Artykuły w czasopismach: „Capability building”

1

Draulans, Johan, Ard-Pieter deMan i Henk W. Volberda. "Building Alliance Capability:". Long Range Planning 36, nr 2 (kwiecień 2003): 151–66. http://dx.doi.org/10.1016/s0024-6301(02)00173-5.

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Miller, David. "Building sustainable change capability". Industrial and Commercial Training 36, nr 1 (styczeń 2004): 9–12. http://dx.doi.org/10.1108/00197850410516058.

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Babich, Lauren P., Martin P. Charns, Nathalie McIntosh, Barbara Lerner, James F. Burgess, Kelly L. Stolzmann i Carol VanDeusen Lukas. "Building Systemwide Improvement Capability". Quality Management in Health Care 25, nr 2 (2016): 92–101. http://dx.doi.org/10.1097/qmh.0000000000000089.

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Keller, Deborah A., i John F. Campbell. "Building human resource capability". Human Resource Management 31, nr 1-2 (1992): 109–26. http://dx.doi.org/10.1002/hrm.3930310109.

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Swink, Morgan. "Building Collaborative Innovation Capability". Research-Technology Management 49, nr 2 (marzec 2006): 37–47. http://dx.doi.org/10.1080/08956308.2006.11657367.

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Buxton, Jayne, i Mike Davidson. "Building a sustainable growth capability". Strategy & Leadership 24, nr 6 (marzec 1996): 33–38. http://dx.doi.org/10.1108/eb054573.

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Shake, K., A. Bloch Lainé i C. Grant. "Building a European defence capability". Survival 41, nr 1 (styczeń 1999): 20–40. http://dx.doi.org/10.1080/713660050.

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Robinson, William H. "Building a Parliamentary Research Capability". IFLA Journal 17, nr 4 (grudzień 1991): 379–88. http://dx.doi.org/10.1177/034003529101700410.

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Radziwill, Nicole. "Management Matters: Building Enterprise Capability". Quality Management Journal 20, nr 3 (styczeń 2013): 71–72. http://dx.doi.org/10.1080/10686967.2013.11918358.

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Clegg, Helen. "Building an outsourced research capability". Business Information Review 30, nr 2 (czerwiec 2013): 71–77. http://dx.doi.org/10.1177/0266382113489866.

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Keil, Thomas. "Building External Corporate Venturing Capability*". Journal of Management Studies 41, nr 5 (lipiec 2004): 799–825. http://dx.doi.org/10.1111/j.1467-6486.2004.00454.x.

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AGUNG, AYU SRIKANDI, i YULIANTO SUHARTO. "Growth Strategy Through Capability Building". International Journal of Business and Economic Affairs 3, nr 6 (28.12.2018): 260–82. http://dx.doi.org/10.24088/ijbea-2018-36004.

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Ben Mahmoud-Jouini, Sihem, i Julie SAHAKIAN. "Design as a Dynamic Capability : A Capability Building Framework". Academy of Management Proceedings 2021, nr 1 (sierpień 2021): 13437. http://dx.doi.org/10.5465/ambpp.2021.13437abstract.

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Terlikowski, Wojciech. "A two-step approach for assessing the revitalization capability of historic buildings". E3S Web of Conferences 49 (2018): 00116. http://dx.doi.org/10.1051/e3sconf/20184900116.

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The assessment of the revitalization capacity of historic buildings is an innovative method of interdisciplinary diagnostics, in which the condition of the building is analyzed in a context of a revitalization process. This context enforces an approach which takes into account nontechnical issues, the analysis of which gives the opportunity to draw up appropriate revitalization concepts. These issues are usually described in communal revitalization programs, taking into account social, educational and health problems of the local community. Properly carried out interdisciplinary diagnostics can show how non-technical problems can be solved by technical actions concerning a building located in a revitalized area. The two-step approach for assessing the revitalization capacity is aimed at showing the current state of the existing historic building, which has a certain potential in both technical and non-technical areas, which may directly affect the process of revitalization of the area in a crisis situation. In the first stage of the analysis, we obtain the values of partial factors - legal and formal state, historical and cultural value, structural aspects, impact on human, external environment, energy efficiency, innovation and impact on the local community factors. The difference between the acquired value of the factor and its maximum value shows a potential of the building concerning a given issue. Taking it into consideration, non-technical factors can be used to increase the building’s value by planning specific revitalization activities which utilize the building's potential. The article discusses the method of effectively shaping revitalization activities by raising the partial assessment factors.

