Resource Flexibility of a Seaport as a Cluster. Regulatory Conditions and Management Capabilities (on the Example of Poland)

2017 ◽  
pp. 201-212
Author(s):  
Janusz Rymaniak ◽  
Mariusz Piotrowski
Keyword(s):  
Resource Flexibility ◽  
Management Capabilities

KONSEP DASAR, PROSES DAN RUANG LINGKUP ADMINISTRASI PENDIDIKAN

2020 ◽  
Author(s):  
putri asifa ◽  
Hade Afriansyah
Keyword(s):  
Education Administration ◽  
Educational Goals ◽  
Literature Study ◽  
Individual Assignment ◽  
Administration And Supervision ◽  
Management Capabilities

This article was written to complete individual assignment of education administration and supervision. The method which used in this article is literature study, by collecting literature from various literature sources which related to education administration and supervision. Basically, education administration is activities that doing by everyone who related to any education activities together to reached the educational goals. So, education administration very important to up grade the management capabilities of everyone who related to education activities, especially the headmaster and all of the teacher.

Learning, Dynamic Capabilities, and Firm Performance: The Case of Entrepreneurial Firms in the South Korean Fashion Industry

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Kilho Shin ◽  
Nitin Kumar Singh ◽  
Liliana Pérez-Nordtvedt
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Environments ◽  
Strategic Marketing ◽  
Entrepreneurial Firms ◽  
Product Knowledge ◽  
Marketing Capabilities ◽  
Fashion Industry ◽  
South Korean ◽  
Resource Flexibility ◽  
Human Resource Flexibility

Abstract Given their small size and young age, entrepreneurial firms are resource deprived. However, to successfully compete in dynamic environments, these firms are still required to build their dynamic capabilities. Using the ever-changing Korean retail fashion industry, we suggest that entrepreneurial firms deprived of formal marketing departments can learn from their main external repositories of market and product knowledge and develop their strategic marketing (dynamic) capabilities as routines, which, in turn, improve the entrepreneurial firms’ performance. Moreover, following the microfoundations argument of dynamic capabilities, we argue that these strategic marketing capabilities in the form of routines can be further enhanced by the entrepreneurial firm’s human resource flexibility. Our data reveals support for our arguments.

GPU-accelerated molecular dynamics: State-of-art software performance and porting from Nvidia CUDA to AMD HIP

2021 ◽  
pp. 109434202110082
Author(s):  
Nikolay Kondratyuk ◽  
Vsevolod Nikolskiy ◽  
Daniil Pavlov ◽  
Vladimir Stegailov
Keyword(s):  
Molecular Dynamics ◽  
High Performance ◽  
Software Performance ◽  
Computing Systems ◽  
Accelerated Molecular Dynamics ◽  
Nvidia Cuda ◽  
Software And Hardware ◽  
Management Capabilities ◽  
Utilization Time ◽  
Performance Computing

Classical molecular dynamics (MD) calculations represent a significant part of the utilization time of high-performance computing systems. As usual, the efficiency of such calculations is based on an interplay of software and hardware that are nowadays moving to hybrid GPU-based technologies. Several well-developed open-source MD codes focused on GPUs differ both in their data management capabilities and in performance. In this work, we analyze the performance of LAMMPS, GROMACS and OpenMM MD packages with different GPU backends on Nvidia Volta and AMD Vega20 GPUs. We consider the efficiency of solving two identical MD models (generic for material science and biomolecular studies) using different software and hardware combinations. We describe our experience in porting the CUDA backend of LAMMPS to ROCm HIP that shows considerable benefits for AMD GPUs comparatively to the OpenCL backend.

Resource Flexibility and Capital Structure

2014 ◽  
Vol 60 (3) ◽  
pp. 708-729 ◽  
Author(s):  
Jiri Chod ◽  
Jianer Zhou
Keyword(s):  
Capital Structure ◽  
Resource Flexibility

scholarly journals Why don’t (or do) organizations learn from projects?

2010 ◽  
Vol 41 (3) ◽  
pp. 325-344 ◽  
Author(s):  
Jacky Swan ◽  
Harry Scarbrough ◽  
Sue Newell
Keyword(s):  
Organizational Learning ◽  
Empirical Study ◽  
Organizational Context ◽  
Learning Transfer ◽  
Project Based Learning ◽  
Learning Mechanisms ◽  
Organizational Contexts ◽  
Different Types ◽  
Management Capabilities ◽  
Innovation And Change

Many different types of organizations use projects to accomplish specific tasks, especially tasks that involve innovation and change. However, there are often problems associated with both learning within projects and learning transfer from projects to the wider organization. Previous research suggests that these problems vary according to the organizational context, in particular the extent to which the organization is centred on the delivery of projects. Also, the link between project-based learning and organizational learning may be far from seamless, and may require the deployment of a range of learning mechanisms to be effective. In this article we explore and explain these problems through an empirical study which examined project-based learning across different organizational contexts. This study highlights the limitations of learning mechanisms based on reflection and codification. It suggests that firms generally only learn from projects, if at all, via the accumulation of experience amongst groups and individuals. The study suggests, however, that the accumulation of experience is most pronounced in organizational contexts which are project centred and where project management capabilities are well developed. In contrast, in organizations where projects are more varied and occasional, the struggle to exploit the highly heterogeneous forms of learning created within projects is greater.

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