The influence mechanism of daylight visual evaluation in college classrooms under visual field physiological characteristics of student group: Case study

2022 ◽  
Vol 209 ◽  
pp. 108655
Author(s):  
Gang Liu ◽  
Guanhua Qu ◽  
Lei Ren ◽  
Yuanyuan Zhang ◽  
Xingyu Zang ◽  
...  
Keyword(s):  
Visual Field ◽  
Physiological Characteristics ◽  
Student Group ◽  
Visual Evaluation ◽  
College Classrooms ◽  
Group Case ◽  
Influence Mechanism

Dissemination and Cultural Change as an Alternative Business Value Proposition in the Construction Industry: Manni Group Case Study

2021 ◽  
pp. 239496432110497
Author(s):  
Umberto Tinazzi
Keyword(s):  
Construction Industry ◽  
Cultural Change ◽  
Business Value ◽  
Value Proposition ◽  
Positive Role ◽  
New Techniques ◽  
Group Case ◽  
The Right

There is a gap of knowledge between practitioners about the off-site construction. For this reason, the Manni Group case study presented in this article highlights the positive role of dissemination as business value proposition support in the context of off-site construction industry. The Manni Group involved opinion leaders, professionals, universities and industrial partners in a network of dissemination that, going beyond the concept of advertising, it generated a multiple effect of value creation between the direct and indirect involved stakeholders. Dissemination emerges as a model of action that creates impacts on cultural change. It is scalable and applicable in many areas where actors have the right competences to manage the dissemination. Wherever there is a knowledge gap or friction towards new techniques and methodologies, the model is able to create value for companies and stakeholders involved in the emerging network.

Developing a shared approach to support: a support group case study

1997 ◽  
Vol 12 (3) ◽  
pp. 209-224 ◽  
Author(s):  
Angeles Parrilla ◽  
Elena Hernandez ◽  
Paulino Murillo
Keyword(s):  
Support Group ◽  
Group Case

How does the evolution of an organization's multiple-dominant-logic system affect its ambidextrous innovation?

2021 ◽  
Vol 34 (3) ◽  
pp. 545-569
Author(s):  
Haifen Lin ◽  
Tingchen Qu
Keyword(s):  
Structured Interviews ◽  
Content Type ◽  
Internal Resources ◽  
Dominant Logic ◽  
Influence Mechanism ◽  
Entrepreneurial Bricolage ◽  
Set Up ◽  
Logic System ◽  
The Way

PurposeThis paper aims to address how an organization's multiple-dominant-logic system evolves as it grows and how does this evolution affect the way managers choose to balance ambidextrous innovation.Design/methodology/approachThis paper adopts an interpretive and exploratory case study on the mechanism of how the multiple-dominant-logic system influences the decision of balanced ambidextrous innovation. Considering that the multiple-dominant-logic system will change with the development of a firm, this paper focuses on exploring how the evolution of multiple-dominant-logic system affects the way managers choose to balance ambidextrous innovation. The authors spent almost two years collecting data from M-grass Ecology and following the evolution and innovation through semi-structured interviews, archival data and observation. Then they set up a framework showing the influence mechanism by analyzing the data through a four-step process.FindingsThis research points out that an organization's multiple-dominant-logic system may change for several times in its growth. It provides a model for the evolution of a multiple-dominant-logic system. It confirms that firms' multiple-dominant-logic system is not immutable, but evolves with the change of the firm's internal resources and external environment. Also, it finds that under the influence of different multiple-dominant-logic architectures, mangers choose different ways to balance ambidextrous innovation. In this process, appropriate entrepreneurial bricolage plays a significant role in balancing ambidextrous innovation.Originality/valueThe findings offer some valuable insights for further research on dominant logics and ambidextrous innovation and hold important implications for managers making a decision.

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