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Rezaee, Zabihollah, Ahmad Sharbatoghlie, Rick Elam i Peter L. McMickle. "Continuous Auditing: Building Automated Auditing Capability". AUDITING: A Journal of Practice & Theory 21, nr 1 (1.03.2002): 147–63. http://dx.doi.org/10.2308/aud.2002.21.1.147.

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The digital economy has significantly altered the way business is conducted and financial information is communicated. A rapidly growing number of organizations are conducting business and publishing business and financial reports online and in real-time. Real-time financial reporting is likely to necessitate continuous auditing to provide continuous assurance about the quality and credibility of the information presented. The audit process has, by necessity, evolved from a conventional manual audit to computer-based auditing and is now confronted with creating continuous electronic audits. Rapidly emerging information technology and demands for more timely communication of information to business stakeholders requires auditors to invent new ways to continuously monitor, gather, and analyze audit evidence. Continuous auditing is defined here as “a comprehensive electronic audit process that enables auditors to provide some degree of assurance on continuous information simultaneously with, or shortly after, the disclosure of the information.” This paper is based on a review of related literature, innovative continuous auditing applications, and the experiences of the authors. An approach for building continuous audit capacity is presented and audit data warehouses and data marts are described. Ever improving technology suggests that the real-time exchange of sensitive financial data will place constant pressure on auditors to update audit techniques. Most of the new techniques that will be required will involve creation of new software and audit models. Future research should focus on how continuous auditing could be constantly improved in various auditing domains including assurance, attestation, and audit services.

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Worley, Christopher G., Ann E. Feyerherm i Darryl Knudsen. "Building a collaboration capability for sustainability". Organizational Dynamics 39, nr 4 (październik 2010): 325–34. http://dx.doi.org/10.1016/j.orgdyn.2010.07.004.

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Heugens, Pursey P. M. A. R., Frans A. J. Van Den Bosch i Cees B. M. Van Riel. "Capability Building Through Noncooperative Stakeholder Relationships". Proceedings of the International Association for Business and Society 11 (2000): 431–40. http://dx.doi.org/10.5840/iabsproc20001142.

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Hybert, Peter R., i Dottie A. Soelke. "Building and verifying capability to perform". Performance Improvement 49, nr 9 (październik 2010): 24–34. http://dx.doi.org/10.1002/pfi.20178.

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Gandossy, Robert P., i Nidhi Verma. "Building leadership capability to drive change". Leader to Leader 2009, nr 51 (wrzesień 2009): 40–46. http://dx.doi.org/10.1002/ltl.317.

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Stouder, Michael D., i Scott Gallagher. "Counterintelligence Outreach: Building a Strategic Capability". International Journal of Intelligence and CounterIntelligence 28, nr 1 (20.11.2014): 143–55. http://dx.doi.org/10.1080/08850607.2014.924820.

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Birkenmaier, Julie, Margaret Sherraden, Jodi Jacobson Frey, Christine Callahan i Anna Maria Santiago. "Financial Capability and Asset Building: Building Evidence for Community Practice". Journal of Community Practice 24, nr 4 (październik 2016): 357–67. http://dx.doi.org/10.1080/10705422.2016.1233519.

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Roberts, James Q. "Building a National Counterterrorism Capability: A Primer for Operators and Policymakers Alike". Connections: The Quarterly Journal 1812-1098 (2011): 125–38. http://dx.doi.org/10.11610/connections.10.2.05.

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Hodge, R. Mark, Suresh Palanisamy i Matthew S. Dargusch. "Building Capability through Benchmarking and Technology Transfer". Materials Science Forum 654-656 (czerwiec 2010): 602–6. http://dx.doi.org/10.4028/www.scientific.net/msf.654-656.602.

