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Relevant bibliographies by topics / Superior performance

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Academic literature on the topic 'Superior performance'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Superior performance"

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Yip, George S., Timothy M. Devinney, and Gerry Johnson. "Measuring Long Term Superior Performance." Long Range Planning 42, no. 3 (2009): 390–413. http://dx.doi.org/10.1016/j.lrp.2009.05.001.

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Tang, Yu Hoe, and Stephen O. Ogunlana. "Selecting superior performance improvement policies." Construction Management and Economics 21, no. 3 (2003): 247–56. http://dx.doi.org/10.1080/0144619032000093765.

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Knittel, G., A. Schilling, A. Kugler, and W. Straßer. "Hardware for superior texture performance." Computers & Graphics 20, no. 4 (1996): 475–81. http://dx.doi.org/10.1016/0097-8493(96)00019-2.

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Denrell, Jerker, Christina Fang, and Zhanyun Zhao. "Inferring superior capabilities from sustained superior performance: A Bayesian analysis." Strategic Management Journal 34, no. 2 (2012): 182–96. http://dx.doi.org/10.1002/smj.2001.

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Vandell, Robert F., and Jerry L. Stevens. "Evidence of superior performance from timing." Journal of Portfolio Management 15, no. 3 (1989): 38–42. http://dx.doi.org/10.3905/jpm.1989.409205.

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Goergen, Pedro. "Educação superior entre formação e performance." Avaliação: Revista da Avaliação da Educação Superior (Campinas) 13, no. 3 (2008): 809–15. http://dx.doi.org/10.1590/s1414-40772008000300010.

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Roberts, Peter W., and Grahame R. Dowling. "REPUTATION AND SUSTAINED SUPERIOR FINANCIAL PERFORMANCE." Academy of Management Proceedings 2000, no. 1 (2000): M1—M6. http://dx.doi.org/10.5465/apbpp.2000.5438572.

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Mamun, Abdullah Al, Harry Entebang, and Shazali Abu Mansor. "EVA as Superior Performance Measurement Tool." Modern Economy 03, no. 03 (2012): 310–18. http://dx.doi.org/10.4236/me.2012.33041.

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Al-Amin, Mona, Jennifer Hefner, Carolyn Tory Harper Hogan, and Kate Li. "Determinants of Sustained Superior Hospital Performance." Academy of Management Proceedings 2019, no. 1 (2019): 18147. http://dx.doi.org/10.5465/ambpp.2019.18147abstract.

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Fang, Hanqing Chevy, Josip Kotlar, and James J. Chrisman. "Sustainable Superior Performance in Family Firms." Academy of Management Proceedings 2019, no. 1 (2019): 19000. http://dx.doi.org/10.5465/ambpp.2019.19000abstract.

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Dissertations / Theses on the topic "Superior performance"

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Milburn, Mark Edward. "An Holistic Model for Superior Business Performance." Thesis, University of Newcastle upon Tyne, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.512142.

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Konrad, Boris Nikolai. "Characteristics and neuronal correlates of superior memory performance." Diss., Ludwig-Maximilians-Universität München, 2014. http://nbn-resolving.de/urn:nbn:de:bvb:19-166360.

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Zvobgo, Gilbert. "Superior performance, managerial comprehension and resource-based strategies." Thesis, University of Warwick, 2000. http://wrap.warwick.ac.uk/4495/.

