Solar Photovoltaic Architecture and Agronomic Management in Agrivoltaic System: A Review

Agrivoltaic systems (AVS) offer a symbiotic strategy for co-location sustainable renewable energy and agricultural production. This is particularly important in densely populated developing and developed countries, where renewable energy development is becoming more important; however, profitable farmland must be preserved. As emphasized in the Food-Energy-Water (FEW) nexus, AVS advancements should not only focus on energy management, but also agronomic management (crop and water management). Thus, we critically review the important factors that influence the decision of energy management (solar PV architecture) and agronomic management in AV systems. The outcomes show that solar PV architecture and agronomic management advancements are reliant on (1) solar radiation qualities in term of light intensity and photosynthetically activate radiation (PAR), (2) AVS categories such as energy-centric, agricultural-centric, and agricultural-energy-centric, and (3) shareholder perspective (especially farmers). Next, several adjustments for crop selection and management are needed due to light limitation, microclimate condition beneath the solar structure, and solar structure constraints. More importantly, a systematic irrigation system is required to prevent damage to the solar panel structure. To summarize, AVS advancements should be carefully planned to ensure the goals of reducing reliance on non-renewable sources, mitigating global warming effects, and meeting the FEW initiatives.

Does Performance Breed Slack? Ownership as a Contingency to the Performance Feedback and Slack Relationship

Although organizational slack is a prominent construct in strategic management, it is often treated as an antecedent or enabler of other organizational outcomes, and thus our understanding of where slack comes from is underdeveloped. We draw on the behavioral theory of the firm to develop a better understanding about the antecedents of organizational slack. In so doing, we address a gap in the literature on the antecedents of slack by developing base models showing how and why performance feedback influences the three most common types of slack studied in the literature. Moreover, we contend that ownership is an important contingency that influences these relationships because different types of owners are motivated by different norms. Within a “communitarian” culture such as Japan, domestic owners generally have a multifaceted relationship with the firm and hence are motivated by norms of reciprocity and embeddedness, thereby allowing managers to adopt a stakeholder perspective. In contrast, foreign investors typically have only an arm’s-length relationship with the firm and are thus motivated by stock price, thereby putting “contractarian” pressures on managers to adopt a shareholder perspective. This domestic/foreign ownership distinction influences how resources are allocated and therefore the relationship between performance feedback and different types of slack in the firm. We further emphasize that these relationships will vary in accordance to where the slack resides: internal or external to the firm. We find general support for our hypotheses.

Social responsibility skepticism: shareholder and stakeholder perspectives

Purpose The purpose of this paper is to introduce the notion of social responsibility skepticism (SRS) and demonstrate its importance to the existing social responsibility literature. Stakeholder-emphasizing perspective (STEP) and shareholder-emphasizing perspective (SHEP) are tested as independent constructs that both serve to reduce skepticism. SHEP, STEP and SRS are shown to be interrelated but independent ideas. Design/methodology/approach The study is based on a primary questionnaire survey of managers. Multivariate regression analysis is used for analysis, level of management is a moderating variable and age and gender are control variables. Findings Managers who accept either the shareholder emphasis or the stakeholder emphasis have lower social responsibility skepticism. STEP and SHEP appear to be two independent constructs that both serve to reduce skepticism, although STEP is slightly more effective. The relationship is stronger for STEP managers and for higher level managers. Research limitations/implications Findings may be influenced by the existing political or business milieu. Findings on the moderating effect of level of management and age may reflect generational differences. Changes in gender roles may also affect findings. Practical implications Acceptance of management theories oriented either toward a stakeholder perspective or a shareholder perspective is associated with less skepticism. The legitimacy and value of each perspective should be acknowledged. Social implications Managers require support for decisions taking social responsibility into account. This study demonstrates that grounding in stakeholder theory or shareholder theory can reduce SRS. Originality/value This study introduces the new concept of SRS and provides a scale to measure this new variable. New scales are also provided for SHEP and STEP. Both perspectives negate tendencies toward SRS.

Measurement of Financial Performance of a Commercial Bank from Varied Perspectives: A Case Study of Islami Bank Bangladesh Limited

Purpose: The study aims to measure the financial performance of Islami Bank Bangladesh Limited (IBBL) from three different perspectives, such as the bank management perspective, market perspective, and shareholder perspective. Design/Methodology/Approach: A range of financial ratios/indicators are used, include activity ratios, short-term solvency ratios, asset quality ratios, and management capability ratios, to illustrate the performance of the bank in several operational areas. Subsequently, accounting return-based, market-based, and value-based performance measures are used to assess the financial performance of the bank. All data are collected from the publicly available annual reports of the bank over the period 2012-2017. Findings: The study finds that the bank has not faced liquidity problem and it has enhanced its efficiency throughout the study period. However, it has experienced poor management capability in the collection of deposits. Overall, the study finds that the financial performance of the bank from all perspectives is satisfactory with a little variation throughout the study period. Research Limitations: The results, however, are subject to several limitations, such as it uses short-term performance measures and fails to assess the causal relationship between financial performance and other financial factors. Originality/Value: Unlike prior studies, the study assesses the financial performance of IBBL using market-based and value-based performance measures along with accounting return-based performance measures. The outcomes of the study are important for different stakeholders of the bank, particularly employees, depositors, and shareholders. The current bank management also requires the same outcomes, as they require improving the management capability area to achieve its vision.

