\r\n\tOne basic topic is that of expression manipulation: combining, expanding etc, and the applications of this scholar topic needs focusing on.
\r\n\r\n\tThe general topic of "polynomials" is very large, and here the focus is both on scholar/student basics of it, and on applications of some special polynomials in science and research.
\r\n\r\n\tAn important topic of the book is "algebraic curve". Here the approaches are multiple: basic/scholar on one hand, and applications on the other hand. It must be noticed the use of algebraic curves properties in the field of differential equations, for example for finding the singularities.
\r\n\r\n\tGrobner basis is a very modern and applied topic of algebra. Here we must outline the great importance of Grobner basis and polynomial ideals manipulation, in the differential equations field, an example being in fast finding normal forms of differential systems.
\r\n\r\n\tRelated to this last topic of the book, but applying to all specified topics, it must be noticed the importance of numeric algorithms. The importance of software algorithms in all fields of science is continuously increasing. Therefore, computational approach of the specified algebraic topics is very useful, with applications in other mathematical and scientific fields.
",isbn:"978-1-83968-393-0",printIsbn:"978-1-83968-392-3",pdfIsbn:"978-1-83968-394-7",doi:null,price:0,priceEur:0,priceUsd:0,slug:null,numberOfPages:0,isOpenForSubmission:!0,hash:"2a81efb05ce334905cc672188033b15d",bookSignature:"Dr. Adela Ionescu",publishedDate:null,coverURL:"https://cdn.intechopen.com/books/images_new/9907.jpg",keywords:"expand, factoring, combining, simplifying, random polynomials, special polynomials, orthogonal polynomials, polynomial factorization, two variables polynomials, homogenization, parameterization, singularity, monomial order, polynomial ideal, leading monomial, normal form",numberOfDownloads:null,numberOfWosCitations:0,numberOfCrossrefCitations:null,numberOfDimensionsCitations:null,numberOfTotalCitations:null,isAvailableForWebshopOrdering:!0,dateEndFirstStepPublish:"November 26th 2019",dateEndSecondStepPublish:"December 17th 2019",dateEndThirdStepPublish:"February 15th 2020",dateEndFourthStepPublish:"May 5th 2020",dateEndFifthStepPublish:"July 4th 2020",remainingDaysToSecondStep:"10 days",secondStepPassed:!1,currentStepOfPublishingProcess:2,editedByType:null,kuFlag:!1,editors:[{id:"146822",title:"Dr.",name:"Adela",middleName:null,surname:"Ionescu",slug:"adela-ionescu",fullName:"Adela Ionescu",profilePictureURL:"https://mts.intechopen.com/storage/users/146822/images/system/146822.jpg",biography:"Dr. Adela Ionescu is a lecturer at the University of Craiova, Romania. She received her PhD degree from the Polytechnic University of Bucharest, Romania. Her research focuses on development and implementation of new methods in the qualitative and computational analysis of differential equations and their applications. This includes constructing adequate models for approaching the study of different industrial phenomena from a dynamical system standpoint and also from a computational fluid dynamics standpoint. By its optimizing techniques, the aim of the modeling is to facilitate the high understanding of the experimental phenomena and to implement new methods, techniques, and processes. Currently, Dr. Ionescu is working in developing new analytical techniques for linearizing nonlinear dynamical systems, with subsequent applications in experimental cases. The bifurcation theory and its applications in related fields is also a domain of interest for her. She has published six monographs and few scientific papers in high-impact journals. 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Chan and Manoj Kumar Tiwari",coverURL:"https://cdn.intechopen.com/books/images_new/3794.jpg",editedByType:"Edited by",editors:[{id:"252210",title:"Dr.",name:"Felix",surname:"Chan",slug:"felix-chan",fullName:"Felix Chan"}],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:"16924",title:"A Proposed Framework for Service Trade Mode Selection: The Value Chain and Value Co-creation Perspectives",doi:"10.5772/18367",slug:"determining-appropriate-modes-for-service-trade-the-value-chain-and-value-co-creation-perspectives",body:'Owing to business trends moving toward service economy and globalization, service trade is becoming a vital issue for many countries. This is particularly true for countries either fostering industrial development by governments or with lower revealed comparative advantage index (RCA) for service sectors.
In fact, the growth of service exports within the past 25 years is much higher than that of goods exports. The value of service exports has grown sevenfold since 1984, with a compound annual growth rate of nearly 7% per year (Habermann et al., 2002). In 1995 the World Trade Organization (WTO) was formed to help nations deal with the issues of service trade in a much more systematic manner. Then, came the General Agreement on Trade in Services (GATS) with its corresponding modes of service trade. In light of this growth, it is surprising to find that there is very little research focusing purely on service trade, in contrast, for example, to the number of studies on manufacturer internationalization (Cicic et al., 2002).
Generally speaking, key drivers for service globalization include deregulation and the opening of closed domestic markets, impacts from the GATS, increasing demand for services resulting from economic growth, advanced ICT, and trends towards service outsourcing (La et al., 2005).
Moreover, the current work on service research overemphasizes the features of service itself, processes and encounter (i.e., levels of service intangibility, contact and customization). For instance, Maister & Lovelock (1992) positions service industries by two static features: level of customization and level of interaction, and suggests that each service industry should belong to one single position. Restaurants, for example, are regarded as a service type with high degrees of customization and interaction. However, Teboul (2006) shows that restaurants can perform well and serve customers across a variety of modes, as in the case of fast food restaurants with low levels of customization and interaction. Such a claim may imply that, as long as a given service type can truly fulfill customer needs, service providers can still deliver services in quite different manners, while still cultivating a suitable environment for co-creating value with customers (Payne et al., 2008). Moreover, if the context of service target is taken into account, the service provider has to further think decisions on rearranging the value chain in this aspect.
The above evidence leads to a hypothesis that both value co-creation with customers and value chain analysis may contribute to determining the most appropriate GATS modes for service trade. Consequently, this research examines how to identify strategies and practical routes of service trade by integrating the viewpoints of value chain and value co-creation from the supplier’s viewpoint. To explore this issue, we examine the healthcare industry case which focuses upon supplier value creating processes.
This paper is organized as follows. Section 2 highlights the service trade framework and the model of value co-creation. In Section 3, we introduce the basis of the healthcare sector (including the challenges, needs and the value chain), and the story of two representative Indian cases from the real world. Section 4 elaborates how to integrate with the modes of service trade and suppliers’ value co-creation strategies through findings of these two cases, and validates by a pilot survey on Taiwanese hospitals. Finally, we conclude with the findings, implications and future works.
