Congestion management impacts on bilateral electricity markets under strategic negotiation.docx
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Congestion management impacts on bilateral electricity markets under strategic negotiation.docx
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Congestionmanagementimpactsonbilateralelectricitymarketsunderstrategicnegotiation
Compensationforlossesofnon-marketvaluesexperiencedbyaboriginalpeoples,duetoadverseimpactsontheirlandorresourcebasecausedbyothers,isanimportantissueforlawandsocialjustice.Yetthestandardmethodsofeconomicvaluationasabasisfordeterminingcompensationarenotalwayssuitedtoaddressingthediversevaluesofaboriginalpeople.Thispaperdiscussesanapproachtovaluationthatemploysconceptsandmethodsofdecisionanalysis,informedbybehavioraldecisionresearch,inanappliedcontext.Itusesamulti-attributevalueassessmentasabasisforcharacterizingtherelativesignificanceofresourcedamagesthataffectdeeplyheld,complex,intangiblevalues.WedrawontheexperienceofconductinganalysesforthreeMetissettlementsinAlberta,Canada,toillustratetheapproachusingacasestudy.Interpretationsoftheresultsasabasisfornegotiationregardingcompensationareexamined.
ArticleOutline
1.Introduction
2.Historicalandlegalcontext
3.Multi-attributevalueanalysisasabasisforvaluationofMetislosses
3.1.CharacterizingthenatureofMetislosses
3.2.Multi-attributevalueassessmentforMetislosses
3.3.Overcomingbiasesinvalueelicitation
3.3.1.Askingquestionsthatdonotfithowtheparticipantsviewthecontext
3.3.2.Askingquestionsaboutunfamiliarvaluesthatarecognitivelydemandingoftheparticipants
3.3.3.Hypotheticalbias
3.3.4.Strategicbias
4.MuskegLakecasestudy
4.1.Settingandhistoryofdamage
4.2.Establishingtheimpactsandvalues
4.3.Impacts,valuesandperformancemeasures
4.4.Developingscenarios:
‘with’and‘without’petroleumdevelopment
5.Valuationworkshop
5.1.Workshopparticipants
5.2.Workshopmethods
5.3.Rankingandweightingvalues:
judgmenttasksandrelativeimportance
5.4.Valuationresults
5.5.Establishingmonetaryequivalents
5.6.Implicationsoftime
6.Discussion
7.Conclusion
Acknowledgements
References
Businessrelationshipportfoliosandsubcontractors'capabilities OriginalResearchArticle
IndustrialMarketingManagement
Wedevelopadynamicpartnerassessmentsystem(DPAS)inordertoassesschangeinasupplypartner’scapabilityoveraperiodoftime.Thesystemembedsamulti-criteriadecisionmodelandmachinelearningmethods,andisdesignedtoevaluateapartner’ssupplycapabilitythatcanchangeovertimeandtomaximizerevenuewithdifferentprocurementconditionsacrosstimeperiods.Weapplythesystemtotheprocurementandmanagementoftheagriculturalindustry.Theresultsarecomparedwithreal-worldauctionmarkets.
ArticleOutline
1.Introduction
2.Literaturereviewandproblemdefinition
2.1.Literaturereview
2.2.Problemdefinition
3.DPASandapplicationtotheagriculturalindustry
3.1.Definingmultiplecriteria
3.2.Dividingthetotalcontractperiodintoseveralperiodsforassessment(PFA)
3.3.SegmentingpartnersandselectingcandidatepartnergroupsbyPFA
3.4.OptimizationofallPFAs
3.5.Identifyingchangingsupplyconditionsoftheselectedpartnersovertime
4.EvaluationofDPAS
5.Conclusions
References
Resourcecompensationandnegotiationsupportinanaboriginalcontext:
Usingcommunity-basedmulti-attributeanalysistoevaluatenon-marketlosses OriginalResearchArticle
EcologicalEconomics
Aninstitutionalframeworkfordesigningandmonitoringecosystem-basedfisheriesmanagementpolicyexperiments OriginalResearchArticle
EcologicalEconomics
Whileresearchonverticalrelationshipshasdemonstratedthatsuppliers'capabilitiescanbedevelopedviapartnerships,welackstudiesthatrelatethedevelopmentofsuchcapabilitiestothemanagementofbusinessrelationshipportfolios.Thispaperpartiallyfillsthisresearchgapbyinvestigatinghowsmalltomediumsubcontractors(SMSs)aligntheircustomerrelationshipportfolioswiththeirdesignandmarketingcapabilities.
Applyingone-wayANOVAtoasampleof62subcontractorslocatedinthemechanicalindustrialdistrictofPordenone(NorthEastItaly),weshowthatthedevelopmentofmarketinganddesigncapabilitiesaffectssubcontractors'businessrelationshipportfolios.OurstudysuggeststhatSMSsstrategicallymanagetheircustomerrelationships,movingfromtraditionalsubcontractingtoamorearticulatedportfoliocharacterizedbyastrongerpresenceofpartnershipandmarketrelationships.MarketinganddesigncapabilitiesshapeSMSs'autonomyandstrategicoptionsinchoosingtheappropriatecombinationsofdifferentrelationshiptypes.
