Relevant bibliographies by topics / Post-acquisition integration

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Post-acquisition integration'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Post-acquisition integration"

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Datta, Deepak K. "Organizational fit and acquisition performance: Effects of post-acquisition integration." Strategic Management Journal 12, no. 4 (May 1991): 281–97. http://dx.doi.org/10.1002/smj.4250120404.

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Goh, Swee C. "Management strategies for successful post-acquisition integration." Academy of Management Perspectives 15, no. 1 (February 2001): 152–53. http://dx.doi.org/10.5465/ame.2001.4251566.

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Angwin, Duncan N., and Maureen Meadows. "New Integration Strategies for Post-Acquisition Management." Long Range Planning 48, no. 4 (August 2015): 235–51. http://dx.doi.org/10.1016/j.lrp.2014.04.001.

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Gerpott, Torsten J., and Fenna B. Neubauer. "Post-acquisition Integration Management and Takeover Performance." Journal of General Management 41, no. 4 (June 2016): 3–34. http://dx.doi.org/10.1177/030630701604100402.

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Razi, Nazila, and John Garrick. "The “betrayal effect” on post-acquisition integration." Qualitative Research in Accounting & Management 16, no. 2 (June 17, 2019): 279–303. http://dx.doi.org/10.1108/qram-01-2018-0004.

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Purpose This paper aims to draw on Latour’s (1991) conceptual “performative” framework to investigate the role of management control systems (MCSs) in the establishment of post-acquisition integration. The study adopts a qualitative case study approach, where data are collected and analysed from an Australian company which had recently completed a number of acquisitions. Findings demonstrate the performative powers and effects of MCSs, which contribute to shaping customer and sales integration activities, including the forms some resistance may take. In this case, a bitter betrayal was perceived to have occurred in an early stage of the merger, and this paper argues that the use of a performative theoretical framework has enabled subsequent post-acquisition integration strategies to be rendered more visible and thus actionable. Design/methodology/approach The study adopts a qualitative approach where data are collected and analysed from an Australian case study company which had recently completed a number of acquisitions. Research methods used include semi-structured interviews, a review of archival documents and observations to capture daily integration activities and practices of actors operating in the company. Findings Findings demonstrate the performative powers and effects of MCSs, which structure customer and sales integration activities and make post-acquisition integration relations strategy visible and actionable. Research limitations/implications Findings are only on one case study, and there is a need to undertake further detailed case studies across a range of industries and timeframes, plus, where possible, revisit such studies post hoc to assess the stability of success of the integration. Practical implications Integration strategy and strategic change may be constituted by non-human actants such as MCSs. Practitioners who are engaged in acquisitions and making integration decisions need to recognise that MCSs do not merely play a subordinate role to integration strategies, but rather is an important moderating variable that play an active role in their formulation, configuration and enactment. Originality/value A performative approach is taken to provide a broader analytical framework for analysing the construction and sustaining of post‐acquisition integration relations, where there is no distinction between technical and social dimensions of action but, rather, the two are merged. This makes it possible to overcome the limitations inherent in existing theoretical frameworks. Using this approach, integration relations involve construction of a network of entities that are enrolled to support, create and sustain the integration.
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Alluru, Jayanth-Reddy, Pooja Sankararaman, and Kathryn Tebbe. "Mittal’s acquisition strategies." Strategic Direction 32, no. 9 (September 12, 2016): 22–24. http://dx.doi.org/10.1108/sd-06-2016-0089.

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Purpose The paper highlights the success of ArcelorMittal’s acquisitions. Focusing on the strategy used to achieve smooth post-acquisition integrations of culturally distant state-owned firms. Design/methodology/approach This paper is a result of an exploratory research for qualitative information showing a similarity in the pattern in which post acquisition integrations were executed to successful completion in the history of ArcelorMittal. Findings Mittal’s post-acquisition integration processes began with programs such as the Knowledge Integration Program. These activities reduced pressure on issues related to the differences in the corporate cultures while increasing transparency among the departments of the acquired firms. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Schwerdtfeger, Manuel Tabalbo, and Christiana Weber. "The Post-Acquisition Integration Process and the Role of Integration Managers." Academy of Management Proceedings 2015, no. 1 (January 2015): 18485. http://dx.doi.org/10.5465/ambpp.2015.18485abstract.