To provide a richer background for elaborating and building the framework for service trade, we review the literature in two main areas: the service trade framework with implications on value chain movement from GATS (so as to help redesign the change of value chains in the service trade context), and practices for identifying entry points of value co-creation for service providers.
GATS, a formal written agreement of WTO, came into force in 1995, is the first set of legally enforceable rules of trade measure governed by WTO members in services. As shown in Figure 1, GATS defines trades in services as occurring through four possible modes of supply: cross border supply, consumption abroad, commercial presence, and presence of natural persons (Hamermann et al., 2002).
Cross-border supply of services (Mode 1) requires physical movement of neither supplier nor customer. The service itself crosses the border, usually delivered through information and telecommunications (e.g., through fax, e-mail, web services) or physical transportation (e.g., 3rd party global logistic service). Typical examples include management consulting (e.g., studies, reports, business plans and financial advice), education and training (e.g., e-learning and distance learning), and healthcare (e.g., e-medicine) (Hamermann et al., 2002).
Consumption abroad (Mode 2) involves services provided to another country’s citizens, who are required to travel to the location for those services. The most significant examples are travel-related services and those services bundled with tourism (e.g., medical travel, agri-tourism, eco-tourism, and edu-tourism) (Hamermann et al., 2002).
Mode 3 is called commercial presence wherein services are sold in a member’s territory by entities that have set up a presence there, but originate in another member’s territory. Commercial presence refers to instances where a company from one country establishes subsidiaries or branches to provide services in another country, for example, financial services (setting up an oversea presence), construction engineering (setting up project offices to manage local infrastructure projects), information technology (local offices set up to serve local clients), and distribution (including shipping, warehousing and logistics) (Hamermann et al., 2002).
Finally, the presence of natural persons (Mode 4) provides services in which require the temporary movement of natural persons. Service providers travel from their own countries to supply services in other countries. The most significant examples are exports that temporarily travel across borders for services like construction (e.g., architects and trades people), education and training (e.g., trainers and professional speakers), and recreational and sporting (including coaches, trainers and promoters) (Hamermann et al., 2002).
The synthetic view of four GATS modes (Source: Hamermann et al., 2002)
According to GATS, it is clear that service trade no longer limits itself by the type of commercial presence (as the case of manufacturing sectors); in contrast, GATS helps not only stress the importance of service encounter design, but also highlight the possible impact of value chain design and possible patterns of need fulfillment for foreign markets.
Corresponding to the change of value chains, the mode of service trade from GATS in fact offers some practical guidance. As shown in Table 1, the four modes of service trade lead to different degrees of change and types of movement for existing value chains. In particular, a firm which adopts Mode 3 may result in the most significant impact on the movement of existing value chains, while Mode 1 may cause almost no change for existing value chains. Yet, at the same time, owing to different degrees of trade entry for the supply side and different levels of interaction for the demand side, a service provider adopting each mode may suffer correspondingly different degrees and types of challenges. Typical challenges include how to build customer trust, how to deliver services through current value chains, and how to build service delivery systems when no local networks exist.
Consequently, it becomes a vital issue to diagnose precisely current problems or unfulfilled needs in a region, and then design appropriate modes to enter the market, while subsequently strengthening the capability to penetrate into foreign markets. Service-dominant logic (SDL) or, more specifically, value co-creation, seems to provide a good starting point in this regard.
GATS modes and the corresponding movements of value chains
SDL stresses the importance of involving customers as part of the value co-creating processes. In particular, SDL emphasizes that service providers should not focus on delivering ready-made value to customers, but rather on supporting their customers’ value creation (Gronroos, 2008).
Following Lusch and Vargo’s (2006) concept, Payne et al. (2008) develops a process-based conceptual framework for managing value co-creation processes, with emphasis on the encounters between customers and suppliers. In this framework, firms may identify value-creating processes through the supply point of view, called supplier value-creating processes. The creation of value for customers by suppliers begins with an in-depth understanding of the customer’s value-creating processes. However, the types of value co-creation are largely contingent on the nature of their industry, their customer offerings and their customer base. Three types of value co-creation opportunities exist in this regard: (1) opportunities provided by technological breakthroughs, especially as new technology solutions help create new ways for engaging with customers to co-create; (2) opportunities provided by changes in industry logic, particularly the industrial transformation driven by the development of new channels for reaching customers; and (3) opportunities provided by changes in customer preferences and lifestyles.
Additionally, three broad forms of encounter, communication, usage, and service, help facilitate value co-creation (Payne et al., 2008). Communication encounters encompass activities which are primarily carried out in order to connect with customers. Usage encounters refer to customer practices in using a product/service and include the services which support such usage. Service encounters comprise customer interactions with service personnel or service applications.
By its very nature, the concept of value co-creation is now driving service firms to change their current inside-out (i.e., firm-centric) viewpoint into an outside-in (i.e., customer-centric) perspective. If the value co-creation concept holds equally true for service trade, it might further imply that firms should capture customer needs and their own core competence exactly, thus adjusting their value chain to fulfill the market requests. Interestingly, such a perspective not only echoes GATS in certain ways, but also provides a possible alternative for analyzing the issues in service trade.
The authors believe that the integration of value chain analysis with value co-creation may help create a more innovative and holistic analytical framework for the service trade context, resulting in a stronger match with the GATS model.
Based on the literature reviewed in Section 2, we aim to develop a framework for service trade mode selection by integrating the concepts of value chain and value co-creation. We also consider what roles a service provider should take when entering a new market. The proposed framework is mainly developed through a deductive approach and demonstrated by cases in the healthcare industry. The major reasons for using the healthcare industry as our exemplar are summarized as follows: (1) healthcare is a relatively big and complex industry amongst all service sectors; (2) it is a highly human-oriented, professional, localized, and regulated industry in most nations; (3) it provides both essential and value-added services, and is regarded as a highly innovative service sector.
We start by introducing the basis of the healthcare sector, including the challenges and needs within the industry, as well as the value chain of the industry. We then analyze how firms apply different modes for service trade through two representative Asian hospitals.
The global healthcare market is substantial in size comprising trillions of US dollars in revenue annually. The clinic service itself, for instance, accounts for US$ 804.2 billion; the market of health management and related services in total contributes US$ 235.5 billion; services for personal health information adds to US$ 21.6 billion; whereas professional medical / educational training devotes another US$ 4 billion to this industry (Acharyulu & Reddy, 2004; Dacanay, 2005). Despite already being impressive in size, the potential for growth in the healthcare market is nevertheless equally high. Particularly, when reviewing the eco-system and customer needs of the healthcare system, it is not surprised to find many opportunities and challenges worth further investigation or development.