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The cross-sectional study looks at how firms develop superior performance using their internal resources. It is a study based on the resource-based view of the firm. The study looks at firms in the Motor Vehicle Manufacturing Industry in UK. It was initially planned as a comparative study with firms in the same industry in Zimbabwe. The study argues that for resources to be potential sources of superior performance, managers have to comprehend the strategic concepts that are concerned with these resources. The study further hypothesises that Comprehension itself is affected by Experience and Functional Expertise/Training & Development The data was analysed using SPSS programme (Version 8). The main methods of analyses were factor analysis, correlational analysis, moderated regression & subgroup analyses, and regression analysis. The results suggest that Comprehension, defined as either Knowledge, or Applicability of intangible resources, or Applicability of capabilities, contributes to developing superior performance. The results also show that Experience, and Training & Development contribute to developing superior performance The results however, did not support the hypothesis that managers with more experience had better comprehension of strategic concepts. The results seem to suggest that Experience has a negative effect on Comprehension. A possible explanation to this negative relationship could be that those managers who had been in the managerial position for many years were not familiar with the RBV concepts, which are relatively new concepts. The results did not also support the hypothesis that managers who attended more training and development programmes had better comprehension of strategic concepts. Instead, the results show that Training & Development has a negative effect on Comprehension. These results suggest that although many managers have on-going management training and development programmes, these programmes do not seem to improve their comprehension of strategic concepts.

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Venable, Timothy B. "Using effective contractual incentives to obtain superior contractor performance." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA387215.

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Thesis (M.S. in Management) Naval Postgraduate School, Dec. 2000.<br>Thesis advisor(s): Boudreau, Michael W. ; Lamm, David V. "December 2000." Includes bibliographical references (p. 111-114). Also available in print.

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Marupen, Fergus Conan Salvador. "The KUMBA way : establishing a winning mindset for superior performance." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50168.

