Disaster response and recovery are crucial phases of disaster management. Decision-support systems used in disaster management must cope with the complexity and uncertainty involved with the scheduling and assignment of differentially-skilled personnel and assets to specific tasks. Operational constraints-such as workload and labor requirements, precedence constraints, resource availability, and critical deadlines among others-make timely and appropriate task assignment and sequencing difficult. Failure to assign personnel in an efficient and effective manner may result in unnecessary fatalities and significant additional loss of property as well as damaging the reputation of the disaster management organizations. Therefore, this paper proposes a decision-support system for disaster response and recovery using hybrid meta-heuristics.

The main objective of this paper is to introduce strategic management accounting and strategic management in the world at what stage is the process of moving it How and in what direction it is moving. The reason for this has been done to study the literature and theoretical foundations. Then The following research model for developed countries and Iran and Japan have been used.Content strategy can be Broadly defined as the way an organization. Despite the nearly 30-year history of strategic management accounting, its still not been able to Introduced as an essential element of management accounting. Modern management requires new management accounting aims to help managers Strategic analysis will help to ensure the usefulness of management accounting in the management of the organization, it is necessary accounting Management objectives and strategy in the near term. Traditionally, strategies, future looking, long-term decisions While accounting requires retrospective overview of the company, and to achieve short-term goals planned Is. Strategic management accounting can be defined as "the process of identifying, collecting, selecting and analyzing accounting data for Assist the management team in strategic decision making and organizational effectiveness assessment must be defined. This paper describes the definition and management Strategic Management and its variants and their use for the strategic goals of the organization and management are discussed. Accounting for Management Consolidation of activities in the strategy of the organization should provide information on the three strategic principles of quality, cost and time to help A. Thinking, planning and strategic management of the organization's long-term role in dealing with environmental changes play.

The paper presents the results of a study based on an extensive number of interviews and focus group discussions conducted with non-executive directors (NEDs), executive and nonexecutive chairmen, chief executive officers (CEOs) and other key line and functional directors within UK corporations. Four critical issues concerning NEDs' performance are identified, namely the need to be responsive to boardroom dynamics, the need to be multicompetent in response to the various challenges NEDs face, the need to have the capability to address governance issues which are increasingly identified as predominating boardroom debate and the need to be sensitive to the context within which the company finds itself. Overall, NEDs are considered to provide a valuable contribution to the progress of the enterprise. However, the question that remains unanswered is what motivates NEDs to continue to address such challenges as, in the UK context, NEDs' rewards are seen to be particularly low.

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The rapid, pervasive growth of Internet use for business purposes has had a noticeable effect on numerous firms' business strategies. This type of perturbation among competitors results in a more dynamic market. To be successful in such a market often requires a firm to reexamine how it competes. In recent years, two strategic management theories—the resource‐based view (RBV) and the dynamic capabilities theory (DCT)—have been advanced by proponents as being the key to developing successful competitive advantage. We argue that the DCT is a logical extension of the RBV. Operationalization has been a critical issue for both theories, and this paper fills a gap in the literature by offering a method of operationalizing dynamic capabilities. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.

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W e find evidence that customers evaluate services according to different rules depending on whether the overall service experience impression is negative or positive. The functional form by which the underlying service attributes are mapped into an overall satisfaction evaluation is compensatory in the former (negative) case and has conjunctive properties in the latter (positive) case. These findings are based on an examination of a large data set of outpatient healthcare customer satisfaction surveys. We conjecture that different cognitive processes are at work for positive versus negative service encounters.