In terms of barriers to the development of trade in health services, Gonzales et al. (2001) help summarize key concerns as following: nature of medical practice, laws and regulations, financing of care and insurance coverage, accreditation and standards, immigration and foreign exchange requirement, lack of market search on demand for health services, and competition within regions.
With respect to the major trends and opportunities for international medical services, they can be divided into two categories: problems for healthcare (system) providers, and changes in personal needs for healthcare services. With regard to problems for healthcare (system) providers, three key items were identified: (1) long waiting queues for operations in publicly owned healthcare systems in developed countries; (2) unqualified domestic medical service offerings in less developed nations; and (3) rapidly increasing costs of medical insurance and healthcare resulting from higher risks for treatment (Garcia-Altes, 2004).
As for the changes in personal needs for healthcare services, six trends are worth addressing: (1) a paradigm shift in healthcare from treatment to prevention; (2) lifestyle choices that favor surgery to enhance beauty and health; (3) the pursuit of holistic healthcare; (4) demand for customized services for wealthy people; (5) avoiding payments for expensive, domestic medical services (or insurance); (6) the emergence of international marketplace with lower cost options for healthcare services (Garcia-Altes, 2004; Carrera & Bridges, 2006).
Finally, based on GATS framework, Gonzales et al. (2001) helps illustrate the potentially six different forms of trade in health and health-related services, as shown in Table 2.
GATS modes and the corresponding trade modes of health services (Source: Gonzales et al., 2001)
Because of the design of domestic regulation and service systems, as well as the differences of service types, patterns for the value activities of healthcare services are hard to generalize. However, as service providers desire to extend their service targets into foreign markets, it is necessary to have at least a rough blueprint depicting this value chain.
By analyzing all possible activities within the healthcare processes, we elaborate those activities mentioned in Acharyulu & Reddy (2004), Dacanay (2005), Garcia-Altes (2004), Carrera & Bridges (2006), Oberholzer-Gee et al. (2007) and Herzlinger & Virk (2008), and draw the value chain of this industry as shown in Figure 2. Three stages consisting of nine key processes represent primary activities, and four types of supportive activities characterize the value chain.
With regard to the primary activities of this value chain, the three stages are pre-stage (i.e., the engagement and design stage, which include the basic activities of inquiry, engage, arrange, and inbound), during-stage (i.e., the time for receiving primary medical services, which include activities of pre-operative care, various types of major medical services, and post-operative care), and the post-stage (i.e., follow-up stage, which includes activities of outbound and after-sale services). Most activities within the pre-stage and post-stage can be regarded as possible service encounter points even though they may not be viewed as major services from the customer’s perspective. Besides, these encounters can be done either as face-to-face or non-face-to-face, and either inside or outside hospitals, depending upon the complexity of the key medical services, as well as the preferences of customers.
In contrast, most activities in the during-stage are services offered during the encounter point. However, because of the high variation of medical service patterns (which can be either in-patient or out-patient, and which can be classified into five categories according to the needs of customers/patients), the portion of these activities which can be done in back-stage varies. For example, activities which are not sensitive to real-time and face-to-face encounters can be handled by people who do not present themselves in the front stage.
In addition to primary activities of the healthcare value chain mentioned above, we deal with the supportive activities in the last part herein. Generally speaking, four categories of supportive activities can be identified: software, hardware, material, as well as information and cash flow. As seen in Figure 2, each of them covers a variety of activities. The software category covers at least five types of activities: operation management, staff training, laboratory services, R&D and call center service. The hardware category covers equipment, clinics/ room and accommodation. The material category includes transcript, medicine, food and others. While the information and cash flow category takes into account such activities as marketing, payment and insurance.
The value chain of the healthcare industry
In order to clarify possible practices for hospitals penetrating global markets, we here introduce two representative cases from India: Apollo Group and Fortis Healthcare. These two hospitals are ranked as the top two hospitals in India, both in size and quality. Meanwhile, their strategies for internationalization have also been identified as representative for understanding the most common approaches to the healthcare service trade (Oberholzer-Gee et al., 2007; Herzlinger & Virk, 2008).
Moreover, with regard to the reasons for applying data from Asian cases, it was mainly because that Asia is regarded as the most representative and popular place offering medical services worldwide by multiple modes.
Apollo Hospitals Group, the first for-profit hospital in India, is one of the largest private healthcare group in Asia, managing more than 30 hospitals with 6,400 beds. Apollo has treated patients from more than 50 countries; whereas its share in India’s tertiary care market is about 14%. The Apollo Group, fairly speaking, is active in many parts of the healthcare value chain. In particular, Apollo Hospitals Enterprise Limited (AHEL), the publicly listed holding company, owns and operates hospitals in India and abroad, specializing in providing up-market tertiary care (Oberholzer-Gee et al., 2007).
To retain its leading position and to utilize its core competence, Apollo Group is keen to penetrate into global market through multiple approaches. The key strategies of service trade adopted by Apollo Group are described as follows.
Direct investment in other countries: The first Apollo hospital built outside India is Colombo Hospital in Sri Lanka. The main reasons for this direct investment decision are summarized as follows: (1) Apollo had a significant number of patients from Sri Lanka before starting Colombo Hospital; (2) no one else was willing to invest in Sri Lanka; (3) Sri Lankan patients were unwilling to accept Sri Lanka doctors; (4) there were few qualified nurses in Sri Lanka (Oberholzer-Gee et al., 2007).
Medical business process outsourcing: Apollo Health Street Ltd. (AHSL), a subsidiary, is involved in medical business process outsourcing. The most often referenced example is AHSL’s hiring of more than 50 certified coders for American health care providers. In order to perform this business, Apollo built up its IT platform and related infrastructure, and set up a branch office in the US (Oberholzer-Gee et al., 2007).
International consulting services: In order to conduct this business, Apollo took two types of projects: transition and management (which help design and build facilities for hospitals) and operation management (which enables Apollo to actually run the facilities outside its own hospital, and staff the senior management team). Three main reasons can be used to explain why Apollo is competitive in this venture: (1) less cost to build a hospital (about half the cost of a competing Australian company’s design); (2) integrated service provided by Apollo Group, including human resource recruitment, management and medical equipment sourcing; (3) lower consulting fees (Oberholzer-Gee et al., 2007).
