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technology officer</title> <meta name="description" content="Search results for: chief technology officer"> <meta name="keywords" content="chief technology officer"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="chief technology officer"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 7900</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: chief technology officer</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7900</span> Challenges of Implementing Zero Trust Security Based on NIST SP 800-207</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mazhar%20Hamayun">Mazhar Hamayun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations need to take a holistic approach to their Zero Trust strategic and tactical security needs. This includes using a framework-agnostic model that will ensure all enterprise resources are being accessed securely, regardless of their location. Such can be achieved through the implementation of a security posture, monitoring the posture, and adjusting the posture through the Identify, Detect, Protect, Respond, and Recover Methods, The target audience of this document includes those involved in the management and operational functions of risk, information security, and information technology. This audience consists of the chief information security officer, chief information officer, chief technology officer, and those leading digital transformation initiatives where Zero Trust methods can help protect an organization’s data assets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ZTNA" title="ZTNA">ZTNA</a>, <a href="https://publications.waset.org/abstracts/search?q=zerotrust%20architecture" title=" zerotrust architecture"> zerotrust architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=microsegmentation" title=" microsegmentation"> microsegmentation</a>, <a href="https://publications.waset.org/abstracts/search?q=NIST%20SP%20800-207" title=" NIST SP 800-207"> NIST SP 800-207</a> </p> <a href="https://publications.waset.org/abstracts/163771/challenges-of-implementing-zero-trust-security-based-on-nist-sp-800-207" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163771.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">87</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7899</span> Chief Financial Officer Compensation in Mergers and Acquisitions Activities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Martin%20Bugeja">Martin Bugeja</a>, <a href="https://publications.waset.org/abstracts/search?q=Helen%20Spiropolos"> Helen Spiropolos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Using a sample of U.S. firms during the period 1993-2015, this study examines whether mergers and acquisitions (M&A) impact the compensation of the Chief Financial Officer (CFO) in the bidding and integration phases of M&As. The study finds that after controlling for CEO power, CFOs’ total compensation is higher during M&A years and is driven by higher equity incentives. These results are robust to controlling for self-selection. Furthermore, CFOs receive a greater bonus during the year of acquisition and the year prior. The study also investigates if CFO compensation during M&A years is driven by M&A characteristics and finds that deal size and diversification are positively related to total compensation while completion time is negatively related. The results are robust to a number of sensitivity tests and additional analyses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=chief%20financial%20officer" title="chief financial officer">chief financial officer</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=mergers" title=" mergers"> mergers</a>, <a href="https://publications.waset.org/abstracts/search?q=acquisitions" title=" acquisitions"> acquisitions</a> </p> <a href="https://publications.waset.org/abstracts/180384/chief-financial-officer-compensation-in-mergers-and-acquisitions-activities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/180384.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">59</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7898</span> The Link between Corporate Governance and EU Competition Law Enforcement: A Conditional Logistic Regression Analysis of the Role of Diversity, Independence and Corporate Social Responsibility</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeroen%20De%20Ceuster">Jeroen De Ceuster</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study is the first empirical analysis of the link between corporate governance and European Union competition law. Although competition law enforcement is often studied through the lens of competition law, we offer an alternative perspective by looking at a number of corporate governance factor at the level of the board of directors. We find that undertakings where the Chief Executive Officer is also chairman of the board are twice as likely to violate European Union competition law. No significant relationship was found between European Union competition law infringements and gender diversity of the board, the size of the board, the percentage of directors appointed after the Chief Executive Officer, the percentage of independent directors, or the presence of corporate social responsibility (CSR) committee. This contribution is based on a 1-1 matched peer study. Our sample includes all ultimate parent companies with a board that have been sanctioned by the European Commission for either anticompetitive agreements or abuse of dominance for the period from 2004 to 2018. These companies were matched to a company with headquarters in the same country, belongs to the same industry group, is active in the European Economic Area, and is the nearest neighbor to the infringing company in terms of revenue. Our final sample includes 121 pairs. As is common with matched peer studies, we use CLR to analyze the differences within these pairs. The only statistically significant independent variable after controlling for size and performance is CEO/Chair duality. The results indicate that companies whose Chief Executive Officer also functions as chairman of the board are twice as likely to infringe European Union competition law. This is in line with the monitoring theory of the board of directors, which states that its primary function is to monitor top management. Since competition law infringements are mostly organized by management and hidden from board directors, the results suggest that a Chief Executive Officer who is also chairman is more likely to be either complicit in the infringement or less critical towards his day-to-day colleagues and thus impedes proper detection by the board of competition law infringements. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title="corporate governance">corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=competition%20law" title=" competition law"> competition law</a>, <a href="https://publications.waset.org/abstracts/search?q=board%20of%20directors" title=" board of directors"> board of directors</a>, <a href="https://publications.waset.org/abstracts/search?q=board%20independence" title=" board independence"> board independence</a>, <a href="https://publications.waset.org/abstracts/search?q=ender%20diversity" title=" ender diversity"> ender diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responisbility" title=" corporate social responisbility"> corporate social responisbility</a> </p> <a href="https://publications.waset.org/abstracts/152363/the-link-between-corporate-governance-and-eu-competition-law-enforcement-a-conditional-logistic-regression-analysis-of-the-role-of-diversity-independence-and-corporate-social-responsibility" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152363.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">138</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7897</span> The Changing Role of the Chief Academic Officer in American Higher Education: Causes and Consequences</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Michael%20W.%20Markowitz">Michael W. Markowitz</a>, <a href="https://publications.waset.org/abstracts/search?q=Jeffrey%20Gingerich"> Jeffrey Gingerich</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The landscape of higher education in the United States has undergone significant changes in the last 25 years. What was once a domain of competition among prospective students for a limited number of college and university seats has become a marketplace in which institutions vie for the enrollment of educational consumers. A central figure in this paradigm shift has been the Chief Academic Officer (CAO), whose institutional role has also evolved beyond academics to include such disparate responsibilities as strategic planning, fiscal oversight, student recruitment, fundraising and personnel management. This paper explores the scope and impact of this transition by, first, explaining its context: the intersection of key social, economic and political factors in neo-conservative, late 20th Century America that redefined the value and accountability of institutions of higher learning. This context, in turn, is shown to have redefined the role and function of the CAO from a traditional academic leader to one centered on the successful application of corporate principles of organizational and fiscal management. Information gathered from a number of sitting Provosts, Vice-Presidents of Academic Affairs and Deans of Faculty is presented to illustrate the parameters of this change, as well as the extent to which today’s academic officers feel prepared and equipped to fulfill this broader institutional role. The paper concludes with a discussion of the impact of this transition on the American academy and whether it serves as a portend of change to come in higher education systems around the globe. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=academic%20administration" title="academic administration">academic administration</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20management" title=" organizational management"> organizational management</a> </p> <a href="https://publications.waset.org/abstracts/73786/the-changing-role-of-the-chief-academic-officer-in-american-higher-education-causes-and-consequences" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/73786.