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This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

In this chapter, I will outline the labels of giftedness and underachievement and present the theoretical debates surrounding these labels. A historicist examination of these labels follows, highlighting how the gifted underachievement (GUA) label emerges through the negation of “giftedness.” Subsequently, I explore the concept of GUA and its negative connotations, stemming from the positive valuation inherent in the term “giftedness” and its implications for what is considered “normal.” This chapter also reviews perspectives on shifting the focus away from the individual within the current paradigm of labeling giftedness and explores insights from systemic thinking and symbolic interactionism (SI). The conclusion underscores the necessity of a symbolic interactionist perspective to address the gaps in research on the labeling of giftedness and underachievement. Finally, I propose a generic definition that can be used in GUA research in the light of SI.

The purpose of this paper is mainly to develop the adjoint method within the method of magnetic moment (MMM) and thus, to provide an efficient new way to solve topology optimization problems in magnetostatic to design 3D-magnetic circuits.

First, the MMM is recalled and the optimization design problem is reformulated as a partial derivative equation-constrained optimization problem where the constraint is the Maxwell equation in magnetostatic. From the Karush–Khun–Tucker optimality conditions, a new problem is derived which depends on a Lagrangian parameter. This problem is called the adjoint problem and the Lagrangian parameter is called the adjoint parameter. Thus, solving the direct and the adjoint problems, the values of the objective function as well as its gradient can be efficiently obtained. To obtain a topology optimization code, a semi isotropic material with penalization (SIMP) relaxed-penalization approach associated with an optimization based on gradient descent steps has been developed and used.

In this paper, the authors provide theoretical results which make it possible to compute the gradient via the continuous adjoint of the MMMs. A code was developed and it was validated by comparing it with a finite difference method. Thus, a topology optimization code associating this adjoint based gradient computations and SIMP penalization technique was developed and its efficiency was shown by solving a 3D design problem in magnetostatic.

This research is limited to the design of systems in magnetostatic using the linearity of the materials. The simple examples, the authors provided, are just done to validate our theoretical results and some extensions of our topology optimization code have to be done to solve more interesting design cases.

The problem of design is a 3D magnetic circuit. The 2D optimization problems are well known and several methods of resolution have been introduced, but rare are the problems using the adjoint method in 3D. Moreover, the association with the MMMs has never been treated yet. The authors show in this paper that this association could provide gains in CPU time.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.