Medical tourism: Apollo regards lower cost of treatment (less than 1/10 the cost of American hospitals) coupled with equivalent or better quality as its competitive advantage. Thus, it started its medical tourism business in the early 2000s by targeting four types of international patients: Indians living in other countries, countries with national healthcare (like UK and Canada), US patients under 65 without heath insurance, as well as patients from regional markets where top-quality hospitals and health professionals were hard to find. To implement this business, Apollo cooperated with medical tourism agencies and brokers worldwide. Additionally, Apollo is building an after-care staff clinic in the UK to provide follow up care of patients (Oberholzer-Gee et al., 2007).
To sum up, the four strategies applied by Apollo Group not only cover the four modes of GATS but also greatly illustrate ways of combination of GTAS modes for implementing service trade strategies. More specifically, Apollo’s direct investment abroad strategy represents a great combination of Mode 3 and Mode 4; Apollo’s medical business process outsourcing strategy can be seen as the application of Mode 1 and with minor support of Mode 3; Apollo’s strategy of offering international consulting services is accomplished through Mode 4, whereas its strategy in running medical tourism business shows the case of how Mode 2 is implemented with the minor support of Mode 3.
Fortis Healthcare started its first hospital in 2001, and it has become the second largest for-profit corporate hospital group in India since 2007. In particular, with the acquisition of Escorts Hospital in 2006, Fortis is regarded as one of the largest healthcare systems in the world by number of procedures. Fortis refines many protocols imported from the west for the Indian market. As well, it makes significant investment and partners with leading western healthcare groups, in order to build up current best practices, mechanisms and supported IT systems (Herzlinger & Virk, 2008).
Fortis decided to enter the international market based on the following rationales: (1) international patients typically yield more profit than local patients; (2) Fortis perceives its competitive advantage as low cost coupled with high quality care and world class outcomes on a high volume of procedures; (3) Fortis’ excess capacity resulting in under-utilized facilities (Herzlinger & Virk, 2008).
To improve its competitiveness and attractiveness in the worldwide market, Fortis identified its focus target destinations and applied the following actions: (1) cultivating relationships with institutions in the US, Europe and the Middle East, hoping that foreign governments could enable Fortis to become an extension of domestic health care networks; (2) cooperating with medical tourism agencies, based in the US, UK and Canada, which routed patients to Fortis for a commission; (3) establishing direct billing relationship with some international insurers to provide cashless medical care to their subscribers; (4) signing contracts with the NHS under which Fortis’ physicians could conduct a fixed number of operations in India for British patients, or fly to the UK with their team to conduct surgical procedures; (5) leveraging referrals made by Indian doctors in the US (Herzlinger & Virk, 2008).
After taken the above efforts, Fortis entered international markets through two major strategies, in order to fulfill different needs in different target areas and to leverage its core competence: (1) building an emergency cardiac center in Afghanistan, and (2) developing medical tourism business with supportive actions (Herzlinger & Virk, 2008).
From the very nature, these two strategies applied by Fortis also demonstrate how Fortis applied and combined these four modes of GATS. More specifically, Fortis built its service site in foreign countries successfully mainly through Mode 3, whereas Fortis realized its medical tourism business realized by applying Mode 2 with minor support of Mode 4.
Based upon the aforementioned cases, we see value co-creation as a key factor for service providers penetrating into new, foreign markets successfully. In particular, new service providers can look for opportunities for value co-creation through both local service providers and local patients.
We start with elaborating how to connect different modes of service trade to create strategies for value co-creation between providers and customers through the two Indian cases. We then summarize possible types of value that can serve as a co-creation basis for these two types of customers; the corresponding targets, conditions, approaches and detailed information are also identified. Additionally, we do a pilot survey on Taiwanese hospitals for concept validation. Finally, we match these value classes with the corresponding modes of service trade proposed by GATS.
In terms of value co-creation with local service providers, business-to-business (B2B) is the major type of relationship between two parties. It is seen that the typical types of value co-creation arise mainly from the enhancement of current business competencies for domestic healthcare service systems.
Table 3 summarizes the types of value co-creation, and their corresponding features and practices in the B2B context. According to the table, three types of value co-creation with service providers on service trade are identified: cost reduction, service quality improvement and long-waiting queue resolved. When the target is taken into account, we find that these three types of co-created value are appreciated by different target countries: the healthcare service providers in developed countries may welcome foreign service providers that can bring any of the three types of values to them, while less-developed countries may appreciate those foreign service providers that can bring the value of capability improvement to them. Moreover, not surprisingly, the three types of co-created value in B2B context also call for different entrance strategies and pre-conditions, as shown in Table 3.
Types of value co-creation with service providers on service trade
We now turn our focus on how these three types of value co-creation affect in applying GATS modes and in changing of value chain activities. For those pursing for value co-creation on cost reduction aspect, it may be either realized by moving patients abroad (Mode 2) or by outsourced the supportive and back-end activities abroad. For those regarding service quality improvement as the core for value co-creation, it can be made by utilizing those capabilities abroad directly (including doctors and back-end services; Mode 1) and by pulling foreign sources into domestic places (Mode 3 and Mode 4). As for those regarding solving the long-waiting queue problem as the primal goal for value co-creation, building a new service channel for easing the bottleneck may be the most efficient practice, which calls for an integrated solution leading current patients going abroad through referral or transfer system and with same guarantee in service quality and after-care services (Mode 2).
In this case, most situations are business-to-customer (B2C) rather than B2B. The types of value co-creation are mainly derived from fulfilling end customer needs through creating much greater service scope or utilizing ICT applications. Table 4 summarizes the five possible types of value co-creation, and their corresponding features and practices.
According to Table 4, we identify five types of value co-creation with end customers/patients on service trade: (1) holistic experience, (2) value-added services, (3) higher service level (in quality), (4) cost down, and (5) elimination of waiting time for receiving services. When the target is taken into account, the corresponding targets of each type in sequence are: (1) rich people willing to having new experience, (2) people going for travel with extra health service needs, (3) rich people care basic health, (4) people without enough medical insurance but need certain services, and (5) people unwilling to wait and with limited budget for receiving the service. Moreover, the five types of cocreated value in B2C context call for different entrance strategies and pre-conditions (see Table 4).