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Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: KUMBA Resources (KUMBA) is a listed mining company on the Johannesburg Securities Exchange (JSE), with an annual turnover of about seven billion Rand. Their main operations consist of iron ore, coal, heavy minerals, base metals and industrial minerals. In this study project the writer will attempt to define the process followed by KUMBA to establish a winning mindset to ensure superior performance. The basic objectives defined for this study are to: • Define the process that KUMBA followed to develop a set of values for the organisation. • Explain the process followed to develop a validated questionnaire to measure the values. • Discuss the process that was followed to develop a system to support the process. • Lastly, to discuss the results of the actual ratings in June 2003 and the recommendations made after the completion of the process. The KUMBA Way was defined as a vehicle to drive this process. Core to this process is the KUMBA Values. Strategically, KUMBA decided that their values would be a distinctive lever in the company that will ensure superior performance. KUMBA then embarked on a process to develop one set of values for all the KUMBA mines. The end result was the foundation (minimum behaviour required by KUMBA) and motivational (behaviour that can be developed to achieve overall business success) values. Foundation Values: • Integrity • Respect • Accountability • Fairness • Caring Motivational Values: • We do it together • People make it happen • Let's do it • We do it better every time KUMBA also used the framework of transformational leadership and the competency model of Jay Hall as basis to entrench their values in the organisation. These processes are driven at business unit level and the line managers took the ownership of this process. A further decision KUMBA took was to measure their values. A validated questionnaire was needed to be able to deal with the process. Two pilot studies were conducted to validate the questionnaire and the questionnaire passed the criteria of reliability and validity. The questionnaire scored an overall Cronbach Alpha of 0,88. This result was higher than the minimum requirement of 0,6 for a self constructed questionnaire. A process was also followed to develop an in house system to support the overall measurement process. This system was based on the 360-degree approach. The actual measurement of the values took place in June 2003 and the results were outstanding. The results of the actual ratings compared very favourably to the results of the pilot studies. The results of the actual assessment must still be forwarded to Deloittes and Touche Human Capital Corporation to do a final Cronbach Alpha analysis. This will allow KUMBA to determine if the increase in the number of participants influenced the overall reliability and validity of the questionnaire. Furthermore, KUMBA also needs to revisit the process after one year to examine whether the measurement of these values contributed to the overall improvement of the organisational culture.<br>AFRIKAANSE OPSOMMING: KUMBA Resources (KUMBA) is 'n mynbou maatskappy wat op die Johannesburgse effektebeurs gelys is en het 'n jaarlikse omset van sewe miljard rand. Die basiese bedryf bestaan uit ystererts, steenkool, swaar minerale, basiese metale en industriële minerale. Die skrywer gaan, met hierdie studie, probeer om 'n wen gesindheid te skep ten einde superieure prestasie te lewer. Die basiese doelwitte vir hierdie studie word as volg gedefinieer, naamlik: • Definieer die proses wat KUMBA gevolg het ten einde een stel waardes vir die organisasie te ontwikkel. • Verduidelik die proses wat gevolg was om 'n vraelys te valideer wat die waardes sou meet. • Bespreek die proses wat gevolg was om 'n stelsel te ontwikkel wat hierdie proses sou ondersteun. • Laastens, om die resultate van die werklike meting in Junie 2003 en aanbevelings na afloop van die proses te bespreek. Die KUMBA manier was as voertuig gedefinieer om hierdie proses te dryf. Kern tot hierdie proses is die KUMBA waardes. Strategies het KUMBA besluit dat hulle waardes 'n hefboom gaan wees wat hulle graag na 'n onderskeidende vlak dryf ten einde superieure prestasie te verseker. KUMBA het met 'n proses begin om een stel waardes vir al sy besigheidseenhede te ontwikkel. Die eindresultaat was die KUMBA "Foundation" waardes (minimum gedrag wat deur KUMBA vereis word) en die "Motivational" waardes (gedrag wat ontwikkel kan word ten einde besigheid-sukses te kan bereik). "Foundation" waardes: • Integriteit • Respek • Toerekenbaarheid • Regverdigheid • Sorgvuldigheid "Motivational" waardes: • Ons doen dit saam • Mense laat dit gebeur • Kom ons doen dit • Ons doen dit beter elke keer KUMBA het ook die raamwerk van transformele leierskap en die bevoegdheidsproses van Jay Hall gebruik om waardes in die maatskappy te vestig. Hierdie prosesse was gedryf deur die besigheidseenhede en die lynbestuurders het eienaarskap van die proses geneem. 'n Verdere besluit wat KUMBA gneem het, was om hulle waardes te meet. 'n Gevalideerde vraelys was benodig vir hierdie proses. Twee loods-studies was afgeneem om die vraelys te valideer en die vraelys het aan die kriteria van geldigheid en betroubaarheid voldoen. Die vraelys het 'n algehele Cronbach Alpha van 0,88 behaal. Hierdie resultaat was hoër as die minimum vereiste van 0,6 vir 'n selfgekonstrueerde vraelys. 'n Proses was ook gevolg om 'n in-huis stelsel te ontwikkel wat die algehele metingsaksie sou ondersteun. Hierdie stelsel was gebaseer op 'n 360°-benadering. Die werklike meting het in Junie 2003 plaasgevind en die resultate was uitstekend. Die resultate van die werklike meting het baie goed vergelyk met die resultate van die tweede loods-studie. Die resultate van die werklike meting moet nog steeds aan Deloitles en Touche gestuur word ten einde 'n finale Cronbach Alpha te doen. Dit sal KUMBA in staat stel om te bepaal of die toename in die aantal deelnemers enigsins die algehele geldigheid en betroubaarheid van die vraelys beïnvloed het. KUMBA moet ook hierdie proses na 'n jaar hersien om te bepaal of die meting enigsins 'n bydrae tot die algemene organisasie-kultuur lewer.

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Sittimalakorn, Wuthichai. "Market orientation versus quality orientation : sources of superior business performance." Thesis, University of Strathclyde, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.405547.

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Picasso, Fernando Gonçalves. "Operations strategy in perspective: the means for achieving superior performance." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/11541.

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Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T13:28:30Z No. of bitstreams: 1 Final paper_v9_revised.docx: 347831 bytes, checksum: 7615d182c08a36c0c2d0a4b02b5cdaf9 (MD5)<br>Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, Seu trabalho foi rejeitado conforme conversamos. Att, on 2014-03-18T14:32:07Z (GMT)<br>Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:04:49Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522958 bytes, checksum: 7c6da9306d3d96df4d50a63e67bf9ba9 (MD5)<br>Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, O Resumo é apos o ABSTRACT, primeiro é a lingua que o trabalho foi feito e depois coloca-se o resumo em Português. Att Pamela Tonsa - 3799 - 7852 on 2014-03-18T15:16:53Z (GMT)<br>Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:22:21Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5)<br>Approved for entry into archive by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br) on 2014-03-18T16:29:06Z (GMT) No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5)<br>Made available in DSpace on 2014-03-18T16:34:08Z (GMT). No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) Previous issue date: 2014-02-19<br>Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.

