Search results

Ultrasound is a well-established technology in medical science, though many of the conventional measurement systems (hydrophones and radiation force balances [RFBs]) often lack accuracy and tend to be expensive. This is a significant problem where sensors must be considered to be “disposable” because they inevitably come into contact with biological fluids and expense increases dramatically in cases where a large number of sensors in array form are required. This is inevitably the case where ultrasound is to be used for the in vitro growth stimulation of a large plurality of biological samples in tissue engineering. Traditionally only a single excitation frequency is used (typically 1.5 MHz), but future research demands a larger choice of wavelengths for which a single broadband measurement transducer is desirable. Furthermore, because of implementation conditions there can also be large discrepancies between measurements. The purpose of this paper deals with a very cost-effective alternative to expensive RFBs and hydrophones.

Utilization of cost-effective piezoelectric elements as broadband sensors.

Very effective results with equivalent (if not better) accuracy than expensive alternatives.

This paper concentrates on how very cost-effective piezoelectric ultrasound transducers can be implemented as sensors for ultrasound power measurements with accuracy as good, if not better than those achievable using radiation force balances or hydrophones.

The uncertainty of the current economic environment increases the risk of organizational failure. The traditional approach intends the crisis as a phenomenon that can be managed according to some predetermined and well-defined procedures. Although this traditional approach emphasizes on the technical dimension, it does not take into account the organizational dimension, which instead plays a crucial role in the circumstances of today’s crisis. The purpose of this paper is to investigate which are the most effective organizational practices able to promote an adequate culture prevent or manage effectively crisis situations.

A group of Italian military and civil opinion leaders took part in the study. Authors hypothesized that the military organizations, being defined as “High Reliability Organization,” have organizational characteristics that allow them to manage crisis situations more effectively, and, for this reason, they can be taken as a reference by civil organizations.

The results show noticeable differences about organizational attributes concerning the two organizations. According to the results, military organization has the most appropriate organizational dimensions to prevent and manage the crisis situations.

Based on the results, military organization is suggested to be taken as an example by civil organizations in the process of organizational change necessary to obtain reliable performance.

The originality of this paper lies in the empirical and theoretical framework provided to analyze risk and crisis management, based on the comparison between military and civil organizations. The paper aims to be a starting point from which a positive process of cultural osmosis between the two organizations can be promoted.

The uncertainty of the current economic environment increases the risk of organizational failure. The traditional approach intends the crisis as a phenomenon that can be managed according to some predetermined and well-defined procedures. Although this traditional approach emphasizes on the technical dimension, it does not take into account that organizational dimension, which instead plays a crucial role in the circumstances of today’s crisis. The purpose of this paper is to investigate which are the most effective organizational practices able to promote an adequate culture prevent or manage effectively crisis situations.

A group of Italian military and civil opinion leaders took part in the study. Authors hypothesized that the military organizations, being defined as “High Reliability Organization,” have organizational characteristics that allow them to manage crisis situations more effectively, and, for this reason, they can be taken as a reference by civil organizations.

The results show noticeable differences about organizational attributes concerning the two organizations. According to the results, the military organization has the most appropriate organizational dimensions to prevent and manage the crisis situations.

The originality of this paper lies in the empirical and theoretical framework provided to analyze risk and crisis management, based on the comparison between military and civil organizations. The paper aims to be a starting point from which a positive process of cultural osmosis between the two organizations can be promoted.