Narrow Results

P&G Children's Safe Drinking Water Program Celebrates 10 Billion Litre Milestone in Singapore.

New In-Vitro Studies Reinforce Efficacy of BETADINE® Skin Cleanser against Viruses that Cause Hand Foot & Mouth Disease.

Singapore Ranked Fifth in its Readiness to Achieve a Fully Integrated Health System Reveals First Future Health Index.

SCIEX Announces High Throughput, Industrialised Omics Solutions.

Novartis Expands Partnership with Medicines for Malaria Venture to Develop Next-Generation Antimalarial Treatment.

ADVA Launches Dengue Mission Buzz Barometer Tool to Boost Critical Dengue Prevention Awareness and Preparedness Amongst ASEAN Community.

Innovative Diagnostics Awarded Unprecedented Westgard Sigma Certification in Singapore.

Enterprises around the world face significant challenges in an increasingly competitive and global economy. Given this scenario companies’ survival depends on their ability to stay ahead in their markets and innovation is considered a pressing need, the key resource for achieving sustainable competitive advantage. Innovations, product and technology development, are transformed into reality through projects and are affected by the management model and the practice adopted in order to be decisive and support the achievement of the organization’s goals. In this way, this paper proposed a conceptual maturity model which was developed for innovation project management through qualitative approach, interviews; and then, through quantitative research involving 162 specialists and project managers who work with innovations from many sectors subsequently, the concept’s applicability was evaluated in the real environment of aerospace enterprises in the Brazilian ecosystem.

The technological evolution that enterprises are facing is increasingly fast and dynamic, demanding more and more flexibility and agility in the application of new technologies in an increasingly globalized and competitive business environment. This work has a broad view of the industry 4.0 influence in the global supply chain companies, as it is essential for long-term business sustainability and one of the key drivers of profitability and growth. The model proposed in this research effort considers the application in the processes of a global supply chain enterprise, which includes from the beginning of the demand request, also the industrial activities, to the post-sale analysis; finally, an unprecedented indicator was developed to measure the level of application of industry 4.0 concepts in organizations according to the state-of-the-art in the evaluated processes. Then, the model was applied to the real case of a global high-tech supply chain company. The first findings demonstrate the ease of understanding and applicability of the model for companies to analyze the digital transformation in their processes and identify gaps to convert them into real opportunities to leverage their business.

This chapter — among the few in the world — examined how well the households were prepared to contain COVID-19 in Vietnam under the first national social distancing in late April 2020 by mapping their related indicators presenting living conditions. It used the provincial data from Vietnam’s Population and Housing Census 2019. Following Jones et al. (2020)’s approach, it constructed various readiness indicators for households in 63 provinces/cities in Vietnam in order to see how they were ready for the social distancing period. The results showed that Vietnam’s social distancing in late April 2020 was successful because it was applicable and implementable along with readiness of all households with sufficient resources. At the provincial level, however, there were differences in readiness levels, in which some provinces were consistently lower than the other. As such, supplementing social assistance policies during the social distancing period was timely and appropriate. This chapter concluded that, given its position as a middle-income country with limited resources and a population of nearly 97 million, Vietnam has been among the few countries in the world to successfully contain COVID-19 in a short time. Early interventions and timely social assistance measures combined with house-holds’ readiness strongly determined Vietnam’s success.

The hospitality industry has subsequently been struck by a range of disasters. Either; globally or regionally, natural or man-made disasters. Reflecting the hospitality and tourism industry’s vulnerability to hazardous events in the internal and external environment, they have caused dramatic fluctuations in Tourist arrivals and revenue. The chapter investigates the impact of these disasters and crises on hospitality and tourism industry. Aims to review some attempts to investigate the impact of disasters, how emergency planning could mitigate these impacts, and how to recover from it. Furthermore, it reviews the theories and models which could be used as an effective strategies to cope with uncertainty, how to plan, manage, and recover from such events. Emergency plans used by industry players to overcome the effect of such events and quick return to normality. Emergency planning could mitigate the effect of such events and recover from such disasters. The finding also emphasizes the power of media in clearing the ambiguity, which helps marketing efforts towards tourists to change their attitudes and visit safe rather than visiting hazardous destinations. Effective planning and the urgent need for better cooperation, coordination and awareness efforts among the industry stakeholders, government agencies, and local communities could mitigate the negative impact of hazardous events, allowing organizations to learn from the past to prevent the same effects in the future.