Model variables
\r\n\t
",isbn:"978-1-83881-922-4",printIsbn:"978-1-83881-921-7",pdfIsbn:"978-1-83881-923-1",doi:null,price:0,priceEur:0,priceUsd:0,slug:null,numberOfPages:0,isOpenForSubmission:!0,hash:"dcfc52d92f694b0848977a3c11c13d00",bookSignature:"Dr. Fiaz Ahmad and Prof. Muhammad Sultan",publishedDate:null,coverURL:"https://cdn.intechopen.com/books/images_new/10454.jpg",keywords:"Agricultural Engineering, Technologies, Application, Sustainable Agriculture, Information Technology in Agriculture, Food Security, Renewable Energies, Precision Farming, Smart Agriculture, Farm Mechanization, Robotics, Post Harvest Technologies",numberOfDownloads:null,numberOfWosCitations:0,numberOfCrossrefCitations:null,numberOfDimensionsCitations:null,numberOfTotalCitations:null,isAvailableForWebshopOrdering:!0,dateEndFirstStepPublish:"November 25th 2020",dateEndSecondStepPublish:"December 23rd 2020",dateEndThirdStepPublish:"February 21st 2021",dateEndFourthStepPublish:"May 12th 2021",dateEndFifthStepPublish:"July 11th 2021",remainingDaysToSecondStep:"25 days",secondStepPassed:!0,currentStepOfPublishingProcess:3,editedByType:null,kuFlag:!1,biosketch:"Dr. Ahmad is a researcher in the field of agricultural mechanization and agricultural equipment engineering, in-charge of Farm Machinery Design Laboratory at Bahauddin Zakariya University, with expertise in modeling and simulation. He applied for two patents at the national level.",coeditorOneBiosketch:"Renowned researcher with a focus on developing energy-efficient heat- and/or water-driven temperature and humidity control systems for agricultural storage, greenhouse, agricultural livestock and poultry applications including HVAC, desiccant air-conditioning, adsorption, Maisotsenko cycle (M-cycle), and adsorption desalination.",coeditorTwoBiosketch:null,coeditorThreeBiosketch:null,coeditorFourBiosketch:null,coeditorFiveBiosketch:null,editors:[{id:"338219",title:"Dr.",name:"Fiaz",middleName:null,surname:"Ahmad",slug:"fiaz-ahmad",fullName:"Fiaz Ahmad",profilePictureURL:"https://mts.intechopen.com/storage/users/338219/images/system/338219.jpg",biography:"Fiaz Ahmad obtained his Ph.D. (2015) from Nanjing Agriculture University China in the field of Agricultural Bioenvironmental and Energy Engineering and Postdoc (2020) from Jiangsu University China in the field of Plant protection Engineering. He got the Higher Education Commission, Pakistan Scholarship for Ph.D. studies, and Post-Doctoral Fellowship from Jiangsu Government, China. During postdoctoral studies, he worked on the application of unmanned aerial vehicle sprayers for agrochemical applications to control pests and weeds. He passed the B.S. and M.S. degrees in agricultural engineering from the University of Agriculture Faisalabad, Pakistan in 2007. From 2007 to 2008, he was a Lecturer in the Department of Agricultural Engineering, Bahauddin Zakariya University, Multan-Pakistan. Since 2009, he has been an Assistant Professor in the Department of Agricultural Engineering, BZ University Multan, Pakistan. He is the author of 33 journal articles. He also supervised 6 master students and is currently supervising 5 master and 2 Ph.D. students. In addition, Dr. Ahmad completed three university-funded projects. His research interests include the design of agricultural machinery, artificial intelligence, and plant protection environment.",institutionString:"Bahauddin Zakariya University",position:null,outsideEditionCount:0,totalCites:0,totalAuthoredChapters:"0",totalChapterViews:"0",totalEditedBooks:"0",institution:{name:"Bahauddin Zakariya University",institutionURL:null,country:{name:"Pakistan"}}}],coeditorOne:{id:"199381",title:"Prof.",name:"Muhammad",middleName:null,surname:"Sultan",slug:"muhammad-sultan",fullName:"Muhammad Sultan",profilePictureURL:"https://mts.intechopen.com/storage/users/199381/images/system/199381.jpeg",biography:"Muhammad Sultan completed his Ph.D. (2015) and Postdoc (2017) from Kyushu University (Japan) in the field of Energy and Environmental Engineering. He was an awardee of MEXT and JASSO fellowships (from the Japanese Government) during Ph.D. and Postdoc studies, respectively. In 2019, he did Postdoc as a Canadian Queen Elizabeth Advanced Scholar at Simon Fraser University (Canada) in the field of Mechatronic Systems Engineering. He received his Master\\'s in Environmental Engineering (2010) and Bachelor in Agricultural Engineering (2008) with distinctions, from the University of Agriculture, Faisalabad. He worked for Kyushu University International Institute for Carbon-Neutral Energy Research (WPI-I2CNER) for two years. Currently, he is working as an Assistant Professor at the Department of Agricultural Engineering, Bahauddin Zakariya University (Pakistan). He has supervised 10+ M.Eng./Ph.D. students so far and 10+ M.Eng./Ph.D. students are currently working under his supervision. He has published more than 70+ journal articles, 70+ conference articles, and a few magazine articles, with the addition of 2 book chapters and 2 edited/co-edited books. Dr. Sultan is serving as a Leading Guest Editor of a special issue in the Sustainability (MDPI) journal (IF 2.58). In addition, he is appointed as a Regional Editor for the Evergreen Journal of Kyushu University. His research is focused on developing energy-efficient heat- and/or water-driven temperature and humidity control systems for agricultural storage, greenhouse, livestock, and poultry applications. His research keywords include HVAC, desiccant air-conditioning, evaporative cooling, adsorption cooling, energy recovery ventilator, adsorption heat pump, Maisotsenko cycle (M-cycle), wastewater, energy recovery ventilators; adsorption desalination; and agricultural, poultry and livestock applications.",institutionString:"Bahauddin Zakariya University",position:null,outsideEditionCount:0,totalCites:0,totalAuthoredChapters:"2",totalChapterViews:"0",totalEditedBooks:"0",institution:{name:"Bahauddin Zakariya University",institutionURL:null,country:{name:"Pakistan"}}},coeditorTwo:null,coeditorThree:null,coeditorFour:null,coeditorFive:null,topics:[{id:"8",title:"Chemistry",slug:"chemistry"}],chapters:null,productType:{id:"1",title:"Edited Volume",chapterContentType:"chapter",authoredCaption:"Edited by"},personalPublishingAssistant:{id:"252211",firstName:"Sara",lastName:"Debeuc",middleName:null,title:"Ms.",imageUrl:"https://mts.intechopen.com/storage/users/252211/images/7239_n.png",email:"sara.d@intechopen.com",biography:"As an Author Service Manager my responsibilities include monitoring and facilitating all publishing activities for authors and editors. From chapter submission and review, to approval and revision, copyediting and design, until final publication, I work closely with authors and editors to ensure a simple and easy publishing process. I maintain constant and effective communication with authors, editors and reviewers, which allows for a level of personal support that enables contributors to fully commit and concentrate on the chapters they are writing, editing, or reviewing. I assist authors in the preparation of their full chapter submissions and track important deadlines and ensure they are met. I help to coordinate internal processes such as linguistic review, and monitor the technical aspects of the process. As an ASM I am also involved in the acquisition of editors. Whether that be identifying an exceptional author and proposing an editorship collaboration, or contacting researchers who would like the opportunity to work with IntechOpen, I establish and help manage author and editor acquisition and contact."}},relatedBooks:[{type:"book",id:"1591",title:"Infrared Spectroscopy",subtitle:"Materials Science, Engineering and Technology",isOpenForSubmission:!1,hash:"99b4b7b71a8caeb693ed762b40b017f4",slug:"infrared-spectroscopy-materials-science-engineering-and-technology",bookSignature:"Theophile Theophanides",coverURL:"https://cdn.intechopen.com/books/images_new/1591.jpg",editedByType:"Edited by",editors:[{id:"37194",title:"Dr.",name:"Theophanides",surname:"Theophile",slug:"theophanides-theophile",fullName:"Theophanides Theophile"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"3092",title:"Anopheles mosquitoes",subtitle:"New insights into malaria vectors",isOpenForSubmission:!1,hash:"c9e622485316d5e296288bf24d2b0d64",slug:"anopheles-mosquitoes-new-insights-into-malaria-vectors",bookSignature:"Sylvie Manguin",coverURL:"https://cdn.intechopen.com/books/images_new/3092.jpg",editedByType:"Edited by",editors:[{id:"50017",title:"Prof.",name:"Sylvie",surname:"Manguin",slug:"sylvie-manguin",fullName:"Sylvie Manguin"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"3161",title:"Frontiers in Guided Wave Optics and Optoelectronics",subtitle:null,isOpenForSubmission:!1,hash:"deb44e9c99f82bbce1083abea743146c",slug:"frontiers-in-guided-wave-optics-and-optoelectronics",bookSignature:"Bishnu Pal",coverURL:"https://cdn.intechopen.com/books/images_new/3161.jpg",editedByType:"Edited by",editors:[{id:"4782",title:"Prof.",name:"Bishnu",surname:"Pal",slug:"bishnu-pal",fullName:"Bishnu Pal"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"72",title:"Ionic Liquids",subtitle:"Theory, Properties, New Approaches",isOpenForSubmission:!1,hash:"d94ffa3cfa10505e3b1d676d46fcd3f5",slug:"ionic-liquids-theory-properties-new-approaches",bookSignature:"Alexander Kokorin",coverURL:"https://cdn.intechopen.com/books/images_new/72.jpg",editedByType:"Edited by",editors:[{id:"19816",title:"Prof.",name:"Alexander",surname:"Kokorin",slug:"alexander-kokorin",fullName:"Alexander Kokorin"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"1373",title:"Ionic Liquids",subtitle:"Applications and Perspectives",isOpenForSubmission:!1,hash:"5e9ae5ae9167cde4b344e499a792c41c",slug:"ionic-liquids-applications-and-perspectives",bookSignature:"Alexander Kokorin",coverURL:"https://cdn.intechopen.com/books/images_new/1373.jpg",editedByType:"Edited by",editors:[{id:"19816",title:"Prof.",name:"Alexander",surname:"Kokorin",slug:"alexander-kokorin",fullName:"Alexander Kokorin"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"57",title:"Physics and Applications of Graphene",subtitle:"Experiments",isOpenForSubmission:!1,hash:"0e6622a71cf4f02f45bfdd5691e1189a",slug:"physics-and-applications-of-graphene-experiments",bookSignature:"Sergey Mikhailov",coverURL:"https://cdn.intechopen.com/books/images_new/57.jpg",editedByType:"Edited by",editors:[{id:"16042",title:"Dr.",name:"Sergey",surname:"Mikhailov",slug:"sergey-mikhailov",fullName:"Sergey Mikhailov"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"371",title:"Abiotic Stress in Plants",subtitle:"Mechanisms and Adaptations",isOpenForSubmission:!1,hash:"588466f487e307619849d72389178a74",slug:"abiotic-stress-in-plants-mechanisms-and-adaptations",bookSignature:"Arun Shanker and B. Venkateswarlu",coverURL:"https://cdn.intechopen.com/books/images_new/371.jpg",editedByType:"Edited by",editors:[{id:"58592",title:"Dr.",name:"Arun",surname:"Shanker",slug:"arun-shanker",fullName:"Arun Shanker"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"878",title:"Phytochemicals",subtitle:"A Global Perspective of Their Role in Nutrition and Health",isOpenForSubmission:!1,hash:"ec77671f63975ef2d16192897deb6835",slug:"phytochemicals-a-global-perspective-of-their-role-in-nutrition-and-health",bookSignature:"Venketeshwer Rao",coverURL:"https://cdn.intechopen.com/books/images_new/878.jpg",editedByType:"Edited by",editors:[{id:"82663",title:"Dr.",name:"Venketeshwer",surname:"Rao",slug:"venketeshwer-rao",fullName:"Venketeshwer Rao"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"4816",title:"Face Recognition",subtitle:null,isOpenForSubmission:!1,hash:"146063b5359146b7718ea86bad47c8eb",slug:"face_recognition",bookSignature:"Kresimir Delac and Mislav Grgic",coverURL:"https://cdn.intechopen.com/books/images_new/4816.jpg",editedByType:"Edited by",editors:[{id:"528",title:"Dr.",name:"Kresimir",surname:"Delac",slug:"kresimir-delac",fullName:"Kresimir Delac"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"3621",title:"Silver Nanoparticles",subtitle:null,isOpenForSubmission:!1,hash:null,slug:"silver-nanoparticles",bookSignature:"David Pozo Perez",coverURL:"https://cdn.intechopen.com/books/images_new/3621.jpg",editedByType:"Edited by",editors:[{id:"6667",title:"Dr.",name:"David",surname:"Pozo",slug:"david-pozo",fullName:"David Pozo"}],productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}}]},chapter:{item:{type:"chapter",id:"18519",title:"Reverse Supply Chain Management – Modeling Through System Dynamics",doi:"10.5772/23666",slug:"reverse-supply-chain-management-modeling-through-system-dynamics",body:'\n\t\tSupply Chain Management (SCM) is one of the disciplines of Operations Management that has developed the most over the last few years. Within Supply Chain Management, Green Supply Chain Management (GSCM) is a relatively young area which has great prospects for the future, due to the increasing deterioration in the environment, the shortage of material resources, the overfilling of rubbish dumps, the increase in pollution levels, the requirements of the legislation and the pressures of consumers ever more aware of the environment. One of the areas of most interest in the study of GSCM is Reverse Logistics.
\n\t\t\tMany experts have adopted the slogan of "the three Rs" (Reduce, Reuse, Recycle) to promote environmental awareness in the production process. Reprocessing is a combination of "the three R\'s" in one same activity (Ferrer 2001). Examples of items that can be directly reused without prior repair (except for cleaning and a minimum maintenance) are returnable packaging like bottles, pallets, and containers. In some businesses, customers have the legal right to return products purchased within a specific space of time. In these cases, the money is refunded in whole or in part and the product can be resold if it is of sufficient quality and if there is still demand for it (Mostard, Teunter 2006). Personal computers can be reused by replacing their hard disks, processors, by adding extra memory or a modem for internet, and even screens, keyboards and memories can be sold on to a toy company (Inderfurth, de Kok & Flapper 2001). The packaging returned to companies is generally reused. Pallets and containers can often be restored and returned for reuse (Rogers, Tibben-Lembke 1999). The goal of repair is to restore a product that has failed to make it work properly again with a slight loss of quality. Some examples are household appliances, industrial machinery and electronic equipment. Recycling involves the recovery of material without maintaining the original structure of the product. Examples of recyclable materials are paper, glass and plastics. Reprocessing retains the identity of the original product with the aim of making the product “like new” again by disassembling, upgrading and replacing the appropriate parts. Examples of items that can be reprocessed are airplanes, machine tools and photocopying-machines.
\n\t\tMany industrialized countries in Europe have strengthened their environmental legislation by laying the responsibility for reverse logistics flows, including used products and waste products, in the hands of the manufacturers (Fleischmann et al. 2000).
