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Sökning: "Triangle"

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21.
  • Perez Vico, Eugenia, 1980-, et al. (författare)
  • Knowledge Triangle Configurations at Three Swedish Universities
  • 2021
  • Ingår i: The Knowledge Triangle. - Cham : Springer. - 9783030813451 - 9783030813482 - 9783030813468 ; , s. 187-212
  • Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
    • The concept of a Knowledge Triangle, i.e. the principle of strengthening the linkages between research, education and innovation, has emerged as a result of policymakers’ expectations on universities to assume a broader societal responsibility. Yet, little is known about how these tasks and their interaction are orchestrated at universities. We explore how they are manifested in the organisation and strategy of three different Swedish universities, and how the policy landscape conditions these manifestations. The chapter highlights that although the knowledge triangle remains a priority, explicit national policies are lacking, with the responsibility of integration falling on universities themselves. We observe a great diversity in how knowledge principles are orchestrated at the universities, e.g. through individuals’ interpretations and attitudes, and through management strategies and incentive schemes. The three tasks have largely been handled separately, with weak coordination and generally limited ambitions from university managements to forge new combinations of remits. At the individual and group level, we observe weak task articulation, although some role models serve as inspiration. Tensions emerge as the responsibilities of operationalising the Knowledge Triangle falls on individuals who sometimes lack the appropriate mandate and resources. These findings raise questions for further research and implications for policy and university management. © Springer Nature Switzerland AG 2021
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22.
  • Olsson, Elizabeth, 1980 (författare)
  • The Conflict Snowflake: Galtung’s Conflict Triangle Transformed
  • 2018
  • Ingår i: Sociologidagarna 2018, Lund.
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
    • From notions of “structural violence” to “positive peace” (1969), Johan Galtung has made notable contributions to the field of sociology. While these ideas are significant, they are not above critique. Unfortunately, over the last five decades, these contributions have received insufficient criticism (Lawler, 1994) and, as a result, they are not being adequately employed, refined, and transformed. In this paper, I redress this oversight by exploring one of Galtung’s most prominent and widely cited contributions: the conflict triangle (1996). My purpose is to understand what this model adds to our conceptualization of conflict and, more importantly, what it hides and distorts. I argue that this needlessly reductionist representation suffers from the logical fallacy of equating causes with consequences and, therefore, fails to clarify why conflicts occur (Wallensteen, 2015, p. 42). This becomes especially problematic when Galtung employs it as a model for conflict handling in his TRANSCEND method (Galtung & Fischer, 2013, pp. 59–86). I offer an alternative representation of conflict called the Conflict Snowflake. I use this model to identify the six fundamental features that constitute the ‘why’ of conflict including power, identity, emotion, belief, history, and context. I conclude by demonstrating the ways in which the Conflict Snowflake provides new avenues for conflict analysis.
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24.
  • Höglund, Linda, 1972-, et al. (författare)
  • Strategic management, management control practices and public value creation : The strategic triangle in the swedish public sector
  • 2021
  • Ingår i: Accounting, Auditing & Accountability Journal. - : Emerald Group Publishing Limited. - 0951-3574 .- 2051-3151 .- 1758-4205. ; 34:7, s. 1608-1634
  • Tidskriftsartikel (refereegranskat)abstract
    • Purpose The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as an analytical framework to study strategic management and management control practices in relation to public value. Design/methodology/approach The paper uses an interpretative longitudinal case study approach including qualitative methods of document studies and interviews between 2017 and 2019. Findings In the strategic triangle, the three nodes of authorising environment, public value creation and operational capacity are interdependent, and alignment is a necessity for a strategy to be successful. But this alignment is vulnerable. The findings suggest three propositions: (1) strategic alignment is vulnerable to management control practices having a strong focus on performance measurements, (2) strategic alignment is vulnerable to standardised management control practices and (3) strategic alignment is vulnerable to politically driven management control practices. Originality/value With the strategic triangle as a base, this paper tries to understand what kind of management control practices enable and/or constrain public value, as there has been a call for this kind of research. In this way it adds to earlier research on public value, to the growing interest in the strategic triangle as an analytical framework in analysing empirical material and to the request for more empirical studies on the subject. The strategic triangle also embraces political factors, government agendas and political leadership for which there has also been a call for more research.
