Mitigating Aircraft Auxiliary Power Unit Carbon Dioxide (CO2) Emissions During the Aircraft Turnaround Process from the Use of Solar Power at the Airport Gate: The Case of Moi International Airport, Kenya

One of the most pervasive trends in the global airport industry in recent times has been the adoption of green renewable technologies. Many airports around the world have now installed photovoltaic (PV) solar systems as a key environmental measure. One of the critical areas of energy management at an airport is the provision of power and cooling at the gate, which is used during the aircraft turnaround process. Historically, the aircraft auxiliary power unit (APU) was the primary power source during the aircraft turnaround process. In recent times, airports have transitioned to the use of fixed electrical ground power (FEGP) and preconditioned air to mitigate the emissions from use of aircraft auxiliary power unit (APUs). Based on an instrumental case study research approach, this study has examined how Moi International Airport in Kenya has mitigated the airport’s carbon footprint by using a green, renewable energy system. The study’s qualitative data was examined by document analysis. The case study revealed that Moi International Airport has installed a photovoltaic (PV) solar system with a 500kW capacity that is used to primarily provide solar power at the airport’s apron area. The photovoltaic (PV) solar system has delivered Moi International Airport with an important environmental related benefit as it has enabled the airport to reduce it carbon footprint, as the photovoltaic (PV) solar system has reduced the airport’s carbon dioxide (CO2) emissions by an estimated 1,300 tonnes per annum.

TURNAROUND MANAGEMENT THROUGH BUSINESS PROCESS RE-ENGINEERING FOR SBH HOTEL, BANDUNG, INDONESIA

The fact that no company is immune to distress is indicates that business perform in a similar fashion to products. A company’s failures or a passive reaction towards handling the decline would cause the company to end up in crisis. SBH Hotel has seen a continuous decline in occupancy rates from 2016 to 2019 from 70% to 51% and 27% after the COVID-19 pandemic hit. The hotel’s sluggish reaction towards increasing competition and small improvements in management since its establishment in 1998, were not good enough to help them rebound and led them into their present crisis. Turnaround management that has been known to be the best strategy to save a company in crisis, is the proposed solution that this research paper recommends. The financial data collected, interviews and this researcher’s observations in the gathering of the data and the use of International Turnaround Management Standard framework by Lymbersky will be applied in a bid to resolve the hotel’s crisis. The International Turnaround Management Standard framework by Lymbersky was chosen as a solution due to its thorough coverage which makes it the suitable framework for the turnaround process. The framework covers areas which include, financial strategies, operational and others that the hotel needs to consider. Business process re-engineering will also help this researcher to determine the change in management processes that are required when developing the hotel’s turnaround management action plan. This research paper will be a development from previous research regard its marketing strategy. Turnaround management will be done through Business Process Reengineering as a rethinking and redesign process. SBH Hotel expected to perform with better management process and provide customer with higher quality of services and products. SBH Hotel ability in earning outstanding guests’ experience brought hotel more guest loyalty and help the hotel remain profitable.

CCRK/CDK20 regulates ciliary retrograde protein trafficking via interacting with BROMI/TBC1D32

CCRK/CDK20 was reported to interact with BROMI/TBC1D32 and regulate ciliary Hedgehog signaling. In various organisms, mutations in the orthologs of CCRK and those of the kinase ICK/CILK1, which is phosphorylated by CCRK, are known to result in cilia elongation. Furthermore, we recently showed that ICK regulates retrograde ciliary protein trafficking and/or the turnaround event at the ciliary tips, and that its mutations result in the elimination of intraflagellar transport (IFT) proteins that have overaccumulated at the bulged ciliary tips as extracellular vesicles, in addition to cilia elongation. However, how these proteins cooperate to regulate ciliary protein trafficking has remained unclear. We here show that the phenotypes of CCRK-knockout (KO) cells closely resemble those of ICK-KO cells; namely, the overaccumulation of IFT proteins at the bulged ciliary tips, which appear to be eliminated as extracellular vesicles, and the enrichment of GPR161 and Smoothened on the ciliary membrane. The abnormal phenotypes of CCRK-KO cells were rescued by the exogenous expression of wild-type CCRK but not its kinase-dead mutant or a mutant defective in BROMI binding. These results together indicate that CCRK regulates the turnaround process at the ciliary tips in concert with BROMI and probably via activating ICK.

Book review: “Innovation in financial restructuring: Focus on signals, processes and tools”

This review analyses the book titled "Innovation in financial restructuring: Focus on signals, processes and tools" co-authored by Marco Tutino and Valerio Ranciaro (Virtus Interpress, 2020; ISBN: 978-6-177309-10-8). The review highlights the original approach of the book to financial restructuring management and turnaround process. It describes in detail the structure of the book and content of chapters within the book. The review indicates that the book provides indications that will help academics, regulators and professionals to better manage the financial restructuring and prevent financial crisis.