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Lu, Cheng Y., Yimin Zhang, Jinsong Wu, Paul Cook, Xin Li, and Moeness Amin. "Antenna Array Beamforming Technology: Enabling Superior Aeronautical Communication Link Performance." International Foundation for Telemetering, 2008. http://hdl.handle.net/10150/606218.

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ITC/USA 2008 Conference Proceedings / The Forty-Fourth Annual International Telemetering Conference and Technical Exhibition / October 27-30, 2008 / Town and Country Resort & Convention Center, San Diego, California<br>In this paper, we propose the exploitation of array beamforming technology in high-speed aeronautical communication applications, e.g., the integrated Network Enhanced Telemetry (iNET) system. By flexible steering of beams and nulls, an array can enhance desired signals whereas the undesired signals such as interference and jammers are suppressed. The proposed adaptive beamforming technology is DSP-based and network-aware, and is designed for the use at aerial vehicle platforms to increase transmission power efficiency, improve receiving signal sensitivity, mitigate interference/multipath effects, and extend the communication range.

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Mundstock, Patrícia. "Relação entre planejamento estratégico e desempenho superior." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2008. http://hdl.handle.net/10183/12907.

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O presente estudo aborda a relação entre o uso do planejamento estratégico em uma organização e seu desempenho. Para tanto, além da revisão bibliográfica e do levantamento de trabalhos realizados sobre o assunto, foi desenvolvida uma pesquisa com organizações listadas na Bolsa de Valores de São Paulo para aferir o grau de associação entre as variáveis. A análise dos dados foi realizada através de análise fatorial, regressão linear e análise de cluster. O planejamento estratégico foi analisado com base na escala de formalidade de planejamento de Falshaw, Glaister e Tatoglu (2006), na escala de intensidade de planejamento de Hopkins e Hopkins (1997) e na escala de improvisação pós-planejamento de Slotegraaf e Dickson (2004). As variáveis dessas escalas foram comparadas com 4 indicadores de desempenho (desempenho geral, retorno sobre o patrimônio líquido, crescimento no lucro líquido e crescimento total das vendas), medidos com relação aos principais concorrentes das empresas estudadas e com relação à evolução nos resultados dos 3 últimos anos. Os resultados indicam que as empresas que se engajam mais profundamente em processos de planejamento obtêm melhores desempenhos do que as demais. Além disso, o processo mais formalizado também contribui, embora em menor grau, para o resultado das empresas. Por outro lado, foi verificado que a improvisação após o planejamento influencia negativamente no desempenho organizacional.<br>The present study focuses on the relationship between the strategic planning in an organization and its performance. For that purpose, besides the literature review, a research was developed with companies traded at Sao Paulo Stock Exchange (Bovespa) to verify the association degree among the selected variables. The analyses were done through the techniques of Factor Analysis, Linear Regression and Cluster Analysis. The strategic planning was analyzed with three developed and tested scales: planning formality by Falshaw, Glaister e Tatoglu (2006), strategic planning intensity by Hopkins e Hopkins (1997) and postplan improvisation by Slotegraaf e Dickson (2004). These variables were compared to 4 performance indicators (general performance, return on equity, net profit and total growth of sales), measured in two different ways: in comparison to companies’ major competitors, and relative to companies’ results in the past 3 years. The results indicate that companies which engage more deeply into the planning process attain better performance. Moreover, the formalized process also contributes, although to a lesser degree, for the companies result. On the other hand, it was found that the improvisation after the planning shows a negative influence on organizational performance.

