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  Facing Organizational Change and Stress Management: The Case of First Commercial Bank

  Elham Metwally

  In today’s hyper-competitive environment, understanding factors that contribute to effective management of change and achieving strategic competitiveness are critical. Based on management theories and best practices, this case study provides a detailed exploration, description, and explanation of the implementation of two electronic banking delivery systems, namely ATMs and Internet Banking, in a leading bank in Egypt. The case identifies and describes the bank’s approach to managing change through Information Technology, with regards to leadership actions, overcoming resistance to change, personal and organizational attributes, strategies, structures, business processes, culture, as well as organizational commitment. The arrangement of the case followed a question-and-answer format rather than the traditional narrative. A series of questions and answers based on the semi-structured face-to-face interviews assessed the research topic. The researcher treated both products side-by-side throughout the case, as action planning was the same for each product. Outcomes revealed great commonalities, which meant tremendous overlap and repetition, had a separate case study been presented for each product.

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  Self-aligned double patterning (SADP) friendly detailed routing

  Minoo Mirsaeedi, J. Andres Torres, and Mohab Anis

  [abstract not available]

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  Self-aligned double patterning (SADP) layout decomposition

  Minoo Mirsaeedi, J. Andres Torres, and Mohab Anis

  [abstract not available]

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  Ariika Bean Bags: A successful Egyptian Entrepreneur Capable of Regional Expansion?

  Hend Mostafa and Rania S. Hussein

  Since its introduction in the Egyptian market in 2011, Ariika's sales have been growing. In three years the company was able to position itself in the Egyptian market and was perceived as an international company. Ariika was targeting consumers, corporate and re-sellers and was able to acquire high market share. The success of Ariika encouraged Hassan Arslan, founder and CEO of Ariika bean bags, to consider international expansion. Arslan was considering countries in the Middle East as a good starting point for international expansion as they have similar cultures and may also have similar demands. Ariika’s brand name which is derived from Arabic origins “Ariika” and that signifies comfort, is also well recognized and easily understood in the Middle East. Ariika had only one store in Egypt and a geographical expansion could surely benefit Ariika. Alternatively Arslan wanted to build on Ariika's success by developing Ariika Home that would sell hard furniture such as tables and chairs online. Having the three options in mind, Arslan was wondering which option should he start with? If he decided to go international which countries should he consider? Should he follow the same strategy developed for the Egyptian market? If he decided to expand geographically where should he open new stores? Or should he develop the new brand Ariika Home?

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  Automatic control of an orthogonal-type robot with a force sensor and a small force input device

  Fusaomi Nagata, Sho Yoshitake, Akimasa Otsuka, Keigo Watanabe, and Maki K. Habib

  [abstract not available]

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  Structure-from-motion for earthwork planning

  Khaled Nassar, Ebrahim A. Aly, and Younghan Jung

  [abstract not available]

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  Multiobjective optimization of advanced shoring systems used in bridge construction

  Khaled Nassar, Mohamed El Masry, and Yasmine Sherif

  [abstract not available]

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  Developing an efficient algorithm for balancing mass-Haul diagram

  Khaled Nassar, Ossama Hosny, Ebrahim A. Aly, and Hesham Osman

  [abstract not available]

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  A comparative analysis of database connection pooling implementations with emphasis on the added value of aspect orientation

  Lamya A. Othman, Hoda M. Hosny, and Sherif G. Aly

  [abstract not available]

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  A comparative analysis between FinFET Semi-Dynamic Flip-Flop topologies under process variations

  Mohamed Rabie, Ahmed Bahgat, Khaled Ramadan, Hosam Shobak, and Tarek Nasr

  [abstract not available]

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  Label oriented clustering for social network discussion groups

  Ahmed Rafea, Ahmed El Kholy Sherif, and G. Aly

  [abstract not available]

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  On the performability of on-board train networks with fault-tolerant controllers

  Tarek K. Refaat, Hassanein H. Amer, Ramez M. Daoud, and Magdi S. Moustafa

  [abstract not available]

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  A reconfigurable, pipelined, conflict directed jumping search SAT solver

  Mona Safar, M. Watheq El-Kharashi, Mohamed Shalan, and Ashraf Salem

  [abstract not available]

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  Exploring different rule quality evaluation functions in ACO-based classification algorithms