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25.
  • Philip, Johan, 1932- (författare)
  • The area of a random triangle in a square
  • 2010
  • Rapport (övrigt vetenskapligt/konstnärligt)abstract
    • We determine the distribution function for the area of a random triangle in a unit square. The reault is not new. The method presented here is worked out to shed more light on the problem.
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26.
  • Stokes, Klara, et al. (författare)
  • Associating a numerical semigroup to the triangle-free configurations
  • 2011
  • Ingår i: Advances in Mathematics of Communications. - : American Institute of Mathematical Sciences (AIMS). - 1930-5346 .- 1930-5338. ; 5:2, s. 351-371
  • Tidskriftsartikel (refereegranskat)abstract
    • It is proved that a numerical semigroup can be associated to the triangle-free -configurations, and some results on existence are deduced. For example it is proved that for any there exists infinitely many -configurations. Most proofs are given from a graph theoretical point of view, in the sense that the configurations are represented by their incidence graphs. An application to private information retrieval is described.
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27.
  • Höglund, Linda, 1972-, et al. (författare)
  • Strategic management, public value creation and the strategic triangle : Strategy work in the Swedish public cultural sector
  • 2019
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
    •  Strategic management (SM) is argued to be increasingly important for shaping the performance of public organizations (Poister, 2010; Andrews et al. 2012). In relation to performance, activities of monitoring and evaluation are described as important to succeed with strategy work in public sector (Plant 2009; Poister 2010), but few studies have been done on this area (Höglund 2015; Höglund et al., 2018). This is despite the fact that an important part of SM in the public sector is reporting on performance through some form of administrated performance information (see e.g. Weiss, 2016).  It is, nevertheless, not easy to incorporate SM into the public sector (Elbanna et al., 2016; Poister 2010; Weiss 2016), as these theories builds on private sector ideas that focus on profitability, competitive advantage, a unique market position, and growth through market-shares, performance aspects not always well-suited to the public sector (Ferlie and Ongaro 2015; Höglund  et al., 2018; Lane and Wallis 2009). One of the few that explore possible performance measurements in public sector context is Lane (2008) who suggest that public sector should focus on delivering service e.g. the quantity of service, quality of service, service satisfaction and distribution of service. That this kind of performance measurements are important to understand in order to get an idea of what kind of value a public organization is contributing to the society and its citizens. Drawing upon the aspects of performance and public value we introduce public value management (PVM) by addressing the strategic questions of (Moore, 1995; Stoker 2006): Is it valuable for the public? Is it legitimate and politically supported? Do we have the operational capacity? In this way contributing with an analytical framework of SM in public sector that focus on performance and its relation to public value.In short, the proposed paper can be seen as an attempt to meet up with the call to enhance our understanding of SM and performance reporting in relation to public value. We do this by presenting a qualitative case study of how the cultural department at Region Stockholm, in Sweden, has been affected by the organizations work to achieve a congruent SM that will give them an overall direction with common work practices. In this way Region Stockholm takes on an approach to SM that will give the organization a holistic view of all their departments by mixing long-term thinking, goal analysis, and evaluation of values, goals, and priorities (cf. Mintzberg et al., 1987).Our results indicate that the work with SM at Region Stockholm gives the culture department and opportunity to become more visible in the organization by getting their own goal in the strategic plan and are included in other departments goals. However, the goals and the performance measurements do position culture as a mean, rather than a goal. In this way culture becomes nothing more than an instrument and a commodity to reach better performance for Region Stockholm as an organization. In this way culture tend to lose its own value, and consequently how public culture will generate value to its citizens.
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28.