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Ai, Qi, and Hui Tan. "Acquirers’ prior related knowledge and post-acquisition integration." Journal of Organizational Change Management 30, no. 4 (July 3, 2017): 647–62. http://dx.doi.org/10.1108/jocm-08-2015-0145.

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Purpose This paper examines the role of acquirers’ prior related knowledge in the post-acquisition integration process. The purpose of this paper is to identify what constitutes the key prior related knowledge that can contribute to the reverse knowledge transfer following Chinese firms’ outward mergers and acquisitions (M&As) to Europe, and explain how prior related knowledge affects such transfer of knowledge. Design/methodology/approach The authors employ a multiple case study approach. Semi-structured interviews were conducted from February 2012 to June 2013 with 24 managers. Findings The authors find that, in addition to knowledge about the target, prior international business experience, R&D capability, and industrial capabilities are key components of acquirers’ prior related knowledge that can contribute to the success of M&A integration and post-acquisition reverse knowledge transfer. Indeed, Chinese acquirers’ prior related knowledge can influence the reverse knowledge transfer from acquired firms to acquirers by directly improving acquirers’ absorptive capacity and building a harmonious organisational climate to facilitate such transfer. Originality/value This paper contributes to the absorptive capacity and the cross-border M&A literature. It extends the current knowledge on the key components of an acquirer’s prior related knowledge in the outward M&A by Chinese firms. It also uncovers how post-acquisition reverse knowledge transfer is affected by acquirers’ prior related knowledge.
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Pablo, Amy L. "The case of post-acquisition integration design decisions." International Journal of Value-Based Management 8, no. 2 (1995): 149–61. http://dx.doi.org/10.1007/bf00892458.

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Vecchi, Alessandra. "Post-Acquisition Integration Strategies– Some illustrative evidence from Chinese acquisitions of Italian luxury firms." International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (December 24, 2017): 284–309. http://dx.doi.org/10.30585/icabml-cp.v1i1.27.

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Outward Foreign Direct Investment (OFDI) from emerging economies has begun to increase significantly and has been growing at a faster pace than FDI from the developed world. This research seeks to assess the impact of Chinese acquisitions and their implications for the Italian firms in the luxury sector. By relying on two in-depth case-studies, this paper presents a cross-case analysis of four Chinese acquisitions in order to provide some in-depth insights into the post-acquisition integration strategies implemented by the Chinese investors in the luxury Made in Italy sector. The study contributes to our understanding of how emerging market firms implement post-acquisition integration strategies when acquiring firms from advanced economies. To this end, the benefits and challenges associated with the post-acquisition integrations strategies implemented by the Chinese investors were identified. Keywords: OFDI, Chinese acquisitions, Post-acquisition strategy, Integration strategy, Made in Italy, luxury manufacturing sector
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Dissertations / Theses on the topic "Post-acquisition integration"

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Singh, Adisha. "Leveraging dynamic capabilities in the post-acquisition integration phase of an acquisition." Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/80521.

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LRP is a research journal in the field of strategic management, with a research focus on strategy. The article, titled “Leveraging dynamic capabilities in the post-acquisition integration phase of an acquisition” supports the call by LRP, for research in the field of strategy. In addition, the data collection method of case study methodology is supported by the journal. The journal welcomes research from all parts of the world, and thus a South African setting is suitable for the journal requirement. The journal has published recent articles (2019) in the fields of both post-acquisition integration and dynamic capabilities making this research study a suitable fit.
Mini Dissertation (MBA)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MBA
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Yuseph, Moosa. "The psychological contract and employee performance in post-acquisition integration." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22803.

