or estrus, is provided only by the farmer. We investigated how remotely located veterinarians or owners could notice abnormalities in cattle and decide how to treat them, without waiting to consult the local farmer. Our UCD comprised three rounds: sketches; mock-ups; and finally functional prototypes to test and validate our ideas and hypotheses on users. We developed a web-based app as a functional user-interface prototype of PETER, showing the cows’ behavior history, the farm calendar, and the estimated amount of pasture grass. This information alone is insufficient for the farmer’s or owner’s understanding and decision-making. Therefore, the app can notify the chat communication service originally used by the farmer and owner whenever PETER detects possibly abnormal behavior in cattle, such as a reduced daily foraging or ruminating or walking duration, or an increase in resting duration. This is to attract their attention whenever PETER detects something unusual about the cattle. The farmer can then provide supplementary practical information on the spot, and the remote owner can make decisions and give instructions on the spot. During the four-week user test with the functional prototype, 10 notifications were made to the chat service, eight of which were supplemented with further information, such as farmers sending photos, and six of which confirmed the owner’s instructions and advice to the farmer. Some of the responses were confirmed, such as the owner calling a local veterinarian when a cow had diarrhea.This study shows that when the cattle behavior monitoring system detects any unusual information in pasture-raised livestock, it notifies the communication tool used by the owners, enabling them to take action before the matter becomes serious, even if they are remotely located. This study also indicates that the UCD approach is effective in the raising of pasture livestock.
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Hessler, Peter G. "Construction Management for Today’s Power Plant Outage (Or, How to Keep Those Shut-Downs on Target)." In International Joint Power Generation Conference collocated with TurboExpo 2003. ASMEDC, 2003. http://dx.doi.org/10.1115/ijpgc2003-40190.
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Today’s power plant outages are much more time, quality and dollar sensitive than ever before. At $600,000 of lost revenues per calendar day, along with the multi-million dollar outage costs for a 500 MW unit while out of service, today’s owners want to know that everything possible is being done to return their units back on-line, on target. It is the outage manager, working in close concert with his labor force and outside contractors, who is usually charged with making this happen. His job is tough, it’s stressful and in these days of leaner staffs, he needs all of the support he can get. That’s the objective of this paper, to offer him that support and ideas on how to keep those shut-downs on target. In this paper, outage management skills are addressed, from the perspective of the owner and his general contractor as well as from their various contractors’ perspectives. Starting with the initial specification development, the bidding process is reviewed. Then, the structuring of the construction contract is discussed with the objective of devising a win-win document. Properly setting up the site operations and then managing the work within the constraints of the originally defined scope, schedule and budget are reviewed. And finally, specific tools and techniques are introduced to keep the plan in focus. Managing a power plant outage can be a daunting undertaking and if not properly managed, from the conceptual phase right through to the final completion, the outage target dates will never be assured. However, this paper shows that if properly structured and properly managed, a very successful project can result.
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Oliver, Alistair. "Bridge Failure and Public Perception of Safety: Managing Situations the Public See as Dangerous." In Footbridge 2022 (Madrid): Creating Experience. Madrid, Spain: Asociación Española de Ingeniería Estructural, 2021. http://dx.doi.org/10.24904/footbridge2022.213.
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<p>Occasionally, bridge projects present a challenge to the general public in terms of how they look or feel. This can happen during construction, demolition or even through the working operational lifespan. Concern can understandably arise if a structure looks or feels unstable or unsafe, for any reason. Some bridges seem ‘wrong’ even when they are quite safe.</p><p>The question of safety, and more particularly the perception of safety, are areas where structural engineering, the commercial realities of bridge ownership/operation, human psychology and public relations meet. When a bridge looks or feel unsafe, despite it being quite stable and without danger, the public may deem such a scenario unacceptable, and this can create friction with what is desirable from the point of view of the bridge owner or operator.</p><p>When the above occurs, the interface with the public and clients must be carefully managed. Clear, concise information is vital, communicated in non-jargon language. To persuade the uninitiated that something is safe, despite it looking the opposite, requires skills that bridge professionals sometimes lack. Identifying, understanding, and practicing these skills will sometimes feel counterintuitive to bridge practioners, but they are skills which nonetheless are sometimes essential.</p>
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Hajdin, Rade, and Vanja Samec. "BIM and BMS: Current Status and Challenges." In IABSE Symposium, Prague 2022: Challenges for Existing and Oncoming Structures. Zurich, Switzerland: International Association for Bridge and Structural Engineering (IABSE), 2022. http://dx.doi.org/10.2749/prague.2022.0710.