Political satire and the counter-framing of public sector IT project escalation

© 2018 by the Association for Information Systems. Despite significant research into why IT projects fail, the frequency and impact of failure remains high. Attention has shifted to understanding and guiding de-escalation (i.e., reversing failure). This major turnaround process initially benefits from negative feedback on the status quo and requires an organization to break its established frames and re-establish its legitimacy with stakeholders (Pan & Pan, 2011). We consider the role of satire as a lens to challenge dominant frames and better understand stakeholders during the shift towards de-escalation based on analyzing political cartoons about high-profile troubled public sector projects in New Zealand and Denmark. Drawing on the theories of technological frames of reference, legitimacy, and stakeholder salience, we show how cartoonists expose and critique the normative framing of dysfunctionality to act as field-level evaluators of legitimacy. Through counter-framing, exaggeration, and metaphor, they emphasize the urgency of citizen users’ claims while undermining the legitimacy of powerful stakeholders. We extract lessons for stakeholder management and communication during project turnaround and suggest that satire could be a valuable addition to diagnostic and planning tools during de-escalation. We identify that sensitivity to framing of IT projects exists in the public realm, which reinforces calls for organizations to consider institutional framing.

Political satire and the counter-framing of public sector IT project escalation

© 2018 by the Association for Information Systems. Despite significant research into why IT projects fail, the frequency and impact of failure remains high. Attention has shifted to understanding and guiding de-escalation (i.e., reversing failure). This major turnaround process initially benefits from negative feedback on the status quo and requires an organization to break its established frames and re-establish its legitimacy with stakeholders (Pan & Pan, 2011). We consider the role of satire as a lens to challenge dominant frames and better understand stakeholders during the shift towards de-escalation based on analyzing political cartoons about high-profile troubled public sector projects in New Zealand and Denmark. Drawing on the theories of technological frames of reference, legitimacy, and stakeholder salience, we show how cartoonists expose and critique the normative framing of dysfunctionality to act as field-level evaluators of legitimacy. Through counter-framing, exaggeration, and metaphor, they emphasize the urgency of citizen users’ claims while undermining the legitimacy of powerful stakeholders. We extract lessons for stakeholder management and communication during project turnaround and suggest that satire could be a valuable addition to diagnostic and planning tools during de-escalation. We identify that sensitivity to framing of IT projects exists in the public realm, which reinforces calls for organizations to consider institutional framing.

Compensation gap, retrenchment strategy and organizational turnaround: a configurational perspective

PurposeThis paper extends the current understanding of the retrenchment-–turnaround relationship in declined companies by introducing a compensation gap view. It argues that the effectiveness of the retrenchment strategy is contingent on reducing the executive-employee compensation gap in the turnaround process.Design/methodology/approachDrawing from a two-stage turnaround model and insights from the literature on executive-employee compensation gap, we develop and test a theoretical model that explains how five attributes, which refer to executive-employee compensation gap, asset retrenchment, cost retrenchment, ownership and size, affect the outcome of the organizational turnaround. This paper uses the fuzzy-set qualitative comparative analysis (fsQCA) method and based on the samples of 112 listed companies that experience the decline between 2005 and 2013.FindingsThis paper concludes two valid causal paths and finds that small companies with small executive-employee compensation gap have a higher likelihood of successful turnaround when they implement cost or asset retrenchment actions. As for large state-owned companies, they should reduce the costs and maintain a small executive-employee compensation gap. An excessive compensation gap can be problematic, which could impair the organizational ability to cope with adversity and decline.Research limitations/implicationsFirst, this paper taps the vital role of employees in the turnaround process besides the mainstream “organizational decline-layoffs” logic, which hints a new human resource management strategy when organizations are facing decline. Second, this paper reveals the theoretical linkage between pay dispersion, internal stakeholder and organizational resilience. Third, as a methodological contribution, we introduce fsQCA, overcoming the shortcomings of turnaround strategy research with case and regression analysis and breaking through the paradigm of “specific factor-turnaround.”Practical implicationsOrganizational turnaround is a systematic process that constitutes multiple factors together. When organizations take the asset retrenchment to stop bleeding, reducing the executive-employee compensation gap will help enhance employee's cognition of organizational values and strategic goals, eliminate feelings of exploitation in retrenchment implementation and thus effectively promote turnaround. This paper also provides a basis for executive compensation restrictions and re-examines pay dispersion and economic inequality.Originality/valueThis study sheds some light on the importance of the executive-employee compensation gap in retrenchment strategy and contributes to both organizational turnaround and pay dispersion theories. Also, it reveals the theoretical linkage between internal stakeholders, organizational resilience and long-term orientation.

Magnets and school turnarounds: Revisiting policies for promoting equitable, diverse schools

This case study examines how magnet school and school turnaround processes can work together to promote desegregation and improvement. Based on cross-case analysis of three magnet schools undergoing turnarounds, this study draws on data from the 2010 federal Magnet Schools Assistance Program grant and qualitative fieldwork through observations, interviews, and focus groups. In academically struggling schools with high concentrations of students of color and low-income students, successful magnet turnarounds involve changes across many aspects of the schools. While the local context is essential for shaping the magnet turnaround process, these three schools reveal common ways in which participants viewed their schools as successful turnarounds, the elements that supported success, and the challenges that magnets undergoing a turnaround are likely to face. Participants’ perceptions of a successful turnaround were based on increasing family interest and increasing racial and economic diversity, as well as improvements in curriculum and instruction, school culture, and academic achievement. This study helps broaden our definition of a school turnaround beyond higher test scores and reminds us of the origins of the concept, which revolved around desegregation. Lessons from the sites suggest that rather than closing underperforming or under-enrolled schools, districts should consider magnet schools as a turnaround approach.