Stereodivergent Complexity-to-Diversity Strategy en Route to the Synthesis of Nature-Inspired Skeleta

2022 ◽  
Author(s):  
Vunnam Srinivasulu ◽  
Gourishetty Srikanth ◽  
Monther A. Khanfar ◽  
Imad A. Abu-Yousef ◽  
Amin F. Majdalawieh ◽  
...  
Keyword(s):  
Diversity Strategy

Value creation through appreciation? An exploration of the perception of diversity management in a transnational aviation group

2020 ◽  
Author(s):  
Nicolai Scherle
Keyword(s):  
Value Creation ◽  
Social Research ◽  
Diversity Management ◽  
Flight Attendants ◽  
Success Factor ◽  
Qualitative Social Research ◽  
The Face ◽  
Methodological Principles ◽  
Tourism And Hospitality ◽  
Diversity Strategy

In view of certain socio-cultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy; a fact that applies to qualitative studies in particular. This paper addresses the perception of diversity and diversity management within one of the world’s leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa’s diversity strategy – based on the principle of ‘value creation through appreciation’ – and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.

Working towards sustainable urban water management: the vulnerability blind spot

2011 ◽  
Vol 64 (12) ◽  
pp. 2362-2369 ◽  
Author(s):  
L. Werbeloff ◽  
R. Brown
Keyword(s):  
Water Management ◽  
Water Scarcity ◽  
Large Scale ◽  
Holistic Approach ◽  
Blind Spot ◽  
Response Strategy ◽  
Urban Water ◽  
Urban Water Management ◽  
Sustainable Urban Water Management ◽  
Diversity Strategy

The unprecedented water scarcity in Australia coincides with the adoption of a new urban water rhetoric. The ‘Security through Diversity’ strategy has been adopted in a number of Australian cities as a new and innovative approach to urban water management. Although this strategy offers a more holistic approach to urban water management, in practice, the Security through Diversity strategy is largely being interpreted and implemented in a way that maintains the historical dependence on large scale, centralised water infrastructure and therefore perpetuates existing urban water vulnerabilities. This research explores the implementation of Security through Diversity as the new water scarcity response strategy in the cities of Perth and Melbourne. Through a qualitative study with over sixty-five urban water practitioners, the results reveal that the practitioners have absorbed the new Security through Diversity language whilst maintaining the existing problem and solution framework for urban water management. This can be explained in terms of an entrenched technological path dependency and cognitive lock-in that is preventing practitioners from more comprehensively engaging with the complexities of the Security through Diversity strategy, which is ultimately perpetuating the existing vulnerability of our cities. This paper suggests that greater engagement with the underlying purpose of the security though diversity strategy is a necessary first step to overcome the constraints of the traditional technological paradigm and more effectively reduce the continued vulnerability of Australian cities.

Diversity and Multi-Version Systems

2014 ◽  
pp. 178-232
Author(s):  
Alexander Siora ◽  
Vladimir Sklyar ◽  
Vyacheslav Kharchenko ◽  
Eugene Brezhnev
Keyword(s):  
Printed Circuit Boards ◽  
Linguistic Diversity ◽  
Cost Effective ◽  
Ordinal Scale ◽  
Critical Systems ◽  
Safety Critical ◽  
Common Cause Failures ◽  
Safety Critical Systems ◽  
Diversity Strategy ◽  
Selection Of

To protect safety-critical systems from common-cause failures that can lead to potentially dangerous outcomes, special methods are applied, including multi-version technologies operating at different levels of diversity. A model representing different diversity types during the development of safety-critical systems is suggested. The model addresses diversity types that are the most expedient in providing required safety. The diversity of complex electronic components (FPGA, etc.), printed circuit boards, manufacturers, specification languages, design, and program languages, etc. are considered. The challenges addressed are related to factors of scale and dependencies among diversity types, since not all combinations of used diversity are feasible. Taking these dependencies into consideration, the model simplifies the choice of diversity options. This chapter presents a cost effective approach to selection of the most diverse NPP Reactor Trip System (RTS) under uncertainty. The selection of a pair of primary and secondary RTS is named a diversity strategy. All possible strategies are evaluated on an ordinal scale with linguistic values provided by experts. These values express the expert’s degree of confidence that evaluated variants of secondary RTS are different from primary. All diversity strategies are evaluated on a set of linguistic diversity criteria, which are included into a corresponding diversity attribute. The generic fuzzy diversity score is an aggregation of the linguistic values provided by the experts to obtain a collective assessment of the secondary RTS’s similarity (difference) with a primary one. This rational diversity strategy is found during the exploitation stage, taking into consideration the fuzzy diversity score and cost.

Diversity for NPP I&C Systems Safety and Cyber Security

2020 ◽  
pp. 239-288
Author(s):  
Ievgen Babeshko ◽  
Vyacheslav Duzhiy ◽  
Oleg Illiashenko ◽  
Alexander Siora ◽  
Vladimir Sklyar ◽  
...  
Keyword(s):  
Cyber Security ◽  
Linguistic Diversity ◽  
Cost Effective ◽  
Ordinal Scale ◽  
Cost Effective Approach ◽  
Degree Of Confidence ◽  
Diversity Strategy ◽  
Selection Of

This chapter presents a cost-effective approach to selection of the most diverse NPP Reactor Trip System (RTS) under uncertainty. The selection of a pair of primary and secondary RTS is named a diversity strategy. All possible strategies are evaluated on an ordinal scale with linguistic values provided by experts. These values express the expert's degree of confidence that evaluated variants of secondary RTS are different from primary RTS. All diversity strategies are evaluated on a set of linguistic diversity criteria, which are included in a corresponding diversity attribute. The generic fuzzy diversity score is an aggregation of the linguistic values provided by the experts to obtain a collective assessment of the secondary RTS's similarity (difference) with a primary one. This most rational diversity strategy is found during the exploitation stage, taking into consideration the fuzzy diversity score and cost of each strategy.

Diversity management across borders: the role of the national context

2016 ◽  
Vol 35 (2) ◽  
pp. 123-135 ◽  
Author(s):  
Almina Bešić ◽  
Christian Hirt
Keyword(s):  
Transition Economies ◽  
Diversity Management ◽  
Theoretical Models ◽  
Context Specificity ◽  
Content Type ◽  
Strategic Approach ◽  
Context Specific ◽  
Relational Framework ◽  
Diversity Strategy

Purpose – The purpose of this paper is to analyse the question how context-specific diversity management (DM) is and whether it is transferable by organisations. Design/methodology/approach – The authors explore context specificity and transferability of DM with the example of an Austrian company in Bosnia and Herzegovina. Based on the relational framework for the transfer of DM practices the authors empirically examine differences between headquarters and subsidiaries. Findings – The empirical analysis reveals challenges for the transferability of DM and thus different approaches in the analysed company. The authors do not identify a significant transfer of DM practices. The findings are in line with the relational framework and suggest that headquarters must be treated separately from foreign subsidiaries, which theoretical models should take into account. Research limitations/implications – Future studies would benefit from a more holistic design not only based on the managements’ perceptions. A comparison with the situation in other companies in transition economies would further increase generalisability. Practical implications – The authors underscore the need for diversity as a strategic approach to management. Organisations benefit from considering context specificity and should be aware that DM practices in headquarters must not be transferable to subsidiaries. Although theoretical models are useful to identify diversity motives and strategies, their application in practice needs consideration of the context. Originality/value – The paper tackles the issue of context specificity and considers motives and strategies for DM. The case study sheds light on the link between headquarters’ diversity strategy and practice in a subsidiary and contributes to deficient research for transition economies.

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