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The purpose of this research study was to measure and understand if there was a change in the psychological contract post-acquisition and if so, did this change have a positive, negative or no effect on employee performance. Previous research and literature has suggested that identity was a critical measure of post-acquisition success (2011, p. 26; Weber&Drori, 2011, p. 76) leaving employee performance unmeasured. Rouzies (2011) further suggested that a merger or acquisition can lead to a drop in psychological attachment, identification and commitment to the acquired organisation (2011, p. 25). In addition, Chambers (2008) also made mention of personnel and culture integration being underestimated (p. 16). Therefore, this research has measured psychological contract (identity, culture and communication) in terms of employee performance (potential turnover, job satisfaction and productivity) in the context of post-acquisition integration.The results showed that changes in the psychological contract affect employee performance positively. Equally, if not more, important is maintaining the psychological contract in the post-acquisition integration process and thereby avoiding a drop in employee and acquisition performance.Identity and culture are strong influences of employee performance. The data collected suggested that identity positively impacts employee performance. More specifically, there was a slight positive impact on potential turnover and a more positive impact on job satisfaction and productivity. Culture also positively impacted employee performance. When measured against potential turnover, this impact was slightly positive while job satisfaction and productivity were more positively impacted.Communication was found to be important in reducing potential turnover. From data collected, communication does not impact job satisfaction and productivity. However, the data suggests that communication was adequately handled in the post-acquisition integration process.Recommendations were made dealing with principles to be considered preacquisition, on the importance of minimising disruption and maintaining continuity during post-acquisition. Based on the findings in this research, the psychological contract needs to be maintained in terms of identity, culture and communication. This will in turn ensure that employee performance is maintained post-acquisition. This implies that in addition to financial due-diligence being performed prior to a merger or acquisition, organisations need to be aware of employees’ feelings and attitudes towards the impending change.Future research may look at measuring psychological contract and employee performance in post-acquisition integration across different industries and countries or the same variables could also be measured pre-acquisition. Alternatively, additional variables such as extra-role behaviour and affective commitment could be added to the assessment tool to measure employee performance more closely.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Oxalaryd, Pierre, and Carolina Sandström. "Understanding the complexity of determining the human integration strategy during post-acquisitions." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-226890.

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Acquisitions have become an increasingly used tool for corporate growth during the lastdecade. Even so, most acquisitions fail, due to a lack of focus on the human elements of the integration process. This research sheds light on the human integration process of acquisitions and more specifically, three of its critical elements; culture, structure and humanresources management. However, when investigating acquisitions at Atlas Copco it becomesapparent that these elements are emphasized and prioritized differently in differentacquisitions. By conducting 22 interviews with managers from both Atlas Copco and managers and employees from three of its acquired organizations, this paper seeks tounderstand how the acquirer should choose an appropriate human integration strategy and what factors that determine that choice. Furthermore, it examines how the acquirer should manage the employees of the acquired firm to facilitate the implementation of changes duringthe integration process. The results shows that the acquirer choose to emphasize and prioritize the aspects that are most important to reform in order to allow the implementationof future changes in the integration process. In these cases, the prioritized aspects are alsoconsidered critical to improve by the employees, therefore the prioritization creates a perception of the acquirer’s good intentions with the integration as a whole. Furthermore, the results reveals that it is important that the acquirer invest in resources for communication,trainings and additional personnel to help the employees understand and support the changesduring the entire process.
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Shui, Yinzi, and Yuesi Wu. "Internationalization of firms through acquisition : A case of post-acquisition market integration management in Chinese market." Thesis, Högskolan i Halmstad, Centre for Technology, Innovation and Marketing Management (CTIM2), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15784.

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Ivarsson, Linus, and Rickard Johansson. "ACQUIRING “BIG” KNOWLEDGE : RAISING AWARENESS OF PITFALLS." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-175932.

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This report highlights the complexity of engaging in a post-acquisition integration process of a relatively large knowledge-intensive firm. Findings from a case study is analyzed in relation to previous theory, resulting in four propositions aiming at creating a foundation for further theory development, as well as increased understanding among practitioners in relation to the emphasized problem. It is argued by the authors that increased relative acquisition size of knowledge-intensive firms will: 1) increase demand for a centralized organizational structure, 2) decrease benefits of introducing a new top management, 3) decrease communicative attention towards lower levels, and 4) decrease attention towards subcultures. These factors will ultimately increase the risk for integration failure.
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Nupponen, Pertti. "Post-acquisition performance : combination, management, and performance measurement in horizontal integration /." [Helsinki] : Helsinki School of Economics and Business Administration, 1995. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=007078756&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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AL, Darabseh Mutaz, and Nazia Rumana Nasar. "An Exploratory Study on the Post-Acquisition Process of Technological Acquisition – a case study of HMS." Thesis, Högskolan i Halmstad, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42787.

