The Experts below are selected from a list of 648 Experts worldwide ranked by ideXlab platform
Derval Dos Santos Rosa - One of the best experts on this subject based on the ideXlab platform.
-
a comparison of two models for dealing with urban solid waste Management by contract and Management by public private Partnership
Resources Conservation and Recycling, 2013Co-Authors: Adauto Fernandes Marconsin, Derval Dos Santos RosaAbstract:Abstract In work, we compared two models for dealing with urban solid waste in Brazil, namely, Management by contract and Management by public–private Partnership. Management by contract, which is widely used by the public sector (municipalities) for urban solid waste collection and disposal and for acquiring goods and services for periods not greater than 60 months, is governed by Federal Law 8.666/93. Management by public–private Partnership is governed by Federal Law 11.079/04 for contracts worth more than US$11,000,000 and involves costs for the private partner and public partner. The financial return for the private partner must be clearly delineated and the contract should last from 5 to 35 years. Management by public–private Partnership that involves the Management of municipal solid waste is very recent in Brazil. For this reason, the comparison between the two forms of Management of municipal solid waste (Management by contract and Management by public–private Partnership) described in this work is unprecedented in this country. Both of these models are used in the municipality of Sao Bernardo do Campo in the State of Sao Paulo, Brazil. For this study, information was gathered through semi-structured interviews with public works managers in Sao Bernardo do Campo, with members of an Association of Recyclable Material Collectors and with managers of a company contracted by the Sao Bernardo do Campo city hall, and also by researching public documents provided by the city hall. The interviews with the managers of the municipality of Sao Bernardo do Campo, the Association and the company were held in the headquarters of each institution. The documents analyzed, such as the plan for dealing with municipal solid waste, contracts and bids were made available electronically. Analysis of the results indicated that Management by a public–private Partnership was more advantageous for dealing with urban solid waste than Management by contract since the former provided a strong selective collection program, reduced the amount of solid waste sent to sanitary embankments, led to the recovery an area of land previously degraded by the incorrect disposal of urban solid waste and stimulated the installation of an energy recovery unit.
-
A comparison of two models for dealing with urban solid waste: Management by contract and Management by public-private Partnership
Resources Conservation and Recycling, 2013Co-Authors: Adauto Fernandes Marconsin, Derval Dos Santos RosaAbstract:In work, we compared two models for dealing with urban solid waste in Brazil, namely, Management by contract and Management by public-private Partnership. Management by contract, which is widely used by the public sector (municipalities) for urban solid waste collection and disposal and for acquiring goods and services for periods not greater than 60 months, is governed by Federal Law 8.666/93. Management by public-private Partnership is governed by Federal Law 11.079/04 for contracts worth more than US$11,000,000 and involves costs for the private partner and public partner. The financial return for the private partner must be clearly delineated and the contract should last from 5 to 35 years. Management by public-private Partnership that involves the Management of municipal solid waste is very recent in Brazil. For this reason, the comparison between the two forms of Management of municipal solid waste (Management by contract and Management by public-private Partnership) described in this work is unprecedented in this country. Both of these models are used in the municipality of São Bernardo do Campo in the State of São Paulo, Brazil. For this study, information was gathered through semi-structured interviews with public works managers in São Bernardo do Campo, with members of an Association of Recyclable Material Collectors and with managers of a company contracted by the São Bernardo do Campo city hall, and also by researching public documents provided by the city hall. The interviews with the managers of the municipality of São Bernardo do Campo, the Association and the company were held in the headquarters of each institution. The documents analyzed, such as the plan for dealing with municipal solid waste, contracts and bids were made available electronically. Analysis of the results indicated that Management by a public-private Partnership was more advantageous for dealing with urban solid waste than Management by contract since the former provided a strong selective collection program, reduced the amount of solid waste sent to sanitary embankments, led to the recovery an area of land previously degraded by the incorrect disposal of urban solid waste and stimulated the installation of an energy recovery unit. © 2013 Elsevier B.V.
Adauto Fernandes Marconsin - One of the best experts on this subject based on the ideXlab platform.