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">220</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7896</span> The Roles, Strategic Coordination, and Alignment of CTOs: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shailendra%20Natraj">Shailendra Natraj</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristin%20Paetzold"> Kristin Paetzold</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20R.%20Katzy"> B. R. Katzy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The significant role of technology in strategic business decisions has created the need for executives who understand technology and recognize profitable applications to products, services and processes. The role of CTO’s is very complex within technology-based firms, which stretches from the technology aspects to the strategic goal and vision of the firm. Often the roles of CTOs scales from as functional leaders, strategic leaders or supera- functional leaders. In most of the companies the roles are unclear and fuzzy. We in our research are trying to explore each of the orientation and link between leadership types (functional, strategic and super functional) of CTOs, responsibilities, credibility and strategic and conceptual responsibilities. Approach: We conducted a comprehensive literature review with the available databank sources. Results: From the conducted literature review we could identify that most of the research work conducted so far were mainly distributed between roles and responsibilities of CTOs. The available sources pointed were limited to roles of CTOs as functional leaders. Contribution: In our findings based on the literature review, we could identify that apart from the conducted research what so far has not been focused yet are (a) The leadership types (mainly) strategic and super-functional leaders) of CTOs, (b) the responsibilities and credibility of CTOs and (c) the strategic and conceptual responsibilities of CTOs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CTO" title="CTO">CTO</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer" title=" chief technology officer"> chief technology officer</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20leaders" title=" technology leaders "> technology leaders </a> </p> <a href="https://publications.waset.org/abstracts/23680/the-roles-strategic-coordination-and-alignment-of-ctos-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23680.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">512</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7895</span> Changes in Student Definition of De-Escalation in Professional Peace Officer Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pat%20Nelson">Pat Nelson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since the release of the 21<sup>st</sup> century policing report in the United States, the techniques of de-escalation have received a lot of attention and focus in political systems, policy changes, and the media. The challenge in professional peace officer education is that there is a vast range of defining de-escalation and understanding the various techniques involved, many of which are based on popular media. This research surveyed professional peace officer education university students on their definition of de-escalation and the techniques associated with de-escalation before specific communications coursework was completed. The students were then surveyed after the communication coursework was completed to determine the changes in defining and understanding de-escalation techniques. This research has found that clearly defining de-escalation and emphasizing the broad range of techniques available enhances the students’ understanding and application of proper de-escalation. This research demonstrates the need for professional peace officer education to move students from media concepts of law enforcement to theoretical concepts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=criminal%20justice%20education" title="criminal justice education">criminal justice education</a>, <a href="https://publications.waset.org/abstracts/search?q=communication%20theory" title=" communication theory"> communication theory</a>, <a href="https://publications.waset.org/abstracts/search?q=de-escalation" title=" de-escalation"> de-escalation</a>, <a href="https://publications.waset.org/abstracts/search?q=peace%20officer%20communication" title=" peace officer communication"> peace officer communication</a> </p> <a href="https://publications.waset.org/abstracts/100518/changes-in-student-definition-of-de-escalation-in-professional-peace-officer-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100518.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">165</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7894</span> Analyzing Doctors’ Knowledge of the United Kingdom Chief Medical Officer's Guidelines for Physical Activity: Survey of Secondary Care Doctors in a District General Hospital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandra%20Von%20Guionneau">Alexandra Von Guionneau</a>, <a href="https://publications.waset.org/abstracts/search?q=William%20Sloper"> William Sloper</a>, <a href="https://publications.waset.org/abstracts/search?q=Charlotte%20Burford"> Charlotte Burford</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The benefits of exercise for the prevention and management of chronic disease are well established and the importance of primary care practitioners in promoting exercise is becoming increasingly recognized. However, those with severe manifestations of the chronic disease are managed in a secondary care setting. Secondary care practitioners, therefore, have a role to play in promoting physical activity. Methods: In order to assess secondary care doctors’ knowledge of the Chief Medical Officer’s guidelines for physical activity, a 12-question survey was administered to staff working in a district general hospital in South England during team and unit meetings. Questions related to knowledge of the current guidelines for both 19 - 64 year olds and older adults (65 years and above), barriers to exercise discussion or prescription and doctors’ own exercise habits. Responses were collected anonymously and analyzed using SPSS Version 24.0. Results: 96 responses were collected. Doctors taking part in the survey ranged from foundation years (26%) to consultants (40%). 17.7% of participants knew the guidelines for moderate intensity activity for 19 - 64 year olds. Only one participant knew all of the guidance for both 19 - 64 year olds and older adults. While 71.6% of doctors felt they were adequately informed about how to exercise, only 45.6% met the minimum recommended guidance for moderate intensity activity. Conclusion: More work is needed to promote the physical activity guidelines and exercise prescription to doctors working within a secondary care setting. In addition, doctors require more support to personally meet the recommended minimum level of physical activity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=exercise%20is%20medicine" title="exercise is medicine">exercise is medicine</a>, <a href="https://publications.waset.org/abstracts/search?q=exercise%20prescription" title=" exercise prescription"> exercise prescription</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20activity%20guidelines" title=" physical activity guidelines"> physical activity guidelines</a>, <a href="https://publications.waset.org/abstracts/search?q=exercise%20habits" title=" exercise habits"> exercise habits</a> </p> <a href="https://publications.waset.org/abstracts/88246/analyzing-doctors-knowledge-of-the-united-kingdom-chief-medical-officers-guidelines-for-physical-activity-survey-of-secondary-care-doctors-in-a-district-general-hospital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88246.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">250</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7893</span> The Role of the Municipal Executive in the Process of Creating a Smart City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jakub%20Bryla">Jakub Bryla</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Cities are now seen as business entities, and their executive body is similar to a chief executive officer. However, it is not enough for the legal system to provide a strong role for the executive branch. It seems that the authority must take the form of a managerial body. This solution answers the demands of smart governance, which in such a regulated relation between the unit head and the city see a guarantee of reliable implementation of the municipal strategy proposed during the recruitment and of the motivation to carry out statutory tasks to communes and their residents. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=smart%20cities" title="smart cities">smart cities</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20government" title=" local government"> local government</a>, <a href="https://publications.waset.org/abstracts/search?q=executive%20organ" title=" executive organ"> executive organ</a>, <a href="https://publications.waset.org/abstracts/search?q=municipality" title=" municipality"> municipality</a>, <a href="https://publications.waset.org/abstracts/search?q=city%20management" title=" city management"> city management</a> </p> <a href="https://publications.waset.org/abstracts/162742/the-role-of-the-municipal-executive-in-the-process-of-creating-a-smart-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162742.