Energy and Latency-aware Resource Reconfiguration in Fog Environments

2020 ◽  
Author(s):  
Noe Godinho ◽  
Henrique Silva ◽  
Marilia Curado ◽  
Luis Paquete
Keyword(s):  
Resource Reconfiguration

Resource Reconfiguration in Human-Capital-Intensive Firms

2017 ◽  
Author(s):  
Philipp Meyer-Doyle ◽  
John Kenneth Mawdsley ◽  
Olivier Chatain
Keyword(s):  
Human Capital ◽  
Resource Reconfiguration ◽  
Capital Intensive

Impact of resource reconfiguration on total factor productivity of service industry

2020 ◽  
pp. 002072092094057
Author(s):  
Yanhui Hu ◽  
Mengmeng Wang
Keyword(s):  
Structural Changes ◽  
Optimal Allocation ◽  
Service Industry ◽  
Service Industries ◽  
Production Factor ◽  
Marginal Production ◽  
Monopoly Industry ◽  
The Government ◽  
Marginal Returns ◽  
Resource Reconfiguration

Using the Chenery-Syrquin model, this paper investigates the effect of resources reallocation on the TFP of China’s service industry from 2003 to 2016.The main findings are as follows: there are significant structural changes in the production factor configuration of various industries within the service industry. The growth of service industry is still driven mainly by factor input. The resource reconfiguration effect has not yet become the main force driving the growth of TFP of the service industry. However, the structural dividend has become more and more obvious after 2008. The marginal production of capital in most service industries has reached a stage of total reduction and rapid convergence, and there is a convergence of marginal returns of capital within the service industry. The marginal production of labor in most service industries is on the stage of decrease in growth rate and increase in the total amount. Although the marginal production of labor still exhibits divergent characteristics, it has begun to show signs of convergence at the end of the study period. There are phenomena of “mismatching resources”, and the state control or monopoly industry is more serious. The government should improve the property rights system, expand openness, and formulate supporting policies to different industries to promote the optimal allocation of resources.

scholarly journals Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

2019 ◽  
Vol 11 (2) ◽  
pp. 551 ◽  
Author(s):  
Hongjia Ma ◽  
Qing Sun ◽  
Yang Gao ◽  
Yuan Gao
Keyword(s):  
Resource Management ◽  
Organizational Learning ◽  
Positive Impact ◽  
Competitive Advantages ◽  
Resource Integration ◽  
Analysis Method ◽  
Emerging Industries ◽  
Sustainable Competitive Advantages ◽  
Resource Reconfiguration ◽  
The Empirical Analysis

Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.

An Ontology-Based Resource Reconfiguration Method for Manufacturing Cyber-Physical Systems

2018 ◽  
Vol 23 (6) ◽  
pp. 2537-2546 ◽  
Author(s):  
Jiafu Wan ◽  
Boxing Yin ◽  
Di Li ◽  
Antonio Celesti ◽  
Fei Tao ◽  
...  
Keyword(s):  
Cyber Physical Systems ◽  
Physical Systems ◽  
Resource Reconfiguration

Pivot decisions in startups: a systematic literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ximena Alejandra Flechas Chaparro ◽  
Leonardo Augusto de Vasconcelos Gomes
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Systematic Literature Review ◽  
Building Blocks ◽  
Strategic Decisions ◽  
Content Type ◽  
Course Of Action ◽  
The Face ◽  
Definition Of ◽  
Resource Reconfiguration

PurposeEntrepreneurs' pivot decisions are poorly understood. The purpose of this paper is to review the existing literature on pivot decisions to identify the different conceptualizations, research streams and main theoretical building blocks and to offer a baseline framework for future studies on this phenomenon.Design/methodology/approachA systematic literature review of 86 peer-reviewed papers published between January 2008 and October 2020, focusing on the pivot decision in startups, was performed through bibliometric, descriptive and content analyses.FindingsThe literature review identifies four research streams concerning the pivot concept – pivot design, cognitive, negotiation and environmental perspectives. Building on previous studies, this paper provides a refined definition of a pivot that bridges elements from the four research streams identified: a pivot comprises strategic decisions made after a failure (or in the face of potential failure) of the current business model and leads to changes in the firm's course of action, resource reconfiguration and possible modifications of one or more business model elements. This study proposes a framework that elaborates the pivot literature by identifying four stages of the pivot process addressed in the existing literature: recognition, generating options, seizing and testing and reconfiguration.Originality/valueThis study provides a comprehensive review, enabling researchers to establish a baseline for developing future pivot research. Furthermore, it improves the conceptualization of pivots by summarizing prior definitions and proposing a refined definition that places decision-making and judgment at its center. That introduces new contextual and behavioral elements, contributing to a better understanding of how entrepreneurs assess alternative courses of action and envision possible outcomes to redirect a venture after failure.

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