We now turn our focus on how these five types of value co-creation affect in applying GATS modes and in changing of value chain activities. In contract to the B2B context, although different target customers pursue different goals for value co-creation, most of the individual needs are all satisfied through Mode 2, with minor support of Mode 1 and Mode 3. This is mainly because different combination of travel and healthcare services can shape different service packages that bring different values to customers (e.g., health tourism, medical tourism, medical travel, and wellness tourism). As well, in the B2C context, it is hard for service providers to generate interfaces for value co-creation with individual customers mainly through unperceived key service activities. Thus, except for primary activities in front stage, primary activities in back stage and supportive activities are not the focus for service trade implementation in this regard.
To have further understanding on how hospitals treat and perceive on modes of service trade, this study held a pilot survey on Taiwanese hospitals. Most of the measures were adapted from Cicic et al.(2002), Erramilli et al.(1995), and Fischer et al.(2003); whereas the focus was put on the actions, intentions, purposes and concerns of these hospitals’ decisions on service trade mode selection. Within the questionnaire, the measurements were designed with 7-point Likert scale (1= strongly disagree, 7=strongly agree). The whole survey process ran through July 2010 to September 2010. The questionnaire was distributed to the task owners of the 30 Taiwanese hospitals that join the medical travel promotion project initiated by Taiwanese government. We received 24 respondents in total finally, while only 23 respondents were validated.
Types of value co-creation with customers on service trade
Our results show that all the respondents prefer Mode 2, and regard this mode as an important mode for service trade (5.35). Meanwhile, most of the respondents (22/23) practice Mode 4 and rank it as the most important mode for service trade (5.44); one possible explanation is that hospitals may benefit significantly from the international medical aid programs in recent years and the short-term staff exchange programs. In contrast, Mode 3, the most common practice in manufacturing industries, is found less applied (8/23) and less interested (4.03) by the respondents. As for Mode 1, even though half of the respondents (12/23) have applied in order to offer services to both foreign customers and foreign institutes, this mode is found hardly being popular unless both deregulation (in Taiwan) and the perceived importance (4.48) being resolved.
We then take an analysis on key factors behind the decision on service trade mode selection. According to our finding, insufficient foreign market information, regional regulations, and perceived investment risks (which including both sunk cost and probability of successful market penetration) are found critical for those hospitals in determining the modes for service trade. Meanwhile, the degree of internationalization of the firms and the degree of value chain connections with global markets for the healthcare industry are far behind the case of manufacturing industries. It may imply that an immature global service chain may lead firms less interested in adopting Mode 3 practices. That is, these interviewed hospitals with less experience in globalization prefer start their first business trial and design through B2C or B2B2C approaches, rather B2B ones.
Similar patterns can be also found from the analysis on service offering and goals of the respondents. According to the survey, these respondents regard service innovation and new market exploration as the two major purposes for service trade trial. However, when the emphasis is put on value positioning and service offering, the respondents are found tend to serve as direct healthcare service providers (rather supporters of regional hospitals), thus being more likely regarding current regional service providers as competitors (rather co-opetitioners). In other words, the respondents may design business models based on both B2B(2C) and B2C practices, putting most of their emphasis on value co-creation with end customers.
Consequently, findings of this pilot research tend to reveal that concerns on value chain and co-opetition with service providers (the supply side), and interests on selected targets on need identification and value co-creation (the demand side) may influence each other interactively, thus having impacts on the determination of the appropriate modes for service trade.
According to Table 3, Table 4 and the findings from our pilot survey, we found that a provider can generate extra value/revenues by two means: (1) creating extended healthcare business lines, which is B2B oriented, and is especially achieved through the extension of supportive and back-end activities), and (2) generating new customer base, which is B2C oriented and is especially achieved though tourism and local reach. Moreover, these two means are highly related to the mode of service trade. On the one hand, for those who are interested in creating new business lines, they may emphasize on developing practices through Mode 1 and Mode 4. On the other hand, for those who want to focus on earning new customer base, they may start their service trade business by Mode 2 and Mode 3.
Additionally, with regard to the challenges / barriers of applying each mode of GATS, they may have strong links with the competence of new service providers. Here, we make the following statements based on the aforementioned study. For service providers applying Mode 1, they have to make sure that they have strengths in ICT applications and are able to make major activities standardized and modulated. For service providers applying Mode 2, they have to make sure that customers are willing to move, free from legal concerns, waiting for after-care services, streamlined referral and payment systems. For service providers applying Mode 3, how to optimize the degree of movement of current value chains and how to lower customers’ psychological distance become vital. While for service providers applying Mode 4, utilizing existed links between parties and leveraging the comparative profession would be the basic conditions.
Finally, value co-creation can be realized by fulfilling the needs of either domestic providers or customers. Most importantly, we found that the traditional model of globalization (i.e., Mode 3) is not the only or major mode for service trade (at least in the case of healthcare industry). It may imply that value chains can change into different shapes to fulfill the kernel needs of each service trade mode, thus creating more flexibility for service providers in designing their delivery systems based on their core competencies and strategies. Thus, based on the above arguments, we draw our hypothetical model for service mode determination as illustrated in Figure 3.
The findings suggest that a firm should first deploy the industry value chain it belongs to when it wants to penetrate foreign markets. A firm may then identify the needs of the target customers (including both domestic service providers and receivers) through value co-creation and identify its own competence for entering into foreign markets. Both value chain analysis for the supply side (inside-out) and value co-creation analysis for the demand side (outside-in) should be applied in the mean time, and then came the alignment direction through fit/match analysis. Finally, by taking into account the features of the industry value chain, a firm can determine the most appropriate mode (and the corresponding routes if necessary) for service trade by following the GATS framework.
Determining appropriate modes for service trade: the logic model
The trends toward the service economy and globalization have made service trade a crucial issue for most service sectors. However, current analytical models relevant to service trade provide little guidance on linking service types and customer needs of targeted foreign countries, unfortunately.
This article, therefore, is interested in identifying patterns of service trade through the lenses of value chain analysis and value co-creation, and in understanding how these align with the modes of service trade proposed by GATS. We also pay our attention to the roles a service provider should take when entering a new market, as well as the key issues that may impede the attempt for going global from a service provider’s viewpoint. This article starts with a deductive approach and demonstrated by cases in the healthcare industry in Asia. We believe that the selected service sector and corresponding targets in Asia is worth taken as the benchmark for exploring the service export issue.
We first examine two case studies in the international healthcare industry. Based on the analysis, we found that service trade, in contrast to domestic service, implies that new service providers can seek opportunities for foreign market entrance in two ways: through the needs of current service providers (mainly B2B), and through the needs of service receivers (mainly B2C). With regard to the entry mode, in addition to foreign direct investment (FDI), new service providers can also position themselves as part of the current chain through their own competencies. Some of the patterns are seldom mentioned or proposed in previous internationalization studies targeting on manufacturing industries.