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Although M&A’s have the greatest probability of failure in organizations, the major reasons for this outcome is the integration process. M&As have been a popular strategy for accessing new markets, introducing new products, expanding their knowledge base, and enhancing competitive advantage. In this study, we explore a case of technology acquisition, and we propose a theoretical framework based on literature that identifies phases in post-acquisition process. The process involves three stages: knowledge absorption, operational phase and commercial phase that is explored and evaluated with the empirical data of the case study. Then, thematic analysis was utilized in this study to identify common themes related to the role of acquisition. The related functions and benefits were grouped under acquisition roles. Since the case study was a successful acquisition, it was easy to figure out the roles and dimensions of integration from it. Both the methods contribute in addressing, the necessary phases that need to be organized with integration and deriving different functionalities to achieve common goals. Finally, we present a discussion and bring out the relationships that emerged from this study from different themes and have been mapped to stages in the post-acquisition process, resulting in outcomes from each role. Thus, this study puts an emphasis on the range of factors that create value from successful technological acquisition and conclude as post-acquisition process with integration elements is the initial pivotal position for the consequences.
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Ethelontis, Chloe. "The process of post-merger and acquisition integration : an application of archetype theory." Thesis, University of London, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.540116.

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Harwood, Ian Alexander. "Developing scenarios for post-merger and acquisition integration : a grounded theory of 'risk bartering'." Thesis, University of Southampton, 2001. https://eprints.soton.ac.uk/35964/.

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Whilst recent evidence suggests that the fifth ‘wave’ of global merger and acquisition (M&A) activity is coming to an abrupt end, the growth of M&A activity continued apace throughout the last decade of the twentieth century, with the year 2000 seeing an unprecedented US$3.5 trillion worth of deals worldwide (The Economist, January 25th 2001). Considering the monetary values involved, it is perhaps surprising that only around half of the combinations will deliver the value or savings upon which the deals are justified. Mergers and acquisitions can therefore be deemed extremely risky ventures. In response to this dilemma, this thesis brings together the fields of project risk management and mergers and acquisitions, an overlap that is particularly under-developed in the extant literature. Adopting a grounded theory approach (Glaser and Strauss, 1967; Strauss and Corbin, 1998), a four-year worldwide integration programme within a FTSE100 healthcare company was analysed. The research aimed to secure an understanding of the complex dynamics of human actions and interactions relating to the phenomena of risk management whilst developing scenarios during the post-merger and acquisition integration phase. Through the development of a substantive theory of ‘risk bartering’, the research has discovered that whilst operating within a ‘confidentiality bubble’, some individuals were using an (often unfounded) increase or decrease in potential risks for ulterior motives. Rather than, as is the case in contemporary project risk management, the scenarios being developed and then the risks being assessed, the risks were being used to develop and shape the final scenarios. As a result, risks were being transposed from the individual to the organisation. This central finding has the potential to adversely affect the risk efficiency of the organisation, especially where levels of risk management maturity (Hillson, 1997) are ‘naïve’ or ‘novice’. Recommendations are made to ring fence the level of risk bartering, with the view to striking a balance between gaining individual ownership of the resultant change programme and optimising the organisation’s risk efficiency, thereby increasing the chances of a successful integration.
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Tyutyunova, Ksenia. "CEO turnover in post-acquisition integration processes: Impact of individual characteristics and cross-border factor." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-123950.