\n\t\t\tThere are numerous ways to minimize the environmental costs of production, but the prevention of waste from the products eliminates many environmental costs before they occur. A material recovery system, based on environmentally recoverable products, includes strategies for increasing the lifespan of products consisting in the repair, reprocessing and recycling of products (Jayaraman, Guide & Srivastava 1999). Waste reduction has received increasing attention in industrialized countries in view of the exhaustion of the capacity of landfills and incineration. One of the most widely used measures is that of the obligation to return products after use. In Germany, for example, the packaging law of 1991 requires industries to recover the packaging of the products sold and imposes a minimum percentage of recycling. The electronic equipment law of 1996 establishes similar recycling targets for electronic products. In the Netherlands, the automobile industry is responsible for the recycling of all used cars (Cairncross 1992, in (Fleischmann et al. 1997)). But even where the legislation is not so strict, the expectations of consumers put a lot of pressure on companies to take into account environmental aspects (Vandermerwe and Oliff, 1990 at (Fleischmann et al. 1997)). A "green" image has become an important element of marketing. To comply with this legislation, several German companies developed the Dual System Deutschland ("DSD") in order to meet quotas for the recycling of different types of packaging.
\n\t\t\tThe European Commission presented a set of bills on the collection and recycling of electrical and electronic waste in April 1998. This law sets targets for waste electrical and electronic equipment ("WEEE"), to increase recycling, reduce hazardous substances, and to make the waste safer. The standard includes a wide variety of electronic products such as mobile phones, video games, toys, domestic appliances and office equipment.Norway has announced plans to require manufacturers and importers of electronic equipment (EE) to collect the used products and waste materials. Half a dozen enterprises have undertaken to collect 80% of EE waste in Norway. Following the principle of "the polluter pays", the system will be financed by a tax on new electronic products. In some industries, it is the government that does the collecting, as in the Swedish battery industry. In some cases, installation networks are organized and used by the industry as in the case of the Swedish automobile industry and in other cases, companies must set up their own collection centers.
\n\t\tOne of the most widely accepted definitions is the one proposed by Wolstenholme (Wolstenholme 1990, in (Pérez Ríos 1992)):
\n\t\t\t“System Dynamics is a rigorous method for qualitative description, exploration and analysis of complex systems in terms of their processes, information, organizational boundaries and strategies; which facilitates quantitative simulation, modeling and analysis for the design of the system structure and control”.
\n\t\t\tIn the 1950s, Jay Forrester, a systems engineer at MIT, was commissioned by the US company Sprague Electrics to study the extreme oscillations of their sales and establish a means to correct them. From previous experience, Forrester knew the essence of the problem stemmed from the oscillations present in situations that contain inertia effects, or delays and reverse effects, or feedback loops as basic structural characteristics.
\n\t\t\tIn 1961, Forrester published his work “Industrial Dynamics“ (Forrester 1961) which marks the beginning of the “System Dynamics” technique as a procedure for the study and simulation of the behavior of social systems. In 1969, the work “Urban Dynamics” was published, explaining how system dynamics modeling is applicable to city systems. “World Dynamics“ or “The World of Work“ appeared in 1970, a work that served as a basis for Meadows and Meadows to make the first report to the Club of Rome, a work which was published with the name of Limits to Growth (published in Spanish by the Fondo de Cultura Económica, México, 1972). The great merit of this book is that it was published a year before the raw materials crisis of 1973, and that it foresaw in part its consequences. This work popularized Systems Dynamics on a worldwide scale.
\n\t\t\tAt present, Systems Dynamics is a widely used technique for modeling and studying the behavior of all types of systems which have the above-mentioned characteristics of delays or feedback loops.
\n\t\t\tThese characteristics are especially pronounced and intense in social systems so that these systems often show unexpected and unpredictable behavior.
\n\t\t\tSystem dynamics is applied in a wide range of fields. During its more than 40 years of existence, it has been used to build computer simulation models in almost all of the sciences, such as business administration, urban planning, engineering and in sociological systems where it has found many applications, from more theoretical aspects such as the social dynamics of Pareto and Marx, to issues of the implementation of justice. One area in which several important applications have been developed is that of environmental and ecological systems, focusing on problems of population dynamics and the spread of pollution. Another interesting field of application is that of energy supply systems, where it has been used to define strategies for the use of energy resources. It has also been used for defense issues, simulating logistical problems of the evolution of troops and other similar problems.
\n\t\t\tThe system dynamics perspective is radically different from that of other techniques applied to the modeling of socioeconomic systems, such as econometrics. Econometric techniques, based on a behavioral approach, use empirical data as the basis of statistical calculations in order to determine the meaning and correlation between different factors. The evolution of the model is based on the past performance of the so-called independent variables, and statistics is applied to determine the parameters of the system of equations that relate these to the other so-called dependent variables. These techniques seek to determine the behavior of the system without entering into the knowledge of their internal mechanisms. Thus, many models for investing in the stock market analyze the peaks and valleys in the prices, the boom and bust cycles, etc. and design strategies to minimize the risk of loss, etc. They do not, then, attempt to “know” why a company’s market value rises or falls as a function of its new products, new competitors, etc.
\n\t\t\tIn contrast, the basic aim of System Dynamics is to work out the structural causes that provoke the behavior of the system. This involves increasing awareness of the role of each element of the system and seeing how different actions, performed on the parts of the system, intensify or attenuate its implicit behavioral tendencies.
\n\t\t\tSince its first appearance, there have been numerous applications of system dynamics to corporate policies and strategic issues, though few publications have applied system dynamics to the supply chain and most of these have been applied to the direct supply chain. Forrester (Forrester 1961) includes a supply chain model as an early example of applying the system dynamics methodology. Towill (Towill 1995 in (Vlachos, Georgiadis & Iakovou 2007)) applies system dynamics to the redesign of the supply chain. Minegishi and Thiel (Minegishi and Thiel (2000) in (Vlachos, Georgiadis & Iakovou 2007)) apply system dynamics to improve understanding of the complex behavior of logistics in an integrated food industry. Sanghwa and Manday (Manday Sanghwa and 1996 in (Vlachos, Georgiadis & Iakovou 2007)) investigate the effective control of information in a producer-distributor system by means of automatic feedback control techniques. Sterman (Sterman 2000, (Vlachos, Georgiadis & Iakovou 2007)) presents two case studies where system dynamics models are applied to problems of reverse logistics. In the first, Zamudio-Ramirez (Zamudio-Ramirez 1996, (Vlachos, Georgiadis & Iakovou 2007)) analyses the recovery of parts and the recycling of materials in the automobile industry in the United States in order to offer some impressions on the future of automobile recycling. In the second, Taylor (Taylor 1999, in (Vlachos, Georgiadis & Iakovou 2007)) focuses on the mechanisms of the recycled paper market which often shows instability and inefficiency in terms of flows, prices, etc. Georgiadis and Vlachos (Georgiadis, Vlachos 2004) apply system dynamics to estimate stocks and flows in the reverse supply chain while providing a framework for estimating the annual reprocessing capacity.
\n\t\tThis part of the chapter describes the development of a dynamic simulation model that facilitates the evaluation of the long-term policies of expansion of collection capacity and reprocessing capacity in a reverse supply chain with just one product. Although the analysis of the model may differ from one product to another, for the purpose of this work which is the development and proposal of the model, the reference product will be as generic as possible in order to facilitate its future implementation in a wide range of real cases. The mathematical formulation of the model is a system of differential equations solved through simulation. There is high-level software available at present that makes the simulation and analysis of these systems more accessible; in this work, the software used was Vensim, The Ventana Simulation Environment. Vensim® PLE for Windows version 5.10e Copyright© 1988-2010 Ventana Systems, Inc.
\n\t\t\t\tThe system under study comprises the following operations: raw materials supply, production, wholesale and retail distribution, sale, use, collection, inspection, reprocessing, controlled disposal (stock or destroy) and delivery to secondary markets. The model proponed is based on that proposed by Vlachos and Georgiadis (Georgiadis, Vlachos 2004) for the study of the impact of the effects of regulation and the “green image” on reverse logistics systems with reprocessing and which has been further developed in subsequent works (Vlachos, Georgiadis & Iakovou 2007, Georgiadis, Vlachos & Tagaras 2006).
\n\t\t\t\tThe contributions made in this work to the last version of Vlachos and Georgiadis’ Model are as follows:
\n\t\t\t\tThe number of links in the direct chain was increased from 2 to 4 to incorporate wholesalers and retailers into the chain. This helps to show more clearly the appearance of the Bullwhip or Forrester effect.
\n\t\t\t\tCosts incurred by disinvestment through reductions in the reprocessing capacity or the collection capacity have been considered.
\n\t\t\t\tThe option of sending the product to secondary markets to recover its value at the end of its lifespan has been introduced.
\n\t\t\t\tA line of revenue has been included which represents the recovery of the value of the products when these are sent to secondary markets.
\n\t\t\t\t\n\t\t\t\t\tFigures 1 and 2 show respectively the causal diagram and flowchart of the proposed model. Figure 3 shows the flowchart of the cost and revenue model. The description of the variables, ordered alphabetically, is presented in Annex 1. The model equations are set out in Annex 2.
\n\t\t\tThe direct chain begins with the procurement of raw materials (MP) from suppliers. The production ratio (PR) is determined using the stock management structure proposed by Sterman (Sterman 1989). Thus, the of production ratio (PR) is obtained by combining the difference between the expected demands of the distributors (EDO) and the expected reprocessing ratio (RER) with the adjustment provided by the useful inventory (UI), depending on its desired value (UIDE). The production ratio (PR) is limited by the production capacity (PC). The useful inventory (UI) consists of new products through the production ratio (PR), which introduces new products according to their production time (PT) and reprocessed products (REP) through the reprocessing ratio (RPR), which introduces reprocessed products according to their reprocessing time (RPT). Through the useful inventory (UI), the intention is to cover as far as possible the orders from the distributors (OB) through deliveries to the distributors (SD), which, in terms of time, means the delivery time taken to reach the distributors (DST) increasing at this rate the distributors’ inventory (DI). The distributors’ orders (OB) are made in keeping with the control rule given by Sterman (Sterman 1989). This process is repeated in the same way in the links of the wholesalers and retailers, except that in these cases, rather than linking the useful inventory (UI) with the distributors’ inventory (DI), the distributors’ inventory (DI) will be linked with that of the wholesalers (MI) and the wholesalers’ inventory (MI) will be connected to the retailers’ inventory (RI). All unmet orders become backorders which are satisfied after a period of time. The retail inventory (RI) attempts to meet demand (D) through sales (S), just as the backorder (DB) is satisfied after a period of time (DCT). The demand (D) has been represented by the life cycle of the generic product. The sales (S), after their residency period (RT), become used goods (UP) that can be collected for reuse (CP) or disposed of in an uncontrolled manner (UDP and UD).
\n\t\t\t\tThe reverse chain starts with the collected products (CP), which increase in keeping with the collection ratio (CR), which is limited by the collection capacity (COR), and decrease as the products are accepted for reuse (PARU) or rejected (PRR). The stock of reusable products (REP) is used for reprocessing if the reprocessing capacity (RPC), which limits the reprocessing ratio (RPR), is adequate.
\n\t\t\t\tTo prevent the uncontrolled accumulation of reusable products (REP), the option of sending the products to controlled disposal (CD) has been proposed, if these are not used after a specified time of maintenance of reusable stock (RSKT). This also means that the products that go to be reprocessed are as recent as possible.
\n\t\t\t\tOnce the demand (D) of the direct chain for the product falls, provision is made for the liquidation of the inventories of all of the direct supply chain members to send the product directly to the secondary markets (SMPO), thus recovering part of their value.
\n\t\t\t\tThe collection capacity (COR) is revised at every stage in the simulation time so that it is virtually continuous and the decision to be made is whether to invest or disinvest in the collection capacity (COR) and to what extent. The ratios of expansion (CCIR) or contraction (CCRR) of the collection capacity depend on the discrepancy (CCDI) between the desired collection capacity (CCDE) and the current collection capacity (COR). The desired collection capacity (CCDE) is forecast based on time series of used products (UP). The magnitude of each expansion (CCER) or contraction (CCCR) is proportional to the discrepancy in the collection capacity (CCDI) at a given time and a lower limit has been established to prevent small changes from occurring very frequently.
\n\t\t\t\tThe discrepancy in the collection capacity (CCDI) is multiplied by a parameter Kc1 for expansion and Kc2 for contraction, thus characterizing the two strategies for the planning of the collection capacity (COR). The strategies with high Kc1 and Kc2 values are more aggressive than those with lower values; however, in all cases, there is a time lapse (Tc1 and Tc2) between the time the decision is made and that of its effective implementation.
\n\t\t\t\tThe ratio of the increase in collection capacity (CCIR) and the ratio of the reduction in collection capacity (CCRR) takes into consideration this time delay for the expansion in the collection and reduction capacities, respectively.
\n\t\t\t\tThe causal diagram for the reprocessing capacity (RPC) is similar, the only difference being that the used products (UP) are replaced by Sales x (1-percent defective products) (Sx(1-FP)), which is used to forecast the desired reprocessing capacity (RCDE). The rest of the variables (Kr1,Kr2, Tr1, Tr2…) fulfil the same function as their equivalents in the collection capacity (Kc1,Kc2, Tc1, Tc2…)
\n\t\t\t\tThe justification for using different sources of information in determining the collection (COR) and reprocessing (RPC) capacities lies in the fact that the objectives of these two operations are different. The purpose of the collection is twofold:
\n\t\t\t\tTo supply the reprocessing process
\n\t\t\t\tTo ensure the controlled disposal of the used products at the end of their useful life.
\n\t\t\t\tThe aim of reprocessing is to satisfy the major part of the demand (D); thus, the reprocessing capacity (RPC) is of no use at the end of the life cycle of the product. This explains why the desired reprocessing capacity (RCDE) is linked to the sales (S) and the desired collection capacity (CCDE) is linked to the used products (UP).
\n\t\t\t\t\n\t\t\t\t\tFigure 1 shows the causal diagram used in the conceptual part of the model. This is a useful diagram for establishing relationships between the different variables. The relationships shown are of two types: the links indicated by a continuous line correspond to material flows and those represented by dashed lines correspond to information flows.
\n\t\t\t\tThe nature of the links has also been considered, indicating with a "+" sign direct relations, that is those in which there is a direct proportionality, meaning that when one of the variables increases, the one linked to it also increases (+) and vice versa - if the value of the variable decreases the one linked to it (+) also decreases. The complementary case is indicated by a (-) sign, meaning that the relation is proportionally inverse: that is, when one of the variables increases, the one linked to it (-) decreases and vice versa – if the value of the variable decreases, the one linked to it increases.
\n\t\t\t\tSince it is generated in the design stage of the model, the causal diagram does not include some of the parameters that will be required later in the modelling phase (Tc1, Tc2, a- CC…). Nor does it indicate the nature of the flow or the level of each variable. All of this information is included when the model is made and the Forrester diagram or flow diagram is generated (fig.2).
\n\t\t\t\tCausal diagram of the proposed model. (Information on variables in Annex 1 and model ecuations in Annex 2)
\n\t\t\t\t\tFigure 2 shows the flow chart of the model. In this case, the material flows are represented by double-line arrows and the information flows by single line arrows.The chart below now includes all the variables involved in the model and indicates their nature:
\n\t\t\t\tThe level variables are represented inside rectangles. These variables have an accumulation of material and therefore are linked to material lines.
\n\t\t\t\tThe flow variables are those that indicate the variation of the level variables and are represented by a hydraulic wrench symbol.
