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Working With Emotional Intelligence

Thank you for downloading the third wave. Maybe you have knowledge that, people have search hundreds times for their chosen readings like this the third wave, but end up in harmful downloads. Rather than enjoying a good book with a cup of tea in the afternoon, instead they cope with some malicious bugs inside their laptop. the third wave is available in our digital library an online access to it is set as public so you can get it instantly. Our book servers spans in multiple locations, allowing you to get the most less latency time to download any of our books like this one. Merely said, the the third wave is universally compatible with any devices to read.

The Third Wave

Although the literature on university–industry links has begun to uncover the reasons for, and types of, collaboration between universities and businesses, it offers relatively little explanation of ways to reduce the barriers in these collaborations. This paper seeks to unpack the nature of the obstacles to collaborations between universities and industry, exploring influence of different mechanisms in lowering barriers related to the orientation of universities and to the transactions involved in working with university partners. Drawing on a large-scale survey and public records, this paper explores the effects of collaboration experience, breadth of interaction, and inter-organizational trust on lowering different types of barriers. The analysis shows that prior experience of collaborative research lowers orientation-related barriers and that greater levels of trust reduce both types of barriers studied. It also indicates that breadth of interaction diminishes the orientation-related, but increases transaction-related barriers. The paper explores the implications of these findings for policies aimed at facilitating university–industry collaboration.

Investigating the factors that diminish the barriers to university-industry collaboration

A comprehensive MCDM-based approach using TOPSIS, COPRAS and DEA as an auxiliary tool for material selection problems

In challenging times, all leaders would like to improve their strategic decision-making capabilities. I make an effort to read widely in the management literature, including the McKinsey Quarterly. A recent piece1 in that publication caught my attention, and I would like to summarize aspects of it for our readers. A handful of well-regarded techniques to improve strategic decision making are used by global companies, and, perhaps, one or more of these techniques might work in your organization. Let me elucidate a few of them.







Experts agree that in any complex human endeavor we need to harness bias; that is, rather than trying to tune out bias, we might encourage it and attempt to balance it with effective decision making. A tool to further this notion is the balance sheet, whereby a leader might ask his direct reports to “Tell me what is good about this particular opportunity, tell me what is bad about it, do not tell me your judgment yet; I don’t want to know.”1 This starts the evaluation process without having to justify and, thereby, frees opinions. Internal leaders are allowed to give their best insights and fully consider the ideas of others. The balance sheet process “mitigates a lot of the friction that typically arises when people marshal the facts that support their case, while ignoring those that don’t.”1

Another technique is creating a culture where failure is not a wrong answer. This process starts with an acknowledgement that Plan A “probably is based upon flawed assumptions and that certain leap-of-faith questions are fundamental to arriving at a better answer.”1 Even in moderate-sized organizations, there is often a sense that Plan A is going to succeed because it’s well analyzed, it’s vetted, it’s crisp, it looks great on the spreadsheet — and it’s the one that everybody has to execute. The reality is that it may not work, and having a corporate culture that recognizes that Plan B might be pretty good gets people off the blame game and rewards those who are able to make a mid-course correction.

Yet another technique might be listening to the little voice. This is very difficult for leaders, because no matter how important these individuals are, they may find it difficult to grapple with diverse opinions, especially among their direct reports. Leaders who can change their opinion based on the strength of the arguments around the table are going to be more successful on average than those who cannot.

Facing tough people choices is another important skill set for improving strategic decision making. Often, leaders tend to compromise. “It’s very easy to close your eyes and say warm bodies are better then no bodies,”1 but it turns out that it’s best to be unyielding regarding the hiring decision. One should always look for good listeners who are capable of adapting. This is the single most important leadership trait outside of pure competence in one’s field.

Another important tool is knowing when to let go, which could mean shutting down a particular drug development program or outsourcing part of another. These are often the hardest decisions to make and the ones that don’t get nearly enough focus. The most difficult decisions are the legacy ones — “the historical investments, the things that are just easier to chip away at rather than make a tough decision.”1 It’s best to have no preconceived commitment to a legacy business.