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Chief executive officers are very important players in their organizations. They control company’s strategies and structure, and consequently are a crucial factor in its direction and performance. As a result, their replacement can be a critical juncture for organizations. Analyzing a sample of 429 acquisitions that happened between 2001-2007 in Europe and USA, I try to investigate whether or not CEO replacement/retention is more likely or less likely in cross-border acquisitions and how this relation is moderated by such individual characteristics of the CEO as age, tenure, CEO being the founder, multiple roles in the target and education. According to the results, CEOs having multiple roles and a longer tenure have higher chances to depart within three years in case of domestic acquisitions. Moreover, working in the instruments industry and the industry related to computer and office equipment has a positive impact on the CEO turnover within three years as well. The hypotheses regarding the lower CEO turnover rates in cross-border acquisitions comparing to the domestic ones that increase over time were supported.
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Books on the topic "Post-acquisition integration"

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Safety, American Institute of Chemical Engineers Center for Chemical Process. Guidelines for process safety acquisition evaluation and post merger integration. Hoboken, N.J: Wiley, 2010.

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Nupponen, Pertti. Post-acquisition performance: Combination, management and performance measurement in horizontal integration. Helsinki: Helsinki School of Economics and Business Administration, 1995.

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Zollo, Maurizio. Post-acquisition strategies, integration capability, and the economic performance of corporate acquisitions. 2nd ed. Fontainebleau: INSEAD, 1999.

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Guidelines for Acquisition Evaluation and Post Merger Integration. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470644195.

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CCPS (Center for Chemical Process Safety). Guidelines for Process Safety Acquisition Evaluation and Post Merger Integration. American Institute of Chemical Engineers, 2011.

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CCPS (Center for Chemical Process Safety). Guidelines for Process Safety Acquisition Evaluation and Post Merger Integration. American Institute of Chemical Engineers, 2013.

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CCPS (Center for Chemical Process Safety). Guidelines for Process Safety Acquisition Evaluation and Post Merger Integration. American Institute of Chemical Engineers, 2010.

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American Institute of Chemical Engineers. Center for Chemical Process Safety., ed. Guidelines for process safety acquisition evaluation and post merger integration. Hoboken, N.J: Wiley, 2010.

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Strohmer, Michael F. Integration nach Merger and Acquisition. Erfolgskonzeption für das Post Deal Management. Deutscher Universitäts-Verlag, 2001.

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Book chapters on the topic "Post-acquisition integration"

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Fiordelisi, Franco. "Post-acquisition Integration." In Mergers and Acquisitions in European Banking, 153–69. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230245402_8.

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Su, Jing, Mohsen Jafari Songhori, Takamasa Kikuchi, Masahiro Toriyama, and Takao Terano. "An Agent-Based Model for Evaluating Post-acquisition Integration Strategies." In New Frontiers in Artificial Intelligence, 188–203. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61572-1_13.

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Greller, Martin M. "Post-Acquisition Integration: The Structure of the Deal Determines the Human and Organizational Resource Requirements." In Human Resource Strategies for Organizations in Transition, 301–9. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4684-5757-5_24.

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Rottig, Daniel, and Rui Torres de Oliveira. "International Expansion of Chinese Emerging Market Multinational Corporations to Developed Markets: A Qualitative Analysis of Post-acquisition and Integration Strategies." In Chinese Acquisitions in Developed Countries, 37–53. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-04251-6_3.

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Glanfield, Keith, Leslie de Chernatony, and Yannis Suvatjis. "My Brand? Your Brand? Or Our Brand? Integrating Front-Line Employees Post an Acquisition." In Rediscovering the Essentiality of Marketing, 663–75. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29877-1_126.

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"POST-ACQUISITION INTEGRATION ISSUES." In The Value Sphere, 370–82. WORLD SCIENTIFIC, 2009. http://dx.doi.org/10.1142/9789814277990_0021.

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"Implementing the Integration Plan." In Guidelines for Acquisition Evaluation and Post Merger Integration, 153–83. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470644195.ch6.

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"Developing The Integration Plan." In Guidelines for Acquisition Evaluation and Post Merger Integration, 117–52. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470644195.ch5.

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Husted, Kenneth, and Snejina Michailova. "Western-Russian Acquisition Negotiations and Post-Acquisition Integration: A Case Study." In Human Resource Management in Russia, 245–58. Routledge, 2017. http://dx.doi.org/10.4324/9781351156240-13.

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"The Merger and Acquisition Process." In Guidelines for Acquisition Evaluation and Post Merger Integration, 47–62. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470644195.ch2.