\n\t\t\t\tThe rest of the elements of the model are variables without accumulation and parameters.
\n\t\t\t\t\n\t\t\t\t\tFigure 3 shows the flow chart of the economics part of the model. On the left are shown all the operating costs associated with the model which are: Weekly cost of useful inventory storage (UISWCOST), weekly cost of transport to distributors (DTWCOST), weekly storage cost of distributors (DISWCOST), weekly cost of transport to wholesalers (MTWCOST), weekly cost of wholesalers’ inventory storage (MISWCOST), weekly cost of retailers’ inventory storage (MSIWCOST), weekly cost of transport to retailers (RTWCOST), weekly cost of transport of sales (STWCOST), weekly cost of reusable product storage (RSPWCOST), weekly production cost (WPCOST), weekly cost of reusable storage (RPWCOST) and weekly cost of collection (CWCOST). On the right are represented the investment costs of the model: weekly collection capacity cost (CCWCOST) and weekly reprocessing capacity cost (RCWCOST). At the bottom are shown the sales revenue of the model (SI) and the various revenues from inventory liquidation (PLIR, DILI, MILI, ILPIs). The net present value of the entire supply chain (NPVWN) is represented in the centre of the figure.
\n\t\t\t\tFlowchart of the proposed model. (Information on variables in Annex 1 and model ecuations in Annex 2)
Flowchart of the proposed costs and revenues model. (Information on variables in Annex 1 and model ecuations in Annex 2)
The demand (Fig.4) has been estimated for a product with a life cycle of 250 weeks (approx. 5 years), establishing the demand in the period of maturity at 1,000 units/week.
\n\t\t\tAs the links of the supply chain advance, it can be observed that the inventories expand in order to meet the demands of each of these according to the coverage times set for their safety stocks. (Fig. 5)\n\t\t\t
\n\t\t\tAs the product life cycle advances, a greater quantity of reprocessed products than new products is manufactured (Fig. 6). It can be seen that there is a delay between the end of the shelf life of the product and the cessation of production activities. This delay leads to an upturn in the supply chain inventories as the material continues to flow even though there is no release to the market.
\n\t\t\tDemand of simulation
Evolution of inventories
Demand, production and reprocessing
Collection capacity
The collection capacity (Fig. 7) and the reprocessing capacity (Fig. 8) increase or decrease according to the growth or reduction decisions they receive.
\n\t\t\tReprocessing capacity
For the residence time (Fig. 9), a random sample of values has been estimated according to a normal probability distribution with a minimum of 10 weeks, a maximum of 30 weeks, and an average of 20 weeks with a standard deviation of 2 weeks.
\n\t\t\tResidence time
The volume of collected products usually exceeds the number of reusable products until the end of the life of the product, when it increases (Fig. 10).
\n\t\t\tCollected products and reusable products
The system also tends to ensure that the number of products disposed in an uncontrolled manner stabilizes at values lower than those of the controlled disposal (Fig.11)\n\t\t\t
\n\t\t\tControlled and uncontrolled disposed products
Revenue
The revenue of the chain (Fig. 12) comes from sales and the final liquidation of the inventories.
\n\t\t\tCosts
The costs of the chain (Fig. 13) can either be operating costs or investment costs. The operating costs essentially correspond to storage, transport and production and reprocessing. The NCV of the whole chain has been estimated (Fig.14), showing that with the parameters set for this model, the investment is recovered after week 165. It can also be noted that there is a recovery of value as a result of the liquidation of inventories.
\n\t\t\tCumulative NCV of model
As anticipated at the beginning of this part of the section, the model is highly generic and the answers obtained can vary greatly as a function of the input parameters which are set according to the type of product and its life cycles. However, the parameters of expansion and contraction of the collection and reprocessing capacities (Kc1. KC2, KR1 and KR2) have a great impact on the results and this phenomenon should be analyzed in some future work.
\n\t\tThe model developed represents quite accurately the behavior of a reverse supply chain for a single product with reprocessing, so that the main proposal of this part of the work is considered to be achieved. Phenomena such as the Bullwhip effect are represented in the model as well as phenomena such as saturation on reaching the peak of the productive capacity, and delays in the system responses resulting from the inertias acquired in the operations.
\n\t\t\tThe assessment of costs and revenues represents the phenomena of investment and disinvestment in a logical way and the cumulative net present value shows that in the case simulated, gains are made and it is therefore viable. It should not be forgotten that this is a test case, a dummy, so that depending on the type of product that the model is applied to, the economic results can vary significantly.
\n\t\t\tIn short, we consider that modeling with system dynamics is an effective tool for describing reverse logistics systems due to the existence of delays and feedback loops. Moreover, system dynamics is a highly valuable and affordable method for performing simulations since all the variables and parameters are known; it is thus distinct form other simulation techniques that have more of a "black box" nature. Therefore we can conclude that it is a highly useful tool for decision-making.
\n\t\tVARIABLE OR PARAMETER | \n\t\t\t\t\t\tSIGNIFICANCE OF VARIABLE OR PARAMETER | \n\t\t\t\t\t
a-CC | \n\t\t\t\t\t\tParameter of delay in collection capacity | \n\t\t\t\t\t
a-D | \n\t\t\t\t\t\tParameter delay in demand | \n\t\t\t\t\t
a-DI | \n\t\t\t\t\t\tParameter of delay in distributors’ inventory | \n\t\t\t\t\t
a-MI | \n\t\t\t\t\t\tParameter of delay in wholesalers’ inventory | \n\t\t\t\t\t
a-RI | \n\t\t\t\t\t\tParameter of delay in retailers’ inventory | \n\t\t\t\t\t
a-RPC | \n\t\t\t\t\t\tParameter of delay in reprocessing | \n\t\t\t\t\t
a-RR | \n\t\t\t\t\t\tParameter of delay in reprocessing ratio | \n\t\t\t\t\t
CCCCOST | \n\t\t\t\t\t\tCosts of constructions for collection capacity | \n\t\t\t\t\t
CCCR | \n\t\t\t\t\t\tRatio of contraction of collection capacity | \n\t\t\t\t\t
CCDE | \n\t\t\t\t\t\tDesired collection capacity | \n\t\t\t\t\t
CCDI | \n\t\t\t\t\t\tDiscrepancy in collection capacity | \n\t\t\t\t\t
CCER | \n\t\t\t\t\t\tRatio of expansion of collection capacity | \n\t\t\t\t\t
CCIR | \n\t\t\t\t\t\tRatio of increase in collection capacity | \n\t\t\t\t\t
CCOST | \n\t\t\t\t\t\tCollection costs | \n\t\t\t\t\t
CCRCOST | \n\t\t\t\t\t\tCosts of reduction in collection capacity | \n\t\t\t\t\t
CCRR | \n\t\t\t\t\t\tRatio of reduction in collection capacity | \n\t\t\t\t\t
CCWCOST | \n\t\t\t\t\t\tWeekly costs of collection capacity | \n\t\t\t\t\t
CD | \n\t\t\t\t\t\tControlled disposal | \n\t\t\t\t\t
CIC | \n\t\t\t\t\t\tCoefficient of investment in collection | \n\t\t\t\t\t
COR | \n\t\t\t\t\t\tCollection capacity | \n\t\t\t\t\t
CP | \n\t\t\t\t\t\tCollected products | \n\t\t\t\t\t
CR | \n\t\t\t\t\t\tCollection ratio | \n\t\t\t\t\t
CTCOST | \n\t\t\t\t\t\tCosts of transport to clients | \n\t\t\t\t\t
CWCOST | \n\t\t\t\t\t\tWeekly costs of collection | \n\t\t\t\t\t
D | \n\t\t\t\t\t\tOrders | \n\t\t\t\t\t
DB | \n\t\t\t\t\t\tBackorders | \n\t\t\t\t\t
DCT | \n\t\t\t\t\t\tTime of delivery to clients | \n\t\t\t\t\t
DI | \n\t\t\t\t\t\tDistributors’ inventory | \n\t\t\t\t\t
DIAT | \n\t\t\t\t\t\tTime of adjustment of distributors’ inventory | \n\t\t\t\t\t
DICT | \n\t\t\t\t\t\tTime of coverage of distributors’ inventory | \n\t\t\t\t\t
DID | \n\t\t\t\t\t\tDiscrepancy with distributors’ inventory | \n\t\t\t\t\t
DIDE | \n\t\t\t\t\t\tInventory of desired distributors | \n\t\t\t\t\t
DIL | \n\t\t\t\t\t\tLiquidation of distributors’ inventory | \n\t\t\t\t\t
DILI | \n\t\t\t\t\t\tRevenue from liquidation of distributors’ inventory | \n\t\t\t\t\t
DILT | \n\t\t\t\t\t\tTime of liquidation of distributors’ inventory | \n\t\t\t\t\t
DISCOST | \n\t\t\t\t\t\tCost of storage of distributors’ inventory | \n\t\t\t\t\t
DISWCOST | \n\t\t\t\t\t\tWeekly cost of storage of distributors | \n\t\t\t\t\t
DLP | \n\t\t\t\t\t\tDistributors’ liquidation price | \n\t\t\t\t\t
DO | \n\t\t\t\t\t\tDistributors’ orders | \n\t\t\t\t\t
DORR | \n\t\t\t\t\t\tRatio of reduction of backorders | \n\t\t\t\t\t
DP | \n\t\t\t\t\t\tWaste products | \n\t\t\t\t\t
DST | \n\t\t\t\t\t\tTime of delivery to distributors | \n\t\t\t\t\t
DTCOST | \n\t\t\t\t\t\tCost of transport to distributors | \n\t\t\t\t\t
DTWCOST | \n\t\t\t\t\t\tWeekly cost of transport to distributors | \n\t\t\t\t\t
ED | \n\t\t\t\t\t\tExpected demand | \n\t\t\t\t\t
EDO | \n\t\t\t\t\t\tOrders expected from distributors | \n\t\t\t\t\t
EMO | \n\t\t\t\t\t\tOrders expected from wholesalers | \n\t\t\t\t\t
ERO | \n\t\t\t\t\t\tOrders expected from retailers | \n\t\t\t\t\t
FP | \n\t\t\t\t\t\tPercentage of error | \n\t\t\t\t\t
ICOST | \n\t\t\t\t\t\tInvestment costs | \n\t\t\t\t\t
ILI | \n\t\t\t\t\t\tRevenue from liquidation of inventories | \n\t\t\t\t\t
ILPI | \n\t\t\t\t\t\tRevenue from liquidation of inventories of the plant | \n\t\t\t\t\t
IT | \n\t\t\t\t\t\tInspection time | \n\t\t\t\t\t
Kc1 | \n\t\t\t\t\t\tParameter of increase in collection capacity | \n\t\t\t\t\t
Kc2 | \n\t\t\t\t\t\tParameter of reduction in collection capacity | \n\t\t\t\t\t
Kr1 | \n\t\t\t\t\t\tParameter of increase in reprocessing capacity | \n\t\t\t\t\t
Kr2 | \n\t\t\t\t\t\tParameter of reduction in reprocessing capacity | \n\t\t\t\t\t
LPP | \n\t\t\t\t\t\tLiquidation price in plant | \n\t\t\t\t\t
MBO | \n\t\t\t\t\t\tWholesalers’ Backorders | \n\t\t\t\t\t
MFL | \n\t\t\t\t\t\tMinimum for liquidation | \n\t\t\t\t\t
MI | \n\t\t\t\t\t\tWholesalers’ inventory | \n\t\t\t\t\t
MIAT | \n\t\t\t\t\t\tTime of adjustment of wholesalers’ inventory | \n\t\t\t\t\t
MICT | \n\t\t\t\t\t\tTime of coverage of wholesalers’ inventory | \n\t\t\t\t\t
MIDE | \n\t\t\t\t\t\tInventory of desired wholesalers | \n\t\t\t\t\t
MIDI | \n\t\t\t\t\t\tDiscrepancy with wholesalers’ inventory | \n\t\t\t\t\t
MIL | \n\t\t\t\t\t\tLiquidation of wholesalers’ inventory | \n\t\t\t\t\t
MILI | \n\t\t\t\t\t\tRevenue from liquidation of wholesalers’ inventory | \n\t\t\t\t\t
MILT | \n\t\t\t\t\t\tTime of liquidation of wholesalers’ inventory | \n\t\t\t\t\t
MISCOST | \n\t\t\t\t\t\tStorage costs of wholesalers’ inventory | \n\t\t\t\t\t
MISWCOST | \n\t\t\t\t\t\tWeekly storage cost of wholesalers’ inventory | \n\t\t\t\t\t
MLP | \n\t\t\t\t\t\tPrice of liquidation of retailers | \n\t\t\t\t\t
MLPR | \n\t\t\t\t\t\tPrice of liquidation of wholesalers | \n\t\t\t\t\t
MO | \n\t\t\t\t\t\tWholesalers’ orders | \n\t\t\t\t\t
MOBRR | \n\t\t\t\t\t\tRatio of reduction in wholesalers’ backorders | \n\t\t\t\t\t
MP | \n\t\t\t\t\t\tMaterials for processing | \n\t\t\t\t\t
MS | \n\t\t\t\t\t\tDeliveries to wholesalers | \n\t\t\t\t\t
MSICOST | \n\t\t\t\t\t\tStorage costs of retailers’ inventory | \n\t\t\t\t\t
MSIWCOST | \n\t\t\t\t\t\tWeekly storage costs of retailers’ inventory | \n\t\t\t\t\t
MST | \n\t\t\t\t\t\tTime of delivery to wholesalers | \n\t\t\t\t\t
MTCOST | \n\t\t\t\t\t\tCost of transport to wholesalers | \n\t\t\t\t\t
MTWCOST | \n\t\t\t\t\t\tWeekly cost of transport to wholesalers | \n\t\t\t\t\t
NCF | \n\t\t\t\t\t\tNet cash flow | \n\t\t\t\t\t
NPVP | \n\t\t\t\t\t\tCurrent value of the period | \n\t\t\t\t\t
NPVWN | \n\t\t\t\t\t\tCurrent net value of the whole network | \n\t\t\t\t\t
OB | \n\t\t\t\t\t\tBackorders | \n\t\t\t\t\t
OBRR | \n\t\t\t\t\t\tRatio of reduction of backorders | \n\t\t\t\t\t
OCOST | \n\t\t\t\t\t\tOperating costs | \n\t\t\t\t\t
PARU | \n\t\t\t\t\t\tProducts accepted for reuse | \n\t\t\t\t\t
PC | \n\t\t\t\t\t\tProduction capacity | \n\t\t\t\t\t
PCOST | \n\t\t\t\t\t\tProduction costs | \n\t\t\t\t\t
PD | \n\t\t\t\t\t\tPeak demand | \n\t\t\t\t\t
PLIR | \n\t\t\t\t\t\tRevenue from liquidation of retailers’ inventories | \n\t\t\t\t\t
PR | \n\t\t\t\t\t\tProduction ratio | \n\t\t\t\t\t
PRR | \n\t\t\t\t\t\tProducts rejected for reuse | \n\t\t\t\t\t
PT | \n\t\t\t\t\t\tProduction Time | \n\t\t\t\t\t
PTCOST | \n\t\t\t\t\t\tTotal costs per period | \n\t\t\t\t\t
RCC | \n\t\t\t\t\t\tCoefficient of reduction in collection | \n\t\t\t\t\t
RCCCOST | \n\t\t\t\t\t\tCosts of constructions for reprocessing capacity | \n\t\t\t\t\t
RCCR | \n\t\t\t\t\t\tRatio of contraction in reprocessing capacity | \n\t\t\t\t\t
RCDE | \n\t\t\t\t\t\tDesired reprocessing capacity | \n\t\t\t\t\t
RCER | \n\t\t\t\t\t\tRatio of expansion of reprocessing capacity | \n\t\t\t\t\t
RCIR | \n\t\t\t\t\t\tRatio of increase in reprocessing capacity | \n\t\t\t\t\t
RCRCOST | \n\t\t\t\t\t\tCosts of reduction in reprocessing capacity | \n\t\t\t\t\t
RCRR | \n\t\t\t\t\t\tRatio of reduction in reprocessing capacity | \n\t\t\t\t\t
RCWCOST | \n\t\t\t\t\t\tWeekly cost of reprocessing capacity | \n\t\t\t\t\t
REP | \n\t\t\t\t\t\tReusable products | \n\t\t\t\t\t
RER | \n\t\t\t\t\t\tExpected reprocessing ratio | \n\t\t\t\t\t
RI | \n\t\t\t\t\t\tRetailers’ inventory | \n\t\t\t\t\t
RIAT | \n\t\t\t\t\t\tTime of adjustment to retailers’ inventory | \n\t\t\t\t\t
RICOST | \n\t\t\t\t\t\tCoefficient of investment in reprocessing | \n\t\t\t\t\t
RICT | \n\t\t\t\t\t\tTime of coverage of retailers’ inventory | \n\t\t\t\t\t
RIDE | \n\t\t\t\t\t\tInventory of desired retailers’ inventory | \n\t\t\t\t\t
RIDI | \n\t\t\t\t\t\tDiscrepancy with retailers’ inventory | \n\t\t\t\t\t
RIL | \n\t\t\t\t\t\tLiquidation of retailers’ inventory | \n\t\t\t\t\t
RILT | \n\t\t\t\t\t\tTime of liquidation of retailers’ inventory | \n\t\t\t\t\t
RO | \n\t\t\t\t\t\tRetailers’ orders | \n\t\t\t\t\t
ROB | \n\t\t\t\t\t\tRetailers’ backorders | \n\t\t\t\t\t
ROBRR | \n\t\t\t\t\t\tRatio of reduction of retailers’ backorders | \n\t\t\t\t\t
RPC | \n\t\t\t\t\t\tReprocessing capacity | \n\t\t\t\t\t
RPCD | \n\t\t\t\t\t\tDiscrepancy with reprocessing capacity | \n\t\t\t\t\t
RPCOST | \n\t\t\t\t\t\tReprocessing costs | \n\t\t\t\t\t
RPR | \n\t\t\t\t\t\tReprocessing ratio | \n\t\t\t\t\t
RPSCOST | \n\t\t\t\t\t\tCost of storage of reusable products | \n\t\t\t\t\t
RPT | \n\t\t\t\t\t\tReprocessing time | \n\t\t\t\t\t
RRC | \n\t\t\t\t\t\tCoefficient of reduction in reprocessing | \n\t\t\t\t\t
RS | \n\t\t\t\t\t\tDeliveries to retailers | \n\t\t\t\t\t