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Malo, Stéphane. "The combinatorial chemistry revolution sustaining a superior performance position through technological learning /." [Maastricht : Maastricht : Universiteit Maastricht] ; University Library, Maastricht University [Host], 2003. http://arno.unimaas.nl/show.cgi?fid=7469.

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Books on the topic "Superior performance"

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Motivating superior performance. Productivity Press, 1994.

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Alberta cattle for superior performance. Alberta Agriculture, Marketing Sector, 1986.

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Workshop on Performance Measurement and Management Control, ed. Performance measurement and management control: Superior organizational performance. Elsevier JAI, 2004.

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Planning, common sense, and superior performance. IAP - Information Age Pub., 2008.

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Spencer, Lyle M. Competence at work: Models for superior performance. Wiley, 1993.

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Gamespeed: Movement training for superior sports performance. Coaches Choice, 2010.

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Porter, Michael E. Competitive advantage: Creating and sustaining superior performance. Free Press, 1985.

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Swan, William S. How to do a superior performance appraisal. Wiley, 1991.

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Kavouriadis, Evangelos. European banks: Boards of directors and superior performance. Bernstein Research, 2002.

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Leadership's deeper dimensions: Building blocks to superior performance. Health Administration Press, 2005.

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Book chapters on the topic "Superior performance"

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Alan, Barlow. "Superior financial performance." In Profiting from Integrity. Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315108551_11.

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Bausch, Andreas, Michael Hunoldt, and Lars Matysiak. "Superior Performance Through Value-based Management." In Handbook Utility Management. Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-79349-6_2.

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Wald, Raphi. "Curb Your Enthusiasm (Pre-performance Routines and Focus)." In The Seven Practices of Mentally Superior Athletes. Routledge, 2018. http://dx.doi.org/10.4324/9780429024542-5.

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Baker, Tim. "Management Myth # 7—A Technically Superior Workforce is a Pathway to a High-Performing Business." In Performance Management for Agile Organizations. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-40153-9_10.

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Scholz-Reiter, Bernd, and Afshin Mehrsai. "Superior Performance of Leagile Supply Networks by Application of Autonomous Control." In IFIP Advances in Information and Communication Technology. Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16358-6_42.

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Tungtrakul, Tanaporn, Natthaphat Kingnetr, and Songsak Sriboonchitta. "An Empirical Confirmation of the Superior Performance of MIDAS over ARIMAX." In Lecture Notes in Computer Science. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-49046-5_51.

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Capon, Noel, John U. Farley, and Scott Hoenig. "What we Know (or Think we Know) About the Causes of Superior Financial Performance." In Toward an Integrative Explanation of Corporate Financial Performance. Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-011-5380-5_2.

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Suhairom, Nornazira, Aede Hatib Musta’amal, Nor Fadila Mohd Amin, and Adibah Abdul Latif. "Reliability and Validity Evidence of Instrument Measuring Competencies for Superior Work Performance." In Pacific Rim Objective Measurement Symposium (PROMS) 2015 Conference Proceedings. Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1687-5_21.

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Barney, Jay B., and Thomas A. Turk. "Superior Performance from Implementing Merger and Acquisition Strategies: A Resource-Based Analysis." In The Management of Corporate Acquisitions. Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1007/978-1-349-13016-0_5.

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Hatfield, Bradley D., and Scott E. Kerick. "The Psychology of Superior Sport Performance: A Cognitive and Affective Neuroscience Perspective." In Handbook of Sport Psychology. John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781118270011.ch4.

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Conference papers on the topic "Superior performance"

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Hemmens, Philip D. "Britannia: Preparing For Superior Operational Performance." In Offshore Europe. Society of Petroleum Engineers, 1997. http://dx.doi.org/10.2118/38527-ms.

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Antoniou, Marina, and Florin Udrea. "Simulated Superior Performance of Superjuction Bipolar Transistors." In 2006 International Semiconductor Conference. IEEE, 2006. http://dx.doi.org/10.1109/smicnd.2006.284001.