We suggest that when a service firm wants to penetrate into foreign markets, it should first deploy the industry value chain it belongs to, and then identify the needs of the target customers (which include both domestic service providers and receivers) through the filter of value co-creation. By taking into account the features of the industry value chain, a service firm can determine the most appropriate mode (and the corresponding routes if necessary) for service trade by following the GATS framework.
Further, this article examines the previous findings by a survey on hospitals in Taiwan. Findings of the survey helped strengthen our propositions by comparing with the current actions, future plans and perceptions on service trade of the respondents. As well, in-depth information about barriers for service trade helps to explore the gaps and patterns on value chain and value co-creation of those respondents.
In summary, we have demonstrated that value co-creation is a valid construct in the context of service trade. We also have argued that, even before considering value co-creation, the best way for new players to provide and deliver services in the service trade context is to gain more in-depth understanding of the overall value chains, rather than merely relying upon the design of the service interface / encounter.
Finally, owing to the limitation of number of cases and that of industries, we suggest future studies that conduct in-depth, quantitative analysis of the global healthcare industry, or apply the model to other service industries, so as to generalize and validate the proposed logic framework.
The drill pipe joint is an important part of drill pipe, which is used to connect the drill pipe to form a drilling string. It always adopts a larger wall thickness and larger outer diameter, which can increase the drill string strength and protect drill pipe. In the process of drilling, when the inclination of the well is larger or the drill string is subjected to larger lateral force, the drill pipe joint will contact with the borehole wall or the inner wall of the casing, which can cause both the serious drill string wear and the heavy casing wear.
\nAt present, there are lots of anti-wear technologies of the drill pipe joint, such as drill string hardbanding, rubber drill pipe protector, casing pipe blast joint, etc. Among them, hardbanding is the process of bonding the hardbanding alloy with the parent steel of the drill pipe (Figure 1), which has the advantages of stable performance, simple operation, and easy maintenance [2]. At the moment, hardbanding is the most effective measure to reduce the wear of drill pipe and casing among these anti-wear technologies [3]. However, with the development of oil and gas exploration and drilling technology, complex well structures, such as deep well, extended reach well, horizontal well, and highly-deviated well, are being used more and more widely. In addition, the formation structures, such as strong abrasive formation, fractured formation, etc., are becoming more and more complex in the process of oil drilling. All of these put forward higher requirements for anti-wear and anti-friction characteristics of hardbandings, so the development of new hardbanding materials has already been the task of top priority [4, 5, 6].
\nHardbanding welding process and morphology after welding [1].
With the gradual solution of the problems in the field application of hardbanding materials, many new hardbanding materials are introduced constantly, and the varieties of hardbandings are becoming more and more abundant. For this paper, the development and application of hardbanding materials for drill pipe joints were reviewed. Furthermore, the development of a new hardbanding material independently developed by our team was reviewed. Finally, the weaknesses and development orientation of hardbanding materials were pointed out.
\nThe development process of the hardbanding material is divided into two stages: the first stage is the cemented carbide material stage (from the 1930s to the early 1990s); the second stage is the “casing-friendly” material stage (from the 1990s to the present) [7].
\nThe cemented carbide hardbanding material was invented and marketed by Hughes Tool Company in the 1930s, which was designed to prevent the abrasive wear of drill pipe joints in the open hole section and improve the service life of drill pipe. This hardbanding material is composed of low carbon steel matrix and carbide particles, which is a very effective method of protecting drill pipe joints in shallow wells (<1500 m) and vertical wells (well deviation below 2°) [8, 9].
\nBut as wells become more complex, the depth of the well is getting deeper, and the angle of the well is getting larger. The casing failures caused by the hardbanding of cemented carbide became more and more serious, which had aroused wide concern [10]. A lot of experimental studies have shown that during rotary drilling and tripping, the cemented carbide particles embedded in it will be soon exposed, because of the relatively soft base alloy of this wear-resistant belt. These exposed cemented carbide particles will cause serious abrasive wear on the casing wall and finally cause the casing failure.
\nIn order to avoid the loss caused by casing failure, it was decided to stop using the cemented carbide hardbandings. Only the smooth drill pipes without hardbanding or other anti-wear technologies (such as rubber drill pipe protector, casing pipe blast joint, etc.) were allowed. Other anti-wear technologies could reduce casing wear to some extent but were generally faced with many problems, such as high cost, complex structure, difficult installation, low life, easy to cause downhole accidents, etc. [11].
\nTherefore, the major technical service companies began to develop new materials to replace the cemented carbide material. These materials are generally characterized by low friction, small wear to the casing, and high hardness, which can protect the drill pipe joint to a certain extent. Since then, the development of drill pipe joint hardbanding material has entered the stage of “casing-friendly” material.
\n“Casing-friendly” material has a low friction factor, resulting in lower casing wear. Small friction and friction heat can be produced when this hardbanding material is in contact with the inner wall of the casing. There are two main types of “casing-friendly” materials: one is the “amorphous” hardbanding material; the other one is the “crystalline” hardbanding material. The crystalline material refers to a material in which atoms follow a certain law in the arrangement. On the other hand, the material whose internal atoms are arranged in an irregular state is called the amorphous material [12, 13].
\nIn 1990, Liquidmetal Technologies LTD developed a chromium alloy hardbanding material, named Armacor MTM. This material is an “amorphous” chromium alloy, the microstructure of which has no grain boundary and is distributed in a single atomic structure. The outstanding feature of this metal structure is that it has a very low friction factor. Therefore, the wear of the casing is very small, which can greatly reduce the wear of the casing. It is the first kind of “casing-friendly” hardbanding material, which represents a significant improvement in hardbanding technology. But because the “amorphous” hardbanding has only a very thin layer with poor abrasion performance under the high pressure, the main shortcoming of this hardbanding material is insufficient wear-resistant ability, which makes the drill pipe joint not well protected [14].
\nSubsequently, the Liquidmetal Technologies company has developed some new hardbanding materials, such as Armacor MStar and Armacor TMax. Till now, Armacor MStar material is their most casing-friendly material [15]. Armacor TMax material is their hardest, most wear-resistant material, which is ideal for open-hole drilling environments. In addition to this, as amorphous materials, these materials can lead to improved corrosion resistance and resistance to reactivity at elevated temperatures (oxidation, vulcanization), which are suitable for geothermal well drilling and deep well drilling.