RSKT | \n\t\t\t\t\t\tWaiting time for reusable stock | \n\t\t\t\t\t
RSPWCOST | \n\t\t\t\t\t\tWeekly cost of storage of reusable products | \n\t\t\t\t\t
RST | \n\t\t\t\t\t\tTime of delivery to retailers | \n\t\t\t\t\t
RT | \n\t\t\t\t\t\tTime of residence | \n\t\t\t\t\t
RTCOST | \n\t\t\t\t\t\tCost of transport to retailers | \n\t\t\t\t\t
RTWCOST | \n\t\t\t\t\t\tWeekly cost of transport to retailers | \n\t\t\t\t\t
RWCOST | \n\t\t\t\t\t\tWeekly cost of reprocessing | \n\t\t\t\t\t
S | \n\t\t\t\t\t\tSales | \n\t\t\t\t\t
SD | \n\t\t\t\t\t\tDeliveries to distributors | \n\t\t\t\t\t
SI | \n\t\t\t\t\t\tRevenue from sales | \n\t\t\t\t\t
SMPO | \n\t\t\t\t\t\tProducts sent to secondary markets | \n\t\t\t\t\t
SP | \n\t\t\t\t\t\tSales price | \n\t\t\t\t\t
STWCOST | \n\t\t\t\t\t\tWeekly cost of sales transport | \n\t\t\t\t\t
TIP | \n\t\t\t\t\t\tTotal revenue per period | \n\t\t\t\t\t
Tc1 | \n\t\t\t\t\t\tTime of increase in collection capacity | \n\t\t\t\t\t
Tc2 | \n\t\t\t\t\t\tTime of reduction in collection capacity | \n\t\t\t\t\t
TPD | \n\t\t\t\t\t\tTotal demand pattern | \n\t\t\t\t\t
Tr1 | \n\t\t\t\t\t\tTime of increase in reprocessing capacity | \n\t\t\t\t\t
Tr2 | \n\t\t\t\t\t\tTime of reduction in reprocessing capacity | \n\t\t\t\t\t
UD | \n\t\t\t\t\t\tUncontrolled disposal | \n\t\t\t\t\t
UDP | \n\t\t\t\t\t\tProducts disposed of uncontrollably | \n\t\t\t\t\t
UI | \n\t\t\t\t\t\tUseful inventory | \n\t\t\t\t\t
UIAT | \n\t\t\t\t\t\tTime of adjustment to useful inventory | \n\t\t\t\t\t
UICT | \n\t\t\t\t\t\tTime of coverage of useful inventory | \n\t\t\t\t\t
UID | \n\t\t\t\t\t\tDiscrepancy with useful inventory | \n\t\t\t\t\t
UIDE | \n\t\t\t\t\t\tDesired useful inventory | \n\t\t\t\t\t
UIL | \n\t\t\t\t\t\tLiquidation of useful inventory | \n\t\t\t\t\t
UILT | \n\t\t\t\t\t\tTime of liquidation of useful inventory | \n\t\t\t\t\t
UISCOST | \n\t\t\t\t\t\tCost of storage of useful inventory | \n\t\t\t\t\t
UISWCOST | \n\t\t\t\t\t\tWeekly cost of storage of useful inventory | \n\t\t\t\t\t
UP | \n\t\t\t\t\t\tUsed products | \n\t\t\t\t\t
WDR | \n\t\t\t\t\t\tWeekly discount rate | \n\t\t\t\t\t
WPCOST | \n\t\t\t\t\t\tWeekly production costs | \n\t\t\t\t\t
Model variables
Below are presented all of the equations that intervene in the model, numbered and ordered alphabetically according to the name of the variables that describe them.
\n\t\t\t\n\t\t\t\t
Culture in public sector organizations varies in its dimensions. Organizations comprise people. People are divided into nation-states and are variably exposed to different things such as events and information, which help form their own beliefs, values, and attitudes. These differences in beliefs, values, and attitudes result in different cultural practices, which in turn get a reflection in the organizations of their respective societies. Within a society, different subgroups exist with distinct beliefs and practices. The different generational cohorts within a society become exposed to things, technologies, and events that are particular to their own time. Therefore, subgroups within a society develop thinking and behaviors that may be considered distinct. The societal general culture and subcultures affect the cultural beliefs and practices of the organizations of society.
It is generally taken for granted that culture motivates the employees of an organization to behave in a particular way. Not much research is done on how culture affects the performance of organizations. The limited number of studies investigating the cultural influence on performance reports the linkage to be positive [1, 2]. In some other contexts, despite deliberate efforts, in the public sector, organizations have shown indifference to the adoption of the prescribed culture [3]. In spite of the influences from the new public management tools, public sector organizations tend to be internal-oriented rather than being external-oriented [4]. Organizations can develop the practice of subculture, which can be considered a management technique [2, 5].
This chapter focuses on the cultural practices of the frontline bureaucrats in Bangladesh. The few studies conducted on the bureaucratic culture in Bangladesh are different from the current one in their focuses and methodologies. Jamil [6] conducted a survey in December 1992 and January 1993 on 161 bureaucrats working in both the central level administration and the field level administration and found that the bureaucrats inculcate power distance, uncertainty avoidance tendency, and are less participatory in their decision-making process. Haque and Mohammad [7], analyzing the historical accounts, relevant literature, and their observations, concluded that the prevalence of pervasive corruption in the Bangladeshi bureaucracy could be explained in terms of the existence of some culture dimensions in the public administration. Conducting 40 qualitative semi-structured interviews with bureaucrats from the central and field administration, Rahman [8] found that the bureaucrats suffer from indecision over maintaining political neutrality and political responsiveness. Zafarullah [9] found in his study of bureaucratic culture in Bangladesh that the bureaucrats support clientelism and self-preservation and oppose change initiatives. Based on personal experience and review of literature, Rashid [10] concluded that bureaucrats had less engagement with members of the civil society and non-government organizations.
The above studies had a limitation in terms of their sample size and sampling process. This study covered a larger sample chosen from the field administration only. It investigated how four dimensions of organizational culture were practiced by the frontline bureaucrats. There are two broad types of bureaucrats in the public services of the country—cadre services and non-cadre services. Recruitment, training, and mobility of the bureaucrats of these two categories are different. Therefore, how the two groups of frontline bureaucrats differ in practicing culture dimensions of power distance, uncertainty avoidance, participation, and team orientation had remained unexplored, and this has been the main objective of this study. The second section discusses how organizational culture is understood, followed by a discussion on culture dimensions in the third section. The fourth section discusses the relevance of the four dimensions of organizational culture to frontline bureaucracies, followed by a short section introducing frontline bureaucrats in Bangladesh in the fifth section. The sixth and seventh sections discuss the methods followed and the findings of the study, respectively. The last two sections present a discussion on the findings and conclusion of the study.
Hofstede, Hofstede, and Minkov [11] described culture as a “mental programming” or “software of the mind.” It is shared patterns of thinking, feeling, and acting. Therefore, it is always a collective phenomenon. The patterns of thinking, feeling, and acting differentiate one group of people from others. Thus, culture is “the collective programming of the mind that distinguishes the members of one group or category of people from others” ([11] p. 6). The patterns of thinking, feeling, and acting come from the unwritten rules of the social game. The understanding of culture given by Hofstede et al. [11] is similar to that of Pettigrew ([12], p. 574), who defined it as a “system of such publicly and collectively accepted meanings operating for a given group at a given time” and provides “a general sense of orientation” to the group.
O’Reilly, Chatman, and Caldwell [13] have argued that organizational culture as a concept has a long history and goes back to early sociological studies of the early 1950s. It received prominence in the 1980s. Hofstede, Neuijen, Ohayv, and Sanders [14] found no consensus on the definition of the concept. However, they identified several characteristics of organizational culture. Organizational culture is: (1) holistic, (2) historically determined, (3) related to anthropological concepts, (4) socially constructed, (5) soft, and (6) difficult to change. Schein ([15], p. 111) published an article defining organizational culture as “(1) a pattern of basic assumptions, (2) invented, discovered, developed by a given group, (3) as it learns to cope with its problems of external adaptation and internal integration, (4) that has worked well enough to be considered valid and, therefore (5) is to be taught to new members as the (6) correct way to perceive, think, and feel in relation to these problems.” Schein [15] identified three levels of organizational culture: (1) artifacts, (2) values, and (3) assumptions. However, Hofstede et al. [14], in their study, found that shared perceptions of daily practices rather than shared values represent the core of an organization’s culture.
Organizational culture has also been described as an administrative culture or bureaucratic culture or corporate culture. Jamil [6] argued that there is something additional in an administrative culture than can be found in organizational culture. This additional item is politics. Most culture studies focus on the private organization where politics is not an issue of interest. These studies look at the internal context of an organization. Any framework for understanding administrative culture has to incorporate politics, i.e. how bureaucrats interact with politics and society as a whole. Jamil’s [6] arguments obtain strength from the fact that the mission of public sector organizations significantly differs from that of private sector organizations. Most public sector organizations are not profit-making and do not rely on profits for their existence.
In contrast, private sector organizations are profit-oriented and rely on profits for their existence. Public sector organizations cannot avoid politics because they execute the government’s policies. There is a subtle nuance between the usages of the concepts of “bureaucratic culture” and “corporate culture.” The concept of bureaucratic culture refers to the values and practices in public sector organizations, while corporate culture usually refers to private sector organizations.
Whatever the characteristics or levels of organizational culture are, it is a “powerful force” in an organization [3] and immensely affects the well-being and success of an organization. It is described as the glue that holds the organization together [16]. The culture encourages the members in the organization to behave similarly. It impacts how well the organization will function. Rong and Hongwei [17] argue that organizational culture stems from the social culture and works as an “invisible hand” in public sector management. This hand is relatively stable but transforms itself in the long run in line with social change.
Lloyd [18] found that there are debates about what organizational culture is. Some believe it as what an organization “is” and others believe that it is what an organization “has.” However, both arguments converge in the belief that culture is something to be made up of such concepts as beliefs, assumptions, and values. Values have received prominence in the definitions of organizational culture. Values are defined as a criterion using which one tends to prefer certain states of affairs over others. Beliefs are something that one considers as truth. The learned linkage between beliefs and values becomes attitudes. When the values, beliefs, and attitudes become so entrenched in an organization that they are no longer doubted or debated, they become assumptions. These values, beliefs, and assumptions are shared among the members of the organizations. Hofstede et al. [14] in a cross-organization study of 20 organizations in two countries found that practices rather than values play a major role. Organizational cultures are acquired on the job and are exchangeable when one takes a new job. While social cultures reside in values, organizational cultures reside in practices. These practices are visible and consciously carried out.
Organizational culture is not a one-dimensional concept. Culture researchers have found different dimensions in organizational culture. Hofstede et al. [14] in their cross-organization study have identified six dimensions of organizational culture with respect to the practices where organizations differ. These dimensions are (1) process orientation vs. results orientation, (2) employee orientation vs. job orientation, (3) parochialism vs. professionalism, (4) open system vs. closed system, (5) loose control vs. tight control, and (6) normative vs. pragmatic. They argue that these dimensions may not be universally valid or sufficient. Organizational cultures in different contexts may require additional dimensions or some of the identified six dimensions may seem less useful. Along with these six practice dimensions of organizational culture, they also identified three value dimensions, which are (1) the need for security (uncertainty avoidance), (2) work centrality (job involvement), and (3) the need for authority (power distance).
The first practice dimension of organizational culture in Hofstede et al.’s [14] study opposes a concern for means to a concern for goals. They equate this contrast with the distinction made between the mechanistic and organic management systems of Burns and Stalker [19]. With a process or mechanistic orientation, an organization tends to focus on technical improvements of means rather than the accomplishment of ends. An organic system tends to focus on concern as a whole. The second practice dimension opposes concern for the employees to concern for the job to be done. In the third practice dimension, a contrast is made between the identification of the employees deriving from the organization (parochial) and the type of job (professionalism). The fourth dimension focuses on the tendency of the organization to respond to its environment. The fifth practice dimension shows the contrasts in the internal structuring of an organization. The sixth practice dimension shows how an organization is oriented toward its customers. A normative organization looks at its task toward its customers as the implementation of inviolable rules. A pragmatic organization tends to stay close to its customers. The authors distinguish results orientation from customer orientation in that “trying to serve the customer does not automatically imply a results orientation” ([14], p. 304).
