Ammonia converter operation

Optimization for the operating conditions of Kellogg's four-stage adiabatic quench converter was achieved in a 1000 MTPD plant of Asean Aceh Fertilizer in Indonesia by adjusting the temperature profile through the catalyst beds with adjustments of quench flows.     

Persistent protection in an international exit game

This paper examines the strategic behavior of two countries in a duopoly exit game with declining demand in the export market. We consider whether countries have a strategic rational to maintain, rather than unilaterally or jointly reduce, their subsidies. Conditions under which persistent subsidization is justified from a national perspective are derived. By maintaining subsidies one country can gain a strategic advantage by forcing its rival to exit earlier. An outcome where only one country applies the subsidy is not attainable. Free trade is less likely to occur close to the end of the game.     

History of microfinance in Bangladesh: A life cycle theory approach

This study aims to conceptualise and document the historical evolution of microfinance in Bangladesh using the life cycle theory (LCT). Based on the LCT nomenclature, the microfinance sector in Bangladesh shows characteristics broadly consistent with the saturation phase (2006–2015) – which potentially has adverse impacts on both microfinance clients and institutions. The maturity phase (1996–2005) of microfinance has corresponded with competition and several innovations (financial and non-financial). However, the saturation phase sees increasing presence of uncoordinated microfinance institutions and expansion of multiple borrowing, as well as commercialisation and ‘mission drift’, which constitute important challenges for the regulatory authority and management of microfinance institutions.     

Gender and household education expenditure in Pakistan

Pakistan has very large gender gaps in educational outcomes. One explanation could be that girls receive lower educational expenditure allocations than boys within the household, but this has never convincingly been tested. This article investigates whether the intra-household allocation of educational expenditure in Pakistan favours males over females. It also explores two different explanations for the failure of the extant ‘Engel curve’ studies to detect gender-differentiated treatment in education even where gender bias is strongly expected. Using individual level data from the latest household survey from Pakistan, we posit two potential channels of gender bias: bias in the decision whether to enrol/keep sons and daughters in school, and bias in the decision of education expenditure conditional on enrolling both sons and daughters in school. In middle and secondary school ages, evidence points to significant pro-male biases in both the enrolment decision as well as the decision of how much to spend conditional on enrolment. However, in the primary school age-group, only the former channel of bias applies. Results suggest that the observed strong gender difference in education expenditure is a within rather than an across household phenomenon.     

High level of education builds up strong relationship between organizational culture and organization performance in Pakistan

Organizational culture is an important aspect to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to elaborate the dimensions of cultural construct in organizations of diversified sectors and their implications in Pakistan. Ten organizations were selected for the study. Four hundred and seventy eight questionnaires were received from these organizations. The questionnaires consisted of three parts, of these, the first part had nine elements that were related to organization and personal profile of the respondents, whereas the second part consisted of 60 elements of cultural construct, namely mission, adaptability, consistency, and involvement. In the third part, dependent variable appears as organization performance and was evaluated by asking eight questions. Results are revealed in two models: according to the first model, organization performance increases from negative 56% to positive 92% due to organizational culture with respect to education. And the second model is also significant at the 95% of confidence level (p < 0.05), and there is a positive relationship between independent and dependent variables. Organizational culture is an essential part of organizational success. Core organizational values typically emphasize special themes such as performance excellence, innovation, social responsibility, worker involvement, and quality of work life. Literacy rate in Pakistan is far below the literacy rate in developed countries. Educated employees play an important role in enhancing organizational performance, particularly in corporate setup. To measure affects of education on organizational performance through its construct involvement, consistency, adaptability, and mission have been endeavored in this study.     

The impact of microfinance on poverty and income inequality in developing countries

Economic growth in developing countries provides an opportunity to accelerate progress towards the UN Sustainable Development Goals (SDGs). However, in reality, the number of people living in extreme poverty remains unacceptably high. Utilising the experiences of 34 developing countries for the period 2009 to 2016, the role of microfinance on poverty in these countries is examined. The results imply that the degree to which the existing forms of microfinance effectively reduce extreme poverty is less workable in developing countries, particularly when the hardcore poor are likely being deprived of receiving access to microfinance. It is suggested that governments may need to revise the structure and strategy of microfinance to be more hardcore poor oriented. The hardcore poor have needs beyond pure monetary assistance. More hand‐holding types of assistance are needed as most are also poor in respect of literacy, assets, and skills.     

Consumer substitution decisions: an integrative framework

Substitution decisions have been examined from a variety of perspectives. The economics literature measures cross-price elasticity, operations research models optimal assortments, the psychology literature studies goals in conflict, and marketing research has examined substitution-in-use, brand switching, stockouts, and self-control. We integrate these perspectives into a common framework for understanding consumer substitution decisions; their specific drivers (availability of new alternatives, internal vs. external restrictions on choice); the moderating role of a consumer’s commitment to an initially desired alternative; and the affective, motivational, cognitive, and behavioral outcomes of substitution. We use this framework to recommend new avenues for research.     

The hotly debate of human capital and economic growth: why institutions may matter?

Quality & Quantity - In neo-classical theory, evidences are found that human capital is a progressive contributor of economic growth. However, empirically the relationship may not always hold...     

“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.