scholarly journals PHASES OF THE LIFE CYCLE OF UNIVERSITY SCIENTIFIC AND PEDAGOGICAL SPECIALIST’S BRAND

2021 ◽  
pp. 144-151
Author(s):  
Ivan Yunyk
Keyword(s):  
Life Cycle ◽  
Scientific Activity ◽  
Target Audience ◽  
Cycle Phase ◽  
Phase Differentiation ◽  
Life Cycle Phase ◽  
University Professor ◽  
The Moment ◽  
High Level ◽  
The University

The article considers the life cycle of a university scientific and pedagogical specialist's brand as a continuous period from the moment of gaining a high level of recognition by the target audience to the moment of loss of specified influence on the target audience. A direct correlation between the phases of a university scientific and pedagogical specialist's brand life cycle and starting points of the theory of innovation diffusion is proved there. The division of the life cycle of a brand into six phases is proposed. They are as follows: phase of development of branding technology, phase of the introduction of a university scientific and pedagogical specialistʼs brand into the educational and scientific activity of a university, phase of growth of personal and professional potential of a brand, phase of stabilization of interaction of image and reputation brand components; the phase of extinction of the university specialist’s brand and the phase of the brandʼs exit from the market of providing educational and scientific services. The inexpediency of purposefully avoiding the development phase of branding technology is argued, as such “dynamically oriented” branding does not take into account the peculiarities of the personal and professional potential of the specialist, as well as lacks systemic and strategic focus. It is specified that depending on the purpose of application, rebranding of the university professor’s brand can act as a connecting phase of a life cycle of a specialists’ brand and as a singular process of formation of a new university professor’s brand. It is emphasized that preventive or forced-consolidating rebranding by a university professor due to fixing a temporary decline in his brand demand by the target audience in a phase of growth of personal and professional potential is ineffective. Keywords: brand; university professor; life cycle; phase; differentiation; target audience; university; rebranding.

scholarly journals PROFESSOR ANATOLY ANDREEVICH BABANIN (THE 80TH ANNIVERSARY)

2020 ◽  
Vol 10 (2) ◽  
pp. 112-115
Author(s):  
T. A. Fominykh ◽  
B. L. Kutsevol ◽  
V. V. Kisel’ev ◽  
A. N. Zakharova ◽  
V. S. Ulanov ◽  
...  
Keyword(s):  
Medical Education ◽  
Scientific Activity ◽  
Medical Institute ◽  
Medical Sciences ◽  
80Th Anniversary ◽  
High Level ◽  
The University ◽  
Medical University ◽  
Higher Medical Education ◽  
Scientific Achievements

The article is dedicated to the 80th anniversary of the Doctor of Medical Sciences (MD), Professor Anatoly Andree- vich Babanin. The article highlights the main events in the life of the famous scientist, lists the main achievements and scientific achievements. The life and scientific activities of Anatoly Andreevich are inextricably linked with the Crimean Medical Institute (University), within the walls of which the future professor first received a higher medical education, and then, after years of successful scientific activity, headed the university as a rector for many years. Thanks to the talented leadership, the Crimean Medical University has reached a high level of scientific and technological develop- ment and international recognition. For long productive work and scientific achievements, Professor A.A. Babanin awarded numerous government and international awards and titles, and currently continues active work for the benefit of higher medical education in Crimea.

scholarly journals Creativity, innovation and implementation: Management experience, venture size, life cycle stage, race and gender as moderators

2005 ◽  
Vol 36 (4) ◽  
pp. 55-68 ◽  
Author(s):  
M. Pretorius ◽  
S. M. Millard ◽  
M. E. Kruger
Keyword(s):  
Life Cycle ◽  
Life Cycle Stage ◽  
Entrepreneurial Activity ◽  
Cycle Phase ◽  
Race And Gender ◽  
Self Evaluation ◽  
Life Cycle Phase ◽  
Management Experience ◽  
And Gender ◽  
Implementation Management

SMME (small, medium and micro-enterprise) development has been identified by the South African government as a priority in creating jobs. The Global Entrepreneurship Monitor reports low entrepreneurial activity and suggests entrepreneurial education as paramount for improvement. Entrepreneurial skills depend on creativity and innovation as it distinguishes the entrepreneur from the small venture owner. This study empirically investigated the perceptions of small venture owners about their own creativity, their ventures’ innovativeness as well as their implementation orientation. While levels of self-evaluation for own creativity and venture innovativeness were high, implementation orientation was low and correlations between them were weak and not significant. Notwithstanding the expectation that high creativity will lead to high innovation and implementation, this article reports otherwise.It was found that number of years management experience, life cycle phase of the venture and race (cultural heritage) but not venture size and gender moderate perception of own creativity. Perception of venture innovativeness was significantly influenced by the life cycle phase of the venture only. Implementation orientation was significantly influenced by the number of years management experience, life cycle phase of the venture, venture size and race but not by gender.