Ghosh and Srivastava [20] noted that the concept of organizational culture has been interpreted differently and not all complement or converge. After reviewing a sample of the literature on the instruments used in survey studies of organizational culture, the authors concluded that no two instruments were alike, and no two instruments shared a common theoretical basis. These authors reported that Ashkanasy, Wilderom, and Peterson [21] and Wilderom, Glunk, and Maslowski [22] had studied 18 culture measure questionnaires published between 1975 and 1992 and 10 empirical culture research studies respectively. Both studies found great variation in the definition and operationalization of organizational culture and its dimensions.
Ghosh and Srivastava [20], based on Kluckhohn and Strodtbeck’s [23] model, identified seven dimensions of organizational culture: (1) participation, (2) respect for individual, (3) attitude to risk, (4) attention orientation, (5) trust, (6) openness, and (7) power distance. Schein [15] in attempting to understand the content of a culture identifies some of its dimensions and presents questions to be asked regarding each dimension. Answers to these questions will identify the content of that culture, but he cautions about the danger of over-generalizing the dimensions.
Harrison and Baird [3] compared the organizational culture of public sector organizations in Australia with that of private sector organizations using O’Reilly et al.’s [13] organizational culture profile (OCP) and by focusing on five dimensions: (1) outcome orientation, (2) respect for people, (3) attention to detail, (4) team orientation, and (5) innovation. O’Reilly et al. [13] developed the OCP in order to quantitatively assess organizational culture in their study examining the person-culture fit and its implications for work attitudes and behaviors. These researchers carried out two types of factor analyses—for the individual and as organizational profiles. The first analysis produced eight dimensions of an organization’s culture: (1) innovation and risk-taking, (2) attention to detail, (3) orientation toward outcome or results, (4) aggressiveness and competitiveness, (5) supportiveness, (6) emphasis on growth and rewards, (7) a collaborative and team orientation, and (8) decisiveness. The second analysis produced seven dimensions: (1) innovation, (2) stability, (3) respect for people, (4) outcome orientation, (5) attention to detail, (6) team orientation, and (7) aggressiveness. Denison and Mishra [1] used four organizational traits—involvement, adaptability, consistency, and mission—in their research to determine the relationship between organizational culture and organizational performance.
Jamil [6] studied bureaucratic culture in the context of Bangladesh in order to determine the dominant type of culture and its consequences and also to identify the bearers of administrative subcultures. He noted that most studies on organizational culture have dealt with private sector organizations. He argued that public sector organizations are different from the private sector ones in that politics play a major role in the public sector organizations. Any study about public sector organizational culture has to take into account its external context, that is, its relationship with politics and the society in general.
Jamil [6] argued that bureaucrats’ attitudes in the external context could be typified in terms of their relationships to politics and relationships to citizens and civil society. In the case of the first typology, Jamil [6] argued, borrowing from Putnam [24], that bureaucrats can be classified into classical or political. Classical bureaucrats are procedure-oriented or rule-oriented, whereas political bureaucrats are problem-oriented or program-oriented. In the case of the second typology, bureaucrats can be universal or clientelistic. Universal bureaucrats believe in impartial applications of rules, which in Weberian terms are called the rational-legal type. Clientelism, on the other hand, serves in return for patronage and a power base. A recent development in the bureaucrat-citizen relationship has revealed that citizens are considered as customers in Western nations and as subjects in developing countries.
In the internal context, bureaucrats’ attitudes, Jamil [6] continued, can vary in specific characteristics such as power distance, uncertainty avoidance, guiding decision-making, and preferred employees. Power distance is a character that affects the decision-making behavior of bureaucrats. Where power distance is high, top bureaucrats take decisions, and lower bureaucrats carry out them. Where power distance is low, superiors and subordinates make consultations to take decisions.
According to Jamil [6], uncertainty avoidance is another character that affects decision-making behavior as well. Bureaucrats with a high tendency toward uncertainty avoidance tend to follow the rules and regulations strictly and do not take risks. Contrarily, a low tendency toward uncertainty avoidance encourages them to take risks in terms of bending or breaking the rules.
Bureaucrats need information for making decisions. Jamil [6] argued that the nature of the decision-making structure affects information search behavior. A top-down or hierarchic type of decision-making structure leads bureaucrats to limit their information search within its boundaries, their superiors, colleagues, or juniors. However, a collegial structure of decision-making leads bureaucrats to search beyond its boundaries, that is, politicians; citizens; academic, economic, and voluntary organizations.
Another characteristic of bureaucratic decision-making, where bureaucrats differ in their attitudes, Jamil [6] argued, is preferred employees. The attribute of preferred employees argues that the employees for an organization should be chosen considering their social values and cultural characteristics. The social values and the cultural characteristics of the chosen employees should benefit the organization.
A comparison of the dimensions of the organizational culture identified by the different studies is presented in Table 1. It reveals that scholars do not agree in identifying common cultural dimensions. However, some of them agree with some of the dimensions. Some other dimensions are given different names by different authors.
Frontline bureaucracies—also known as street-level bureaucracies—are located at the bottom of the governmental pyramid. The citizens experience their government through the frontline bureaucracies because these are the service providing windows of the government. Therefore, the cultural practice of the frontline bureaucrats is of paramount importance to the government. Alom [26] identified four culture dimensions that affect transparency and accountability behaviors of the frontline bureaucrats. These culture dimensions are power distance, uncertainty avoidance tendency, participation, and team orientation. One of the critical features of good governance is accountability, which comes through transparency. In this sense, the four culture dimensions affect good governance the most.
Most frontline bureaucracies bear two common characteristics—they enjoy discretion but suffer from resources. The resource limitation characteristic may vary from context to context based on economic development of the countries, but discretion has been reported to exist irrespective of the level of economic development. Discretion is a structural feature, while resources are issues of an endowment. Therefore, these are not cultural factors. However, these factors in interaction with the cultural beliefs and practices—power distance, uncertainty avoidance, participation, and team orientation—may impact on the good governance practices of the frontline bureaucrats. A brief discussion of these four cultural beliefs and practices is given below.
Power Distance: Power distance is the tendency to accept inequality among ranks in the system [14]. Bureaucrats, in socially backward contexts such as Bangladesh, believe that they are socially superior, and they are not accountable to the service seekers. They protect this power position. Therefore, any reform initiatives that are directed to change this power position are not acceptable to them or at least will hinder the implementation of such initiatives [27, 28]. Redistribution of power in a social structure that has traditionally practiced a patron-client relationship among its members is particularly problematic. Bureaucrats that possess power distance in relation to their clients will also possess the same in their organizational structure. Rong and Hongwei [17] suggested that organizational culture stems from social cultures. Jamil’s [6] study supports this argument. He found that the traditions from the samaj (society as a whole) and the British colonial administration dominate bureaucratic culture in Bangladesh. The samaj and the colonial traditions maintain a hierarchical or patron-client social structure. The influence of these traditions is reflected in the bureaucracy in the form of high power distance. Therefore, high power distance supports a hierarchical power structure in the organization as well as in society.
Uncertainty Avoidance: Bureaucrats do not want to be in uncomfortable situations. In other words, they like to avoid situations or avoid anything that may create situations, putting them in trouble or discomfort. They want to be certain that any action committed by them will not bring them discomfort. According to Zafarullah ([9], p. 936), “The civil service in Bangladesh has shown an extraordinary predilection to hang on to the established rather than readily accepting change in its status, structure, functions, and norms of engagement with extra-bureaucratic instruments.” The bureaucrats are “more at ease operating in a familiar environment employing conventional practices than embracing anything new or different” ([9], p. 936).
Participation: Participation is allowing those in the decision-making process for whom decisions are being made. In other words, it refers to the quality, quantity, and diversity of input from the stakeholders in government decisions [29]. Organizations that are under stronger influence from external stakeholders are likely to exhibit a higher level of participation. In Jamil’s [6] language, this type of participation is guiding decisions, that is, how the decisions of the bureaucrats are guided. Do the frontline bureaucrats consult with their stakeholders, that is, politicians; citizens; and business and voluntary organizations? A bureaucrat’s attitude toward the level of interaction with its stakeholders regarding the decision-making process influences the practice of participation.
Team Orientation: Practice of teamwork increases productivity in organizations. A team is a group of individuals who share their responsibilities to accomplish their shared goals [30]. Group members have discretion in deciding how to carry out tasks and allocate tasks among themselves [31]. Team orientation is a dimension of organizational culture identified by Schein [15] and O’Reilly et al. [13] and has been used by Harrison and Baird [3] in their research. Hierarchical structures in public bureaucracies work as barriers to team building. A public sector organization is a “machine bureaucracy” that needs to change its hierarchically controlled managerial culture into “a coaching environment” where the individuals will appreciate “interpersonal needs and the benefits of intuition and creativity” (Lovell [32], p. 403).
The frontline public bureaucracy in Bangladesh represents the characteristics of the overall public service of the country. These characteristics descended from the British colonial administration and the post-colonial administration of Pakistan. Bangladesh was liberated from Pakistan through a liberation war in 1971. Considering the recruitment, training, and mobility of the bureaucrats, one characteristic of the public services in Bangladesh has been that they are divided into cadre and non-cadre services. The cadre services have distinct hierarchy and specified functions—specialized and generalized [33]. The members of these services belong to the Bangladesh Civil Service (BCS) who are recruited by the Public Service Commission (PSC) through highly competitive examinations. They are hired as Assistant Secretary or equivalent and can move to the Senior Secretary position through promotions. They can move from one department to another. On the other hand, members of the non-cadre services are recruited to particular departments and do not have a definite structure of mobility horizontally and vertically [34]. They need to serve within the department to which they are recruited. These bureaucrats have limited training opportunity throughout their service life. The frontline bureaucracy of Bangladesh has officials from both cadre and non-cadre services, but the size of the former category is smaller than the later.
Data for this study were collected from sub-district level frontline bureaucrats in Bangladesh using a survey questionnaire. Bangladesh had 488 sub-districts at the time of data collection. Twenty-nine sub-districts were chosen using a multistage sampling technique. From each of the selected sub-districts, 16 pre-decided office heads out of around 25 were given the questionnaire to fill out. The 16 office heads were chosen because they were perceived by practitioners as the frontline bureaucracies that had most interactions with citizens. Seven of these 16 offices are headed by cadre officials, and the rest nine offices are headed by non-cadre officials.
For data collection, the researcher traveled to the respondents. It was not possible to return with all filled-out questionnaires all the time. Therefore, questionnaires were left with the offices of those respondents where they were not available in their offices. It was not possible to contact each of these office heads before going to their offices. Instead, the chief executive officer (UNO) of the sub-district was contacted before going to that particular sub-district. The UNO office in a sub-district carries some importance because it plays a coordinating role among all the offices of the sub-district. After going to a sub-district, help from officials from the UNO office was obtained sometimes in distributing and collecting the questionnaires. Thus, the UNO office was used as the first contact point.
After going to a sub-district, this researcher went to each of the 16 selected offices in the sub-district. Where the office head was present, this researcher requested him or her to fill out the survey questionnaire. Where the office head was not present, his/her contact cell phone number was collected from the other officials of the office. Then the office head was contacted over the phone and requested to fill out the survey questionnaire when he/she was available in the office and was requested either to send the filled out questionnaire to the UNO office or the postal address of this researcher. In most cases, an envelope (with postage stamp) was left with the postal address of the researcher written on it.
Around 40% of the survey questionnaires, on average, were collected directly by the researcher. Some filled out questionnaires came directly from the respondents through the postal service. The remaining questionnaires were submitted to the UNO office, or the officials of the UNO office collected them from the other offices and then sent them together to the researcher through postal service. Altogether, 329 questionnaires were collected for the study out of the sample of 456. This constituted a response rate of 72.15%. However, three questionnaires were rejected because two of them had more than 50% items unanswered, and one was a duplicate. The duplication happened because one officer was in charge of two offices. That official filled out two questionnaires. Thus, one of these two questionnaires was rejected. Finally, data from 326 questionnaires were entered into the SPSS program. Demographic information of the respondents is presented in Table 2.
Demographic information of respondent (% in parenthesis).
The questionnaire had items taken from validated instruments to measure each of the cultural dimensions. Each item had a four-point scale which varied from “always” to “never” or “agree” to “disagree.” A five-item scale was constructed based on Jamil [6] to measure power distance. The items were: (1) I seek my subordinates’ opinions before making a decision; (2) My subordinates suggest me ideas about my office work; (3) Confident subordinates in my office disagree with my decisions; (4) I tell my subordinates what decisions are to be taken; and (5) When I am confident, I disagree with my higher authority. To measure uncertainty avoidance, a four-item scale was developed based on Jamil [6] which were: (1) I emphasize results more than following routines, procedures to the point; (2) I feel nervous about satisfying my higher authority with my work; (3) I look for the best alternative even if it goes beyond routines, and procedures; (4) I expect my higher authority to tell me if I am doing a good job. Participation was measured using a four-item scale developed following theoretical arguments. The items were: (1) My office should serve citizens according to their preferences; (2) Officers can learn nothing from service seekers; (3) My office should seek feedback from service recipients about their satisfaction; and (4) Service seekers should not advise us on what to do. Based on Harrison and Baird [3], a four-item scale was used to measure team orientation. The items were: (1) Working in teams can produce better results; (2) We should help each other in our office work; (3) Sometimes subordinates can give better opinions than superiors; (4) Subordinates should not disagree with the superior’s opinion.
Results of two independent samples t-tests and descriptive statistics of group differences in the means of the culture dimensions practiced by the cadre and non-cadre officials are presented in Table 3. Power distance in non-cadre officials is higher than in cadre officials. The difference is significant at 0.10 level of significance. Concerning uncertainty avoidance, the non-cadre officials again have a significantly higher tendency to avoid uncertainty compared to the cadre officials. The cadre officials’ mean score in the participation culture dimension is significantly higher than the mean score of the non-cadre officials. This finding is indicative of the cadre officials’ higher tendency to accommodate stakeholders in decision-making processes. With regard to team orientation, the mean score of cadre officials is also significantly higher than the non-cadre officials. Therefore, cadre officials possess a higher mentality of teamwork compared to non-cadre officials.
Results of t-test and descriptive statistics for culture dimensions by cadre.
The four culture dimensions influence the daily works of the frontline bureaucrats. Generally, power distance within an office context is an extension of the power distance that prevails in society. High power distance among the employees of an organization contributes to the fortification of its formal and rigid hierarchical structure. The cadre officials of the frontline bureaucracies inculcate this culture slightly less than the non-cadre officials and both scores are slightly lower than the average of the scale. Jamil [6] reported the existence of higher power distance in the cadre officials in general (central and frontline bureaucrats). Power distance in this study shows scores lower than the average (2.5 points on the scale of 4). Therefore, this culture has not changed much.
The culture of uncertainty avoidance tendency negatively affects the achievement of the targeted results of an organization. It bars officials from taking initiatives of innovation. Strict enforcement of bureaucratic procedures, in some contexts, may not fetch the desired results. Therefore, officials need to apply their discretion and take some risks, which might bring them some uncertainty. Generally, everyone wants to remain in his comfort zone. In public service delivery, when facing the complexity of local contexts, frontline bureaucrats need to come out of their comfort zones sometimes. This study found high uncertainty tendency in the frontline bureaucrats. The non-cadre officials have a greater tendency to avoid uncertainty than the cadre officials. High level of uncertainty avoidance tendency among the bureaucrats in Bangladesh was reported by Jamil [6], and the current scenario does not show any change.