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Production, sustainment and repair technologies for light alloy components in the defence applications account for a significant proportion of Defence Materials Technology Centre (DMTC) activities. Key challenges in this regard include the affordable manufacture and repair & sustainment of Titanium components for new and legacy platforms. The DMTC research program portfolio incorporates collaborative technology development activities between industry and the research sector within a framework of a partnership model that includes input from the Defence customer on likely procurement opportunities for industry, and longer term strategic requirements of Defence. The technological focus is particularly on the benchmarking of strategies, technologies and manufacturing techniques associated with the manufacture of aerospace components via high speed machining. Developing affordable, cost-effective and best of breed machining processes and practices among a broad range of Australian manufacturing organisations is a key goal of the DMTC. This paper describes an initiative of the DMTC focused on developing and optimising engineering capability in metals manufacturing for aerospace applications. Data generated from a range of participating sources conducting machining trials of identical titanium and stainless steel components is compared and contrasted in the context of best practice development.

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Bradley, Siobhán. "Building collaboration capability in the public sector". Administration 68, nr 3 (1.08.2020): 45–54. http://dx.doi.org/10.2478/admin-2020-0015.

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Alagaraja, Meera, i Rod Patrick Githens. "Capacity and Capability Building for National HRD". Human Resource Development Review 15, nr 1 (4.02.2016): 77–100. http://dx.doi.org/10.1177/1534484315623908.

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Barrera Duque, Ernesto, Charles Muller-Sanchez i Ignacio Osuna Soto. "Building a commercialization capability for microcredit institutions". Suma de Negocios 10, nr 23 (15.06.2019): 100–108. http://dx.doi.org/10.14349/sumneg/2019.v10.n23.a3.

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Fontes, Margarida. "Technological Entrepreneurship and Capability Building in Biotechnology". Technology Analysis & Strategic Management 19, nr 3 (maj 2007): 351–67. http://dx.doi.org/10.1080/09537320701281573.

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Subari, M. D., i A. Hassan. "Building EOS capability for Malaysia – the options". IOP Conference Series: Earth and Environmental Science 20 (23.06.2014): 012034. http://dx.doi.org/10.1088/1755-1315/20/1/012034.

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Jones, Grant, i Robin Kramar. "CSR and the building of leadership capability". Journal of Global Responsibility 1, nr 2 (15.10.2010): 250–59. http://dx.doi.org/10.1108/20412561011079380.

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Horwitz, Shelley, i Katharine Briar-Lawson. "A Multi-university Economic Capability-building Collaboration". Journal of Social Work Education 53, nr 1 (16.09.2016): 149–58. http://dx.doi.org/10.1080/10437797.2016.1212750.

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ZILINSKAS, RAYMOND A. "Capability-Building in Biotechnology by Developing Countries." Annals of the New York Academy of Sciences 700, nr 1 Biotechnology (grudzień 1993): 232–55. http://dx.doi.org/10.1111/j.1749-6632.1993.tb26325.x.

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Tura, Tomi, i Vesa Harmaakorpi. "Social capital in building regional innovative capability". Regional Studies 39, nr 8 (listopad 2005): 1111–25. http://dx.doi.org/10.1080/00343400500328255.

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Donada, Carole, Gwenaelle Nogatchewsky i Anne Pezet. "Understanding the relational dynamic capability-building process". Strategic Organization 14, nr 2 (20.11.2015): 93–117. http://dx.doi.org/10.1177/1476127015615286.

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Khatri, Naresh. "Building IT capability in health-care organizations". Health Services Management Research 19, nr 2 (maj 2006): 73–79. http://dx.doi.org/10.1258/095148406776829095.

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Khatri, Naresh. "Building HR Capability in Health Care Organizations". Health Care Management Review 31, nr 1 (styczeń 2006): 45–54. http://dx.doi.org/10.1097/00004010-200601000-00007.

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Clarke, Ian, i Matias Ramirez. "Intermediaries and Capability Building in ‘Emerging’ Clusters". Environment and Planning C: Government and Policy 32, nr 4 (styczeń 2014): 714–30. http://dx.doi.org/10.1068/c1262r.

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Ho, John, Christopher Pang i Crisann Choy. "Content marketing capability building: a conceptual framework". Journal of Research in Interactive Marketing 14, nr 1 (13.03.2020): 133–51. http://dx.doi.org/10.1108/jrim-06-2018-0082.