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<p>Bridges are a vital, but also extremely vulnerable part of transportation infrastructure. The design and construction of a bridge have a large influence on its longevity although these phases are short compared to its life span. It is therefore essential that, at the acceptance the bridge together with the accurate as-built information is delivered to the owner.</p><p>A bridge owner relies on an as-built high-quality information and on information on bridge condition to initiate interventions that ensure its safety and serviceability. The information on bridge condition is obtained by regular inspections as well as monitoring activities. During the lifetime of a bridge these diagnostic activities may generate huge amount of data that needs to be managed. With changing environmental actions, accurate and usable information from the inspection and monitoring – in conjunction with as-built data - is essential for efficient and timely maintenance planning. Inspections and maintenance planning require organized, automated, open and intuitive digital processes, which should consider both object data and related condition data. This seamless digital process is supported by existing Bridge Management Systems but can be vastly improved. In particular, most BMS don’t support geometric representation that render data collection during inspections quite tedious.</p><p>The introduction of BIM in BMS can substantially facilitate the collection of inspection data and accurately localize monitoring data. Moreover, the exact geometry of bridges can enhance maintenance planning by simulation of structural behavior of as-is structure under different environmental actions.</p><p>BIM's incorporation would evolve BMS into a fully digital storage system and a platform for data exchange with existing BIM solutions as well as for maintenance planning that include deterioration forecast, optimization and analysis models.</p><p>The vision includes 3D+ software and hardware independent data exchange between different software technologies during life span and beyond. Open BIM technology for the interoperability from technical, semantic and organizational point is of main interest.</p><p>Current status of development and challenges that need to be overcome for successful fulfilment of the presented vision are discussed.</p>
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Allard, R., X. Delhaye, J. L. Gre´er, D. Thierens, J. P. Wilmart, and R. Ryckaert. "Steam Generators Replacement and Power Uprate at Tihange 2 Power Plant." In 10th International Conference on Nuclear Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/icone10-22271.
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The Belgian Tihange 2 nuclear power plant went into commercial operation in 1983 producing a thermal power of 2785 MW. In 1995, the thermal power output was increased up to 2905 MW and the fuel cycle extended to 15 months. Since the commissioning of the plant, the steam generators U-tubes have been affected by primary stress corrosion cracking. In order to avoid further degradation of the performance and an increase in repair costs, Electrabel, the owner of the plant, decided in 1997 to replace the 3 steam generators. This decision was supported by the feasibility study performed by Tractebel Energy Engineering which demonstrated that an increase of 10% of the initial power was achievable together with a fuel cycle length of 18 months. Tractebel Energy Engineering was entrusted by Electrabel to manage the project. A multi-contract strategy was adopted. The new steam generators, designed by Mitsubishi, allow raising the thermal power to 3064MW which is 110% of the initial power by an increase of the primary to secondary heat transfer area. The safety analyses necessary to justify the new operation point and the fuel cycle extension to 18 months were performed by Framatome in association with Tractebel Energy Engineering. The work on site took place during the summer of 2001 and was managed by Tractebel Energy Engineering. The SG replacement itself was performed in 17.5 days by Westinghouse PCI and the plant was reconnected to the grid on August 11, after an outage of 63 days (grid to grid). This paper presents various aspects related to the steam generators replacement project, such as the safety analysis program together with the various works on site, project management, organization, and scheduling.
