Resource Allocation in Multiple Product Design Projects: A Bi-level Programming Approach

Wu, Chunlong; Ji, Yangjian

doi:10.14257/ijca.2016.9.1.25

Cited by 3 publications

(4 citation statements)

References 9 publications

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“…Thus, managers should implement managerial strategies that enhance control over clinical complexity by better allocating healthcare resources and coordination of services [ 3 , 4 ]. Several authors argue that the efficient allocation of resources requires a remarkable understanding of the capacities and resources of the organization, and such an understanding can only be developed over time through experience with human resources, organizational routines, and internalization of the common, tacit knowledge of the organization [ 5 , 6 ]. This implies that managers in hospitals should have clinical experience to encourage efficiency in carrying out activities, autonomy of work, and coordination in clinical service delivery.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, they foster competition instead of promoting cooperative behaviours among healthcare services, which often have interdependent activities. Conversely, horizontal management control is focused on fostering social control, which promotes autonomy and mutual collaboration, participation among different organizational levels, and greater interaction and efficiency in organizational relationships [ 5 , 12 ].…”

Section: Introductionmentioning

confidence: 99%

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Management Control Systems and Clinical Experience of Managers in Public Hospitals

Lunkes

Naranjo‐Gil

López-Valeiras

2018

IJERPH

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Healthcare authorities are encouraging managers in hospitals to acquire clinical experience and knowledge in order to better carry out and coordinate healthcare service delivery. The main objective of this paper is to analyse how the clinical experience of hospital managers is related to public health institutions’ performance. It is proposed that the effect of the clinical experience on operative and financial organizational performance is indirect through the mediating variables of perceived utility of management information and horizontal management control system. This paper analyses how these variables impact hospital performance through the data from a survey sent to 364 hospital managers in Brazil. The results show that managers’ clinical experience is related to higher perceived utility of historical, financial, short-term, and internal information, but not with horizontal control adoption in hospitals. Furthermore, our results show that, in hospitals, perceived utility of forecasted, non-financial, long-term, and external managerial information positively affects hospitals’ financial performance, while adoption of horizontal control management positively affects operational performance. Through showing evidence that clinical background could explain the differences not only in hospital service management but also in information capabilities and management control processes, this study offer meaningful implications for healthcare authorities and hospital managers involved in the development and implementation of strategies in the health sector.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Management Control Systems and Clinical Experience of Managers in Public Hospitals

Lunkes

Naranjo‐Gil

López-Valeiras

2018

IJERPH

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“…Because on the one hand, increases of global competitive pressure and product development process complexity, and, on the other hand, decreasing product development life cycle, design actors in the P-P-O model must collaborate more and more closely to enhance design efficiency (Robin et al 2007). Therefore, how to effectively allocate resources is key to complex multiple product design project planning (Wu and Ji 2016). Meanwhile, the resource allocation problem is very important to the P-P-O model to adapt the future collaborative organization relationship.…”

mentioning

confidence: 99%

“…The efficiency of resource allocation to some extent is affected by resource organization (Wu and Ji 2016). Traditionally, the relationships among actors in an industrial design process take place according to a hierarchical structure.…”

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confidence: 99%

Management of the Design Process: Human Resource Allocation in Factories of the Future

Jin

Sperandio²,

Girard³

2017

INSIGHT

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Currently, many new challenges, such as multiplication of data and information, mass customization, global cooperation, and scarcity of resources, shape the relationships among different actors. Therefore, when managers have several projects to schedule, human resources allocation becomes much more complex to grasp. The work in this paper is to propose a human resources allocation methodology in design process to cope with the adaption of the Product‐Process‐Organization (P‐P‐O) model for the factory of the future. According to the new concept in the Industry 4.0, future human resource organization structure will be the horizontal and point‐to‐point structures. Therefore, this paper discusses the related concepts regarding human resource horizontal ability and project urgency level.

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Bilevel Optimization: Theory, Algorithms, Applications and a Bibliography

Dempe

2020

Springer Optimization and Its Applications

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Resource Allocation in Multiple Product Design Projects: A Bi-level Programming Approach

Abstract: Abstract

Cited by 3 publications

References 9 publications

Management Control Systems and Clinical Experience of Managers in Public Hospitals

Management Control Systems and Clinical Experience of Managers in Public Hospitals

Management of the Design Process: Human Resource Allocation in Factories of the Future

Bilevel Optimization: Theory, Algorithms, Applications and a Bibliography

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