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">82</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7892</span> Evaluation of the Implementation of Public Examination Chief Examiners’ Reports in Mathematics Curriculum Contents</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oginni%20Omoniyi%20Israel">Oginni Omoniyi Israel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study evaluated the implementation of public examination Chief Examiners’ Reports (CER) in mathematics curriculum contents in Ekiti State Senior Secondary schools, Nigeria. The study adopted a descriptive research design of survey type. The sample consisted of 60 mathematics teachers and 120 students using a multi-stage sampling procedure. The instruments used were “Questionnaire on Teachers Implementation of Chief Examiners’ Report and Mathematics Curriculum Contents (QTICERMCC) and Questionnaire on Students Knowledge of Chief Examiners’ Report and Mathematics Curriculum Contents Implementation (SIERMCC)”. The validity of the instruments was carried out by experts, while the reliability coefficients of 0.85 and 0.87 were obtained through Cronbach’s Alpha formula. The data collected were analysed using descriptive and inferential statistics. The findings revealed that there was a significant relationship between awareness, availability, and accessibility of CER as well as mathematics curriculum contents. There was also a significant relationship in the implementation of CER in mathematics between teachers and students. Based on the findings, it was recommended that the examination bodies should organize an enlightment programme annually to create awareness of the utilization of CER among the stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=evaluation" title="evaluation">evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20examiners%E2%80%99%20reports" title=" chief examiners’ reports"> chief examiners’ reports</a>, <a href="https://publications.waset.org/abstracts/search?q=curriculum%20contents" title=" curriculum contents"> curriculum contents</a> </p> <a href="https://publications.waset.org/abstracts/190064/evaluation-of-the-implementation-of-public-examination-chief-examiners-reports-in-mathematics-curriculum-contents" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/190064.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">32</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7891</span> Being Your Own First Responder: A Training to Identify and Respond to Mental Health</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Joe%20Voshall">Joe Voshall</a>, <a href="https://publications.waset.org/abstracts/search?q=Leigha%20Shoup"> Leigha Shoup</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In 2022, the Ohio Peace Officer Training Council and the Attorney General required officers to complete a minimum of 24 hours of continued professional training for the year. Much of the training was based on Mental Health or similarly related topics. This includes Officer Wellness and Officer Mental Health. It is becoming clearer that the stigma of Officer / First Responder Mental Health is a topic that is becoming more prevalently faced. To assist officers and first responders in facing mental health issues, we are developing new training. This training will aid in recognizing mental health-related issues in officers/first responders and citizens, as well as further using the same information to better respond and interact with one another and the public. In general, society has many varying views of mental health, much of which is largely over-sensationalized by television, movies, and other forms of entertainment. There has also been a stigma in law enforcement / first responders related to mental health and being weak as a result of on-the-job-related trauma-induced struggles. It is our hope this new training will assist officers and first responders in not only positively facing and addressing their mental health but using their own experience and education to recognize signs and symptoms of mental health within individuals in the community. Further, we hope that through this recognition, officers and first responders can use their experiences and more in-depth understanding to better interact within the field and with the public. Through recognition and better understanding of mental health issues and more positive interaction with the public, additional achievements are likely to result. This includes in the removal of bias and stigma for everyone. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=law%20enforcement" title="law enforcement">law enforcement</a>, <a href="https://publications.waset.org/abstracts/search?q=mental%20health" title=" mental health"> mental health</a>, <a href="https://publications.waset.org/abstracts/search?q=officer%20related%20mental%20health" title=" officer related mental health"> officer related mental health</a>, <a href="https://publications.waset.org/abstracts/search?q=trauma" title=" trauma"> trauma</a> </p> <a href="https://publications.waset.org/abstracts/158510/being-your-own-first-responder-a-training-to-identify-and-respond-to-mental-health" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158510.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">164</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7890</span> Liquidity and Cash Management in Business-A Key to Business Survival and Growth: The Nigerian Case</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ugbor%20Raphael%20Oluchukwu">Ugbor Raphael Oluchukwu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Focusing on liquidity comes more naturally to a Chief Executive Officer than an Accountant who is trained to practice accrual accounting. When business is just commencing, it is essentially run on a cheque book (cash accounting) and for as long as there is cash in the accounts, the business is solvent. When complexity sets in and the business adopts financial accounting, the effect of liquidity and cash management becomes more pronounced. The management of cash no doubts impacts positively on the survival and growth of firms. What is in doubt is the amount of cash to be held by a firm as enough cash to enable the firm stay “afloat”. The focus of this paper is to determine liquidity and cash management in business, the Nigerian case. The specific objectives of the study are to do a theoretical review of the amount of cash to be held by a firm as enough cash to enable it stay afloat and to do a theoretical analysis to show the effect of cash flow on the survival and growth of firms in Nigeria. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cash" title="cash">cash</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20survival" title=" firm survival"> firm survival</a>, <a href="https://publications.waset.org/abstracts/search?q=growth" title=" growth"> growth</a>, <a href="https://publications.waset.org/abstracts/search?q=liquidity%20management" title=" liquidity management"> liquidity management</a> </p> <a href="https://publications.waset.org/abstracts/18512/liquidity-and-cash-management-in-business-a-key-to-business-survival-and-growth-the-nigerian-case" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18512.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">585</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7889</span> Corporate Social Responsibility for Multinational Enterprises to Gain Incomparable Advantage on the Long Run without Competition</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Homor">Fatima Homor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The new era in business has started, according to my research paper findings, corporate social responsibility leads organizations to an incomparable advantage phase, where competition is secondary and financial growth is a result. Those who join later, lose their active advantage and cause passive disadvantage for their organizations. The main purpose of this presentation is to state the obvious and shed the light of the advantages of doing good, while doing well for multinational enterprises, extremely low fluctuation (preventing one of the highest costs), significantly lower marketing budget, enhanced reputation causing customer and supplier loyalty, employee commitment results in higher motivation level leading to better quality at each stages, Corporate Social Responsibility brings Unique Selling Proposition incomparable to others. The paper is based on a large research work conducted for the University of Liverpool Masters in Business Administration program, with the title of Corporate Social Responsibility for Multinational Enterprises to gain incomparable advantage. The research is based on both recent secondary data, but most importantly on 25 interviews with Chief Executive Officers at Multinational Enterprises and / or the Human Resources / corporate communications directors. The direct gains on Corporate Social Responsibility are analyzed when it is embedded into the core of the business. It is evident that project based Corporate Social Responsibility is not effective neither from the supported topic, Non-governmental Organizations point of view nor from the organization’s long-term sustainability point of view. Surveys have been conducted, data compared and consequences drawn. Corporate Social Responsibility must be started inside of the business to strengthen it. First, commit employees. It must come from the Chief Executive Officer. It must be related to the business profile. It has to be long term. They will commit customers. B-corps are coming (e.g. Unilever); the phenomenon of social enterprises has become a leading one. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=B-corps" title="B-corps">B-corps</a>, <a href="https://publications.waset.org/abstracts/search?q=embedded%20into%20core%20business" title=" embedded into core business"> embedded into core business</a>, <a href="https://publications.waset.org/abstracts/search?q=first%20inside" title=" first inside"> first inside</a>, <a href="https://publications.waset.org/abstracts/search?q=unique%20advantage" title=" unique advantage"> unique advantage</a> </p> <a href="https://publications.waset.org/abstracts/73561/corporate-social-responsibility-for-multinational-enterprises-to-gain-incomparable-advantage-on-the-long-run-without-competition" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/73561.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">205</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7888</span> Changing the Traditional Role of CFOs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedmohammad%20Mousavian">Seyedmohammad Mousavian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technological advancements are becoming unprecedentedly dominant everywhere. This dominance requires drastic chTechnological advancements are becoming unprecedentedly dominant everywhere. This dominance requires drastic changes in traditional thinking, procedures, and responsibilities. Chief Financial Officers (CFOs) have long played a key role in every organization around the globe and must adapt themselves to the disruptive technology which brings positive and negative points. This paper will discuss the shift of the traditional role of CFOs from just reporting toward more innovative roles like “Storytelling”, business partnering, and strategic planning. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=accounting%20information%20system" title="accounting information system">accounting information system</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=data" title=" data"> data</a>, <a href="https://publications.waset.org/abstracts/search?q=CFO" title=" CFO"> CFO</a>, <a href="https://publications.waset.org/abstracts/search?q=finance" title=" finance"> finance</a> </p> <a href="https://publications.waset.org/abstracts/144456/changing-the-traditional-role-of-cfos" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144456.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">140</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7887</span> Implementation of Performance Management and Development System: The Case of the Eastern Cape Provincial Department of Health, South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thanduxolo%20Elford%20Fana">Thanduxolo Elford Fana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rationale and Purpose: Performance management and development system are central to effective and efficient service delivery, especially in highly labour intensive sectors such as South African public health. Performance management and development systems seek to ensure that good employee performance is rewarded accordingly, while those who underperform are developed so that they can reach their full potential. An effective and efficiently implemented performance management system motivates and improves employee engagement. The purpose of this study is to examine the implementation of the performance management and development system and the challenges that are encountered during its implementation in the Eastern Cape Provincial Department of Health. Methods: A qualitative research approach and a case study design was adopted in this study. The primary data were collected through observations, focus group discussions with employees, a group interview with shop stewards, and in-depth interviews with supervisors and managers, from April 2019 to September 2019. There were 45 study participants. In-depth interviews were held with 10 managers at facility level, which included chief executive officer, chief medical officer, assistant director’s in human resources management, patient admin, operations, finance, and two area manager and two operation managers nursing. A group interview was conducted with five shop stewards and an in-depth interview with one shop steward from the group. Five focus group discussions were conducted with clinical and non-clinical staff. The focus group discussions were supplemented with an in-depth interview with one person from each group in order to counter the group effect. Observations included moderation committee, contracting, and assessment meetings. Findings: The study shows that the performance management and development system was not properly implemented. There was non-compliance to performance management and development system policy guidelines in terms of time lines for contracting, evaluation, payment of incentives to good performers, and management of poor performance. The study revealed that the system is ineffective in raising the performance of employees and unable to assist employees to grow. The performance bonuses were no longer paid to qualifying employees. The study also revealed that lack of capacity and commitment, poor communication, constant policy changes, financial constraints, weak and highly bureaucratic management structures, union interference were challenges that were encountered during the implementation of the performance management and development system. Lastly, employees and supervisors were rating themselves three irrespective of how well or bad they performed. Conclusion: Performance management is regarded as vital to improved performance of the health workforce and healthcare service delivery among populations. Effective implementation of performance management and development system depends on well-capacitated and unbiased management at facility levels. Therefore, there is an urgent need to improve communication, link performance management to rewards, and capacitate staff on performance management and development system, as it is key to improved public health sector outcomes or performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=challenges" title="challenges">challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20and%20development%20system" title=" performance management and development system"> performance management and development system</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20hospital" title=" public hospital"> public hospital</a> </p> <a href="https://publications.waset.org/abstracts/113522/implementation-of-performance-management-and-development-system-the-case-of-the-eastern-cape-provincial-department-of-health-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/113522.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">135</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7886</span> The Role of Data Protection Officer in Managing Individual Data: Issues and Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nazura%20Abdul%20Manap">Nazura Abdul Manap</a>, <a href="https://publications.waset.org/abstracts/search?q=Siti%20Nur%20Farah%20Atiqah%20Salleh"> Siti Nur Farah Atiqah Salleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> For decades, the misuse of personal data has been a critical issue. Malaysia has accepted responsibility by implementing the Malaysian Personal Data Protection Act 2010 to secure personal data (PDPA 2010). After more than a decade, this legislation is set to be revised by the current PDPA 2023 Amendment Bill to align with the world's key personal data protection regulations, such as the European Union General Data Protection Regulations (GDPR). Among the other suggested adjustments is the Data User's appointment of a Data Protection Officer (DPO) to ensure the commercial entity's compliance with the PDPA 2010 criteria. The change is expected to be enacted in parliament fairly soon; nevertheless, based on the experience of the Personal Data Protection Department (PDPD) in implementing the Act, it is projected that there will be a slew of additional concerns associated with the DPO mandate. Consequently, the goal of this article is to highlight the issues that the DPO will encounter and how the Personal Data Protection Department should respond to this subject. The study result was produced using a qualitative technique based on an examination of the current literature. This research reveals that there are probable obstacles experienced by the DPO, and thus, there should be a definite, clear guideline in place to aid DPO in executing their tasks. It is argued that appointing a DPO is a wise measure in ensuring that the legal data security requirements are met. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=guideline" title="guideline">guideline</a>, <a href="https://publications.waset.org/abstracts/search?q=law" title=" law"> law</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20protection%20officer" title=" data protection officer"> data protection officer</a>, <a href="https://publications.waset.org/abstracts/search?q=personal%20data" title=" personal data"> personal data</a> </p> <a href="https://publications.waset.org/abstracts/164137/the-role-of-data-protection-officer-in-managing-individual-data-issues-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164137.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">78</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7885</span> Crystallization of the US Supreme Court’s Role as an Arbiter of Constitutionality of Laws</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fethia%20Braik">Fethia Braik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper summarizes the history of the US Supreme Court. It did not enjoy today’s status. It did neither control legislation nor the executive power. It was until 1803, during Marshall’s term, that it gained the pride of ruling over the constitutionality of acts be they federal or local, congressional or presidential. The Chief Justice, whether intended or not, vested such power in the supreme judicial institution via the case of Marbury v. Madison. Such power, nevertheless, had not been exercised for many years, till the Dred Scott case. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Judiciary%20Acts%201789" title="Judiciary Acts 1789">Judiciary Acts 1789</a>, <a href="https://publications.waset.org/abstracts/search?q=1801" title=" 1801"> 1801</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20justice" title=" chief justice"> chief justice</a>, <a href="https://publications.waset.org/abstracts/search?q=associate%20justice" title=" associate justice"> associate justice</a>, <a href="https://publications.waset.org/abstracts/search?q=justice%20of%20peace" title=" justice of peace"> justice of peace</a>, <a href="https://publications.waset.org/abstracts/search?q=review%20of%0D%0Aconstitutionality%20of%20acts" title=" review of constitutionality of acts"> review of constitutionality of acts</a>, <a href="https://publications.waset.org/abstracts/search?q=Jay%20court" title=" Jay court"> Jay court</a>, <a href="https://publications.waset.org/abstracts/search?q=Ellsworth%20court" title=" Ellsworth court"> Ellsworth court</a>, <a href="https://publications.waset.org/abstracts/search?q=Marshall%20court" title=" Marshall court"> Marshall court</a> </p> <a href="https://publications.waset.org/abstracts/47492/crystallization-of-the-us-supreme-courts-role-as-an-arbiter-of-constitutionality-of-laws" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47492.