-
a comparison of two models for dealing with urban solid waste Management by contract and Management by public private Partnership
Resources Conservation and Recycling, 2013Co-Authors: Adauto Fernandes Marconsin, Derval Dos Santos RosaAbstract:Abstract In work, we compared two models for dealing with urban solid waste in Brazil, namely, Management by contract and Management by public–private Partnership. Management by contract, which is widely used by the public sector (municipalities) for urban solid waste collection and disposal and for acquiring goods and services for periods not greater than 60 months, is governed by Federal Law 8.666/93. Management by public–private Partnership is governed by Federal Law 11.079/04 for contracts worth more than US$11,000,000 and involves costs for the private partner and public partner. The financial return for the private partner must be clearly delineated and the contract should last from 5 to 35 years. Management by public–private Partnership that involves the Management of municipal solid waste is very recent in Brazil. For this reason, the comparison between the two forms of Management of municipal solid waste (Management by contract and Management by public–private Partnership) described in this work is unprecedented in this country. Both of these models are used in the municipality of Sao Bernardo do Campo in the State of Sao Paulo, Brazil. For this study, information was gathered through semi-structured interviews with public works managers in Sao Bernardo do Campo, with members of an Association of Recyclable Material Collectors and with managers of a company contracted by the Sao Bernardo do Campo city hall, and also by researching public documents provided by the city hall. The interviews with the managers of the municipality of Sao Bernardo do Campo, the Association and the company were held in the headquarters of each institution. The documents analyzed, such as the plan for dealing with municipal solid waste, contracts and bids were made available electronically. Analysis of the results indicated that Management by a public–private Partnership was more advantageous for dealing with urban solid waste than Management by contract since the former provided a strong selective collection program, reduced the amount of solid waste sent to sanitary embankments, led to the recovery an area of land previously degraded by the incorrect disposal of urban solid waste and stimulated the installation of an energy recovery unit.
-
A comparison of two models for dealing with urban solid waste: Management by contract and Management by public-private Partnership
Resources Conservation and Recycling, 2013Co-Authors: Adauto Fernandes Marconsin, Derval Dos Santos RosaAbstract:In work, we compared two models for dealing with urban solid waste in Brazil, namely, Management by contract and Management by public-private Partnership. Management by contract, which is widely used by the public sector (municipalities) for urban solid waste collection and disposal and for acquiring goods and services for periods not greater than 60 months, is governed by Federal Law 8.666/93. Management by public-private Partnership is governed by Federal Law 11.079/04 for contracts worth more than US$11,000,000 and involves costs for the private partner and public partner. The financial return for the private partner must be clearly delineated and the contract should last from 5 to 35 years. Management by public-private Partnership that involves the Management of municipal solid waste is very recent in Brazil. For this reason, the comparison between the two forms of Management of municipal solid waste (Management by contract and Management by public-private Partnership) described in this work is unprecedented in this country. Both of these models are used in the municipality of São Bernardo do Campo in the State of São Paulo, Brazil. For this study, information was gathered through semi-structured interviews with public works managers in São Bernardo do Campo, with members of an Association of Recyclable Material Collectors and with managers of a company contracted by the São Bernardo do Campo city hall, and also by researching public documents provided by the city hall. The interviews with the managers of the municipality of São Bernardo do Campo, the Association and the company were held in the headquarters of each institution. The documents analyzed, such as the plan for dealing with municipal solid waste, contracts and bids were made available electronically. Analysis of the results indicated that Management by a public-private Partnership was more advantageous for dealing with urban solid waste than Management by contract since the former provided a strong selective collection program, reduced the amount of solid waste sent to sanitary embankments, led to the recovery an area of land previously degraded by the incorrect disposal of urban solid waste and stimulated the installation of an energy recovery unit. © 2013 Elsevier B.V.
Robert Sainsbury - One of the best experts on this subject based on the ideXlab platform.
-
the role of intelligent agents and data mining in electronic Partnership Management
Expert Systems With Applications, 2012Co-Authors: Merrill Warkentin, Vijayan Sugumaran, Robert SainsburyAbstract:The marketspaces of the ''New Economy'' and the eServices revolution have enabled the formation of new types of Partnerships which are electronically mediated. Web-based electronic commerce has also brought a tremendous increase in the volume of data that can be mined for valuable managerial knowledge. The data mining procedures used in this process can be enhanced by employing intelligent agents. This paper describes emerging electronic Partnerships between players in developing electronic marketspaces and identifies typical data flows between such players, with an analysis of the potential role of data mining and intelligent agent technology. By identifying the complex nature of information flows between the vast numbers of economic entities, we identify opportunities for applying data mining techniques that can lead to knowledge discovery. In particular, we show how a Generic Agent-based data Mining Architecture (GAMA) can be customized to support managerial decision-making and problem solving in a networked economy. A prototype implementation of GAMA is presented, along with a demonstration of the some of the capabilities of the system. Finally, we explore the role of agents in promoting and maintaining strong automated relationships between various strategic partners.
