Modeling Crew Assignments for Urban Transport Services Using Differentiated FlowsPublic transit agencies need to judiciously deploy their limited crew members to operate numerous daily scheduled se... Crew costs account for a significant portion of the operating expenses for transportation service providers, and so utilizing crews effectively is an important priority for these organizations. Thi...

In this paper, we develop a queuing model for a traffic-adaptive strategy to control a 2-phase intersection. The strategy is an approximation of the RHODES strategy, which essentially "switches to next phase when the served queue clears". In fact, Newell was the first to compare such a strategy with rolling horizon using a continuous-time formulation. This model can be used to analyze vehicular delays and queue distributions at an intersection with a two-phase signal, where the vehicle arrival process is Poisson, for both fixed timing signal control and traffic-adaptive signal control. Numerical results for the two control strategies are provided and compared.

The accelerating convergence of geopolitical volatility, technological disruption, environmental stress, and societal transformation has rendered traditional strategic management frameworks insufficient. Organizations now operate in environments defined not only by disruptions with existential implications but by wickedness—conditions in which problems are ambiguous, stakeholders disagree, and solutions reshape the challenge itself. Building on the premise that strategy itself is a wicked problem, this article advances a central claim: organizational resilience is best understood as an architectural capability largely grounded in humanity-based identity. Unlike organizational structure, mission, or even current strategy, each of which may be transient in turbulent environments, organizational identity, which is a construct that derives from individuals and humanity, provides an enduring basis for harmonizing the organization and its environment. Utilizing the lens of “humanity”—in its two dimensions of humankind and humaneness—we synthesize research on wicked problems, organizational identity, dynamic capabilities, modular design, alliances and smart power, and hybrid intelligence. We then propose an integrative model linking humanity-driven identity to resilience through three vectors—Inspirational Transformative Ambition, Innovative Value Networks, and Hybrid Intelligence Ecosystems—operationalized via a recently developed diagnostic tool. Finally, we offer corroborative evidence for the “Business of Humanity” logic, arguing that aligning humankind (opportunity across the full market spectrum) with humaneness (values-based evaluation) strengthens resilience by expanding opportunity sets while enhancing legitimacy, trust, and stakeholder alignment.