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McCauley, Dave, Douglas Metcalfe, Marcia Blanchette, and Tom Calvert. "The Government of Canada’s Programs for Radioactive Waste Cleanup and Long-Term Management." In ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16133.
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The Government of Canada’s 1996 Policy Framework for Radioactive Waste Management establishes that waste owners are responsible for the management of their radioactive wastes. This includes the planning, funding, and implementation of long-term waste management initiatives. Within this context, the Government has established three separate programs aimed at addressing the long-term management of radioactive waste for which it has accepted responsibility. The largest of these programs is the Nuclear Legacy Liabilities Program (NLLP). The objective of the NLLP is to address radioactive waste and decommissioning liabilities resulting from 60 years of nuclear research and development at Atomic Energy of Canada Limited (AECL) sites in Canada. In 2005, the Government increased the value of this liability in its Public Accounts based on a new, 70-year long-term strategy and, in 2006, it implemented a $520 million 5-year work plan to initiate the strategy. The cost of implementing the full strategy is estimated at about $7 billion (current-day dollars). Canada’s Historic Waste Program is a second program that is designed to address low-level radioactive wastes across Canada that are not managed in an appropriate manner for the long-term and for which the current owner can not reasonably be held responsible. These wastes mainly emanate from the refining and use of radium in the 1930s and the very early days of the nuclear industry in Canada when radioactive ores were mined and transported long distances for processing. While the Historic Waste Program has been in place since 1982, the Government of Canada launched the Port Hope Area Initiative in 2001 to deal with the bulk of the waste. Finally, the Government of Canada has entered into two agreements with Canadian provincial governments on roles and responsibilities relating to the decommissioning of uranium mine and mill tailings sites. These agreements, one with the Province of Ontario and one with the Province of Saskatchewan, establish the responsibilities of each level of government to address circumstances where further decommissioning work is required and the producer can no longer be held responsible. The paper will provide an overview of these environmental remediation programs for radioactive waste and will describe recent progress and future challenges.
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Schinzel, Glen E. "Integration of Risk Insights Into Nuclear Power Plant Operations." In 16th International Conference on Nuclear Engineering. ASMEDC, 2008. http://dx.doi.org/10.1115/icone16-48444.
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Today’s nuclear plant operator is challenged to safely operate a complex power plant while prudently managing the business aspects with efficiency. Risk insights provide a ready tool to aid today’s operators in effectively performing both of these sometimes contradictory tasks with a sound basis. While plants possess and maintain Probabilistic Risk Assessment (PRA) models, other regulatory applications are readily available to aid the nuclear operator. Some of these tools include 10CFR 50.69 Risk-informed Categorization and Treatment of Structures, Systems, and Components for Nuclear Power Reactors, Industry Initiative 4(b) Risk Managed Technical Specifications, and Industry Initiative 5(b) Risk-informed Surveillance Test Intervals. This paper will introduce each of these risk-informed tools and will discuss practical applications of these insights at the South Texas Project nuclear power plant. These insights are readily translatable to other nuclear power facilities. 10CFR 50.69 permits a risk-informed categorization of selected structures, systems, and components. For components determined to be Low Safety Significant, many of the current regulatory controls can be reduced while maintaining reasonable confidence that these ‘Low-ranked’ components continue to perform their design functional requirements. South Texas Project was the industry’s proto-type pilot for this effort. Initiative 4(b) is a risk-informed, configuration-based approach to managing Technical Specification allowed out of service times. The limiting, deterministic allowed outage times are replaced with a Configuration Risk Management Program which uses risk threshold values to determine the length of time a Technical Specification piece of equipment can remain out of service. An imposed back-stop of 30 days is used to limit the allowed outage time. This approach was approved for South Texas Project in July 2007, and South Texas Project was the industry pilot plant for this effort. Initiative 5(b) is a risk-informed approach to Technical Specification surveillance test intervals. This approach allows surveillance test intervals to be removed from Tech Specs and placed in an owner-controlled program. Once relocated, a blending of probabilistic and deterministic insights is used to assess proposed extensions of surveillance test intervals. Once implemented, a feedback process is relied upon to validate the acceptability of the revised testing interval. This approach was piloted by the Limerick Nuclear Station, and South Texas Project submitted a request in October 2007 to the NRC to pursue this initiative. The above risk insights have proven very effective at South Texas Project, and could aid other nuclear operators in making well-founded, informed decisions. Risk insights also allow a Station’s limited resources to be focused on those activities and equipment which are of greatest safety significance. These insights are valuable for current licensees, and may be very beneficial to apply toward new nuclear construction.
