We address the issue of a tradeoff between long- and short-term interests in economic management. Starting with an obvious observation that the actions targeted to long- and short-term goals are generally in conflict, we pass on to a less obvious satement that it is not an exceptional situation that a smart decision maker can reduce or even eliminate the conflict. We illustrate the statement by an informal analysis of a stylized model of management of an enterprise. We show that if the managers put enough effort in identification of the current-value shadow prices of the enterprice, their current short-term-optimal actions become non-distiguishable from the long-term-optimal ones.

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In this paper, we consider the customer call center operation which is one of the personal computer enduser services. We deal with the problem as a case study where the optimal allocation of the call center staffwhich is called agents is determined. This previous proposed model was to provide the optimal agents' allocation for the call center service based on queuing (Erlang loss formula) [18, 19] and linear programming theory [20]. Here, besides it,we're going to address or examine the mode, considering the queuing space of not-using phones or the phones that no agents are using and the repeated calls that the customers would call when they couldn't reach any agents directly or immediately, and they couldn't even get into the queuing space of not-using phones. Then we show the effectiveness or the extent of the effectiveness of the model.

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This article aims to assess the factors that affecting the relationship between innovation and performance of SMEs that has been subjected to by SMEs Innovation Fund 1999 and successfully passed the acceptance of funds to support SMEs innovation Hebei Province Data from 174 SMEs Hebei Province. The investigation of different properties and factors that inŽuence innovation and innovation performance di fferences ways of improving the performance of SMEs innovative combination of factors, for the government to develop more targeted support for business development innovation policy to provide decision-making. Proved of SMEs innovation activities limited to the domestic sphere, the main purpose is to improve quality, increase production and technical standards. The study found that technology-based SMEs in Hebei Province, mainly from external purchasing techniques; self-developed technology (hereinafter referred to as its own technology)enterprises' innovation performance is not good to buy technology; innovation strategy and business adapt to the competitive environment in which business, in general, better performance, they have a better adaptation to the environment and to determine the ability to independently research and innovation to adapt to the new market economy.

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Project success is a vague concept among researchers and practitioners. Many researchers have tried to explain when a project could be called successful, but there is no agreement. The reason is existence of different stakeholders and viewpoints in a project. In this article we aim to make a comparative framework to compare different viewpoints and discover intersections and variances in the concept of project success to decrease these diversities. We review 173 selected papers and make an integrated framework containing nine different viewpoints that could be used as a raw dataset to explore trends in the literature and hidden aspects of project success. Analyzing statistics of this framework we found that: 1) Although the focus on stakeholders' satisfaction are increasing but still cost, time and quality is dominating success criteria for evaluating project success. And also we categorized nine success criteria to three levels of priority i.e. high, medium and low priority, based on the frequency of appearance in the papers. Then we found some corelationships between nine groups of criteria using Association Rules method. 2) During 80s most papers deal with cost,time and quality (project management success), and in 90s it expanded to customer satisfaction (product success), then currently, it expanded to multiple project evaluation (program success). We also found that there are still some forgotten parts of project success and we argue that one of the most important hidden aspects is ”Project Selection Success”. It should be considered because it defines project success at its origin. Furthermore its inŽuence on the project management and total project success is not clearly defined in the literature.

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This paper considers staffing requirements problem in service systems especial call centers with random cyclic demands and customers' abandonment behavior by using stationary models. The queueing model can be denoted as ,where arrival rates are sinusoidal, staffing requirements are time-varying and customers may abandon service if the offered waits exceed the customers' patience time. We use ”stationary independent period by period” (SIPP) approach to setting staffing requirements during each planning period such as hours, half-hours, etc. The service levels are measured by customer abandonment probability and delay probability of customers. In order to find the minimum sta ffing needed in each period to achieve the service levels, we first obtain the minimum sta ffing by SIPP which satisfy the target delay probability and abandon probability respectively, then set the maximal of the two values as our objective staffing.

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