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Conference papers on the topic "Post-acquisition integration"

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Wynne, Peter, and Stefan Henningsson. "The Paradox of Post-Acquisition IS Integration Preparation: Preparing Under Incomplete Information." In 2018 IEEE 20th Conference on Business Informatics (CBI). IEEE, 2018. http://dx.doi.org/10.1109/cbi.2018.00015.

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Chun Yang, Thao Nguyen, Erik Blasch, and Mikel Miller. "Post-correlation semi-coherent integration for high-dynamic and weak GPS signal acquisition." In 2008 IEEE/ION Position, Location and Navigation Symposium. IEEE, 2008. http://dx.doi.org/10.1109/plans.2008.4570122.

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Dongcheol Heo and Heeseok Lee. "Things to Maintain or Change: The Importance of Critical Territory in Post-acquisition Integration Boundary Issues." In 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.447.

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Cheng, Xia, and Anh Dinh. "UWB Acquisition at Symbol Sampling Rate Using Reference Aided Match Filter and Adaptive Post Detection Integration." In The 2nd International Conference on Wireless Broadband and Ultra Wideband Communications (AusWireless 2007). IEEE, 2007. http://dx.doi.org/10.1109/auswireless.2007.84.

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Foster, R. E., and T. A. Shedd. "PIV Measurements Within the Waves of Wavy and Wavy-Annular Horizontal Two-Phase Flow." In ASME 2005 Summer Heat Transfer Conference collocated with the ASME 2005 Pacific Rim Technical Conference and Exhibition on Integration and Packaging of MEMS, NEMS, and Electronic Systems. ASMEDC, 2005. http://dx.doi.org/10.1115/ht2005-72669.

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A novel technique of microscopic Particle Image Velocimetry (PIV) is presented for two-phase annular, wavy-annular and stratified flow. Seeding of opaque particles in a water/dye flow allows the acquisition of instantaneous film velocity data in the film cross-section at the center of the tube in the form of digital image pairs. An image processing algorithm is also described that allows numerical velocities to be distilled from particle images by commercial PIV software. The approach yields promising results for stratified and wavy-annular flows, however highly bubbly flows remain difficult to image and post-process. Initial data images are presented in raw and processed form.
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Abdul Wahab, Norsharmila, Muhammad Haniff Suhaimi, Aryanore Nafarine Antuni, W. Nor Afiqah W Aziz, Muhammad Zaki Mohiyaddin, Aldrick Garcia Mayans, and Shahid Azizul Haq. "Fluid Mapping-While-Drilling De-Risks Reservoir and Fluid Data Acquisition Workflow in a Brown Field." In IADC/SPE Asia Pacific Drilling Technology Conference. SPE, 2021. http://dx.doi.org/10.2118/201023-ms.

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Abstract Located offshore Malaysia, Field A is a highly complex elongated anticlinal structure with hundreds of faults. It includes over 70 hydrocarbon bearing sands deposited in a lower coastal plain environment. Producing since the late 1970s, Field A has gone through several asset rejuvenation plans. The latest one aimed at appraising and draining several untapped fault blocks. Although no major surprises were expected in terms of lithologies, uncertainties remained on fluids’ nature in multiple sands and on the possible isolation of the fault blocks. This paper illustrates how an operating company introduced a new while-drilling downhole formation fluid data acquisition workflow to successfully de-risk and address these challenges. Conventional formation evaluation is challenging in these fluvial environments, as it includes laminated reservoir, variable permeability, and presence of light, potentially saturated, hydrocarbons. Lessons learned from the previous rejuvenation campaign highlighted the importance of formation testing and downhole fluid analysis (DFA). The planned campaign required drilling two complex 3D profile wells (80-degree tangent followed by 35-degree drop through the targets). Pre-drill discussion raised various concerns: potential well control issues due to pumping light hydrocarbons in the borehole; sticking risk due to complex well trajectory and potential depletion; in-situ evaluation of CO2 for well deliverability analysis; and the number of logging runs, wiper, and post-drilling cleaning trips. In addition, the financial constraints on infill development called for the need of early, real-time enabled decisions for perforation and completion optimization. The selected drilling bottomhole assembly consisted of an integrated multi-physics logging-while-drilling toolstring including fluid mapping-while-drilling (FMWD) technology to de-risk the fluid acquisition program. The integration of pressures and DFA measurements with petrophysical data helped to identify and understand the distribution of fluids and fault blocks connectivity. The campaign proved to be very successful. All sand horizons were pressure tested, providing a fluid pressure profile description yielding gradients where applicable, differential pressure estimation, and connectivity information. The uncertainty associated with petrophysical fluid identification was addressed, and the use of FMWD showed no free gas in the tested zones. Fault block isolation was proven. Reservoir fluid and mobility profiling helped to optimize the well perforation and completion strategy and assess the producibility of the wells. The acquisition sequence was safely performed in one trip from bottom to top with no overpull observed. No wiper or post-drilling cleaning trips were required due to continuous mud circulation during data acquisition. This paper describes how this operating company successfully introduced a new while-drilling downhole formation fluid data acquisition workflow in a brown field. The workflow positively impacted the field development decisions. The FMWD de-risked data gathering operation under tight economical constraints and addressed formation evaluation and drilling and completion challenges during the evaluation of untapped blocks in Field A.
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Bici, Michele, Saber Seyed Mohammadi, and Francesca Campana. "A Compared Approach on How Deep Learning May Support Reverse Engineering for Tolerance Inspection." In ASME 2019 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/imece2019-11325.