Participation in this research was used to mean bureaucrats’ citizen-orientation, that is, their attitude toward feedback from citizens. The frontline bureaucrats directly deliver services to the citizens. Their understanding of the expectations of the citizens can equip them with appropriate services. The findings of this study show that the frontline bureaucrats have a very high tendency to get feedback from the citizens. Again the cadre officials are ahead of the non-cadre ones. This finding is also similar to that of Jamil [6].
The frontline bureaucrats show a positive attitude toward teamwork. The score of cadre officials is higher than the non-cadre officials. These frontline bureaucrats work in their offices with limited resources. They face huge workloads as well. These workloads happen because of two reasons. One reason is that the demand for services is very high. Bangladesh is a populous country. So these bureaucrats face more service seekers than the ideal size. The second reason is that many of the sanctioned positions in the frontline bureaucracies remain vacant. Therefore, the bureaucrats from within an organization need to cooperate among themselves through teamwork.
Organizational culture is difficult to change without a deliberate effort. In the public sector organizations, this change is even harder to bring. The bureaucrats are rule followers and change-resistant. They remain to be in their comfort zones. Bringing desired changes in the practice of culture will require conscious and deliberate efforts. These efforts may include education, training, and social campaign. The difference in the scores in the dimensions of culture practiced by the cadre and non-cadre bureaucrats can be attributed to the different outlook they develop through their participation in social events. Although both groups of bureaucrats come from the same social context, they become exposed to different social events. One obvious social event is training. The cadre bureaucrats take part in different long- and short-term training programs even at the very beginning of their services. The non-cadre bureaucrats hardly get any training. The second social factor is that the cadre bureaucrats, because of their mobility, attend various seminars and workshops on governance issues, which help them change their mindset. This scope is limited to the non-cadre bureaucrats.
This research had limitations. The items used to measure the culture dimensions in this research match the research context. The measurement tools might be different in other contexts. Future researchers can investigate why the cadre and non-cadre officials differ significantly in their organizational culture.
IntechOpen Compacts provide a mid-length publishing format which bridges the gap between journal articles, book chapters and monographs, and cover content across all scientific disciplines. Compacts are the preferred publishing option for brief research reports on new topics, in-depth case studies, dissertations, or essays exploring new ideas, issues or broader topics on the research subject.
",metaTitle:"IntechOpen Compacts",metaDescription:"IntechOpen Compacts present a mid-length publishing format which bridges the gap between journal articles, book chapters, and monographs and covers content across all scientific disciplines.",metaKeywords:null,canonicalURL:"/page/compacts",contentRaw:'[{"type":"htmlEditorComponent","content":"Without sacrificing the quality of carefully edited and produced peer-reviewed content, Compacts are published as part of IntechOpen’s book collection but on a faster schedule, typically 4-6 weeks after acceptance. With an average of 132,000 visitors per week, publishing in Compacts not only guarantees high visibility but also facilitates international content sharing. As a fully Open Access publisher, the utilization of a CC BY NC 4.0 license means that other researchers will never have to pay permission fees and can adapt, use, and further build upon the material published in Compacts, eliminating any barriers to the further development of scientific research.
\\n\\nCOMPACTS-SHORT FORM MONOGRAPH
\\n\\nCOST
\\n\\n4,000 GBP Compacts Monograph - Short Form
\\n\\nThe final price will depend on the volume of the publication and includes project management, editorial and peer-review services, technical editing, language copyediting, cover design, book layout, book promotion and ISBN assignment.
\\n\\n*The price does not include Value-Added Tax (VAT). Residents of European Union countries need to add VAT based on the specific rate applicable in their country of residence. Institutions and companies registered as VAT taxable entities in their own EU member state will not pay VAT by providing us with their VAT registration number. This is made possible by the EU reverse charge method.
\\n\\nOptional Services
\\n\\nIntechOpen has collaborated with Enago, through its sister company, Ulatus – one of the world’s leading providers of book translation services. The services are designed to convey the essence of your work seamlessly to readers from across the globe in their own language. Enago’s expert translators incorporate cultural nuances in translations to make the content relevant for local audiences while retaining the original meaning and style. With a high degree of linguistic and subject expertise, Enago translators are equipped to handle all complex and multiple overlapping themes encompassed in a single book to deliver a superior quality of translation.
\\n\\nIntechOpen Authors that wish to use this service will receive a 20% discount on all translation work. For more information or a quote, please visit: https://www.enago.com/intech.
\\n\\nFUNDING
\\n\\nWe feel that financial barriers should never prevent researchers from publishing their research. Please consult our Open Access Funding page to explore funding opportunities and learn more about how you can finance your IntechOpen publication.
\\n\\nBENEFITS
\\n\\nPUBLISHING PROCESS STEPS
\\n\\nSee a complete overview and description of the steps involved in the publishing process here.
\\n\\nSEND YOUR PROPOSAL
\\n\\nIf you are interested in publishing your book with IntechOpen, please submit your book proposal by completing the Publishing Proposal Form.
\\n\\nNot sure if this is the right option for you? Please refer back to the main Publish with IntechOpen page or feel free to contact us directly at book.department@intechopen.com
\\n"}]'},components:[{type:"htmlEditorComponent",content:'Without sacrificing the quality of carefully edited and produced peer-reviewed content, Compacts are published as part of IntechOpen’s book collection but on a faster schedule, typically 4-6 weeks after acceptance. With an average of 132,000 visitors per week, publishing in Compacts not only guarantees high visibility but also facilitates international content sharing. As a fully Open Access publisher, the utilization of a CC BY NC 4.0 license means that other researchers will never have to pay permission fees and can adapt, use, and further build upon the material published in Compacts, eliminating any barriers to the further development of scientific research.
\n\nCOMPACTS-SHORT FORM MONOGRAPH
\n\nCOST
\n\n4,000 GBP Compacts Monograph - Short Form
\n\nThe final price will depend on the volume of the publication and includes project management, editorial and peer-review services, technical editing, language copyediting, cover design, book layout, book promotion and ISBN assignment.
\n\n*The price does not include Value-Added Tax (VAT). Residents of European Union countries need to add VAT based on the specific rate applicable in their country of residence. Institutions and companies registered as VAT taxable entities in their own EU member state will not pay VAT by providing us with their VAT registration number. This is made possible by the EU reverse charge method.
\n\nOptional Services
\n\nIntechOpen has collaborated with Enago, through its sister company, Ulatus – one of the world’s leading providers of book translation services. The services are designed to convey the essence of your work seamlessly to readers from across the globe in their own language. Enago’s expert translators incorporate cultural nuances in translations to make the content relevant for local audiences while retaining the original meaning and style. With a high degree of linguistic and subject expertise, Enago translators are equipped to handle all complex and multiple overlapping themes encompassed in a single book to deliver a superior quality of translation.
\n\nIntechOpen Authors that wish to use this service will receive a 20% discount on all translation work. For more information or a quote, please visit: https://www.enago.com/intech.
\n\nFUNDING
\n\nWe feel that financial barriers should never prevent researchers from publishing their research. Please consult our Open Access Funding page to explore funding opportunities and learn more about how you can finance your IntechOpen publication.
\n\nBENEFITS
\n\nPUBLISHING PROCESS STEPS
\n\nSee a complete overview and description of the steps involved in the publishing process here.
\n\nSEND YOUR PROPOSAL
\n\nIf you are interested in publishing your book with IntechOpen, please submit your book proposal by completing the Publishing Proposal Form.
\n\nNot sure if this is the right option for you? Please refer back to the main Publish with IntechOpen page or feel free to contact us directly at book.department@intechopen.com
\n'}]},successStories:{items:[]},authorsAndEditors:{filterParams:{sort:"featured,name"},profiles:[{id:"6700",title:"Dr.",name:"Abbass A.",middleName:null,surname:"Hashim",slug:"abbass-a.-hashim",fullName:"Abbass A. Hashim",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/6700/images/1864_n.jpg",biography:"Currently I am carrying out research in several areas of interest, mainly covering work on chemical and bio-sensors, semiconductor thin film device fabrication and characterisation.\nAt the moment I have very strong interest in radiation environmental pollution and bacteriology treatment. The teams of researchers are working very hard to bring novel results in this field. I am also a member of the team in charge for the supervision of Ph.D. students in the fields of development of silicon based planar waveguide sensor devices, study of inelastic electron tunnelling in planar tunnelling nanostructures for sensing applications and development of organotellurium(IV) compounds for semiconductor applications. I am a specialist in data analysis techniques and nanosurface structure. I have served as the editor for many books, been a member of the editorial board in science journals, have published many papers and hold many patents.",institutionString:null,institution:{name:"Sheffield Hallam University",country:{name:"United Kingdom"}}},{id:"54525",title:"Prof.",name:"Abdul Latif",middleName:null,surname:"Ahmad",slug:"abdul-latif-ahmad",fullName:"Abdul Latif Ahmad",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"20567",title:"Prof.",name:"Ado",middleName:null,surname:"Jorio",slug:"ado-jorio",fullName:"Ado Jorio",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Universidade Federal de Minas Gerais",country:{name:"Brazil"}}},{id:"47940",title:"Dr.",name:"Alberto",middleName:null,surname:"Mantovani",slug:"alberto-mantovani",fullName:"Alberto Mantovani",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"12392",title:"Mr.",name:"Alex",middleName:null,surname:"Lazinica",slug:"alex-lazinica",fullName:"Alex Lazinica",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/12392/images/7282_n.png",biography:"Alex Lazinica is the founder and CEO of IntechOpen. After obtaining a Master's degree in Mechanical Engineering, he continued his PhD studies in Robotics at the Vienna University of Technology. Here he worked as a robotic researcher with the university's Intelligent Manufacturing Systems Group as well as a guest researcher at various European universities, including the Swiss Federal Institute of Technology Lausanne (EPFL). During this time he published more than 20 scientific papers, gave presentations, served as a reviewer for major robotic journals and conferences and most importantly he co-founded and built the International Journal of Advanced Robotic Systems- world's first Open Access journal in the field of robotics. Starting this journal was a pivotal point in his career, since it was a pathway to founding IntechOpen - Open Access publisher focused on addressing academic researchers needs. Alex is a personification of IntechOpen key values being trusted, open and entrepreneurial. Today his focus is on defining the growth and development strategy for the company.",institutionString:null,institution:{name:"TU Wien",country:{name:"Austria"}}},{id:"19816",title:"Prof.",name:"Alexander",middleName:null,surname:"Kokorin",slug:"alexander-kokorin",fullName:"Alexander Kokorin",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/19816/images/1607_n.jpg",biography:"Alexander I. Kokorin: born: 1947, Moscow; DSc., PhD; Principal Research Fellow (Research Professor) of Department of Kinetics and Catalysis, N. Semenov Institute of Chemical Physics, Russian Academy of Sciences, Moscow.