\nAt the end of 1992, Arnco Technology Trust, Ltd., developed a new generation of chromium carbide hardbanding material—ARNCO 200XT™. The hardbanding can effectively reduce the wear of the casing and ensure the durability of the drill pipe joint in the open hole section, which can minimize the wear of the drill pipe joint. However, with ARNCO 200XT, it is easy to generate micro-cracks in the application and welding process. Although it has no influence in the use process, all the cracked parts should be removed during the reapplication and welding. Subsequently, the company has developed many hardbanding materials, such as ARNCO 100XT, ARNCO 300XT, ARNCO 150XT, and ARNCO 350XT, to overcome the problems existing in ARNCO 200XT [16]. The tool performances of these hardbanding materials are shown in Figure 2.
\nArnco Technology has led the hardbanding industry since pioneering the use of casing-friendly hardbanding two decades ago. To better understand the development of “crystalline” hardbanding materials, a more detailed introduction can be found in the following:
ARNCO 100XT hardbanding alloy [17]. ARNCO 100XT is an iron-base alloy containing chromium, manganese, and molybdenum, which can be welded seamlessly. Because of the above 50 rockwell hardness, the drill pipe joint can be well protected. The inherent low coefficient of friction is the most significant characteristic of Arnco100 XT hardbanding alloy. In the series of products of ARNCO, its anti-friction performance is the best, which can effectively reduce the wear caused by the contact between drilling pipe string and casing to extend the service life.
ARNCO 300XT hardbanding alloy [18]. As the “third-generation” product of Arnco Technology, ARNCO 300XT is an iron-base alloy including nickel, boron, and niobium, which is a chrome-free metal material with little environmental pollution. ARNCO 300XT can be directly welded on the worn 100XT and 150XT hardbandings, which increases its applicability. Because of the above 60 rockwell hardness, its wear resistance is much stronger, which can be used in the open hole in extreme grinding geological structure. Besides, the wear on the casing can be reduced effectively, which can obtain the lowest radial wear on the inside-wall of the casing.
ARNCO 150XT hardbanding alloy [19]. As the “fourth-generation” product of Arnco Technology, ARNCO 150XT is a kind of advanced crack-free and casing-friendly hardbanding, which inherited the advantages of ARNCO 100XT and ARNCO 300XT. The wear-resistant capacity of ARNCO 150XT is between ARNCO 100XT and ARNCO 300XT, and the anti-friction capacity is higher than ARNCO 300XT and ARNCO 100XT. It’s worth mentioning that repair welding can proceed under various external conditions without any crack, which can further enhance its applicability. Specifically, it can prevent the hydrogen sulfide corrosion and withstand high torque and high temperature in severe drilling conditions in extended reach wells, deep wells, and horizontal well, because of its maintaining of a certain toughness.
ARNCO 350XT hardbanding alloy [20]. As the “latest-generation” product of Arnco Technology, the wear resistance of ARNCO 350XT is further enhanced (compared with the ARNCO 300 XT), and the damage to the casing is further reduced, which is at present the strongest wear-resistant performance among Arnco Company’s products. It can be easily welded to new drill pipe joints and can be directly welded to on the ARNCO 100XT, ARNCO 150XT, ARNCO 350XT, and most other crack-free hardbandings without removing the original hardbandings.
NonMagXT™ hardbanding [21]. The appearance of nonmagnetic drill pipes raises an even newer requirement for hardbandings. NonMagXT™ is a newly developed nonmagnetic hardbanding, which is a patent-pending iron-based alloy system. This hardbanding features clear advantages over nickel and other iron-based nonmagnetic hardband products, which can enable easy, crack-free application onto stainless steel. It can also deliver exceptional wear resistance, greater ductility, and resistance to damage while in service.
Tool performances of ARNCO hardbanding materials [16].
The development of new hardbanding materials with high performance has already attracted the attention of the industry. Many technical service companies have developed new materials. Major products can be found in the following:
\nPostle Industries has developed some new hardbanding materials, such as Duraband® NC hardbanding and Tuffband® NC hardbanding:
\nDuraband® NC from Hardbanding Solutions is a 100% crack-free casing-friendly hardbanding, which can provide maximum protection of the tool joint and casing as well as workstring completion tubing [22]. Duraband® NC consists of a hard but tough tool steel matrix with a high volume of tightly packed micro-constituents, which ensures a non-cracking hard band with excellent wear resistance in open hole drilling as well as being casing friendly.
\nTuffband® NC is a high hardness hardbanding which can meet different application requirements [23]. When used by itself, it is especially suitable for casing-friendly hardbanding applications. When casing protection is not a factor, it can be used as a weld matrix with tungsten carbide (WC). Tuffband® NC is applied crack free and prevents spalling even under the most extreme drilling conditions and is 100% rebuildable.
\nTE Metal Works specialize in 100% nonmagnetic applications for all directional and vertical drilling. TE NM1X hardbanding developed by TE Metal Works is an alloy which is 100% nonmagnetic and 100% crack free [24]. This hardbanding will outlast 3 times the length of non-mag welding alloys.
\nHBK series hardbandings are developed by Kooben Technology [25]. Kooben is only one company in China with the ability to research, develop, and manufacture hardbanding. Kooben’s hardbanding product line now has three grades. They are HBK 100, HBK 150, and HBK 300, which are suitable for any application. The performances of their hardbandings are similar to those of Arnco hardbandings. They can offer at the industry’s most competitive prices and are compatible with all Arnco hardbandings. Besides, the client testing phase of nonmagnetic hardbanding wire has begun. In addition, Kooben is also one of the few companies in the world that have nonmagnetic hardbanding wire products.
\nIn addition to Kooben products, some “casing-friendly” materials can be occasionally reported on the Internet, and most of them imitate the foreign products. For example, Nate707J hardbanding material developed by Xi’an Nate Petroleum Technology Co., Ltd., is an iron-based amorphous hardbanding alloy, whose wear resistance is basically equivalent to that of ARMACOR Mstar and 3.8–3.9 times of that of ARNCO 100XT [26]; BoTn3000 hardbanding material produced by Shanghai BoTeng Welding Consumables Co., Ltd., is a chrome-free hardbanding material with high hardness and good wear resistance, which has reached the advanced level of similar products abroad [27]. In addition, some China units, universities, research institutes, and other institutions are studying the production of new hardbanding materials. Although China’s “casing-friendly” hardbanding materials have started, some hardbanding materials have made great progress. Some properties are even better than similar foreign hardbanding materials. However, most of them are still in the research and experimental stage and have not been mass-produced and put into application [28].