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Abstract Reverse Engineering (RE) may help tolerance inspection during production by digitalization of analyzed components and their comparison with design requirements. RE techniques are already applied for geometrical and tolerance shape control. Plastic injection molding is one of the fields where it may be applied, in particular for die set-up of multi-cavities, since no severe accuracy is required for the acquisition system. In this field, RE techniques integrated with Computer-Aided tools for tolerancing and inspection may contribute to the so-called “Smart Manufacturing”. Their integration with PLM and suppliers’ incoming components may set the information necessary to evaluate each component and die. Intensive application of shape digitalization has to front several issues: accuracy of data acquisition hardware and software; automation of experimental and post-processing steps; update of industrial protocol and workers knowledge among others. Concerning post-processing automation, many advantages arise from computer vision, considering that it is based on the same concepts developed in a RE post-processing (detection, segmentation and classification). Recently, deep learning has been applied to classify point clouds, considering object and/or feature recognition. This can be made in two ways: with a 3D voxel grid, increasing regularity, before feeding data to a deep net architecture; or acting directly on point cloud. Literature data demonstrate high accuracy according to net training quality. In this paper, a preliminary study about CNN for 3D points segmentation is provided. Their characteristics have been compared to an automatic approach that has been already implemented by the authors in the past. VoxNet and PointNet architectures have been compared according to the specific task of feature recognition for tolerance inspection and some investigations on test cases are discussed to understand their performance.
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Vitali, Andrea, Daniele Regazzoni, Caterina Rizzi, and Federico Maffioletti. "A New Approach for Medical Assessment of Patient’s Injured Shoulder." In ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97889.

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Abstract Low cost marker-less motion capture (Mocap) systems can be considered an interesting technology for the objective assessment of rehabilitation processes. In particular, this paper presents a feasibility study to introduce a Mocap system as a tool to assess shoulder rehabilitation. The movements of a shoulder are complex and challenging to be captured with a marker-less system because the skeleton avatar usually oversimplifies shoulder articulation with a single virtual joint. The designed solution integrates a low-cost Mocap system with image processing techniques and convolutional neural networks to automatically detect and measure potential compensatory movements executed during an abduction, which is one of the first post-surgery exercises for shoulder rehabilitation. First, we introduce the main steps of a reference roadmap that guided the development of the Mocap solution for rehab assessment of injured shoulder. Then, the acquisition of medical knowledge is presented as well as the new Mocap solution based on the integration of convolutional neural networks and 2D motion tracking techniques. Finally, the application which automatically evaluates abductions and makes available the measurements of the scapular elevations is described. Preliminary study and future works are also presented and discussed.
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Al-Rawi, Akram, Faouzi Bouslama, and Azzedine Lansari. "Preparing Undergraduate Students for IT Certification." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2963.