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Purpose The purpose of this study is to develop a conceptual framework that identifies engaging CM practices, specifically how compelling content is created. Content marketing (CM) is fast becoming a key pillar in a company's marketing mix. It is also a requisite for companies seeking to modernise their marketing practices through digitalisation to enhance online branding. However, overlapping definitions and interchangeable terms arising from different perspectives and methodological practices confound what exactly constitutes CM. Although CM is generally accepted as sharing brand content via owned media to gain earned media, a strategic approach, based on evidence-driven research, is needed to navigate through the overwhelming confusion so that companies can better plan and implement CM. Design/methodology/approach This paper addresses the scarcity of work with regard to CM practices in Asia. To address this research gap, the study examines content creation practices of five successful companies, based in Singapore, through case studies, interviews and content analyses, to propose a CM capability development framework. Findings The findings point to the need for content creation to align with brand values and value creation to create and socialise compelling content for positive impact. Content created for audiences and marketed by brands can generate value when it is consumed and shared. The paper also provided much needed clarity in terms of how CM capability can be gained to minimise costly trial and error. Research limitations/implications The study is limited to companies operating in Asia. The framework will require implementation in other regions. Another limitation of the study was that it did not extend to how consumers responded to CM posts. This is an area for further research that can help validate the proposed framework. Practical implications The analytical framework adopted in this study can also be used as a functional CM model for marketing managers to construct better CM strategies and informed standards of practice by growing capabilities. Social implications CM is also a requisite for companies seeking to modernise their marketing practices through digitalisation to enhance online branding, particularly for small- and medium-sized companies. Originality/value This paper addresses the scarcity of work with regard to CM practices in Asia.

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Wong, Johnny L. H., P. S. Teh, Valerie X. Wang i Lester M. H. Chia. "Solar Capability Building Programme for Public Housing". Energy Procedia 33 (2013): 288–301. http://dx.doi.org/10.1016/j.egypro.2013.05.070.

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Rasmussen, Lauge Baungaard. "Identity Building in Organisations: Proactive Capability Development". AI & SOCIETY 16, nr 4 (listopad 2002): 377–94. http://dx.doi.org/10.1007/s001460200030.

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Thomas, Peter. "Building transformative capability through civil service reform". Administration 68, nr 4 (1.12.2020): 73–96. http://dx.doi.org/10.2478/admin-2020-0025.

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Abstract This article explores the importance of capability building to the success of public service reforms. It draws on the neglected literature on capability to explore how capability is a product (or not) of the interaction between the skills, experience and methods of an individual – and the culture, structures, processes of the organisation they work in. The analysis identifies four key features of successful capability-building reforms in the UK, which are also found in the early successes of the Goal Programme for Public Service Reform and Innovation: an iterative and permissive approach to project identification and scoping; projects on high-priority, cross-cutting outcomes that demand new ways of working; projects that are connected with conducive elements of the organisational and leadership context; projects that are designed to create or adapt ‘enabling routines’ which civil servants ‘learn by doing’. Such reforms have acted as capability factories. And as the early adopters of new routines rise through the organisation and take on new roles, they become advocates and teachers of the routines and practice they have acquired. This is how organisations learn and build the capability they need to succeed.

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41

Mehralian, Gholamhossein, i Razieh Ahmady. "Technological capability building in Iranian biosimilar industry". International Journal of Technological Learning, Innovation and Development 12, nr 4 (2020): 251. http://dx.doi.org/10.1504/ijtlid.2020.10035101.

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Ahmady, Razieh, i Gholamhossein Mehralian. "Technological capability building in Iranian biosimilar industry". International Journal of Technological Learning, Innovation and Development 12, nr 4 (2020): 251. http://dx.doi.org/10.1504/ijtlid.2020.112739.

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Terouhid, Seyyed Amin, i Robert Ries. "People capability". Journal of Modelling in Management 11, nr 3 (8.08.2016): 811–41. http://dx.doi.org/10.1108/jm2-04-2014-0028.

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Purpose This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study. Design/methodology/approach The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact. Findings Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs. Originality/value Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.