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Stephens, Michael E., Sheila M. Brooks, Joan M. Miller, and Robert A. Mason. "Lessons Learned in Planning the Canadian Nuclear Legacy Liabilities Program." In ASME 2010 13th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2010. http://dx.doi.org/10.1115/icem2010-40270.
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In 2006, Atomic Energy of Canada Limited (AECL) and Natural Resources Canada (NRCan) began implementing a $7B CDN, 70-year Nuclear Legacy Liabilities Program (NLLP) to deal with legacy decommissioning and environmental issues at AECL nuclear sites. The objective of the NLLP is to safely and cost-effectively reduce the nuclear legacy liabilities and associated risks based on sound waste management and environmental principles in the best interest of Canadians. The liabilities include shutdown research and prototype power reactors, fuel handling facilities, radiochemical laboratories, support buildings, radioactive waste storage facilities, and contaminated lands at several sites located across eastern Canada from Quebec to Manitoba. The largest site, Chalk River Laboratories (CRL) in Ontario, will continue as an operational nuclear site for the foreseeable future. Planning and delivery of the Program is managed by the Liability Management Unit (LMU), a group that was formed within AECL for the purpose. The composition and progress of the NLLP has been reported in recent conferences [1, 2]. The NLLP comprises a number of interlinked decommissioning, waste management and environmental restoration activities that are being executed at different sites, and by various technical groups as suppliers to the LMU. Many lessons about planning and executing such a large, diverse Program have been learned in planning the initial five-year “start-up” phase (which will conclude 2011 March), in planning the five-year second phase (which is currently being finalized), and in planning individual and interacting activities within the Program. The activities to be undertaken in the start-up phase were planned by a small group of AECL technical experts using the currently available information on the liabilities. Progress in executing the Program was slower than anticipated due to less than ideal alignment between some planned technical solutions and the actual requirements, as well as the limited available resources of the suppliers to execute the work. Several internal and external reviews of the Program during the start-up phase examined progress and identified several improvements to planning. These improvements included strengthening communications among the groups within the Program, conducting more detailed advance planning of the interlinked activities, and being cautious about making detailed commitments for activities for which major decisions had yet to be made. The second phase was planned using a dedicated core team, and involved much more involvement of the suppliers to ensure feasibility of the proposed program of work and more detailed specification of the required resources. Priorities for executing the diverse activities in the Program were originally set using criteria based on the risks that the liabilities presented to health and safety, to the environment and to AECL’s ability to meet its obligations as the owner-operator of licensed nuclear sites. The LMU later recognized that the decision criteria should also explicitly include the value gained in reducing the risks and liabilities for expended funds. Greater consideration should be given to mitigating risks to the execution of the Program that might materialize. In addition, licensing strategies and processes should be better-defined, and waste characterization methods and disposition pathways would have to be put in place, or clearly identified, to deal with the wastes the Program would generate before many of the planned activities could be initiated. The NLLP has developed several processes to assist in the detailed planning of the numerous projects and activities. These include developing a more formal procedure for setting priorities of the different parts of the Program, preparing an Integrated Waste Plan to identify the optimal suite of support facilities to be constructed, the creation of a series of “pre-project initiation” procedures and documents to guide the development of well-founded projects, and the use of staged decision-making to incorporate more flexibility to adjust Program strategy and the details of implementation at planned decision points. Several Case Studies are outlined to illustrate examples of the application of these planning techniques.