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Current demand for Information System (IS) graduates requires that they master specific technical skills needed by industry and government institutions. Revising the IS curriculum to keep it up to date while meeting demands of the Information Technology (IT) labor market continues to be a challenging task. In order to graduate students that are competitive, post-secondary educational institutions must adopt a new methodology where IT certification is an integral part of the IS curriculum. The IEEE and ACM recognize the importance of IT certification and provide its members with over 800 online courses that lead to various IT certificates. The selection of the appropriate IT certificate for integration into the IS curriculum is a complex task as it entails a thorough knowledge of the curriculum and the certificate objectives. The goal of this paper is to propose a selection of IT certificates which can be readily integrated into the IS curriculum. Three potential certification tracks for the purpose of this study are identified: Networking, Programming, and IT hardware and software. A list of vendors and non-vendors IT certificates and their exam requirements is developed, and the IS courses which can lead to the listed IT certificates are identified. This identification is based on matching specific course objectives with the IT certificate and the timeline needed for the certificate completion. The selection of the IT certificates for each track is optimized to facilitate both student learning and the completion of the certificate. Integrating IT certification in computing curricula makes IS programs more attractive to students. Moreover, the acquisition of IT certification is a valued asset for graduates seeking employment or advancement in the computing field.
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Shetty, Devdas, Naresh Poudel, and Esther Ososanya. "Design of Robust Mechatronics Embedded Systems by Integration of Virtual Simulation and Mechatronics Platform." In ASME 2015 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/imece2015-52784.

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Increasing demands on the productivity of complex systems, such as machine tools and their steadily growing technological importance will require the application of new methods in the product development process. This paper shows that the analysis of the simulation results from the simulation based mechatronic model of a complex system followed by a procedure that allows a better understanding of the dynamic behavior and interactions of the components. Mechatronics is a design philosophy, which is an integrating approach to engineering design. Through a mechanism of simulating interdisciplinary ideas and techniques, mechatronics provides ideal conditions to raise the synergy, thereby providing a catalytic effect for the new solutions to technically complex situations. This paper shows how the mechatronic products can exhibit performance characteristics that were previously difficult to achieve without the synergistic combination. The paper further examines an approach used in modeling, simulation and optimization of dynamic machine tools and adopts it for general optimized design of mechatronics instrumentation and portable products. By considering the machine tool as a complete mechatronic system, which can be broken down into subsystems, forms the fundamental basis for the procedure. Starting from this point of view it is necessary to establish appropriate simulation models, which are capable of representing the relevant properties of the subsystems and the dynamic interactions between the machine components. Many real-world systems can be modeled by the mass-spring-damper system and hence considering one such system, namely Mechatronics Technology Demonstrator (MTD) is discussed here. MTD is a portable low cost, technology demonstrator, developed and refined by the authors. It is suitable for studying the key elements of mechatronic systems including; mechanical system dynamics, sensors, actuators, computer interfacing, and application development. An important characteristic of mechatronic devices and systems is their built-in intelligence that results through a combination of precision, mechanical and electrical engineering, and real time programming integrated to the design process. The synergy can be generated by the right combination of parameters, that is, the final product can be better than just the sum of its parts. The paper highlights design optimization of several mechatronic products using the procedures derived by the use of mass spring damper based mechatronic system. The paper shows step by step development of a mechatronic product and the use of embedded software for portability of hand held equipment. A LabVIEW based platform was used as a control tool to control the MTD, perform data acquisition, post-processing, and optimization. In addition to the use of LabVIEW software, the use of embedded control system has been proposed for real-time control and optimization of the mass-spring-damper system. Integrating embedded control system with the mass-spring-damper system makes the MTD a multi-concepts Mechatronics platform. This allows interface with external sensors and actuators with closed-loop control and real-time monitoring of the physical system. This teaches students the skill set required for embedded control: design control algorithms (model-based embedded control software development, signal processing, communications), Computer Software (real-time computation, multitasking, interrupts), Computer hardware (interfacing, peripherals, memory constraints), and System Performance Optimization. This approach of deriving a mathematical model of system to be controlled, developing simulation model of the system, and using embedded control for rapid prototyping and optimization, will practically speed product development and improve productivity of complex systems.
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