\nAt present, mechanical properties and wear resistance of hardbandings have been dramatically advanced. Although such improvements have been made, hardbandings and casings still suffer from friction and wear issues. The materials of existing hardbanding products are mostly iron-base alloy materials, so the problem of wear and tear is always unavoidable because of the pairwise similarity of elements. Therefore, if nonmetallic materials with high wear resistance are used to produce hardbandings, the wear problem will be greatly solved.
\nPolycrystalline diamond (PCD) is widely used in oil and mining explorations due to the advantages of homogeneous hardness, good toughness, and easy processing. And furthermore, PCD has a high wear resistance and low friction coefficient. Even in a high-temperature environment, it can also maintain its excellent performance. Thus PCD is obviously an ideal hardbanding material which could accomplish the optimum balance of drill string improvement and casing wear reduction [29].
\nZhang et al., of the China University of Petroleum, Beijing, has developed a new hardbanding material (shown in Figure 3), called PCD reinforced WC matrix composite (PCD composite for short), which is a kind of homogeneous composite material of fine property [30]. This hardbanding material has a strong resistance to wear, which can be very good to prevent the drilling pipe joint wear in the strong abrasive formation. Because of the extremely weak wear of the iron foundation material, the casing can be well protected with small friction factor and friction resistance.
\nSchematic description of PCD composite hardbanding.
In order to understand the relationship between the raw material’s properties and its tool performance, the material properties and drill pipe hardbanding performance of this PCD composite were investigated [29]. We find that the excellent anti-friction property and reasonable hardness of this PCD composite hardbanding are the primary reasons for its enhanced tool performance. Besides, a height difference was found at the border between the PCD part and the WC matrix part, which is advantageous to form lubricant film to improve the lubricating performance. To better understand its performance, the friction and casing wear properties of PCD composite hardbanding were also investigated. The results indicate that as the applied load and sliding speed steadily increase, the friction coefficients of PCD composites decrease. In addition, the casing wear rates increase with increasing load but decline with sliding velocity. The dominant wear mechanism of the PCD composite is the micro-cutting wear, accompanied by adhesive wear [31].
\nDue to the poor thermal stability of PDC, the performance will be affected in high-temperature geothermal wells and deep wells [32]. In many polycrystalline diamond composites, the thermally stable polycrystalline (TSP) diamond can exhibit excellent anti-friction and good anti-abrasion, which also can be achieved in an environment of high temperature and super high pressure and thermally stable up to 1200°C. Thus, in order to improve the thermal stability, the TSP was used to replace the PCD to produce this hardbanding. By proving experimentation, TSP composites could satisfy the requirements of protecting the casing and the drill pipe at the same time when drilling deep holes. This perfect performance is dependent on the adsorbed lubricating liquid on the rubbing surface and the formation of height difference between the TSP part and the WC matrix part [33].
\nThe overall results demonstrate that the PCD composite series hardbandings are extremely promising for drill pipe hardbanding applications.
\n\n
At present, the research on hardbanding materials is still in the stage of “casing-friendly” materials. The hardbanding material is mainly developed to the directions of high wear resistance, high casing friendliness, and high rewelding.
Although more and more hardbanding products appear, ARNCO series hardbandings developed by Arnco Technology companies are still the best hardbanding materials. The latest products ARNCO 350XT and 150XT are the best products with wear-resisting performance, which can guarantee 100% no crack.
In China, some “casing-friendly” hardbanding materials can be occasionally reported on the Internet, and most of them imitate the foreign products. The material performance has still a certain gap compared with mature products. Chinese research institutions should pay attention to the development of new wear-resistant belt materials to accelerate the development of a reasonable price. If the excellent performance of new wear-resistant belt material can be obtained, then China’s capacity for independent research and technology level will be enhanced.
PCD composite series hardbandings, which are extremely promising for drill pipe hardbanding applications. This hardbanding material has a strong resistance to wear, a good casing protected with small friction factor, and friction resistance.
This work was supported by National Key R&D Program of China (Grant No. 2016YFE0202200), the Fundamental Research Funds for the Central Universities (Grant No. 2652017070), Research Foundation of Key Laboratory of Deep Geo-drilling Technology, Ministry of Land and Resources (Grant No. PY201805), International S&T Cooperation Program of China (Grant No. 2012DFR70160), and the National Natural Science Foundation of China (No. 41672365).
\nIntechOpen celebrates Open Access academic research of women scientists: Call Opens on February 11, 2018 and closes on March 8th, 2018.
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\\n\\nAPPLYING FOR THE “INTECHOPEN WOMEN IN SCIENCE 2018” OPEN ACCESS BOOK COLLECTION
\\n\\nWomen scientists can apply for one book topic, either as an editor or with co-editors, for a publication of an OA book in any of the scientific categories that will be evaluated by The Women in Science Book Collection Committee, led by IntechOpen’s Editorial Board. Submitted proposals will be sent to designated members of the IntechOpen Editorial Advisory Board who will evaluate proposals based on the following parameters: the proposal’s originality, the topic’s relation to recent trends in the corresponding scientific field, and significance to the scientific community.
\\n\\nThe submissions are now closed. All applicants will be notified on the results in due time. Thank you for participating!
\\n"}]'},components:[{type:"htmlEditorComponent",content:"On February 9th, 2018, which marks the official celebration of UNESCO’s International Day of Women and Girls in Science, we have announced we are seeking contributors for the upcoming “IntechOpen Women in Science 2018” Book Collection. The program aims to support women scientists worldwide whose academic needs include quality assurance, peer-review, fast publishing, collaboration among complementary authors, immediate exposure, and post-publishing citations reporting.
\n\nAPPLYING FOR THE “INTECHOPEN WOMEN IN SCIENCE 2018” OPEN ACCESS BOOK COLLECTION
\n\nWomen scientists can apply for one book topic, either as an editor or with co-editors, for a publication of an OA book in any of the scientific categories that will be evaluated by The Women in Science Book Collection Committee, led by IntechOpen’s Editorial Board. Submitted proposals will be sent to designated members of the IntechOpen Editorial Advisory Board who will evaluate proposals based on the following parameters: the proposal’s originality, the topic’s relation to recent trends in the corresponding scientific field, and significance to the scientific community.
\n\nThe submissions are now closed. All applicants will be notified on the results in due time. Thank you for participating!
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