  Khalid M. Salama and Ashraf M. Abdelbar

  [abstract not available]

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  A parametric DFM solution for analog circuits: Electrical driven hot spot detection, analysis and correction flow

  Rami F. Salem, Ahmed Arafa, Sherif Hany, Abdelrahman Elmously, and Haitham Eissa

  [abstract not available]

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  77 GHz MEMS antennas on high-resistivity silicon for linear and circular polarization

  M. O. Sallam, E. A. Soliman, S. Hassan, O. El Katteb, and S. Sedky

  [abstract not available]

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  Dual-band 60/77 GHz MEMS antenna on high-resistivity silicon

  M. O. Sallam, E. A. Soliman, S. Hassan, and S. Sedky

  [abstract not available]

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  A Comparative Analysis of Activity-Based Costing and Traditional Costing Systems: The Case of Egyptian Metal Industries Company

  Khaled Samaha and Sara Abdallah

  Today, organizational environments are increasingly characterized by an expanding use of advanced technologies. A company’s management accounting system should capture the underlying technology, be consistent with corporate commitment to total quality and increased automation, and promote its efforts to compete on the basis of cost, quality, and lead time. However, the recent literature reveals that traditional cost accounting systems systematically introduce serious product cost distortions, which lead to inappropriate strategic decisions. Activity-Based Costing (ABC) represents an alternative paradigm that is giving more accurate and traceable cost information. The objective of this case is to illustrate the application of ABC method in a single manufacturing organization operating in the metal industry and to compare the results of ABC with volume based costing (traditional costing) method. The results of the application highlight the weak points of volume based costing which assigns factory overhead costs using direct labor-hours or machine-hours as a cost driver. As a result, volume-based costing under-costs low-volume product (i.e. products requiring fewer direct labor hours in total), while it over-costs high-volume products (i.e. products requiring more direct labor-hours in total), and thus, a product is subsidized at the expense of others. In cost accounting this is called cross-subsidization. However, activity-based costing traces overhead consumption by each product and thus provides a more accurate per-unit overhead cost.

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  Low thermal-budget silicon sealed-cavity microencapsulation process

  S. Sedky, H. Tawfik, A. Abdel Aziz, S. ElSaegh, and A. B. Graham

  [abstract not available]

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  Funlozia’s Dune Raider Befriends the Egyptian Desert Sands

  Iman Seoudi and Mirette Shoeir

  Dune Raider was founded by Karim Hossam in 2008 as the first company to introduce sand boarding in Egypt. As the weekly sand boarding events gained more fans, Karim teamed up with his two partners, Mohamed Fadly and Mohamed Elwan to establish Funlozia in 2012, the mother company that would house the now popular Dune Raider sand boarding brand in addition to two other lines that the company offers. Besides sand boarding trips, Funlozia houses the Camponita brand, which organizes camps and adventure trips both inside and outside of Egypt. Funlozia also houses a corporate service line, Go Camp, which offers team building and interpersonal skills events for companies, with accounts such as P&G, Aramex and CIB. The case study focuses on the growing pains and spectacular success of young Funlozia. The case highlights the challenges an entrepreneurial startup faces as it transitions from the start-up stage and starts to negotiate the company building and growth stage. In addition, this young company already has three branded services each targeted to a different customer segment. With limited financial and human resources, the management team is challenged to set an effective strategy for each of the three service lines and create brand recognition and a presence in each segment. The case displays a rich array of strategic management, strategic marketing, entrepreneurship and organizational issues.

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  Frequently asked questions web pages automatic text summarization

  Yassien M. Shaalan and Ahmed Rafea

  [abstract not available]

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  Applying Scrum framework in the IT service support domain

  Mohamed Shalaby and Sherif El-Kassas

  [abstract not available]

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  Power gating of VLSI circuits using MEMS switches in low power applications

  Hosam Shobak, Mohamed Ghoneim, Nawal El Boghdady, Sarah Halawa, and Sophinese Iskander

  [abstract not available]

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  Validation and analysis of numerical results for a two-pass trapezoidal channel with different cooling configurations of trailing edge

  Waseem Siddique, Igor V. Shevchuk, Lamyaa A. El-Gabry, and Torsten H. Fransson

  [abstract not available]

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  Message from the AICCSA2011 program chairs

  H. J. Siegel and Amr El-Kadi

  [abstract not available]