  • Lennerstad, Håkan (författare)
  • Commensurable and rational triangles
  • 2007
  • Rapport (övrigt vetenskapligt/konstnärligt)abstract
    • One may ask which property the equilateral, the right isosceles, the half equilateral, and the two golden triangles, with angles (π/5),((2π)/5),((2π)/5) and (π/5),(π/5),((3π)/5), have in common. One answer is that their angles are commensurable with each other -- such triangles are commensurable. We investigate properties of this class of triangles, which is a countable subset of the entire class of triangles -- we do not distinguish between similar triangles. It can naturally be endowed with a family structure by integer triples. The equilateral is the only member of the first generation, and the other triangles mentioned above populate the first generations. A formula for the number of non-similar triangles that can be formed by triples of corners in a regular n-polygon is calculated, which gives the number of commensurable triangles at each generation. Three "metatriangles" are described -- so called because each possible triangle is represented as a point in each of them. The set of right triangles form a height in one of the metatriangles. The eye is the point of a metatriangle in the same metatriangle. In the second part of this report, triangles are studied by side length. A rational triangle is a triangle where all sides and all heights are rational numbers. We show that the right rational triangles are the Pythagorean triangles, and each non-right rational triangle consists of two Pythagorean triangles. Almost all triangles are irrational. It turns out that no Pythagorean triangle is commensurable. We prove that the only triangle with commensurable angles and also commensurable sides is the equilateral triangle.
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29.
  • Sakao, Tomohiko, et al. (författare)
  • PCP (Provider – Customer – Product) Triangle : How Can Manufacturing Intelligence be Maintained?
  • 2014
  • Ingår i: Procedia CIRP. - : Elsevier. - 2212-8271. ; , s. 362-367
  • Tidskriftsartikel (refereegranskat)abstract
    • Limited insight is available regarding the benefits of an Integrated Product Service Offering (IPSO) as a possibility to encapsulate a technology. This paper applies a framework termed the PCP (Provider – Customer – Product) Triangle to two cases. The PCP Triangle aims to identify benefits (including technology encapsulation) and risks of IPSOs in a systematic manner. In one case, a technology is the core of the offering and IPSO is an alternative as a business model. The other case concerns biogas production, where know-how to control the production is one of the key assets of the provider to add value. By doing so, it validates the PCP Triangle further with cases and explains how it can be used. The results show that the PCP Triangle is a simple but effective tool to describe and visualize the flow of information around the product by discussing strategies for keeping the firm’s intelligence in manufacturing. The paper also discusses the IPSO’s contribution to environmental performance. 
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30.
  • Åhgren, Bengt (författare)
  • Dissolving the Patient Bermuda Triangle
  • 2010
  • Ingår i: International Journal of Care Coordination. - 2053-4354. ; 14:4, s. 137-141
  • Tidskriftsartikel (refereegranskat)abstract
    • The differentiation of roles, tasks and responsibilities in health care has gradually increased because of efforts to decentralize, specialize and professionalize our health-care systems. These development approaches can on the one hand be regarded as successful, although there is also a negative flipside. Increased differentiation has concurrently fragmented the delivery of health care, which, in turn, can be divided into structural, clinical and cultural fragmentation. Patients are lost as a result of these conditions of fragmentation. This phenomenon can metaphorically be described as a ‘Patient Bermuda Triangle’. Actions to dissolve the Patient Bermuda Triangles are commonly termed ‘Integrated health care’, a global buzzword that includes integrated care pathway as well as other integrated health-care strategies. Moreover, integrated care is a means to an end: improved patient outcome. To achieve this, it is crucial to have necessary prerequisites in place: both functional and interactional conditions. This procedure seems to be an organic process where the stakeholders go through gradual changes until the optimum level of integration, as well as mutualistic interactions, is established. If these conditions are concealed or impossible to achieve, developmental work should be ended to avoid the evolvement of antagonistic relations between the stakeholders concerned. This state will likely establish a Patient Bermuda Triangle or reinforce an existing one.
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