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Rahayu, Agus. "Capability Gap and Strategies for Superior Performance." In 2nd International Conference on Economic Education and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006880400460049.

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Okada, Masakazu, Shinya Kyogoku, Teruaki Kumazawa, et al. "Superior Short-Circuit Performance of SiC Superjunction MOSFET." In 2020 32nd International Symposium on Power Semiconductor Devices and ICs (ISPSD). IEEE, 2020. http://dx.doi.org/10.1109/ispsd46842.2020.9170126.

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Yang, Y. J., M. H. Liao, C. W. Liu, Lingyen Yeh, T. L. Lee, and M. S. Liang. "Superior n-MOSFET performance by optimal stress design." In International Semiconductor Device Research Symposium. IEEE, 2007. http://dx.doi.org/10.1109/isdrs.2007.4422230.

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Baree, M., and I. D. Robertson. "A Novel MMIC Balanced FET Mixer with Superior Performance." In 24th European Microwave Conference, 1994. IEEE, 1994. http://dx.doi.org/10.1109/euma.1994.337310.

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Naik, V. B., J. H. Lim, K. Yamane, et al. "Superior Endurance Performance of 22-nm Embedded MRAM Technology." In 2019 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2019. http://dx.doi.org/10.1109/irps.2019.8720435.

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Smith, O., A. Gelder, J. Durham, D. Saccomando, and G. Walker. "Simulating Synchroniser Stick-Slip Behaviour for Superior Gearbox Performance." In STLE/ASME 2008 International Joint Tribology Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/ijtc2008-71111.

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OEMs strive to obtain greater mechanical efficiency from their transmissions. It is widely accepted that this can be achieved by reducing the bulk viscosity of the transmission fluid, which reduces the churning losses responsible for a considerable amount of the inefficiency. There is ever-increasing demand on the transmission fluid to maintain or even increase the durability of the transmission components. However, the resulting loss of film thickness due to the lower viscosity fluid produces ever more arduous operating conditions for the transmission components, which rely on strong multifunctional additive packages not only to maintain durability but also to control the contact mechanics. This paper describes the development of a novel bench-top, friction screening test used to gain valuable fundamental knowledge and guide the formulation of manual transmission fluids (MTF) with tailored and controlled frictional performance.

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Weaver, Paul. "On Superior Buckling Performance of Flat Plates Through Anisotropy." In 44th AIAA/ASME/ASCE/AHS/ASC Structures, Structural Dynamics, and Materials Conference. American Institute of Aeronautics and Astronautics, 2003. http://dx.doi.org/10.2514/6.2003-1421.

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Dongming Wu, Kaihang Li, and Lingling Yang. "A novel RESURFed double gates IGBT with superior performance." In 2008 13th International Power Electronics and Motion Control Conference (EPE/PEMC 2008). IEEE, 2008. http://dx.doi.org/10.1109/epepemc.2008.4635250.

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Reports on the topic "Superior performance"

1

Crist, Elizabeth. Towards a measure of superior-subordinate perceptual correspondence and its relationship to the performance appraisal. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.3180.

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Paltrow, Susan. The validity of the Leiter international performance scale in measuring the intelligence of intellectually superior children. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2972.

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Nandwana, Peeyush, Ryan R. Dehoff, Sean L. Yoder, William H. Peter, and Magnus Ahlfors. Optimizing Parameters for Post-Processing of Ti-6Al-4V Components Fabricated by Additive Manufacturing for Superior Performance. Office of Scientific and Technical Information (OSTI), 2018. http://dx.doi.org/10.2172/1427620.

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Singhvi, Punit, Javier García Mainieri, Hasan Ozer, and Brajendra Sharma. Rheology-Chemical Based Procedure to Evaluate Additives/Modifiers Used in Asphalt Binders for Performance Enhancements: Phase 2. Illinois Center for Transportation, 2021. http://dx.doi.org/10.36501/0197-9191/21-020.