Lastly, a leader’s ability to strike the right balance between decisiveness and timeliness is critical. The best management brains believe that timeliness trumps perfection; to translate, sometimes “the most damaging decisions are the missed opportunities, the decisions that didn’t get made in time. If you are creating a category of bad decisions you’ve made, you need to include all the decisions you didn’t get to make because you missed the window of time that existed to take advantage of an opportunity.”1 This is a skill that can be developed over time.

Cultivating internal critics, facing tough people choices, and knowing when to let go are important components of the toolkit that comprises strategic decision making. Healthcare is no different than any other complex business. We can all improve our strategic decision making as we seek to utilize resources parsimoniously and derive the greatest benefit from the people power that our organizations represent. As always, I am interested in your views. You can reach me by e-mail at «ude.nosreffej@hsan.divad». Also, please visit my blog at: «http://nashhealthpolicy.blogspot.com».

Strategic decision making.

The purpose of the present paper is to provide an advanced overview of the practical applications of Banking 4.0 in Industry 4.0. This paper examines the technology trends in the Fourth Industrial Revolution and identifies the key indicators behind the creation of a strategic map for the fourth-generation banks and their readiness to enter Industry 4.0. This paper examines a systematic review of fully integrated Banking 4.0 and the application of the technologies of Industry 4.0 and illustrates a distinct pattern of integration of Banking 4.0 and Industry 4.0. One of the prominent features of this article is the performance of successful global banks in applying these technologies. The results showed that Banking 4.0 in Industry 4.0 is an integrative value creation system consisting of six design principles and 14 technology trends. The roadmap designed for banks to enter Industry 4.0 and how they work with industrial companies will be a key and important guide.

Are We Ready for the Challenge of Banks 4.0? Designing a Roadmap for Banking Systems in Industry 4.0

Today, medical tourism is one of the fastest growing sectors of the tourism industry around the world. Medical tourism can contribute to the sustainable development and economic dynamism of countries. Therefore, in this study, we prioritize the world’s leading countries in medical tourism for Iranians. First, five main criteria and 20 sub-criteria were selected, which are the reasons for choosing a country as a medical tourism destination. In this paper a combined fuzzy SWARA-PROMETHEE approach was used to prioritize tourism destinations. The acronym PROMETHEE stands for Preference Ranking Organization Method for Enrichment Evaluation method and represents an useful MCDA (Multi-Criteria Decision Analysis) tool. On the other hand, SWARA acronym means Step-wise Weight Assessment Ratio Analysis. The criteria were weighted using the fuzzy SWARA approach. In the following, using the PROMETHEE approach, we prioritized eight countries as tourism destinations, then we identified criteria related to sustainability of medical tourism destinations and prioritized medical tourism destinations using these criteria as the contributions of this paper. The weights obtained for criteria “Abilities of skilled staff,” “Applied medical equipment,” “Marketing capability,” “Type of service provided,” and “Application of information and communications technology” were 0.176, 0.232, 0.108, 0.395, and 0.089, respectively. The results show that medical tourism destination priorities for Iranians are India (Phi = 0.1396), Malaysia (Phi = 0.1128), Panama (Phi = 0.0976), Mexico (Phi = 0.0790), Singapore (Phi = 0.0096), Taiwan (Phi = −0.0442), Brazil (Phi = −0.1747), and Costa Rica (Phi = −0.2196), respectively. Negative Phi values indicate below average performance of those countries and positive Phi values indicate above average performance of those criteria. The results indicate that countries with negative Phi values should be strengthened relative to the improvement of some criteria.

https://www.mdpi.com/2071-1050/13/2/683/pdf

Ranking of Sustainable Medical Tourism Destinations in Iran: An Integrated Approach Using Fuzzy SWARA-PROMETHEE