ArticleOutline
1.Introduction
2.Theoreticalbackground
3.Dataandmethods
3.1.Researchcontext
3.2.Researchdesign
3.3.Constructsandmeasures
3.3.1.Marketingcapabilities
3.3.2.Designcapabilities
3.3.3.Customer–supplierrelationships
4.Findings
4.1.Subcontractors'marketinganddesigncapabilities
4.2.Subcontractors'businessrelationshipportfolios
4.3.Linkingsubcontractors'capabilitiesandbusinessrelationshipportfolios
4.3.1.Categorizingsubcontractors'marketinganddesigncapabilities
4.3.2.Descriptiveanalysis
4.3.3.Analysisofvariance
5.Discussionoffindings
6.Conclusionandfutureresearchdirections
References
Vitae
BestnewproductdevelopmentandmanagementpracticesintheKoreanhigh-techindustry OriginalResearchArticle
IndustrialMarketingManagement
Indicatorsystemsareseenascentraltoolsforecosystem-basedfisheriesmanagement,helpingtosteerfisheriestowardssustainabilitybyprovidingtimelyandusefulinformationtodecision-makers.Withouttestinghypothesesaboutthelinksbetweenpoliciesandoutcomes,however,indicatorsystemsmaydolittlemorethanpromoteadhocpolicies,possiblyevenprolongingthetransitiontosustainablefisheries.TheInstitutionalAnalysisandDevelopment(IAD)frameworkisarobustframeworkthathasbeenusedextensivelytodesignpolicyexperimentsandempiricallytesttheoriesandmodelslinkingecological–economicsystems,institutionsandthesustainabilityofcommonpoolresourcesystems.AmodifiedIADframeworkisdevelopedthattransparentlyencompassesbothprocess-orientedpressure-state-response(PSR)andstructurallyorientedsustainablelivelihoodindicatorframeworks,thusprovidingaplatformforecosystem-basedfisheriesmanagementpolicyexperimentdesignandmonitoring.Aninstitutionalapproachtofisheriesmanagementfacilitatescriticalexaminationofimportantcross-cuttingissues,includingassumptionsregardingwhatcomprisessustainabilityandhowmarket,governmentandcivilsocietyorganizationsusestrategicinvestmentsincapitalassetsandinstitutionstoachievesustainabilityobjectives.Theemphasisoncapitalassetskeepsattentionontherelativemeritsofalternativeinvestmentoptionsinpolicyexperiments.
ArticleOutline
1.Introduction
2.Theinstitutionalanalysisanddevelopmentframework
3.ModifiedIADframeworkforecosystem-basedfisheriesmanagement
3.1.Capitalassets
3.1.1.Naturalcapital
3.1.2.Manufacturedcapital
3.1.3.Humancapital
3.1.4.Socialcapital
3.1.5.Financialcapital
3.2.Institutions
3.2.1.Operationalsituations
3.2.2.Collectivechoicesituations
3.2.3.Constitutionalsituations
3.3.Actors
3.4.Patternsofinteraction
3.4.1.Effort
3.4.2.Location
3.4.3.Choiceoftechnology
3.4.4.Compliance
3.4.5.Cooperation/conflict
3.5.Impactsandpressure
3.5.1.Evaluativecriteria
3.5.2.Drivingforces
3.6.Investmentresponses
3.6.1.Investmentsinnaturalcapital
3.6.2.Investmentsinmanufacturedcapital
3.6.3.Investmentsinhumancapital
3.6.4.Investmentsinsocialcapital—communitycapacity
3.6.5.Investmentsinsocialcapital—statecapacity
3.6.6.Investmentsininstitutions
3.7.Investmentsininstitutions—operationalsituations
3.8.Investmentsininstitutions—collectivechoicesituations
3.9.Investmentsininstitutions—constitutionalsituations
4.Concludingremarks
Acknowledgements
References
Faster,better,cheaper:
AstudyofNPDprojectefficiencyandperformancetradeoffs OriginalResearchArticle
JournalofOperationsManagement
Inthispaper,wedevelopatheoryofefficiencyandperformancetradeoffsfornewproductdevelopment(NPD)projects.Datafrom137completedNPDprojectsareanalyzedforevidencepointingtotradeoffsinperformancepatternsmanifestedinthedata.Inaddition,weinvestigatehypothesizedrelationshipsbetweencertainNPDpracticesandaholistic,efficiencybasedmeasureofNPDperformance.Wedemonstrateanewapproachtotheoperationalizationofholisticnewproductdevelopment(NPD)projectperformance,employingasequentialdataenvelopmentanalysis(DEA)methodologythatsimultaneouslyincorporatesmultiplefactorsincludingnewproductdevelopmentcost,productcost,productquality,andprojectleadtime.
TheresultsofthedataanalysissupportourhypothesisthattradeoffsamongNPDperformanceoutcomesaremanifestedmorestronglyinhighlyefficientprojectswhencomparedtoinefficientprojects.Thepresenceofthreedistinctsubgroupsinhighlyefficientprojectsissuggestiveofseveralmodesofefficiencywhichappeartoachieveequallyeffectivemarketsuccess.TheabsenceofsuchpatternsinlessefficientprojectssupportsatheoryofperformancefrontiersthatmayimposetheneedfortradeoffsmorestronglyasNPDprojectsachievehigherlevelsofefficiency.Thefindingsalsopointtotheimportanceofprojectmanagementexperience,balancedmanagementcommitment,andcross-functionalintegrationinachievinghighlevelsofNPDprojectefficiency.Wediscusstheimplicationsofthefindingsforpracticeandforfutureresearch.
ArticleOutline
1.Introduction
2.Theorydevelopment
2.1.Tradeof
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