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The increased use of softer binders in Illinois over the past decade is primarily attributed to the increased use of recycled materials in asphalt pavement construction. The shift in demand of using PG 58-28 over PG 64-22 has resulted in potential alternative methods to produce softer binders more economically using proprietary products. However, there are challenges in using these proprietary products for asphalt modification because of uncertainty in their long-term performance and significant variability in binder chemistry. The current SuperPave performance grading specification for asphalt binders is insufficient in differentiating binders produced from these modifiers. Therefore, the objective of this study is to evaluate the performance of various softener-type asphalt binder modifiers using a wide array of rheological and chemistry tests for their integration into the Illinois Department of Transportation’s material specifications. The small-strain rheological tests and their parameters allowed for consistent grouping of modified binders and can be used as surrogates to identify performing and nonperforming asphalt binders. A new parameter, Δ|G*|peak τ, was developed from the linear amplitude sweep test and showed potential to discriminate binders based on their large-strain behavior. Chemistry-based parameters were shown to track aging and formulation changes. The modifier sources were identified using fingerprint testing and were manifested in the modified binder chemical and compositional characteristics. The two sources of base binders blended with the modifiers governed the aging rate of the modified binders. Mixture performance testing using the Illinois Flexibility Index Test and the Hamburg Wheel-Track Test were consistent with the rheological and chemical findings, except for the glycol amine-based modified binder, which showed the worst cracking performance with the lowest flexibility index among the studied modifiers. This was contrary to its superior rheological performance, which may be attributed to lower thermal stability, resulting in high mass loss during mixing. According to the characterization of field-aged binders, laboratory aging of two pressurized aging vessel cycles or more may represent realistic field aging of 10 to 15 years at the pavement surface and is able to distinguish modified binders. Therefore, an extended aging method of two pressurized aging vessel cycles was recommended for modified binders. Two different testing suites were recommended for product approval protocol with preliminary thresholds for acceptable performance validated with field-aged data.

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McGowan, Harvey. Differences Between Supervisor and High and Low-Rated Employees' Perceptions of Job Performance Ratings and Importance of Job Factors. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2051.

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Burlacu, Gabriela. Supervisor-Subordinate Directional Age Differences and Employee Reactions to Formal Performance Feedback: Examining Mediating and Moderating Mechanisms in a Chinese Sample. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.662.

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Lane, Lerose, R. Gary Hicks, DingXin Cheng, and Erik Updyke. Manual for Thin Asphalt Overlays. Mineta Transportation Institute, 2020. http://dx.doi.org/10.31979/mti.2020.1906.

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This manual presents best practices on project selection, mix design, and construction to ensure a superior product when constructing thin asphalt overlays. Experience shows these treatments provide excellent performance when placed on pavements in fair to good condition using proper construction techniques. Though sometime referred to by other names, thin asphalt overlays have been widely used for pavement preservation throughout the world for over 50 years. Limited infrastructure funding at the local, state, and federal levels has resulted in greater emphasis on the use of pavement preservation techniques to extend pavement life and reduce maintenance costs. Thin asphalt overlays are one of many preventative maintenance treatments. Thin asphalt overlays are placed directly on existing pavement and can range from 1/2 inch to 1 1/2 inches in thickness. Thin asphalt overlays have proven to be an economical means for maintaining and improving the functional condition of an existing pavement since the 1960s. Specifically, this manual provides guidance for engineers regarding where and when to use thin asphalt overlays including: (1) Types and variations of thin overlays; (2) Materials and the design process; (3) Construction; (4) Quality Assurance; and (5) Troubleshooting. This chapter by chapter guidance enables an Agency’s engineers to design and construct a successful thin asphalt overlay project to completion. This manual is one of four new manuals prepared by the California Pavement Preservation Center (CP2Center) using funding from California Senate Bill 1 (SB-1), passed in April 2017. The other three manuals provide detailed design and construction information for (1) chip seals, (2) slurry surfacing, and (3) Cape seals. The creation of these manuals was a task funded entirely from SB-1 monies for the purpose of disseminating training and technical information on highway pavement preservation to local agencies throughout California.

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