\r\nArea of research interests: physical chemistry of complex-organized molecular and nanosized systems, including polymer-metal complexes; the surface of doped oxide semiconductors. He is an expert in structural, absorptive, catalytic and photocatalytic properties, in structural organization and dynamic features of ionic liquids, in magnetic interactions between paramagnetic centers. The author or co-author of 3 books, over 200 articles and reviews in scientific journals and books. He is an actual member of the International EPR/ESR Society, European Society on Quantum Solar Energy Conversion, Moscow House of Scientists, of the Board of Moscow Physical Society.",institutionString:null,institution:{name:"Semenov Institute of Chemical Physics",country:{name:"Russia"}}},{id:"62389",title:"PhD.",name:"Ali Demir",middleName:null,surname:"Sezer",slug:"ali-demir-sezer",fullName:"Ali Demir Sezer",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/62389/images/3413_n.jpg",biography:"Dr. Ali Demir Sezer has a Ph.D. from Pharmaceutical Biotechnology at the Faculty of Pharmacy, University of Marmara (Turkey). He is the member of many Pharmaceutical Associations and acts as a reviewer of scientific journals and European projects under different research areas such as: drug delivery systems, nanotechnology and pharmaceutical biotechnology. Dr. Sezer is the author of many scientific publications in peer-reviewed journals and poster communications. Focus of his research activity is drug delivery, physico-chemical characterization and biological evaluation of biopolymers micro and nanoparticles as modified drug delivery system, and colloidal drug carriers (liposomes, nanoparticles etc.).",institutionString:null,institution:{name:"Marmara University",country:{name:"Turkey"}}},{id:"61051",title:"Prof.",name:"Andrea",middleName:null,surname:"Natale",slug:"andrea-natale",fullName:"Andrea Natale",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"100762",title:"Prof.",name:"Andrea",middleName:null,surname:"Natale",slug:"andrea-natale",fullName:"Andrea Natale",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"St David's Medical Center",country:{name:"United States of America"}}},{id:"107416",title:"Dr.",name:"Andrea",middleName:null,surname:"Natale",slug:"andrea-natale",fullName:"Andrea Natale",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Texas Cardiac Arrhythmia",country:{name:"United States of America"}}},{id:"64434",title:"Dr.",name:"Angkoon",middleName:null,surname:"Phinyomark",slug:"angkoon-phinyomark",fullName:"Angkoon Phinyomark",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/64434/images/2619_n.jpg",biography:"My name is Angkoon Phinyomark. I received a B.Eng. degree in Computer Engineering with First Class Honors in 2008 from Prince of Songkla University, Songkhla, Thailand, where I received a Ph.D. degree in Electrical Engineering. My research interests are primarily in the area of biomedical signal processing and classification notably EMG (electromyography signal), EOG (electrooculography signal), and EEG (electroencephalography signal), image analysis notably breast cancer analysis and optical coherence tomography, and rehabilitation engineering. I became a student member of IEEE in 2008. During October 2011-March 2012, I had worked at School of Computer Science and Electronic Engineering, University of Essex, Colchester, Essex, United Kingdom. In addition, during a B.Eng. I had been a visiting research student at Faculty of Computer Science, University of Murcia, Murcia, Spain for three months.\n\nI have published over 40 papers during 5 years in refereed journals, books, and conference proceedings in the areas of electro-physiological signals processing and classification, notably EMG and EOG signals, fractal analysis, wavelet analysis, texture analysis, feature extraction and machine learning algorithms, and assistive and rehabilitative devices. I have several computer programming language certificates, i.e. Sun Certified Programmer for the Java 2 Platform 1.4 (SCJP), Microsoft Certified Professional Developer, Web Developer (MCPD), Microsoft Certified Technology Specialist, .NET Framework 2.0 Web (MCTS). I am a Reviewer for several refereed journals and international conferences, such as IEEE Transactions on Biomedical Engineering, IEEE Transactions on Industrial Electronics, Optic Letters, Measurement Science Review, and also a member of the International Advisory Committee for 2012 IEEE Business Engineering and Industrial Applications and 2012 IEEE Symposium on Business, Engineering and Industrial Applications.",institutionString:null,institution:{name:"Joseph Fourier University",country:{name:"France"}}},{id:"55578",title:"Dr.",name:"Antonio",middleName:null,surname:"Jurado-Navas",slug:"antonio-jurado-navas",fullName:"Antonio Jurado-Navas",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/55578/images/4574_n.png",biography:"Antonio Jurado-Navas received the M.S. degree (2002) and the Ph.D. degree (2009) in Telecommunication Engineering, both from the University of Málaga (Spain). He first worked as a consultant at Vodafone-Spain. From 2004 to 2011, he was a Research Assistant with the Communications Engineering Department at the University of Málaga. In 2011, he became an Assistant Professor in the same department. From 2012 to 2015, he was with Ericsson Spain, where he was working on geo-location\ntools for third generation mobile networks. Since 2015, he is a Marie-Curie fellow at the Denmark Technical University. His current research interests include the areas of mobile communication systems and channel modeling in addition to atmospheric optical communications, adaptive optics and statistics",institutionString:null,institution:{name:"University of Malaga",country:{name:"Spain"}}}],filtersByRegion:[{group:"region",caption:"North America",value:1,count:5681},{group:"region",caption:"Middle and South America",value:2,count:5161},{group:"region",caption:"Africa",value:3,count:1683},{group:"region",caption:"Asia",value:4,count:10200},{group:"region",caption:"Australia and Oceania",value:5,count:886},{group:"region",caption:"Europe",value:6,count:15610}],offset:12,limit:12,total:117095},chapterEmbeded:{data:{}},editorApplication:{success:null,errors:{}},ofsBooks:{filterParams:{sort:"dateendthirdsteppublish"},books:[],filtersByTopic:[{group:"topic",caption:"Agricultural and Biological Sciences",value:5,count:9},{group:"topic",caption:"Biochemistry, Genetics and Molecular Biology",value:6,count:17},{group:"topic",caption:"Business, Management and Economics",value:7,count:2},{group:"topic",caption:"Chemistry",value:8,count:7},{group:"topic",caption:"Computer and Information Science",value:9,count:10},{group:"topic",caption:"Earth and Planetary Sciences",value:10,count:5},{group:"topic",caption:"Engineering",value:11,count:15},{group:"topic",caption:"Environmental Sciences",value:12,count:2},{group:"topic",caption:"Immunology and Microbiology",value:13,count:5},{group:"topic",caption:"Materials Science",value:14,count:4},{group:"topic",caption:"Mathematics",value:15,count:1},{group:"topic",caption:"Medicine",value:16,count:60},{group:"topic",caption:"Nanotechnology and Nanomaterials",value:17,count:1},{group:"topic",caption:"Neuroscience",value:18,count:1},{group:"topic",caption:"Pharmacology, Toxicology and Pharmaceutical Science",value:19,count:6},{group:"topic",caption:"Physics",value:20,count:2},{group:"topic",caption:"Psychology",value:21,count:3},{group:"topic",caption:"Robotics",value:22,count:1},{group:"topic",caption:"Social Sciences",value:23,count:3},{group:"topic",caption:"Technology",value:24,count:1},{group:"topic",caption:"Veterinary Medicine and Science",value:25,count:2}],offset:0,limit:12,total:null},popularBooks:{featuredBooks:[{type:"book",id:"9343",title:"Trace Metals in the Environment",subtitle:"New Approaches and Recent Advances",isOpenForSubmission:!1,hash:"ae07e345bc2ce1ebbda9f70c5cd12141",slug:"trace-metals-in-the-environment-new-approaches-and-recent-advances",bookSignature:"Mario Alfonso Murillo-Tovar, Hugo Saldarriaga-Noreña and Agnieszka Saeid",coverURL:"https://cdn.intechopen.com/books/images_new/9343.jpg",editors:[{id:"255959",title:"Dr.",name:"Mario Alfonso",middleName:null,surname:"Murillo-Tovar",slug:"mario-alfonso-murillo-tovar",fullName:"Mario Alfonso Murillo-Tovar"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7769",title:"Medical Isotopes",subtitle:null,isOpenForSubmission:!1,hash:"f8d3c5a6c9a42398e56b4e82264753f7",slug:"medical-isotopes",bookSignature:"Syed Ali Raza Naqvi and Muhammad Babar Imrani",coverURL:"https://cdn.intechopen.com/books/images_new/7769.jpg",editors:[{id:"259190",title:"Dr.",name:"Syed Ali Raza",middleName:null,surname:"Naqvi",slug:"syed-ali-raza-naqvi",fullName:"Syed Ali Raza Naqvi"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9376",title:"Contemporary Developments and Perspectives in International Health Security",subtitle:"Volume 1",isOpenForSubmission:!1,hash:"b9a00b84cd04aae458fb1d6c65795601",slug:"contemporary-developments-and-perspectives-in-international-health-security-volume-1",bookSignature:"Stanislaw P. Stawicki, Michael S. Firstenberg, Sagar C. Galwankar, Ricardo Izurieta and Thomas Papadimos",coverURL:"https://cdn.intechopen.com/books/images_new/9376.jpg",editors:[{id:"181694",title:"Dr.",name:"Stanislaw P.",middleName:null,surname:"Stawicki",slug:"stanislaw-p.-stawicki",fullName:"Stanislaw P. Stawicki"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7831",title:"Sustainability in Urban Planning and Design",subtitle:null,isOpenForSubmission:!1,hash:"c924420492c8c2c9751e178d025f4066",slug:"sustainability-in-urban-planning-and-design",bookSignature:"Amjad Almusaed, Asaad Almssad and Linh Truong - Hong",coverURL:"https://cdn.intechopen.com/books/images_new/7831.jpg",editors:[{id:"110471",title:"Dr.",name:"Amjad",middleName:"Zaki",surname:"Almusaed",slug:"amjad-almusaed",fullName:"Amjad Almusaed"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9279",title:"Concepts, Applications and Emerging Opportunities in Industrial Engineering",subtitle:null,isOpenForSubmission:!1,hash:"9bfa87f9b627a5468b7c1e30b0eea07a",slug:"concepts-applications-and-emerging-opportunities-in-industrial-engineering",bookSignature:"Gary Moynihan",coverURL:"https://cdn.intechopen.com/books/images_new/9279.jpg",editors:[{id:"16974",title:"Dr.",name:"Gary",middleName:null,surname:"Moynihan",slug:"gary-moynihan",fullName:"Gary Moynihan"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7807",title:"A Closer Look at Organizational Culture in Action",subtitle:null,isOpenForSubmission:!1,hash:"05c608b9271cc2bc711f4b28748b247b",slug:"a-closer-look-at-organizational-culture-in-action",bookSignature:"Süleyman Davut Göker",coverURL:"https://cdn.intechopen.com/books/images_new/7807.jpg",editors:[{id:"190035",title:"Associate Prof.",name:"Süleyman Davut",middleName:null,surname:"Göker",slug:"suleyman-davut-goker",fullName:"Süleyman Davut Göker"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7796",title:"Human 4.0",subtitle:"From Biology to Cybernetic",isOpenForSubmission:!1,hash:"5ac5c052d3a593d5c4f4df66d005e5af",slug:"human-4-0-from-biology-to-cybernetic",bookSignature:"Yves Rybarczyk",coverURL:"https://cdn.intechopen.com/books/images_new/7796.jpg",editors:[{id:"72920",title:"Prof.",name:"Yves",middleName:"Philippe",surname:"Rybarczyk",slug:"yves-rybarczyk",fullName:"Yves Rybarczyk"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9711",title:"Pests, Weeds and Diseases in Agricultural Crop and Animal Husbandry Production",subtitle:null,isOpenForSubmission:!1,hash:"12cf675f1e433135dd5bf5df7cec124f",slug:"pests-weeds-and-diseases-in-agricultural-crop-and-animal-husbandry-production",bookSignature:"Dimitrios Kontogiannatos, Anna Kourti and Kassio Ferreira Mendes",coverURL:"https://cdn.intechopen.com/books/images_new/9711.jpg",editors:[{id:"196691",title:"Dr.",name:"Dimitrios",middleName:null,surname:"Kontogiannatos",slug:"dimitrios-kontogiannatos",fullName:"Dimitrios Kontogiannatos"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"10178",title:"Environmental Emissions",subtitle:null,isOpenForSubmission:!1,hash:"febf21ec717bfe20ae25a9dab9b5d438",slug:"environmental-emissions",bookSignature:"Richard Viskup",coverURL:"https://cdn.intechopen.com/books/images_new/10178.jpg",editors:[{id:"103742",title:"Dr.",name:"Richard",middleName:null,surname:"Viskup",slug:"richard-viskup",fullName:"Richard Viskup"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"8511",title:"Cyberspace",subtitle:null,isOpenForSubmission:!1,hash:"8c1cdeb133dbe6cc1151367061c1bba6",slug:"cyberspace",bookSignature:"Evon Abu-Taieh, Abdelkrim El Mouatasim and Issam H. Al Hadid",coverURL:"https://cdn.intechopen.com/books/images_new/8511.jpg",editors:[{id:"223522",title:"Dr.",name:"Evon",middleName:"M.O.",surname:"Abu-Taieh",slug:"evon-abu-taieh",fullName:"Evon Abu-Taieh"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9534",title:"Banking and Finance",subtitle:null,isOpenForSubmission:!1,hash:"af14229738af402c3b595d7e124dce82",slug:"banking-and-finance",bookSignature:"Razali Haron, Maizaitulaidawati Md Husin and Michael Murg",coverURL:"https://cdn.intechopen.com/books/images_new/9534.jpg",editors:[{id:"206517",title:"Prof.",name:"Razali",middleName:null,surname:"Haron",slug:"razali-haron",fullName:"Razali Haron"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"2160",title:"MATLAB",subtitle:"A Fundamental Tool for Scientific Computing and Engineering Applications - Volume 1",isOpenForSubmission:!1,hash:"dd9c658341fbd264ed4f8d9e6aa8ca29",slug:"matlab-a-fundamental-tool-for-scientific-computing-and-engineering-applications-volume-1",bookSignature:"Vasilios N. Katsikis",coverURL:"https://cdn.intechopen.com/books/images_new/2160.jpg",editors:[{id:"12289",title:"Prof.",name:"Vasilios",middleName:"N.",surname:"Katsikis",slug:"vasilios-katsikis",fullName:"Vasilios Katsikis"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}}],offset:12,limit:12,total:5126},hotBookTopics:{hotBooks:[],offset:0,limit:12,total:null},publish:{},publishingProposal:{success:null,errors:{}},books:{featuredBooks:[{type:"book",id:"9208",title:"Welding",subtitle:"Modern Topics",isOpenForSubmission:!1,hash:"7d6be076ccf3a3f8bd2ca52d86d4506b",slug:"welding-modern-topics",bookSignature:"Sadek Crisóstomo Absi Alfaro, Wojciech Borek and Błażej Tomiczek",coverURL:"https://cdn.intechopen.com/books/images_new/9208.jpg",editors:[{id:"65292",title:"Prof.",name:"Sadek Crisostomo Absi",middleName:"C. Absi",surname:"Alfaro",slug:"sadek-crisostomo-absi-alfaro",fullName:"Sadek Crisostomo Absi Alfaro"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9139",title:"Topics in Primary Care Medicine",subtitle:null,isOpenForSubmission:!1,hash:"ea774a4d4c1179da92a782e0ae9cde92",slug:"topics-in-primary-care-medicine",bookSignature:"Thomas F. Heston",coverURL:"https://cdn.intechopen.com/books/images_new/9139.jpg",editors:[{id:"217926",title:"Dr.",name:"Thomas F.",middleName:null,surname:"Heston",slug:"thomas-f.