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Orr, Ansel, Steve Olmos, Dan Cheek, Mike Coyne, Nagu Tatineni, YC Park, and Danny Seal. "Unconventional Approach Simplifies Steel Catenary Riser Decommissioning." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31029-ms.
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Abstract A major pipeline company was tasked with decommissioning the Morpeth tension leg platform (TLP) in the Gulf of Mexico (GoM) and needed to abandon a 22-year-old, 8-in gas export steel catenary riser (SCR). The conventional approach to decommissioning an SCR is to mobilize a topside winch package, which sometimes requires the removal of platform equipment. The next step is to carry out structural engineering checks on the platform, determine the wire's various drop point routes through the platform, and provide the engineering analysis necessary to handshake the load from the winch to a heavy lift vessel for abandonment. This was the original plan for the Morpeth TLP SCR decommissioning program. Instead of employing this traditional approach to remove the riser using a topside winch package and heavy lift vessel, the pipeline owner requested an alternative method that had been used previously for an international operator. This novel method employed ROVs and divers to install a series of clamps to grip and secure the riser prior to cutting and used a Multiservice Vessel (MSV) to manage the disconnected riser for abandonment on the seafloor. The appeal of this integrated solution is that it does not interfere with the platform's topside operations or equipment layout and can provide potential cost savings. This methodology was used for the first time in the GoM to remove a riser to make space for a new one to be installed. For this installation, a clamp was designed by the operator to sit on the J-lay collar and to support the weight of the riser being removed. The project was modeled in OrcaFlex to determine safety requirements and the service company carried out the riser removal. Following adaptations to accommodate the differences presented by the Morpeth TLP SCR, a similar approach was used in the SCR decommissioning project, with the service company's engineering team designing a combination of a friction and through-pin box clamp, determining their placement, mapping out the role of divers, and defining the necessary vessel movements for each phase of the operation. Following an initial survey to determine the profile of the SCR, the service company created an OrcaFlex model and decommissioning plan that would allow the vessel to safely execute the program. The model allowed the team to incorporate safety factors to ensure that the load of the riser could be managed and that the riser could be handled without jeopardizing the safety of the vessel or creating riser clashing during the process of cutting and swinging the riser away from the TLP. It was determined that a winch wire could be cantilevered off the stern of the vessel to provide overhead access to the riser and clamp connection point. With the clamps properly connected, the riser was severed in a controlled manner by ROVs and then abandoned within the right-of-way (along the pre-approved area) of the pipeline prior to the ends being plugged and covered. In comparing the actual dynamic loads monitored during the operation with a line rider, it was confirmed that the model was within 5% of the expected loads, estimated at 54 metric tons. This paper explains how an unconventional method of SCR decommissioning allowed execution entirely from the MSV without impeding the operator's decommissioning schedule or conflicting with the work of other contractors on the platform to provide substantial cost savings. The solution also can be used to replace existing risers, whether the useful life of the platform exceeds the useful life of the riser and/or in the case where new field development requires a new tie-in. Other deepwater, vessel-based decommissioning solutions include the abandonment and/or recovery of flushed umbilicals and potentially the abandonment of flexible catenary risers. Following successful execution of the SCR decommissioning project, the pipeline company requested a FEED for using this integrated decommissioning solution for additional offshore assets. It was also requested that the clamp design be ROV installable. The study is for a three-year program to abandon five export SCRs on multiple TLPs in the GoM with loads upwards of 350 metric tons. The abandonment method to be employed for the upcoming SCR decommissioning program is the same as the one described in this paper, with execution from a single, standalone MSV.
Reports on the topic "Owner/managed"
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Smith, Kate, Thomas Pope, and Helen Miller. Intertemporal income shifting and the taxation of owner-managed businesses. The IFS, October 2019. http://dx.doi.org/10.1920/wp.ifs.2019.1925.
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