Sam Khoury

A dynamic model for hardware/software obsolescence

Purpose – Since technological lifecycles do not always match hardware/software (HW/SW) lifecycles, obsolescence becomes a major issue in system lifecycle management as it can cause premature and unscheduled replacement of HW/SW subsystems. The purpose of this paper is to report a dynamic model to predict the obsolescence dates for HW/SW subsystems. Design/methodology/approach – The dynamic model estimates obsolescence dates for HW/SW subsystems based on graph theory concept. The model depicts the stages of subsystem obsolescence through transmittances composed of probability and time-distribution elements. The model predicts probability and mean time to obsolescence for line replaceable units (LRUs) over the lifetime of the system. An illustrative example in signaling systems used in a train control system was used to demonstrate the application of this model. Findings – Generally, the short timespan for HW/SW subsystems, which are periodically replaced with newer technologies, results in the development ...

Logistics managers’ views of Six Sigma integration within logistics operations

Logistics managers are required to efficiently and effectively manage logistics operations. One of the tools they employ to meet this requirement is the integration of Six Sigma. This study surveyed logistics managers on the east coast of the USA to determine their level of acceptance of the integration of Six Sigma within logistics operations and to identify the components of Six Sigma that require modification for successful integration. The results of this study revealed that despite the management style (Theory X or Theory Y), 88% of managers believe Six Sigma is compatible with logistics managers’ roles and responsibilities. Furthermore, adaptation of logistics processes to Six Sigma requirements proved more compatible than the adaptation of Six Sigma to logistics processes. Also, the adaptation of logistics processes to accommodate Six Sigma had a significant impact on organisational savings and on successful Six Sigma implementation.

Risk assessment using interval vector cumulative failure rate

Risk management is a process to identify, assess, and mitigate potential risks to the success of a project. Risks that are not handled appropriately can result in a catastrophe, such as the Space Shuttle Challenger explosion. In this study, a method of using interval vector of cumulative failure rates was developed to improve the categorisation of risks. The cause of the Challenger accident was explored and design failures explained. An illustrative example will be presented to demonstrate the use of newly developed method on the space shuttle solid rocket booster field joint.

Flow-Graph and Markovian Methods for Cyber Security Analysis

A flow-graph depicts the interrelationships among cyber security and security threats/incidents i.e., internal, external, and accidental. Using a flow-graph, the manner in which security threats may affect systems can be investigated. This paper reports analytical approaches to analyze time to security threats and probability of security threat occurrence. Considering embedded threat detection functions in a safe-guard unit, the proposed approaches use the flow-graph concept, and Markovian method to calculate time to security threat occurrence and its probability. The threat detection functions are featured by incident detection and recovery mechanisms. The results of this study can be used by all parties public and private sector organizations, service providers, IT, and insurance companies to better deal with cyber security issues with respect to utilizing technology, investment, and insurance. An illustrative example is demonstrated to present the application of the approach.

Study of the relationship between employee engagement and organisational effectiveness

The aim this study is to investigate the relationship between employee engagement and organisational effectiveness. Two questionnaires in relation to employee engagement and organisational effectiveness using Parsons model were designed and distributed among 184 experts and managers of Damavand Power Generation Management located in Damavand, Iran. The participants were selected using a stratified sampling method. The finding proves that there is a meaningful relationship between each of the six dimensions of internal marketing, including organisational justice, rewarding, training, employee participation, information sharing, job security and organisational effectiveness. The data analysis shows that performance of employee engagement programs in organisational justice, offering rewards, training, employee involvement, job security, and information sharing affect absorption and retention of employees and increases of their job satisfaction. Employee engagement influences organisational effectiveness, if the employee is viewed as a key stakeholder and internal customer of the organisation. Knowledge of the methods of achieving organisational effectiveness through employee engagement results in increased productivity and organisational performance. Also, management is confident about the organisations situation. In addition, managers will reach a state of awareness in the field and be able to apply the principles of the internal marketing in employee engagement, which allows corporate planners to be able to design effective strategies.

Social Marketing Mix Dimensions as Determinants of Brand Loyalty: A Case Study

1. IntroductionOne of the most important goals for brand owners is to develop brand loyalty in their customers. Loyal customers are regarded as a certain source of profitability for companies and given the environment of uncertainty, it brings a suitable margin of safety for them (Harris & Goode, 2004; Woodside & Walser, 2007). On the other hand, social marketing mix is a group of tools used to control and, if combined, that allow organizations to respond to the target market and audience (Kotler & Armstrong, 2000). This study aims to explore the relationship between social marketing mix and brand loyalty through a case study of Naein hand-woven carpet.2. Literature Review2.1. Concept of Social MarketingSocial marketing was proposed for the first time at the end of 1960s and beginning of 1970s (Saunders et al., 2015) when some researchers such as Kotler used the concepts of business marketing for an extensive range of social problems and concepts (Kotler & Levy, 1969; Kotler & Zaltman, 1971). The social marketing discipline is maturing fast. There are growing numbers of academic courses in social marketing around the world (Spotswood et al., 2012). It has been designed from the body of different kinds of knowledge such as psychology, sociology, anthropology, politics, and communicative theories along with scientific fields in advertising, public relations, and market research.Social marketing tries to create positive social changes and can be used to foster suitable products, creating a target audience, preventing unsuitable products and services, and finally enable promulgation of welfare (Serat, 2010). Indeed social marketing is the use of marketing techniques in social problems in order to create the motivation to perform an act or behavior in people that is helpful for them (Ricordeau et al., 2003). Generally, social marketing intends to achieve one of the following (Kotler et al., 2002):i. accepting the new behavior among the potential behaviors,ii. adjusting the current behavior, andiii. quitting the previous behavior.Also, the change of behavior is voluntary, which helps in understanding what people know, believe, and do by using a customer-orientation approach (Ghasemi & Bordbar, 2015).Social marketing has remained essentially an application of commercial marketing principles to a planned behavior change strategy (Lee & Kotler, 2011). Social marketing literature and texts emphasize both customer-centricity and also voluntary behavior change. However, in a situation where customer consultation and research indicate that direct regulation is both supported and the most effective approach, both are required (Maryon-Davis, 2010).Craig Lefebvre advanced three propositions that are useful in guiding our thinking about new ways to broaden the intellectual and disciplinary horizons of social marketing (Saunders et al., 2015). These are:i. All social marketing stakeholders have a part to play in the evolution of social marketing regardless of their educational background or career niche.ii. The theory and empirical basis for our work has become mired in old ways of thinking about marketing and social change and needs to be updated.iii. The practice of social marketing should both drive and reflect new marketing and social change ideas and the trans-disciplinary nature of our work (Lefebvre, 2012).2.2. Social Marketing MixAs previously noted, social marketing mix is a group of tools to control and, if combined, allow organizations to respond to the target market and audience (Kotler & Armstrong, 2000). Normally, use of social marketing mix is more complex than the business sector. The main problem refers to imperceptibility of a product that is offered to the customer.Other researchers have considered the existence of other factors in the marketing mix, among which the government, politics, and participation can be mentioned (Winrich, 1999). …