Strategies for boards of directors to meet the challenges associated with AI, gentrification, and emerging technological advances

The major research question or issue in this paper is to develop strategies for companies and Boards of Directors to seize opportunities from emerging technological advances, instead of being threatened by artificial intelligence (AI), gentrification, and other new technologies. For example, in 2019 Microsoft made a $500 million positive response to Seattle’s gentrification while Amazon made a negative gentrification response by withdrawing its New York City headquarters offer. Seven steps for digital transformation were advocated herein, using the strategy of “Adapt or Die”. Another strategy was to create person/machine partnerships, and six steps were recommended for job retraining in this environment where today will be the slowest day for technology change in this lifetime. An additional strategy was to benchmark the 50 Smartest Companies in the world in order to try to adopt their best business practices. The emergence of AI and robotics replacing jobs can be viewed as a positive trend if companies and Boards of Directors take advantage of these technological breakthroughs to help businesses, employees, and communities become more efficient and effective, especially with a broader stakeholder and sustainability perspective, as opposed to the narrow shareholder perspective. The major sections of this paper are gentrification, positive and negative responses to gentrification, the evolving technology environment for jobs, “adapt or die” strategy with implications for companies and Boards of Directors, related stakeholder and sustainability focus, strategies to avoid “Fear of Missing Out”, and summary.

PERANCANGAN KEY PERFORMANCE INDICATORS KINERJA SUPPLY CHAIN PT.XYZ DENGAN PENDEKATAN BALANCED SCORECARD

Supply Chain performance measurement PT.XYZ had only seen from the productivity of the Company. Productivity is only able to measure the performance of the internal process, while the internal process is but one link in the chain of Supply Chain. Companies need to design a model of supply chain performance measurement as a whole and integrated in a causal relationship, ranging from suppliers, internal processes to customers, in order to know the effectiveness of supply chain companies. Balanced scorecard meet the necessary perspective. Balanced scorecard model is used as a framework for designing of Key Performance Indicator (KPI) of supply chain performance PT.XYZ. KPI is design based on 4 perspectives, that is : internal processes, customers, learning and growth and perspective financial. Weighting to determine priorities between perspective and KPI performed using Analytical Hierarchy Process (AHP). Result from th eanalysis is generated 20 KPI. Internal process perspective contain 9 KPIs with total weight 21,0 %, Customer perspective contain 6 KPIs with total weight 42,6 %, Learning and growth perspective contain 4 KPIs with total weight 17,5 %, Shareholder perspective contain 1 KPI with total weight 19,0.

PERANAN STRATEGIS MODAL INTELEKTUAL DALAM PERSAINGAN BISNIS DI ERA JASA

The traditional way of measuring an organization wealth is to focus on the organization’s tangible assets which consists of three major categories, namely : current assets, fixed assets, and investment assets. Although intangible assets are recognized, but in practice, this so-called “hidden assets” have never been taken seriously to be managed well by most organizations. It is only recently that investors have begun to give more attention to the problem of measuring and managing intangible assets. The main reason for the rising interest on this kind of assets is related to the observed gap between the market values and the book values of most public listed companies. Based on data taken from the New York Stock Exchange, over a period of 20 years, said gap has been widening. As reported in the Journal of Knowledge Management (November 1997) the top five valued organizations have a value that, on the average, was 13 times the book value. For instance, Microsoft and Coca Cola were valued, respectively, 21 and 26 times over their book values. This shows and quantifies the hidden potentials of intangible capabilities within organization, which are usually not included in the traditional accounted book value. Furthermore, it also indicates an appreciation of the future earnings potential of the enterprise. This growing value gap, implies, that there is a trend that has been escalating during the 1977-1997 period. From a management as well as a shareholder perspective the key focus should consequently be on these components of hidden or intangible capabilities for future earnings potential,. Since 1995 this hidden asset is called intellectual asset (capita) which consists of two major categories, namely, human capital and structural capital. The latter can further be divided into an internal (oriented) structural capital and an external (market orientation) structural capital. As the world economy evolves into a service economy, hence, intellectual capital will be regarded as one of the major driving forces of value creation of enterprises..

The Role of Boards of Directors in Tourist Organizations

Tourist organizations are destination-based institutions that draw together stakeholders with interests in tourism. Our present knowledge of the governance of such organizations is limited. The aim of this research was to explore directors’ roles and responsibilities, and determine whom they see themselves working for. Focus group interviews with 37 directors in Norwegian organizations revealed that boards undertake several responsibilities. There seemed to be a gap between what they considered important and the level of attention given to specific responsibilities. The study further revealed that a shareholder perspective was present, yet limited in the context of tourist organizations. A stakeholder perspective could partly explain their behavior. Boards of directors in tourist organizations care for many interests, not merely the organization’s owners. Theoretical and managerial implications based on the study results are highlighted.