A case study of evidence for showing ‘no net loss’ of bird biodiversity in a development project

2015 ◽  
Vol 29 (3) ◽  
pp. 419-429 ◽  
Author(s):  
Natsuki Murata ◽  
Alan Feest
Keyword(s):  
Development Project ◽  
No Net Loss

Compensation ratios needed to offset timing effects of losses and gains and achieve no net loss of productive capacity of fish habitat

2006 ◽  
Vol 63 (5) ◽  
pp. 1172-1182 ◽  
Author(s):  
Charles K Minns
Keyword(s):  
Fish Habitat ◽  
Time Frame ◽  
Development Project ◽  
Productive Capacity ◽  
Habitat Alterations ◽  
No Net Loss ◽  
Future Discounting ◽  
Timing Effects ◽  
Fish Habitats

Minns' (Can. J. Fish. Aquat. Sci. 54: 2463–2473 (1997)) framework for assessing net change of productive capacity of fish habitats in Canada is expanded to include the effect of timing of losses and gains on cumulative net change. The expansion requires establishment of a reference time frame for assessment. A time frame of twice the project's duration is recommended. Delaying compensation actions while incurring losses early in a project increases the levels of compensation required. The addition of future discounting had much less effect on compensation requirements than the effects resulting from timing differences between losses and compensation. As discounts apply equally to losses and gains, they likely balance out over time. Delays between when habitat alterations occur and when expected productive capacity is attained increase the required compensation. There are advantages to starting compensation efforts early in a development project. A case study of a hypothetical northern diamond mine shows how various components of compensation (replacement, uncertainty, and timing) can be integrated when assessing net change. Consideration of all components of compensation indicates the need for tougher precautionary compensation guidelines with ratios greater than the current 1:1. Values of 2:1 or higher may be necessary to ensure attainment of Canada's guiding policy principle of no net loss.

Learning during developing and implementing new bank offerings

2005 ◽  
Vol 23 (1) ◽  
pp. 54-72 ◽  
Author(s):  
Eric Stevens ◽  
Sergios Dimitriadis
Keyword(s):  
Learning Strategies ◽  
Qualitative Methodology ◽  
Development Process ◽  
Development Project ◽  
Longitudinal Case Study ◽  
Learning Mechanisms ◽  
Content Type ◽  
Development Processes ◽  
Informal Development

PurposeKnowledge of the management issues for developing new bank offerings efficiently is limited. Furthermore, recent research suggests that organisational learning can contribute greatly to the success of innovation projects. The aims of this paper are to provide a detailed description of the development process of a new financial product and to identify learning actions that may contribute to its effectiveness.Design/methodology/approachReports findings from a qualitative, longitudinal case study of a well‐known French bank.FindingsThe results revealed an informal development process consisting of a sequence of issues to solve and decisions to make.Research limitations/implicationsThough observations fit with the theoretical model, the findings cannot be generalized due to the use of a qualitative methodology. Thus, selecting a development project that brings variance to the scope and degree of innovativeness could enrich the observed learning mechanisms. Second, as services are very heterogeneous, further research should be done on the development processes of different new services, for example standardised versus customised. Third, mechanisms of adoption or avoidance of learning procedures remain to be explored extensively. Understanding the reasons of choice and adoption of learning strategies according to the environment and nature of the project could lead to further managerial recommendations.Practical implicationsImplications for banks to encourage learning during innovation are discussed and several opportunities for further research are suggested.Originality/valueAn informal development process is revealed, consisting of a sequence of issues to solve and decisions to make. Multiple learning actions and strategies are identified that enhance process effectiveness and efficiency.

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