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">303</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7884</span> The Antecedent Variables of Government Financial Accounting System (SAKD) Implementation and Its Consequences: Empirical Study on the Device of Regional Coordinating Agency for Development of Cross County, City Region III Central Java Province, Indo</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dona%20Primasari">Dona Primasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the antecedent variables of Government Financial Acccounting System (SAKD) implementation and its consequence. The antecedent variables are: decentralization of decision making, adaptation, and the manager support. The consequences are satisfaction and performance officer. This research represents the empirical test which used convenience sampling technics in data collection. The data were collected from 167 officers of local government in the Regional Coordinating Agency for Development of Cross County/City Region III Central Java Province. Data analysis used Structural Equation Model (SEM) with the AMOS 18.0 program. The result of hypothesis examination indicates that six raised hypothesis are accepted and two hypothesis are rejected. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decentralization%20of%20decision%20making" title="decentralization of decision making">decentralization of decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=adaptation%20officer" title=" adaptation officer"> adaptation officer</a>, <a href="https://publications.waset.org/abstracts/search?q=manager%20support" title=" manager support"> manager support</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation%20of%20%20Government%20Accounting%20Financial%20System%20%28SAKD%29" title=" implementation of Government Accounting Financial System (SAKD)"> implementation of Government Accounting Financial System (SAKD)</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction%20and%20performance%20officer" title=" satisfaction and performance officer "> satisfaction and performance officer </a> </p> <a href="https://publications.waset.org/abstracts/20790/the-antecedent-variables-of-government-financial-accounting-system-sakd-implementation-and-its-consequences-empirical-study-on-the-device-of-regional-coordinating-agency-for-development-of-cross-county-city-region-iii-central-java-province-indo" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20790.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">389</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7883</span> Impact of Internal Control on Fraud Detection and Prevention: A Survey of Selected Organisations in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amos%20Olusola%20Akinola">Amos Olusola Akinola</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to evaluate the internal control system on fraud prevention in Nigerian business organizations. A survey research was undertaken in five organizations from the banking and manufacturing sectors in Nigeria using the simple random sampling technique and primary data was obtained with the aid structured questionnaire drawn on five likert’s scale. Four Hypotheses were formulated and tested using the T-test Statistics, Correlation and Regression Analysis at 95% confidence interval. It was discovered that internal control has a significant positive relationship with fraud prevention and that a weak internal control system permits fraudulent activities among staff. Based on the findings, it was recommended that organizations should continually and methodically review and evaluate the components of its internal control system whether activities are working as planned or not and that every organization should have pre-determined guidelines for conducting its operations and ensures compliance with these set guidelines while proactive steps should be taken to establish the independence of the internal audit by making the audit reportable to the governing council of an organization and not the chief executive officer. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internal%20control" title="internal control">internal control</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20system" title=" internal system"> internal system</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20audit" title=" internal audit"> internal audit</a>, <a href="https://publications.waset.org/abstracts/search?q=fraud%20prevention" title=" fraud prevention"> fraud prevention</a>, <a href="https://publications.waset.org/abstracts/search?q=fraud%20detection" title=" fraud detection"> fraud detection</a> </p> <a href="https://publications.waset.org/abstracts/40751/impact-of-internal-control-on-fraud-detection-and-prevention-a-survey-of-selected-organisations-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40751.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7882</span> Some Aspects on Formation Initialization and Its Maintenance of Leo Satellites </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Y.%20Johnson">Y. Johnson </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Study of multi-satellite formation flight systems has drawn wide attention recently due to so many potential advantages. The present work aims to model the relative motion dynamics in terms of change in classical orbital parameters between the two satellites-chief and deputy- under Earth’s oblateness effect. The required impulsive thrust control is calculated to minimize these orbital parameter changes. The formation configuration is initialized by selecting a set of orbital parameters for the chief and deputy satellites such that bounded motion is maintained for a long time in a J_2-invariant relative non-circular orbit between the satellites. The solution of J_2-modified Hill’s equations is also derived in this paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=satellite" title="satellite">satellite</a>, <a href="https://publications.waset.org/abstracts/search?q=formation%20flight" title=" formation flight"> formation flight</a>, <a href="https://publications.waset.org/abstracts/search?q=j2%20effect" title=" j2 effect"> j2 effect</a>, <a href="https://publications.waset.org/abstracts/search?q=control" title=" control"> control</a> </p> <a href="https://publications.waset.org/abstracts/78015/some-aspects-on-formation-initialization-and-its-maintenance-of-leo-satellites" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78015.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">273</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7881</span> Corporate Governance and Firm Performance: An Empirical Study from Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Nishat">Mohammed Nishat</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Ghazali"> Ahmad Ghazali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study empirically inspects the corporate governance and firm performance, and attempts to analyze the corporate governance and control related variables which are hypothesized to have effect on firm’s performance. Current study attempts to assess the mechanism and efficiency of corporate governance to achieve high level performance for the listed firms on the Karachi Stock Exchange (KSE) for the period 2005 to 2008. To evaluate the firm performance level this study investigate the firm performance using three measures; Return on assets (ROA), Return on Equity (ROE) and Tobin’s Q. To check the link between firm performances with the corporate governance three categories of corporate governance variables are tested which includes governance, ownership and control related variables. Fixed effect regression model is used to examine the relation among governance and corporate performance for 267 KSE listed Pakistani firms. The result shows that governance related variables like block shareholding by individuals have positive impact on firm performance. When chief executive officer is also the board chairperson then it is observed that performance of firm is adversely affected. Also negative relationship is found between share held by insiders and performance of firm. Leverage has negative influence on the firm performance and size of firm is positively related with performance of the firm. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title="corporate governance">corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=agency%20cost" title=" agency cost"> agency cost</a>, <a href="https://publications.waset.org/abstracts/search?q=KSE" title=" KSE"> KSE</a>, <a href="https://publications.waset.org/abstracts/search?q=ROA" title=" ROA"> ROA</a>, <a href="https://publications.waset.org/abstracts/search?q=Tobin%E2%80%99s%20Q" title=" Tobin’s Q"> Tobin’s Q</a> </p> <a href="https://publications.waset.org/abstracts/11219/corporate-governance-and-firm-performance-an-empirical-study-from-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11219.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">409</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7880</span> The Influence of Gender and Sexual Orientation on Police Decisions in Intimate Partner Violence Cases</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Brenda%20Russell">Brenda Russell</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Police officers spend a great deal of time responding to domestic violence calls. Recent research has found that men and women in heterosexual and same-sex relationships are equally likely to initiate intimate partner violence IPV) and likewise susceptible to victimization, yet police training tends to focus primarily on male perpetration and female victimization. Criminal justice studies have found that male perpetrators of IPV are blamed more than female perpetrators who commit the same offense. While previous research has examined officer’s response in IPV cases with male and female heterosexual offenders, research has yet to investigate police response in same-sex relationships. This study examined officers’ decisions to arrest, perceptions of blame, perceived danger to others, disrespect, and beliefs in prosecution, guilt and sentencing. Officers in the U.S. (N = 248) were recruited using word of mouth and access to police association websites where a link to an online study was made available. Officers were provided with one of 4 experimentally manipulated scenarios depicting a male or female perpetrator (heterosexual or same-sex) in a clear domestic assault situation. Officer age, experience with IPV and IPV