Job switching and communities of practice: mapping facilitators and dampeners to life cycle

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Parijat Lanke ◽  
Papri Nath
Keyword(s):  
Life Cycle ◽  
Communities Of Practice ◽  
Organizational Factors ◽  
Switching Behavior ◽  
Practice Research ◽  
Cycle Phase ◽  
Content Type ◽  
Life Cycle Phase ◽  
Contemporary Perspective ◽  
The Impact

Purpose This paper aims to understand the impact of the job switching behavior on different stages of the communities of practice’s life cycle. Job switching has been viewed from both positive and negative point of views, and its impact on certain organizational factors might be found in literature. Job switching/job hopping behavior of an individual might be fueled by socio-economic factors as well as fun, but it has serious implication for the companies. But an understanding of how this new employee might influence the communities of practice, given which stage is the community in, is something that has not been studied yet. This work is an attempt in that direction. Design/methodology/approach Using integrative review technique, this paper forwards a conceptual framework based on the literature reviewed and builds a model using an understanding of the nuances of each stage of the life cycle of communities of practice. Findings The model proposes the impact of switching on each stage of the life cycle of communities of practice. It is observed that at each stage a new entrant who is a “job hopper” might either help or hinder the progress of a community of practice. Research limitations/implications This paper gives a new impetus to the research on communities of practice in contemporary perspective. The model proposed could be tested using data from real communities of practice. This paper limits itself to the proposal of the model and does not engage in testing it. Practical implications Organizations and managers may use the model to understand how a new entrant to the organization will complement the existing life cycle phase of the communities of practice within. Originality/value The conceptual model proposed is unique in its context of job switching behavior and its effect on communities of practice. Research on communities of practice from this contemporary perspective might bring important research directions in future.

Value Creation and Cost Management by Use of the New ISO 15663 Life Cycle Costing Standard

2021 ◽  
Author(s):  
Endre Willmann ◽  
Runar Østebø ◽  
Eduardo H. R. Montalvao
Keyword(s):  
Life Cycle ◽  
Decision Support ◽  
Value Creation ◽  
Life Cycle Cost ◽  
Net Present Value ◽  
Oil And Gas ◽  
Cost Management ◽  
Life Cycle Costing ◽  
Cycle Phase ◽  
Life Cycle Phase

Abstract The new edition of the ISO 15663 standard has been developed during the recent years and will strengthen the industry cost management for business value creation. This paper shows how such standardization can be used to further enhance and promote adoption of a common and consistent approach to life cycle costing in the offshore oil and gas industry. The new ISO 15663 edition maintains key principles from previous editions, but does also introduce an improved and revised management methodology for application of life cycle costing. The purpose is to provide decision support for selecting between alternative options (e.g., projects, operational and technical subject matters) across life cycle phases, also aligned with overall corporate business objectives such as HSE and sustainability. It also provides the means of identifying cost drivers and a framework for value optimization over the entire life of an asset. The international standard is providing an essential set of normative requirements on how to implement and apply the life cycle costing methodology and the decision criteria, supported by an exhaustive part of recommended practices. This includes the identification of common and specific contractual considerations for operators, contractors and vendors (e.g., complementary metrics besides expenditure, such as systems availability guarantee and risk-sharing clauses). It also includes the application in the life cycle phases of an asset, the techniques and data input, examples of application, and assessment and lessons learnt. Capital expenditure (CAPEX), operating expenditure (OPEX), revenue and lost revenue (LOSTREV) factors are addressed. The standard includes an unambiguous definition of the economic objectives of a project and application of the same business criteria when making major engineering decisions. The life cycle costing methodology is applicable to all asset decisions in any life cycle phase, but should be applied only when expected to add value for decision-support. The required extent of planning and management of the appropriate life cycle costing is depending on the magnitude of the costs involved, the potential value that can be created and the life cycle phase. This paper demonstrates how the new ISO 15663 can be utilized by providing new examples of life cycle costing, to give all participants in the process — oil and gas operators, contractors and vendors — an up-to-date and streamlined set of requirements and guidance, encouraging a fit for purpose application. The paper does also present unique key economic evaluation measures such as life cycle cost (LCC) and net present value (NPV).

Eco-Design Platform Within an Extended Enterprise: How to Implement It?

2014 ◽  
Author(s):  
Michele Germani ◽  
Marco Mandolini ◽  
Marco Marconi ◽  
Alessandro Morbidoni ◽  
Marta Rossi
Keyword(s):  
Life Cycle ◽  
Design Process ◽  
Product Life Cycle ◽  
Industrial Sector ◽  
Design Guidelines ◽  
Cycle Phase ◽  
Product Life ◽  
Leading Role ◽  
Life Cycle Phase ◽  
Pass Through

Nowadays, the environmental issue has become increasingly important and has taken a leading role in the product design process. The product sustainability pass through the use of specific software tools supporting the design phase. Their integration, to build up a platform, is a key aspect toward the implementation of an effective eco-design approach. Even if the approaches presented in literature to create an eco-design platform aim to integrate environmental aspects during the design process, a proper tools integration is not existing. To overcome these limitations, the paper presents an eco-design platform in which tools for the improvement of the product environmental characteristics are contained. The tools of the platform are used to calculate the environmental impact of a product for each product life cycle phase: manufacturing, transportation, use and End of Life. The platform is completed by a tool containing the eco-design guidelines, also specific for the industrial sector of the company, used to suggest the designers how to improve the product eco-sustainability. The end users of the platform consist of designers from the design office but also from every department relevant for the project, mainly R&D, production, purchasing department, and quality. In particular, the following roles have been considered as users: designer, product manager, environmental manager and buyer. Designers and company experts use the same workspace, made of different tools. They can detail all the product life cycle phases, quantify the product performances, modify its characteristics and verify the improvements obtained without change the traditional design process in a radical way.

Hypnea musciformis(Cystocloniaceae) from the Yucatan Peninsula: morphological variability in relation to life-cycle phase

Phycologia ◽  
2016 ◽  
Vol 55 (2) ◽  
pp. 230-242 ◽  
Author(s):  
Erika Vázquez-Delfín ◽  
Ga Hun Boo ◽  
Dení Rodríguez ◽  
Sung Min Boo ◽  
Daniel Robledo
Keyword(s):  
Life Cycle ◽  
Yucatan Peninsula ◽  
Morphological Variability ◽  
Cycle Phase ◽  
Hypnea Musciformis ◽  
Yucatán Peninsula ◽  
Life Cycle Phase
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