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44

Kang, Choong-Nam. "Capability revisited: Ally’s capability and dispute initiation". Conflict Management and Peace Science 34, nr 5 (14.10.2015): 546–71. http://dx.doi.org/10.1177/0738894215604966.

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The main questions explored here are whether alliances lead to conflict between member states and non-member states and whether the capability of allies is a source of this effect. Building on the opportunity framework, this study argues that, with more confidence in military success due to support from allies, challenger states are more likely to be emboldened and to initiate disputes. The empirical analyses show that the capability of allies has an increasing effect on dispute initiation of member states against non-member states. This increasing effect becomes stronger as the level of common interests between the allies increases. The test results consistently suggest that alliances embolden member states to initiate disputes against non-member states, and also that alliances are more likely to aggravate, but not mute, dispute initiation against member states.

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Feng, Xiao Chen, Xiong Yan Li i Zong Cai Deng. "Assessment of Seismic Capability of an Old Masonry Teaching Building". Advanced Materials Research 255-260 (maj 2011): 2360–64. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.2360.

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In 1960s, considerable teaching buildings were built by old seismic design on Chinese campus. After work more than 40 years, their current seismic capability needs further analysis. This paper assesses the capability of load and elastic deformation[1] of a teaching building, masonry structure, to discuss whether they can meet the higher seismic design requirements of the current codes. The study concentrates on three tasks: analytical investigation; test of compressive strength of bricks; comparatively studies using two PMCAD models with emphasis on ratio of resistance to effect, and data of inter-story displacement angle. The models were studied, namely, initial work phase model basing on seismic precautionary intensity VII and current work phase model basing on seismic precautionary intensity VIII. Results of this study provide preliminary information and recommendations for seismic assessment and strengthening of teaching buildings.

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Kim, Amy A., Dorothy A. Reed, Youngjun Choe, Shuoqi Wang i Carolina Recart. "New Building Cladding System Using Independent Tilted BIPV Panels with Battery Storage Capability". Sustainability 11, nr 20 (9.10.2019): 5546. http://dx.doi.org/10.3390/su11205546.

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In order to meet renewable energy goals in the near future, the deployment of photovoltaic (PV) panels on buildings will dramatically increase. The objective of this paper is to introduce an improved design for PV cladding systems that will greatly contribute to meeting these renewable energy goals. Typically, building-integrated photovoltaic (BIPV) panels are vertically oriented as cladding and they are not coupled with individual storage batteries. The proposed cladding couples a tilted BIPV panel with one or more storage batteries at each building placement. Thus, the tilted BIPV plus battery system is independent of other power generation in the building and it is referred to as a “building perma-power link” (BPPL) cladding element. Each cladding panel is designed as a stand-alone system, which will be useful for installation, operation, and maintenance. The hyper-redundancy of multiple BPPL cladding panels for a typical building significantly enhances its overall energy resiliency. In order to foster manufacturing ease, each individual cladding unit has been designed at tilts of 45° and 60°. An example of a mid-rise building in Seattle, Washington is provided. The degree of building energy resiliency provided through multiple BPPLs is examined.

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Garlick, Steve. "The Impact of Place in Building Human Capability". Journal of Adult and Continuing Education 20, nr 2 (wrzesień 2014): 67–78. http://dx.doi.org/10.7227/jace.20.2.6.

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Akehurst, Joy, Karen Giles i Paul Stronge. "Building workforce capacity and capability for integrated working". International Journal of Integrated Care 17, nr 5 (17.10.2017): 231. http://dx.doi.org/10.5334/ijic.3541.

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Bradley, Linda, J. Davidson Frame, Jeffery K. Pinto, Robert J. Graham i Randall L. Englund. "Building Project Management Capability in Information Systems Organizations". Public Performance & Management Review 24, nr 1 (wrzesień 2000): 92. http://dx.doi.org/10.2307/3381080.

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Sawang, Sukanlaya, Ying Zhou i Xiaohua Yang. "Does Institutional Context matter in Building Innovation Capability?" Academy of Management Proceedings 2016, nr 1 (styczeń 2016): 13357. http://dx.doi.org/10.5465/ambpp.2016.13357abstract.

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Artykuły w czasopismach na temat „Capability building”

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