Suchergebnisse

Chapter 1. Fundamentals and Principles of waste management -- Chapter 2. Current Scenario of Waste management in India -- Chapter 3. Sustainable E-waste management and its effect on environment and human health -- Chapter 4. Management of Industrial Hazardous and non-hazardous Waste -- Chapter 5. Waste to wealth: Agricultural waste management -- Chapter 6. Waste to energy: Key element for Sustainable waste management -- Chapter 7. Emerging Applications of Photocatalysis in Wastewater Treatment -- Chapter 8. An opportunity for the entrepreneurs in waste management -- Chapter 9. Understanding the Radioactive Waste Management Practices -- Chapter 10. Municipal Solid Waste and Climate Change -- Chapter 11. Insights into waste management at institutional level: An approach towards zero waste Campus -- Chapter 12. Recent Advances in waste water treatment -- Chapter 13. Valorizing cellulosic biomass waste into valuable nano biosorbents -- Chapter 14. Improving waste management using IoT -- Chapter 15. Solid and liquid waste Management in Urban and Rural areas: Current practices and future perspectives -- Chapter 16. Development of technologies for municipal solid waste management: Current status, challenges, and future perspectives -- Chapter 17. Need of the Hour to Manage Biomedical Waste in Hospitals: An Emerging Issue -- Chapter 18. Advances and current approaches to recycle plastic waste. etc.

2.1 Introduction -- 2.2 Metals and their essentiality for life -- 2.2.1 Classification of elements in the human body on the basis of their concentration -- 2.2.2 Classification of elements in the human body on the basis of their physiological role -- 2.2.3 Some important elements and their roles in the human body -- 2.2.3.1 Iron -- 2.2.4 Effects of iron deficiency -- 2.2.5 Effects of iron overload -- 2.2.6 Zinc -- 2.2.7 Effects of zinc deficiency -- 2.2.8 Effects of zinc overload -- 2.2.9 Copper -- 2.2.10 Effects of copper deficiency -- 2.2.11 Effects of copper overload -- 2.2.12 Manganese

The present study identifies and prioritizes the barriers pertaining to implementation of corporate social responsibility (CSR) policies in Indian service industries. The 10 most important barriers related to CSR implementation have been first identified and then evaluated for the ranking process using Fuzzy Analytical Hierarchy Process (AHP) based methodology. The outcome of the study clearly presents that lack of top management commitment, lack of significant benefit of CSR, and financial constraints are the most important barriers in effective implementation of sustainable CSR initiatives among organizations belonging to the Indian service industry. These results may be used by decision makers to understand and these barriers, and identify critical success factors for the CSR process, which will help them to ensure that CSR is effectively implemented in their respective organizations.

AbstractEnterprise information systems (IS) implementation is often part of an organization's strategic IT initiatives and requires a large investment of organizational resources, yet may fail due to inadequate management of critical success factors (CSF). Using a revelatory case study of a multi‐partner COTS implementation process by a large Canadian government organization, this research investigates successful management of CSF through optimal stakeholder engagement and a balancing of control configurations. This research identifies four distinct project orientations related to stakeholder engagements—strategic, responsibility, harmony, and persuasion—that can be of significant value in managing CSF and other challenges during implementation and post‐implementation phases. In addition to the identification of a need for control balancing in a multi‐partner IS implementation, three key drivers responsible for triggering control balancing are identified: (a) shared understanding, (b) negative anticipation, and (c) deviation of expectations. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

PurposeThe institutionalization of an organizational innovation, such as an enterprise resource planning (ERP) system, takes place as a continuous adaptation process that includes the development of a support organization, infrastructure, regulations, and norms, as well as the acquired knowledge of the organizational members. This paper aims to provide a structured road map for understanding this complex process and to explain some of the critical issues in institutionalizing ERP in the organization.Design/methodology/approachMultiple case studies were employed as the research approach. A multiphase design was used to introduce structure to the methodology.FindingsThe paper, using a reasonably representative sample, provides valuable insights into the ERP institutionalization process within organizations. It identifies and documents a number of key challenges that organizations face in the three phases of the institutionalization process.Practical implicationsA number of findings from the paper may help managers in successfully institutionalizing ERP systems. The paper identifies 15 key activities and several challenges in executing those activities along with coping strategies that firms employed to face these challenges.Originality/valueERP systems mark a major shift in the organizational approach to information systems. The paper uses empirical data from case studies to explore and delineate the ERP institutionalization process in the adopting organizations.

AbstractRecently, multinational corporations have been globalizing their research and development (R&D) activities as a way to harness and leverage the scientific and technological capabilities residing in their subsidiary labs around the world and to tap into the knowledge base of overseas locations. Prior research suggests that proper coordination and control mechanisms are critical for the realization of this goal. An empirical study was undertaken to ascertain the extent to which four coordination and control mechanisms—autonomy, socialization, formalization, and communication—enhance the innovative capabilities of multinationals. R&D executives from 79 research facilities of 27 North American, European, and Japanese multinational corporations participated in this study. The results from multivariate regression and factor analysis indicate that innovative capability is influenced by the level of autonomy of the labs, the extent of socialization, and the effectiveness of in‐person communication between the HQ and subsidiary labs.RésuméRécemment, les corporations multinationales ont mondialisé leurs activités de recherche et développement afin d'exploiter et de retenir les capacités scientifiques et technologiques au coeur de leurs laboratoires auxiliaires autour du monde. Des recherches antérieures suggèrent qu'une bonne coordination et qu'un bon contrôle est critique pour la réalisation de ce but. Une recherche empirique a été effectué pour évaluer jusqu'à quel point les quatre mécanismes de coordination et de contrôle—autonomie, socialisation, formalisation, et communication—pourraient améliorer les capacités innovatrices des compagnies multinationales. Les directeurs de recherche et développement parvenant de 79 laboratoires de recherche de 27 corporations nord‐américaines, européennes, et japonaises ont participé à cette étude. Les résultats de régressions multivariées et d'analyse de facteurs indiquent que les capacités innovatrices sont influencées par le niveau d'autonomie dans les laboratoires, les limites de la socialisation, et par l'efficacité de l'intercommunication entre le siège social de l'entreprise et les laboratoires auxiliaires.