training were examined as possible covariates. Training in IPV was not correlated to any dependent variable of interest. Age was correlated with perpetrator arrest and blame (.14 and .16, respectively) and years of experience was correlated to arrest, offering informal advice, and mediating the incident (.14 to -.17). A 2(perpetrator gender) X 2 (victim gender) factorial design was conducted. Results revealed that officers were more likely to provide informal advice and mediate in gay male relationships, and were less likely to arrest perpetrators in same-sex relationships. When officer age and years of experience with domestic violence were statistically controlled, effects for perpetrator arrest and providing informal advice were no longer significant. Officers perceived heterosexual male perpetrators as more dangerous, blameworthy, disrespectful, and believed they would receive significantly longer sentences than all other conditions. When officer age and experience were included as covariates in the analyses perpetrator blame was no longer statistically significant. Age, experience and training in IPV were not related to perceptions of victims. Police perceived victims as more truthful and believable when the perpetrator was a male. Police also believed victims of female perpetrators were more responsible for their own victimization. Victims were more likely to be perceived as a danger to their family when the perpetrator was female. Female perpetrators in same-sex relationships and heterosexual males were considered to experience more mental illness than heterosexual female or gay male perpetrators. These results replicate previous research suggesting male perpetrators are more blameworthy and responsible for their own victimization, yet expands upon previous research by identifying potential biases in police response to IPV in same-sex relationships. This study brings to the forefront the importance of evidence-based officer training in IPV and provides insight into the need for a gender inclusive approach as well as addressing the necessity of the practical applications for police. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=domestic%20violence" title="domestic violence">domestic violence</a>, <a href="https://publications.waset.org/abstracts/search?q=heterosexual" title=" heterosexual"> heterosexual</a>, <a href="https://publications.waset.org/abstracts/search?q=intimate%20partner%20violence" title=" intimate partner violence"> intimate partner violence</a>, <a href="https://publications.waset.org/abstracts/search?q=officer%20response" title=" officer response"> officer response</a>, <a href="https://publications.waset.org/abstracts/search?q=police%20officer" title=" police officer"> police officer</a>, <a href="https://publications.waset.org/abstracts/search?q=same-sex" title=" same-sex"> same-sex</a> </p> <a href="https://publications.waset.org/abstracts/44303/the-influence-of-gender-and-sexual-orientation-on-police-decisions-in-intimate-partner-violence-cases" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44303.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">347</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7879</span> The Policia Internacional e de Defesa do Estado 1933–1969 and Valtiollinen Poliisi 1939–1948 on Screen: Comparing and Contrasting the Images of the Political Police in Portuguese and Finnish Films between the 1930s and the 1960s</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Riikka%20Elina%20Kallio">Riikka Elina Kallio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> “The walls have ears” phrase is defining the era of dictatorship in Portugal (1926–1974) and political unrest decades in Finland (1917–1948). The phrase is referring to the policing of the political, secret police, PIDE (Policia Internacional e de Defesa do Estado 1933–1969) in Portugal and VALPO (Valtiollinen Poliisi 1939–1948) in Finland. Free speech at any public space and even in private events could be fatal. The members of the PIDE/VALPO or informers/collaborators could be listening. Strict censorship under the Salazar´s regime was controlling media for example newspapers, music, and the film industry. Similarly, the politically affected censorship influenced the media in Finland in those unrest decades. This article examines the similarities and the differences in the images of the political police in Finland and Portugal, by analyzing Finnish and Portuguese films from the nineteen-thirties to nineteensixties. The text addresses two main research questions: what are the common and different features in the representations of the Finnish and Portuguese political police in films between the 1930s and 1960s, and how did the national censorship affect these representations? This study approach is interdisciplinary, and it combines film studies and criminology. Close reading is a practical qualitative method for analyzing films and in this study, close reading emphasizes the features of the police officer. Criminology provides the methodological tools for analysis of the police universal features and European common policies. The characterization of the police in this study is based on Robert Reiner´s 1980s and Timo Korander´s 2010s definitions of the police officer. The research material consisted of the Portuguese films from online film archives and Finnish films from Movie Making Finland -project´s metadata which offered suitable material by data mining the keywords such as poliisi, poliisipäällikkö and konstaapeli (police, police chief, police constable). The findings of this study suggest that even though there are common features of the images of the political police in Finland and Portugal, there are still national and cultural differences in the representations of the political police and policing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=censorship" title="censorship">censorship</a>, <a href="https://publications.waset.org/abstracts/search?q=film%20studies" title=" film studies"> film studies</a>, <a href="https://publications.waset.org/abstracts/search?q=images" title=" images"> images</a>, <a href="https://publications.waset.org/abstracts/search?q=PIDE" title=" PIDE"> PIDE</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20police" title=" political police"> political police</a>, <a href="https://publications.waset.org/abstracts/search?q=VALPO" title=" VALPO"> VALPO</a> </p> <a href="https://publications.waset.org/abstracts/166416/the-policia-internacional-e-de-defesa-do-estado-1933-1969-and-valtiollinen-poliisi-1939-1948-on-screen-comparing-and-contrasting-the-images-of-the-political-police-in-portuguese-and-finnish-films-between-the-1930s-and-the-1960s" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166416.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">71</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7878</span> Potentiality of a Community of Practice between Public Schools and the Private Sector for Integrating Sustainable Development into the School Curriculum</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aiydh%20Aljeddani">Aiydh Aljeddani</a>, <a href="https://publications.waset.org/abstracts/search?q=Fran%20Martin"> Fran Martin </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The critical time in which we live requires rethinking of many potential ways in order to make the concept of sustainability and its principles an integral part of our daily life. One of these potential approaches is how to attract community institutions, such as the private sector, to participate effectively in the sustainability industry by supporting public schools to fulfill their duties. A collaborative community of practice can support this purpose and can provide a flexible framework, which allows the members of the community to participate effectively. This study, conducted in Saudi Arabia, aimed to understand the process of a collaborative community of practice of involving the private sector as a member of this community to integrate the sustainability concept in school activities and projects. This study employed a qualitative methodology to understand this authentic and complex phenomenon. A case study approach, ethnography and some elements of action research were followed in this study. The methods of unstructured interviews, artifacts, observation, and teachers’ field notes were used to collect the data. The participants were three secondary teachers, twelve chief executive officers, and one school administrative officer. Certain contextual conditions, as shown by the data, should be taken into consideration when policy makers and school administrations in Saudi Arabia desire to integrate sustainability into school activities. The first of these was the acknowledgement of the valuable role of the members’ personality, efforts, abilities, and experiences, which played vital roles in integrating sustainability. Second, institutional culture, which was not expected to emerge as an important factor in this study, has a significant role in the integration of sustainability. Credibility among the members of the community towards the integration of the sustainability concept and its principles through school activities is another important condition. Fourth, some chief executive officers’ understanding of Corporate Social Responsibility (CSR) towards contribution to sustainability agenda was shallow and limited and this could impede the successful integration of sustainability. Fifth, a shared understanding between the members of the community about integrating sustainability was a vital condition in the integration process. The study also revealed that the integration of sustainability could not be an ongoing process if implemented in isolation of the other community institutions such as the private sector. The study finally offers a number of recommendations to improve on the current practices and suggests areas for further studies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20of%20practice" title="community of practice">community of practice</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20schools" title=" public schools"> public schools</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20sector" title=" private sector"> private sector</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/78062/potentiality-of-a-community-of-practice-between-public-schools-and-the-private-sector-for-integrating-sustainable-development-into-the-school-curriculum" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78062.