The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

The Concept of Corporate Strategy. Por Kenneth R. Andrews. Homewood, III.: R. D. Irwin, 1980 Revised Ed. xi, 180 p.; 24 cm. Incluye referencias e indice. ISBN 0-256-02371-9.

The Concept of Corporate Strategy

The OECD Principles of Corporate Governance

The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework

Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation

https://www.mosaicprojects.com.au/PDF_Papers/P162_The_Management_of_Project_Management_IJPM.pdf

The management of project management: a conceptual framework for project governance

Design and development of distributed solar PV systems: Do the current tools work?

Organisations owning and managing infrastructure assets are constantly striving to obtain the greatest life time value. This led to the development of the concept of asset management to provide a systematic approach to manage infrastructure assets. However, asset management as a discipline is still relatively new and as such lack well grounded theories. There is an urgent need to document the processes involved in the management of infrastructure assets. Through case studies, this paper aims to first, review the goals of infrastructure asset management and investigate the extent to which they reflect a business resource approach to infrastructure asset management. Second, the paper will identify the core processes of infrastructure asset management. These observed processes are then synthesised into a strategic infrastructure asset management framework to serve as a benchmark for practising manager looking to create value within their organisations.

/pdf/a-framework-for-strategic-infrastructure-asset-management-5gl5uzj22u.pdf

A Framework for Strategic Infrastructure Asset Management

Infrastructure asset management has grown in importance in recent years. In practice, many approaches and models have been adopted by organisations managing different infrastructure assets. The aim of this paper is to synthesise various asset management practices currently in use. The paper will also provide in brief, the concept of an integrative strategic infrastructure asset management framework. The framework broadly consists of three main components: strategic analysis, strategic choice and strategic implementation. An integrative strategic infrastructure asset management framework is important as it is presented as a process model, is generic and can be applied to various types of infrastructure assets.

A Stragetic Approach to Infrastructure Asset Management

Purpose – The purpose of this paper is to develop a conceptual framework that can be used to identify capabilities needed in the management of infrastructure assets.Design/methodology/approach – This paper utilises a qualitative approach to analyse secondary data in order to develop a conceptual framework that identifies capabilities for strategic infrastructure asset management.Findings – In an external business environment that is undergoing rapid change, it is more appropriate to focus on factors internal to the organisation such as resources and capabilities as a basis to develop competitive advantage. However, there is currently very little understanding of the internal capabilities that are appropriate for infrastructure asset management. Therefore, a conceptual framework is needful to guide infrastructure organisations in the identification of capabilities.Research limitations/implications – This is a conceptual paper and future empirical research should be conducted to validate the propositions ma...

/pdf/strategic-infrastructure-asset-management-a-conceptual-3wzsugh2ea.pdf

Eric Too

Papers

The management of project management: a conceptual framework for project governance

Design and development of distributed solar PV systems: Do the current tools work?

A Framework for Strategic Infrastructure Asset Management

A Stragetic Approach to Infrastructure Asset Management

Strategic infrastructure asset management: A conceptual framework to identify capabilities