-heston",fullName:"Thomas F. Heston"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"8697",title:"Virtual Reality and Its Application in Education",subtitle:null,isOpenForSubmission:!1,hash:"ee01b5e387ba0062c6b0d1e9227bda05",slug:"virtual-reality-and-its-application-in-education",bookSignature:"Dragan Cvetković",coverURL:"https://cdn.intechopen.com/books/images_new/8697.jpg",editors:[{id:"101330",title:"Dr.",name:"Dragan",middleName:"Mladen",surname:"Cvetković",slug:"dragan-cvetkovic",fullName:"Dragan Cvetković"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9785",title:"Endometriosis",subtitle:null,isOpenForSubmission:!1,hash:"f457ca61f29cf7e8bc191732c50bb0ce",slug:"endometriosis",bookSignature:"Courtney Marsh",coverURL:"https://cdn.intechopen.com/books/images_new/9785.jpg",editors:[{id:"255491",title:"Dr.",name:"Courtney",middleName:null,surname:"Marsh",slug:"courtney-marsh",fullName:"Courtney Marsh"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9343",title:"Trace Metals in the Environment",subtitle:"New Approaches and Recent Advances",isOpenForSubmission:!1,hash:"ae07e345bc2ce1ebbda9f70c5cd12141",slug:"trace-metals-in-the-environment-new-approaches-and-recent-advances",bookSignature:"Mario Alfonso Murillo-Tovar, Hugo Saldarriaga-Noreña and Agnieszka Saeid",coverURL:"https://cdn.intechopen.com/books/images_new/9343.jpg",editors:[{id:"255959",title:"Dr.",name:"Mario Alfonso",middleName:null,surname:"Murillo-Tovar",slug:"mario-alfonso-murillo-tovar",fullName:"Mario Alfonso Murillo-Tovar"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"8468",title:"Sheep Farming",subtitle:"An Approach to Feed, Growth and Sanity",isOpenForSubmission:!1,hash:"838f08594850bc04aa14ec873ed1b96f",slug:"sheep-farming-an-approach-to-feed-growth-and-sanity",bookSignature:"António Monteiro",coverURL:"https://cdn.intechopen.com/books/images_new/8468.jpg",editors:[{id:"190314",title:"Prof.",name:"António",middleName:"Cardoso",surname:"Monteiro",slug:"antonio-monteiro",fullName:"António Monteiro"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"8816",title:"Financial Crises",subtitle:"A Selection of Readings",isOpenForSubmission:!1,hash:"6f2f49fb903656e4e54280c79fabd10c",slug:"financial-crises-a-selection-of-readings",bookSignature:"Stelios Markoulis",coverURL:"https://cdn.intechopen.com/books/images_new/8816.jpg",editors:[{id:"237863",title:"Dr.",name:"Stelios",middleName:null,surname:"Markoulis",slug:"stelios-markoulis",fullName:"Stelios Markoulis"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7831",title:"Sustainability in Urban Planning and Design",subtitle:null,isOpenForSubmission:!1,hash:"c924420492c8c2c9751e178d025f4066",slug:"sustainability-in-urban-planning-and-design",bookSignature:"Amjad Almusaed, Asaad Almssad and Linh Truong - Hong",coverURL:"https://cdn.intechopen.com/books/images_new/7831.jpg",editors:[{id:"110471",title:"Dr.",name:"Amjad",middleName:"Zaki",surname:"Almusaed",slug:"amjad-almusaed",fullName:"Amjad Almusaed"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"9376",title:"Contemporary Developments and Perspectives in International Health Security",subtitle:"Volume 1",isOpenForSubmission:!1,hash:"b9a00b84cd04aae458fb1d6c65795601",slug:"contemporary-developments-and-perspectives-in-international-health-security-volume-1",bookSignature:"Stanislaw P. Stawicki, Michael S. Firstenberg, Sagar C. Galwankar, Ricardo Izurieta and Thomas Papadimos",coverURL:"https://cdn.intechopen.com/books/images_new/9376.jpg",editors:[{id:"181694",title:"Dr.",name:"Stanislaw P.",middleName:null,surname:"Stawicki",slug:"stanislaw-p.-stawicki",fullName:"Stanislaw P. Stawicki"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}},{type:"book",id:"7769",title:"Medical Isotopes",subtitle:null,isOpenForSubmission:!1,hash:"f8d3c5a6c9a42398e56b4e82264753f7",slug:"medical-isotopes",bookSignature:"Syed Ali Raza Naqvi and Muhammad Babar Imrani",coverURL:"https://cdn.intechopen.com/books/images_new/7769.jpg",editors:[{id:"259190",title:"Dr.",name:"Syed Ali Raza",middleName:null,surname:"Naqvi",slug:"syed-ali-raza-naqvi",fullName:"Syed Ali Raza Naqvi"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}}],latestBooks:[{type:"book",id:"8468",title:"Sheep Farming",subtitle:"An Approach to Feed, Growth and Sanity",isOpenForSubmission:!1,hash:"838f08594850bc04aa14ec873ed1b96f",slug:"sheep-farming-an-approach-to-feed-growth-and-sanity",bookSignature:"António Monteiro",coverURL:"https://cdn.intechopen.com/books/images_new/8468.jpg",editedByType:"Edited by",editors:[{id:"190314",title:"Prof.",name:"António",middleName:"Cardoso",surname:"Monteiro",slug:"antonio-monteiro",fullName:"António Monteiro"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9523",title:"Oral and Maxillofacial Surgery",subtitle:null,isOpenForSubmission:!1,hash:"5eb6ec2db961a6c8965d11180a58d5c1",slug:"oral-and-maxillofacial-surgery",bookSignature:"Gokul Sridharan",coverURL:"https://cdn.intechopen.com/books/images_new/9523.jpg",editedByType:"Edited by",editors:[{id:"82453",title:"Dr.",name:"Gokul",middleName:null,surname:"Sridharan",slug:"gokul-sridharan",fullName:"Gokul Sridharan"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9785",title:"Endometriosis",subtitle:null,isOpenForSubmission:!1,hash:"f457ca61f29cf7e8bc191732c50bb0ce",slug:"endometriosis",bookSignature:"Courtney Marsh",coverURL:"https://cdn.intechopen.com/books/images_new/9785.jpg",editedByType:"Edited by",editors:[{id:"255491",title:"Dr.",name:"Courtney",middleName:null,surname:"Marsh",slug:"courtney-marsh",fullName:"Courtney Marsh"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9018",title:"Some RNA Viruses",subtitle:null,isOpenForSubmission:!1,hash:"a5cae846dbe3692495fc4add2f60fd84",slug:"some-rna-viruses",bookSignature:"Yogendra Shah and Eltayb Abuelzein",coverURL:"https://cdn.intechopen.com/books/images_new/9018.jpg",editedByType:"Edited by",editors:[{id:"278914",title:"Ph.D.",name:"Yogendra",middleName:null,surname:"Shah",slug:"yogendra-shah",fullName:"Yogendra Shah"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"8816",title:"Financial Crises",subtitle:"A Selection of Readings",isOpenForSubmission:!1,hash:"6f2f49fb903656e4e54280c79fabd10c",slug:"financial-crises-a-selection-of-readings",bookSignature:"Stelios Markoulis",coverURL:"https://cdn.intechopen.com/books/images_new/8816.jpg",editedByType:"Edited by",editors:[{id:"237863",title:"Dr.",name:"Stelios",middleName:null,surname:"Markoulis",slug:"stelios-markoulis",fullName:"Stelios Markoulis"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9585",title:"Advances in Complex Valvular Disease",subtitle:null,isOpenForSubmission:!1,hash:"ef64f11e211621ecfe69c46e60e7ca3d",slug:"advances-in-complex-valvular-disease",bookSignature:"Michael S. Firstenberg and Imran Khan",coverURL:"https://cdn.intechopen.com/books/images_new/9585.jpg",editedByType:"Edited by",editors:[{id:"64343",title:null,name:"Michael S.",middleName:"S",surname:"Firstenberg",slug:"michael-s.-firstenberg",fullName:"Michael S. Firstenberg"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"10150",title:"Smart Manufacturing",subtitle:"When Artificial Intelligence Meets the Internet of Things",isOpenForSubmission:!1,hash:"87004a19de13702d042f8ff96d454698",slug:"smart-manufacturing-when-artificial-intelligence-meets-the-internet-of-things",bookSignature:"Tan Yen Kheng",coverURL:"https://cdn.intechopen.com/books/images_new/10150.jpg",editedByType:"Edited by",editors:[{id:"78857",title:"Dr.",name:"Tan Yen",middleName:null,surname:"Kheng",slug:"tan-yen-kheng",fullName:"Tan Yen Kheng"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9386",title:"Direct Numerical Simulations",subtitle:"An Introduction and Applications",isOpenForSubmission:!1,hash:"158a3a0fdba295d21ff23326f5a072d5",slug:"direct-numerical-simulations-an-introduction-and-applications",bookSignature:"Srinivasa Rao",coverURL:"https://cdn.intechopen.com/books/images_new/9386.jpg",editedByType:"Edited by",editors:[{id:"6897",title:"Dr.",name:"Srinivasa",middleName:"P",surname:"Rao",slug:"srinivasa-rao",fullName:"Srinivasa Rao"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9139",title:"Topics in Primary Care Medicine",subtitle:null,isOpenForSubmission:!1,hash:"ea774a4d4c1179da92a782e0ae9cde92",slug:"topics-in-primary-care-medicine",bookSignature:"Thomas F. Heston",coverURL:"https://cdn.intechopen.com/books/images_new/9139.jpg",editedByType:"Edited by",editors:[{id:"217926",title:"Dr.",name:"Thomas F.",middleName:null,surname:"Heston",slug:"thomas-f.-heston",fullName:"Thomas F. Heston"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"9208",title:"Welding",subtitle:"Modern Topics",isOpenForSubmission:!1,hash:"7d6be076ccf3a3f8bd2ca52d86d4506b",slug:"welding-modern-topics",bookSignature:"Sadek Crisóstomo Absi Alfaro, Wojciech Borek and Błażej Tomiczek",coverURL:"https://cdn.intechopen.com/books/images_new/9208.jpg",editedByType:"Edited by",editors:[{id:"65292",title:"Prof.",name:"Sadek Crisostomo Absi",middleName:"C. Absi",surname:"Alfaro",slug:"sadek-crisostomo-absi-alfaro",fullName:"Sadek Crisostomo Absi Alfaro"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}}]},subject:{topic:{id:"743",title:"Engineering Dynamics",slug:"electrical-and-electronic-engineering-engineering-dynamics",parent:{title:"Electrical and Electronic Engineering",slug:"electrical-and-electronic-engineering"},numberOfBooks:1,numberOfAuthorsAndEditors:11,numberOfWosCitations:2,numberOfCrossrefCitations:4,numberOfDimensionsCitations:4,videoUrl:null,fallbackUrl:null,description:null},booksByTopicFilter:{topicSlug:"electrical-and-electronic-engineering-engineering-dynamics",sort:"-publishedDate",limit:12,offset:0},booksByTopicCollection:[{type:"book",id:"6017",title:"Switched Reluctance Motor",subtitle:"Concept, Control and Applications",isOpenForSubmission:!1,hash:"ea21009431eeed49e94d3a693d47f09d",slug:"switched-reluctance-motor-concept-control-and-applications",bookSignature:"Ahmed Tahour and Abdel Ghani Aissaoui",coverURL:"https://cdn.intechopen.com/books/images_new/6017.jpg",editedByType:"Edited by",editors:[{id:"26712",title:"Dr.",name:"Ahmed",middleName:null,surname:"Tahour",slug:"ahmed-tahour",fullName:"Ahmed Tahour"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}}],booksByTopicTotal:1,mostCitedChapters:[{id:"55670",doi:"10.5772/intechopen.69149",title:"Switched Reluctance Motor Topologies: A Comprehensive Review",slug:"switched-reluctance-motor-topologies-a-comprehensive-review",totalDownloads:3664,totalCrossrefCites:2,totalDimensionsCites:2,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Mohammad Mahdi Bouiabady, Aliakbar Damaki Aliabad and\nEbrahim Amiri",authors:[{id:"175468",title:"Dr.",name:"Ebrahim",middleName:null,surname:"Amiri",slug:"ebrahim-amiri",fullName:"Ebrahim Amiri"},{id:"203202",title:"Mr.",name:"Mohammad Mahdi",middleName:null,surname:"Bouiabady",slug:"mohammad-mahdi-bouiabady",fullName:"Mohammad Mahdi Bouiabady"},{id:"203203",title:"Dr.",name:"Aliakbar",middleName:null,surname:"Damaki Aliabad",slug:"aliakbar-damaki-aliabad",fullName:"Aliakbar Damaki Aliabad"}]},{id:"55383",doi:"10.5772/intechopen.68911",title:"Switched Reluctance Motor Drives for Hybrid Electric Vehicles",slug:"switched-reluctance-motor-drives-for-hybrid-electric-vehicles",totalDownloads:2560,totalCrossrefCites:1,totalDimensionsCites:1,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Christopher H.T. Lee, James L. Kirtley, Jr. and M. Angle",authors:[{id:"201412",title:"Dr.",name:"Christopher H. T.",middleName:null,surname:"Lee",slug:"christopher-h.-t.-lee",fullName:"Christopher H. T. Lee"}]},{id:"55535",doi:"10.5772/intechopen.69228",title:"Four‐Quadrant Control of Switched Reluctance Machine",slug:"four-quadrant-control-of-switched-reluctance-machine",totalDownloads:1054,totalCrossrefCites:1,totalDimensionsCites:1,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Sandeep Narla",authors:[{id:"201434",title:"M.Sc.",name:"Sandeep",middleName:null,surname:"Narla",slug:"sandeep-narla",fullName:"Sandeep Narla"}]}],mostDownloadedChaptersLast30Days:[{id:"55670",title:"Switched Reluctance Motor Topologies: A Comprehensive Review",slug:"switched-reluctance-motor-topologies-a-comprehensive-review",totalDownloads:3664,totalCrossrefCites:2,totalDimensionsCites:2,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Mohammad Mahdi Bouiabady, Aliakbar Damaki Aliabad and\nEbrahim Amiri",authors:[{id:"175468",title:"Dr.",name:"Ebrahim",middleName:null,surname:"Amiri",slug:"ebrahim-amiri",fullName:"Ebrahim Amiri"},{id:"203202",title:"Mr.",name:"Mohammad Mahdi",middleName:null,surname:"Bouiabady",slug:"mohammad-mahdi-bouiabady",fullName:"Mohammad Mahdi Bouiabady"},{id:"203203",title:"Dr.",name:"Aliakbar",middleName:null,surname:"Damaki Aliabad",slug:"aliakbar-damaki-aliabad",fullName:"Aliakbar Damaki Aliabad"}]},{id:"55383",title:"Switched Reluctance Motor Drives for Hybrid Electric Vehicles",slug:"switched-reluctance-motor-drives-for-hybrid-electric-vehicles",totalDownloads:2560,totalCrossrefCites:1,totalDimensionsCites:1,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Christopher H.T. Lee, James L. Kirtley, Jr. and M. Angle",authors:[{id:"201412",title:"Dr.",name:"Christopher H. T.",middleName:null,surname:"Lee",slug:"christopher-h.-t.-lee",fullName:"Christopher H. T. Lee"}]},{id:"55678",title:"Direct Instantaneous Torque Controlled Switched Reluctance Motor Drive for Fan Type Load and Constant Torque Load",slug:"direct-instantaneous-torque-controlled-switched-reluctance-motor-drive-for-fan-type-load-and-constan",totalDownloads:1092,totalCrossrefCites:0,totalDimensionsCites:0,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Srinivas Pratapgiri",authors:[{id:"193348",title:"Dr.",name:"Srinivas",middleName:null,surname:"Pratapgiri",slug:"srinivas-pratapgiri",fullName:"Srinivas Pratapgiri"}]},{id:"55557",title:"Design, Power Electronics and Torque Control of Switched Reluctance Machines",slug:"design-power-electronics-and-torque-control-of-switched-reluctance-machines",totalDownloads:1183,totalCrossrefCites:0,totalDimensionsCites:0,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Mircea Ruba and Petre Dorel Teodosescu",authors:[{id:"190371",title:"Dr.",name:"Mircea",middleName:null,surname:"Ruba",slug:"mircea-ruba",fullName:"Mircea Ruba"},{id:"195867",title:"Dr.",name:"Petre",middleName:"Dorel",surname:"Teodosescu",slug:"petre-teodosescu",fullName:"Petre Teodosescu"}]},{id:"55614",title:"Current‐Controlled SRM Fed by Three‐Phase Boost PFC",slug:"current-controlled-srm-fed-by-three-phase-boost-pfc",totalDownloads:1084,totalCrossrefCites:0,totalDimensionsCites:0,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Erdal Şehirli and Meral Altınay",authors:[{id:"119997",title:"Mr.",name:"Erdal",middleName:null,surname:"Sehirli",slug:"erdal-sehirli",fullName:"Erdal Sehirli"},{id:"119998",title:"Dr.",name:"Meral",middleName:null,surname:"Altınay",slug:"meral-altinay",fullName:"Meral Altınay"}]},{id:"55535",title:"Four‐Quadrant Control of Switched Reluctance Machine",slug:"four-quadrant-control-of-switched-reluctance-machine",totalDownloads:1054,totalCrossrefCites:1,totalDimensionsCites:1,book:{slug:"switched-reluctance-motor-concept-control-and-applications",title:"Switched Reluctance Motor",fullTitle:"Switched Reluctance Motor - Concept, Control and Applications"},signatures:"Sandeep Narla",authors:[{id:"201434",title:"M.Sc.",name:"Sandeep",middleName:null,surname:"Narla",slug:"sandeep-narla",fullName:"Sandeep Narla"}]}],onlineFirstChaptersFilter:{topicSlug:"electrical-and-electronic-engineering-engineering-dynamics",limit:3,offset:0},onlineFirstChaptersCollection:[],onlineFirstChaptersTotal:0},preDownload:{success:null,errors:{}},aboutIntechopen:{},privacyPolicy:{},peerReviewing:{},howOpenAccessPublishingWithIntechopenWorks:{},sponsorshipBooks:{sponsorshipBooks:[{type:"book",id:"10176",title:"Microgrids and Local Energy Systems",subtitle:null,isOpenForSubmission:!0,hash:"c32b4a5351a88f263074b0d0ca813a9c",slug:null,bookSignature:"Prof. Nick Jenkins",coverURL:"https://cdn.intechopen.com/books/images_new/10176.jpg",editedByType:null,editors:[{id:"55219",title:"Prof.",name:"Nick",middleName:null,surname:"Jenkins",slug:"nick-jenkins",fullName:"Nick Jenkins"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter"}}],offset:8,limit:8,total:1},route:{name:"profile.detail",path:"/profiles/160020/pedro-mendes-moreira",hash:"",query:{},params:{id:"160020",slug:"pedro-mendes-moreira"},fullPath:"/profiles/160020/pedro-mendes-moreira",meta:{},from:{name:null,path:"/",hash:"",query:{},params:{},fullPath:"/",meta:{}}}},function(){var t;(t=document.currentScript||document.scripts[document.scripts.length-1]).parentNode.removeChild(t)}()