Victoria Pagan - One of the best experts on this subject based on the ideXlab platform.
-
generating employee engagement in a public private Partnership Management communication activities and employee experiences
International Journal of Human Resource Management, 2013Co-Authors: Stefanie Reissner, Victoria PaganAbstract:Much of the existing research on employee engagement is deficient in examining organizational actors' lived experiences of organizational engagement activities. This article, deriving from qualitative research in a public–private Partnership organization, contributes to the current understanding of how employee engagement is generated through Management communication activities seeking to promote engagement and employees' responses thereto. Also drawing on the literatures on organizational change, communication and culture, our research demonstrates that: (1) managers use both directive and discursive means of communication to create an environment in which employees may wish to engage; and (2) employees respond positively to such communication as it makes them feel valued and involved, which enhances their propensity to engage with the organization. However, contrary to widespread assumptions in the literature, the generation of employee engagement is far from straightforward; employees have an active ro...
-
Generating employee engagement in a public–private Partnership: Management communication activities and employee experiences
International Journal of Human Resource Management, 2013Co-Authors: Stefanie Reissner, Victoria PaganAbstract:Much of the existing research on employee engagement is deficient in examining organizational actors' lived experiences of organizational engagement activities. This article, deriving from qualitative research in a public–private Partnership organization, contributes to the current understanding of how employee engagement is generated through Management communication activities seeking to promote engagement and employees' responses thereto. Also drawing on the literatures on organizational change, communication and culture, our research demonstrates that: (1) managers use both directive and discursive means of communication to create an environment in which employees may wish to engage; and (2) employees respond positively to such communication as it makes them feel valued and involved, which enhances their propensity to engage with the organization. However, contrary to widespread assumptions in the literature, the generation of employee engagement is far from straightforward; employees have an active ro...
-
Generating employee engagement in a public-private Partnership: Management communication activities and employee experiences
International Journal of Human Resource Management, 2013Co-Authors: Stefanie Reissner, Victoria PaganAbstract:Much of the existing research on employee engagement is deficient in examining organizational actors’ lived experiences of organizational engagement activities. This article, deriving from qualitative research in a public–private Partnership organization, contributes to the current understanding of how employee engagement is generated through Management communication activities seeking to promote engagement and employees’ responses thereto. Also drawing on the literatures on organizational change, communication and culture, our research demonstrates that: (1) managers use both directive and discursive means of communication to create an environment in which employees may wish to engage; and (2) employees respond positively to such communication as it makes them feel valued and involved, which enhances their propensity to engage with the organization. However, contrary to widespread assumptions in the literature, the generation of employee engagement is far from straightforward; employees have an active role to participate in the engagement activities offered by managers. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
Merrill Warkentin - One of the best experts on this subject based on the ideXlab platform.
-
the role of intelligent agents and data mining in electronic Partnership Management
Expert Systems With Applications, 2012Co-Authors: Merrill Warkentin, Vijayan Sugumaran, Robert SainsburyAbstract:The marketspaces of the ''New Economy'' and the eServices revolution have enabled the formation of new types of Partnerships which are electronically mediated. Web-based electronic commerce has also brought a tremendous increase in the volume of data that can be mined for valuable managerial knowledge. The data mining procedures used in this process can be enhanced by employing intelligent agents. This paper describes emerging electronic Partnerships between players in developing electronic marketspaces and identifies typical data flows between such players, with an analysis of the potential role of data mining and intelligent agent technology. By identifying the complex nature of information flows between the vast numbers of economic entities, we identify opportunities for applying data mining techniques that can lead to knowledge discovery. In particular, we show how a Generic Agent-based data Mining Architecture (GAMA) can be customized to support managerial decision-making and problem solving in a networked economy. A prototype implementation of GAMA is presented, along with a demonstration of the some of the capabilities of the system. Finally, we explore the role of agents in promoting and maintaining strong automated relationships between various strategic partners.