One of the basic functions of establishing corporate governance (CG) in companies is improving performance and increasing value for shareholders. Expanding the company’s value will ultimately increase the shareholders’ wealth. Therefore, it is natural for shareholders to seek to improve their performance and increase the company’s value. If CG mechanisms cannot perform this function in companies, they do not have the necessary efficiency and effectiveness and, therefore, cannot improve the efficiency of companies. This article investigated the connection between the power of major shareholders and the modality of CG of companies listed on the Iranian capital market before and after the COVID-19 pandemic. The statistical sample of the research included 120 companies listed on the Tehran Stock Exchange for the selected period from 2011 to 2021. The results showed that the concentration of ownership is harmful to adopting corporate governance (GCG) practices. In particular, the high level of voter ownership concentration weakens the corporate governance system (CGS). The results of this study, which was conducted using panel analysis, revealed that the concentration of ownership impairs the quality of CGS, and major shareholders cannot challenge the power of the main shareholder; it alsonegatively affected the quality of business boards, both during and before the COVID-19 pandemic. The competitiveness and voting rights of the major shareholders negatively affected the quality of board composition before and after the COVID-19 pandemic. The concentration of voter ownership also negatively affected the quality of CGS, both during and before COVID-19, and the competitiveness and voting rights of major shareholders before COVID-19. This concentration positively affected the quality of CGS after the COVID-19 pandemic.

/pdf/an-investigation-of-the-link-between-major-shareholders-2wlmrw0d.pdf

An Investigation of the Link between Major Shareholders’ Behavior and Corporate Governance Performance before and after the COVID-19 Pandemic: A Case Study of the Companies Listed on the Iranian Stock Market

Purpose – This article examines volatility spillovers, cross-market correlation, and comovements between selected developed and former communist emerging stock markets in the European Union. Modelling the behavioural dynamics of European stock markets represents a vital topic in a fascinating context, but also a current challenge of great interest.
Research Methodology – We propose to estimate and model volatility using GARCH family models for selected European markets. We aim to explore volatility movement, presence of leverage effect/ asymmetry in selected financial markets.
Findings – The econometric approach includes GARCH (1, 1) models for the sample period from 1, January 2000 to 12, July 2018. The empirical results revealed that exists a significant presence of volatility clustering in all selected financial markets except Poland and Croatia. The empirical analysis also indicates that both recent and past news generate a considerable impact on present volatility.
Research limitations – Our empirical study has certain limitations regarding the relatively small number of only eight stock markets.
Practical implications – It can provide a useful perspective for researchers, academics, investors, investment managers, decision-makers, and scientists.
Originality/Value – The empirical analysis is focused on 8 European stock markets, which are classified as developed (Spain, UK, Germany, and France) and emerging (Poland, Hungary, Croatia, and Romania).

Modelling volatility spillovers, cross-market correlation and co-movements between stock markets in european union: an empirical case study

The purpose of this paper is to find and prioritize human factors affecting entrepreneurial resilience.,The statistical population consists of prominent Iranian university professors in this field, and the statistical sample is ten of them randomly. A researcher-made questionnaire was used for data collection. After a comprehensive review of the theoretical foundations, the research model was formed with 5 main indices and 21 sub-indices. Fuzzy decision-making trial and evaluation laboratory (DEMATEL)-based (DANP) technique and MATLAB software was used for analysis.,Indicators of Values and Beliefs (A3) and Motivation Index (E5) as Influential Indicators and indicators of personal attributes (S1), formal and informal relationships (R2) and human capital (C4) are effective indicators of entrepreneurial resilience. In the final rankings, formal and informal relationships had the highest weight with 0.263 and the lowest with priority and motivation index with 0.080. In addition to the final rankings of the sub-indices, the indicators of first-hand experience, recognition of opportunities and consulting services were given the highest weight.,This study proposes that resilience is a real-life process and not just a list of each characteristic. All human beings have an innate ability to be resilient, but resilience is a learned and learned behavior, and the emphasis of experts is on the learning of various resilience skills.,This study contributes to the field of entrepreneurship by examining the institutional backgrounds of entrepreneurship resilience.

Amir Mehdiabadi

Papers

Are We Ready for the Challenge of Banks 4.0? Designing a Roadmap for Banking Systems in Industry 4.0

Ranking of Sustainable Medical Tourism Destinations in Iran: An Integrated Approach Using Fuzzy SWARA-PROMETHEE

An Investigation of the Link between Major Shareholders’ Behavior and Corporate Governance Performance before and after the COVID-19 Pandemic: A Case Study of the Companies Listed on the Iranian Stock Market

Modelling volatility spillovers, cross-market correlation and co-movements between stock markets in european union: an empirical case study

Entrepreneurship resilience and Iranian organizations: application of the fuzzy DANP technique