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">208</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7877</span> An Explorative Research on the Electric and Electronic Officers Employment: Turkish Flagged Ship's Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehmet%20Yahsi">Mehmet Yahsi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ozkan%20Ugurlu"> Ozkan Ugurlu</a>, <a href="https://publications.waset.org/abstracts/search?q=Ercan%20Yuksekyildiz"> Ercan Yuksekyildiz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Assistant department among the electric and electronic officers on ships, has an important place for the maintenance of electric and electronic devices. From this perspective, ships must be employed with a sufficient number of assistant department. In this study, in order to research on the Turkish-flagged ships electric and electronic officers employment; Our national manning regulation compared with international regulations. The data used in this study were collected via visiting of the ships. 3000 gross tonnage and above engaged in international voyages 181 Turkish-flagged ship’s crew lists were compared with Minimum Safety Manning Certificates. According to the findings; employment rate, %54 electric and electronic officers. According to the results of the study; Turkish-flagged ships, although it is not obliged to electric and electronic officers, were employed on ships. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=manning" title="manning">manning</a>, <a href="https://publications.waset.org/abstracts/search?q=electric%20officer" title=" electric officer"> electric officer</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20officer" title=" electronic officer"> electronic officer</a>, <a href="https://publications.waset.org/abstracts/search?q=minimum%20safety%20manning%20certificate" title=" minimum safety manning certificate"> minimum safety manning certificate</a> </p> <a href="https://publications.waset.org/abstracts/62717/an-explorative-research-on-the-electric-and-electronic-officers-employment-turkish-flagged-ships-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62717.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">435</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7876</span> Community Resilience in Response to the Population Growth in Al-Thahabiah Neighborhood </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Layla%20Mujahed">Layla Mujahed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Amman, the capital of Jordan, is the main political, economic, social and cultural center of Jordan and beyond. The city faces multitude demographic challenges related to the unstable political situation in the surrounded countries. It has regional and local migrants who left their homes to find better life in the capital. This resulted with random and unequaled population distribution. Some districts have high population and pressure on the infrastructure and services more than other districts.Government works to resolve this challenge in compliance with 100 Cities Resilience Framework (CRF). Amman participated in this framework as a member in December 2014 to work in achieving the four goals: health and welfare, infrastructure and utilities, economy and education as well as administration and government.  Previous research studies lack in studying Amman resilient work in neighborhood scale and the population growth as resilient challenge. For that, this study focuses on Al-Thahabiah neighborhood in Shafa Badran district in Amman. This paper studies the reasons and drivers behind this population growth during the selected period in this area then provide strategies to improve the resilient work in neighborhood scale. The methodology comprises of primary and secondary data. The primary data consist of interviews with chief officer in the executive part in Great Amman Municipality and resilient officer. The secondary data consist of papers, journals, newspaper, articles and book’s reading. The other part of data consists of maps and statistical data which describe the infrastructural and social situation in the neighborhood and district level during the studying period. Based upon those data, more detailed information will be found, e.g., the centralizing position of population and the provided infrastructure for them. This will help to provide these services and infrastructure to other neighborhoods and enhance population distribution. This study develops an analytical framework to assess urban demographical time series in accordance with the criteria of CRF to make accurate detailed projections on the requirements for the future development in the neighborhood scale and organize the human requirements for affordable quality housing, employment, transportation, health and education in this neighborhood to improve the social relations between its inhabitants and the community. This study highlights on the localization of resilient work in neighborhood scale and spread the resilient knowledge related to the shortage of its research in Jordan. Studying the resilient work from population growth challenge perspective helps improve the facilities provide to the inhabitants and improve their quality of life. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=city%20%20%20resilience%20%20%20framework" title="city resilience framework">city resilience framework</a>, <a href="https://publications.waset.org/abstracts/search?q=demography" title=" demography"> demography</a>, <a href="https://publications.waset.org/abstracts/search?q=population%20growth" title=" population growth"> population growth</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20resilience" title=" urban resilience"> urban resilience</a> </p> <a href="https://publications.waset.org/abstracts/113528/community-resilience-in-response-to-the-population-growth-in-al-thahabiah-neighborhood" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/113528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">179</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7875</span> Corporate Voluntary Greenhouse Gas Emission Reporting in United Kingdom: Insights from Institutional and Upper Echelons Theories</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lyton%20Chithambo">Lyton Chithambo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reports the results of an investigation into the extent to which various stakeholder pressures influence voluntary disclosure of greenhouse-gas (GHG) emissions in the United Kingdom (UK). The study, which is grounded on institutional theory, also borrows from the insights of upper echelons theory and examines whether specific managerial (chief executive officer) characteristics explain and moderates various stakeholder pressures in explaining GHG voluntary disclosure. Data were obtained from the 2011 annual and sustainability reports of a sample of 216 UK companies on the FTSE350 index listed on the London Stock Exchange. Generally the results suggest that there is no substantial shareholder and employee pressure on a firm to disclose GHG information but there is significant positive pressure from the market status of a firm with those firms with more market share disclosing more GHG information. Consistent with the predictions of institutional theory, we found evidence that coercive pressure i.e. regulatory pressure and mimetic pressures emanating in some industries notably industrials and consumer services have a significant positive influence on firms’ GHG disclosure decisions. Besides, creditor pressure also had a significant negative relationship with GHG disclosure. While CEO age had a direct negative effect on GHG voluntary disclosure, its moderation effect on stakeholder pressure influence on GHG disclosure was only significant on regulatory pressure. The results have important implications for both policy makers and company boards strategizing to reign in their GHG emissions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=greenhouse%20gases" title="greenhouse gases">greenhouse gases</a>, <a href="https://publications.waset.org/abstracts/search?q=voluntary%20disclosure" title=" voluntary disclosure"> voluntary disclosure</a>, <a href="https://publications.waset.org/abstracts/search?q=upper%20echelons%20theory" title=" upper echelons theory"> upper echelons theory</a>, <a href="https://publications.waset.org/abstracts/search?q=institution%20theory" title=" institution theory"> institution theory</a> </p> <a href="https://publications.waset.org/abstracts/10929/corporate-voluntary-greenhouse-gas-emission-reporting-in-united-kingdom-insights-from-institutional-and-upper-echelons-theories" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10929.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">233</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7874</span> Corporate Governance of Enterprise IT: Research Study on IT Governance Maturity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mario%20Spremic">Mario Spremic</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite the financial crisis and ongoing need for cost cutting, companies all around the world heavily invest in information systems (IS) and underlying information technology (IT). Information systems (IS) play very important role in modern business organizations supporting its organizational efficiency or, under certain circumstances, fostering business model innovation and change. IS can influence organization competitiveness in two ways: supporting operational efficiency (IS as a main infrastructure for the current business), or differentiating business through business model innovation and business process change. In either way, IS becomes very important to the business and needs to be aligned with strategic objectives in order to justify massive investments. A number of studies showed that investments in IS and underlying IT resulted in added business value if they are truly connected with strategic business objectives. In that sense proliferation of governance of enterprise IT helps companies manage, or rather, governs IS as a primary business function with executive management involved in making a decision about IS and IT. The quality of IT governance is rising with the large number of decisions about IS made by executive management, not IT departments. The more executive management is engaged in making a decision about IS and IT, the IT governance is of better quality. In this paper, the practice of governing the enterprise IT will be investigated on a sample of the largest 100 Croatian companies. Research questions posed here will reveal if there are some formal IT governance mechanisms, are there any differences in perceived role of IS and IT between CIOs (Chief Information Officers) and CEOs (Chief Executive Officers) of the sampled companies and what are the mechanisms to govern massive investment in enterprise IT. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=IT%20governance" title="IT governance">IT governance</a>, <a href="https://publications.waset.org/abstracts/search?q=governance%20of%20enterprise%20IT" title=" governance of enterprise IT"> governance of enterprise IT</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20system%20auditing" title=" information system auditing"> information system auditing</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20efficiency" title=" operational efficiency "> operational efficiency </a> </p> <a href="https://publications.waset.org/abstracts/29022/corporate-governance-of-enterprise-it-research-study-on-it-governance-maturity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29022.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">304</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7873</span> Household Accounting for Expense Behavior Changing of Sufficiency Economy Philosophy in Samut Songkhram Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khajeerat%20Phumphruk">Khajeerat Phumphruk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aims to study the knowledge, attitude toward household accounting philosophy of sufficiency economy and study the Expense Behavior Changing of household accounting in Banbolang Samut Songkhram Province. The samples of this research are chief of villages and householders in Banbolang Samut Songkhram. The sampling revealed that chief of villages and 60 of householders. The random sampling was used to collect the data. Tools of this research are structure interview and questionnaires that verified by specialist as the content validity and reliability. The result found that the reasons of doing the household accounting are finding the revenue and expenditure in order to in develop the wealthy of the family and follow the philosophy of sufficiency economy of His Majesty. The reasons of not doing the household accounting are less understanding of the household accounting, less time and useless. Moreover, there are householders who interesting in training about household accounting. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=expense%20behavior%20changing" title="expense behavior changing">expense behavior changing</a>, <a href="https://publications.waset.org/abstracts/search?q=household%20accounting" title=" household accounting"> household accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=samut%20songkhram%20province" title=" samut songkhram province"> samut songkhram province</a>, <a href="https://publications.waset.org/abstracts/search?q=sufficiency%20economy%20philosophy" title=" sufficiency economy philosophy"> sufficiency economy philosophy</a> </p> <a href="https://publications.waset.org/abstracts/44808/household-accounting-for-expense-behavior-changing-of-sufficiency-economy-philosophy-in-samut-songkhram-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44808.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">191</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7872</span> Integration of Artificial Neural Network with Geoinformatics Technology to Predict Land Surface Temperature within Sun City Jodhpur, Rajasthan, India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Avinash%20Kumar%20Ranjan">Avinash Kumar Ranjan</a>, <a href="https://publications.waset.org/abstracts/search?q=Akash%20Anand"> Akash Anand</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Land Surface Temperature (LST) is an essential factor accompanying to rise urban heat and climate warming within a city in micro level. It is also playing crucial role in global change study as well as radiation budgets measuring in heat balance studies. The information of LST is very substantial to recognize the urban climatology, ecological changes, anthropological and environmental interactions etc. The Chief motivation of present study focus on time series of ANN model that taken a sequence of LST values of 2000, 2008 and 2016, realize the pattern of variation within the data set and predict the LST values for 2024 and 2032. The novelty of this study centers on evaluation of LST using series of multi-temporal MODIS (MOD 11A2) satellite data by Maximum Value Composite (MVC) techniques. The results derived from this study endorse the proficiency of Geoinformatics Technology with integration of ANN to gain knowledge, understanding and building of precise forecast from the complex physical world database. This study will also focus on influence of Land Use/ Land Cover (LU/LC) variation on Land Surface Temperature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=LST" title="LST">LST</a>, <a href="https://publications.waset.org/abstracts/search?q=geoinformatics%20technology" title=" geoinformatics technology"> geoinformatics technology</a>, <a href="https://publications.waset.org/abstracts/search?q=ANN" title=" ANN"> ANN</a>, <a href="https://publications.waset.org/abstracts/search?q=MODIS%20satellite%20imagery" title=" MODIS satellite imagery"> MODIS satellite imagery</a>, <a href="https://publications.waset.org/abstracts/search?q=MVC" title=" MVC"> MVC</a> </p> <a href="https://publications.waset.org/abstracts/71862/integration-of-artificial-neural-network-with-geoinformatics-technology-to-predict-land-surface-temperature-within-sun-city-jodhpur-rajasthan-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71862.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">240</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7871</span> Personality Composition in Senior Management Teams: The Importance of Homogeneity in Dynamic Managerial Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shelley%20Harrington">Shelley Harrington</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a result of increasingly dynamic business environments, the creation and fostering of dynamic capabilities, [those capabilities that enable sustained competitive success despite of dynamism through the awareness and reconfiguration of internal and external competencies], supported by organisational learning [a dynamic capability] has gained increased and prevalent momentum in the research arena. Presenting findings funded by the Economic Social Research Council, this paper investigates the extent to which Senior Management Team (SMT) personality (at the trait and facet level) is associated with the creation of dynamic managerial capabilities at the team level, and effective organisational learning/knowledge sharing within the firm. In doing so, this research highlights the importance of micro-foundations in organisational psychology and specifically dynamic capabilities, a field which to date has largely ignored the importance of psychology in understanding these important and necessary capabilities. Using a direct measure of personality (NEO PI-3) at the trait and facet level across 32 high technology and finance firms in the UK, their CEOs (N=32) and their complete SMTs [N=212], a new measure of dynamic managerial capabilities at the team level was created and statistically validated for use within the work. A quantitative methodology was employed with regression and gap analysis being used to show the empirical foundations of personality being positioned as a micro-foundation of dynamic capabilities. The results of this study found that personality homogeneity within the SMT was required to strengthen the dynamic managerial capabilities of sensing, seizing and transforming, something which was required to reflect strong organisational learning at middle management level [N=533]. In particular, it was found that the greater the difference [t-score gaps] between the personality profiles of a Chief Executive Officer (CEO) and their complete, collective SMT, the lower the resulting self-reported nature of dynamic managerial capabilities. For example; the larger the difference between a CEOs level of dutifulness, a facet contributing to the definition of conscientiousness, and their SMT’s level of dutifulness, the lower the reported level of transforming, a capability fundamental to strategic change in a dynamic business environment. This in turn directly questions recent trends, particularly in upper echelons research highlighting the need for heterogeneity within teams. In doing so, it successfully positions personality as a micro-foundation of dynamic capabilities, thus contributing to recent discussions from within the strategic management field calling for the need to empirically explore dynamic capabilities at such a level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20managerial%20capabilities" title="dynamic managerial capabilities">dynamic managerial capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=senior%20management%20teams" title=" senior management teams"> senior management teams</a>, <a href="https://publications.waset.org/abstracts/search?q=personality" title=" personality"> personality</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamism" title=" dynamism"> dynamism</a> </p> <a href="https://publications.waset.org/abstracts/68229/personality-composition-in-senior-management-teams-the-importance-of-homogeneity-in-dynamic-managerial-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68229.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">269</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer&page=3">3</a></li> <li class="page-item"><a class="page-link" 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