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Presents a review on implementing finite element methods on supercomputers, workstations and PCs and gives main trends in hardware and software developments. An appendix included at the end of the paper presents a bibliography on the subjects retrospectively to 1985 and approximately 1,100 references are listed.

Competitiveness is an important personality trait that has been studied in various disciplines and has been shown to predict critical work outcomes at the individual level. Despite this, the role of competitiveness in groups and teams has received scant attention amongst organizational researchers. Aiming to promote future research on the role of competitiveness as both an adaptive and maladaptive trait – particularly in the context of work – the authors review competitiveness and its effects on individual and team stress and Well-Being, giving special attention to the processes of cohesion and conflict and situational moderators. The authors illustrate a dynamic multilevel model of individual and team difference factors, competitive processes, and individual and team outcomes to highlight competitiveness as a consequential occupational stressor. Furthermore, the authors discuss the feedback loops that inform the different factors, highlight important avenues for future research, and offer practical solutions for managers to reduce unhealthy competition.

Prior innovation orientation research has mostly focused on performance consequences, with some recent work examining its relationship with innovative practices such as open innovation. Yet, despite this growing body of open innovation research, there are still gaps and limitations. Notably, most prior studies have been conducted in Europe, limiting their generalizability to the rest of the world, and are replicative, exploring performance and competitive outcomes. There is very limited work examining the potential limitations of open innovation. This study extends innovation orientation research and examines the limitations of open innovation in North America.

This study explores the relationships between innovation orientation and performance, open innovation and performance and innovation orientation and open innovation among 386 North American companies.

This study is novel as it examines the relationships between innovation orientation and performance, open innovation and performance and innovation orientation and open innovation among North American companies. The research uncovers a linear relationship between innovation orientation and performance, a correlation between innovation orientation and open innovation and a counterintuitive curvilinear relationship between open innovation and performance. The curvilinear relationship, shaped as an inverted u-shape, suggests there are limitations to the strategy's effectiveness, actionable insight to companies, consultants and scholars alike. In the discussion section, findings are further unpacked with regard to their implications for the scholarly literature. The paper concludes with managerial considerations for creating an innovation orientation and the most effective level of open innovation for maximum competitive and performance implications.

Beyond the innovation orientation and open innovation research contributions, this study offers managerial insight for executives seeking to enhance competitiveness and drive firm performance.

Neutrality has traditionally been considered a key trait of the civil service in Western democracies. The conception of the neutral bureaucracy is closely linked to the notion of the prominent politics–administration dichotomy of the two spheres of politics and administration, as advocated by Max Weber (1980) and Woodrow Wilson (1887). According to conventional wisdom, the firm and encompassing implementation of the merit principle realises the idea of a neutral bureaucracy. In that respect, neutrality and merit-based recruitments are often considered the opposite of politicisation. Conventionally, a neutral bureaucracy is considered to assure competence and immunity against opportunistic ideas brought in by volatile, sometimes erratic political leadership. Because elected politicians come and go with elections, they cannot ensure that political decisions are carried out based on the ‘best’ available knowledge. In that sense, bureaucrats are conceived as neutral, obedient servants that subordinate their behaviour to the will of political masters, to the law and the common good. However, there is no strict politics–administration dichotomy in contemporary politico-administrative systems. Empirical findings from the late 1970s onwards demonstrated that bureaucrats are by no means as neutral and ‘apolitical’ as assumed, but rather remarkably involved in political processes. This chapter discusses the literature on neutral competence and presents an empirical analysis of Danish and British civil servants’ accounts of neutrality. This chapter concludes by suggesting the concept of competent neutrality and discussing implications for our understanding of bureaucratic neutrality.

With the first issue of this journal a series of articles begins which describes the functions and activities of the various committees dealing with printed circuits. Among those to be included in this series, but not necessarily in the order outlined below, are: International Electrotechnical Commission (IEC) —TC 52 Printed Circuits British Standards Institute (BSI) —TLE/19 (Printed Circuits) Electronic Engineering Association (EEA) —Printed Circuit Committee Radio and Electronic Component Manufacturers Federation (RECMF) —Panel Z (Printed Circuits) To start the series, an introductory article has been written by G. C. Wilson who, as a member of three of the committees mentioned, is certainly qualified to contribute an authoritative article on this specific subject.

Post-traumatic stress disorder (PTSD) affects both civilian and military populations following wartime experiences. However, despite an abundance of research investigating civilian and military populations separately, much less focus has been given to synthesizing and integrating findings to describe how civilian and military war survivors are comparatively affected by PTSD. This review is broken down into three sections covering (1) risk factors associated with PTSD, (2) relationships between PTSD and mental health outcomes, and (3) protective factors that can attenuate PTSD and its effects. Each section covers findings for civilians and military personnel and highlights similarities and differences between groups.

This study examines whether Revenue Procedure 2003-61 is an improvement over Revenue Procedure 2000-15, in the areas of taxpayers’ expectations for IRS equitable relief decisions and gender-related in-group bias. The survey instrument includes a vignette adapted from a judicial decision. The results show that Rev. Proc. 2003-61 does improve upon Rev. Proc. 2000-15. Furthermore, taxpayers perceive different expectations of what the IRS should do and what the IRS would do in equitable relief decision making. Also, gender-related in-group biases are found to be present for both genders. Tax policy implications regarding equitable relief are discussed.

This paper aims to present a framework that includes six essential factors and four strategic intervention points that provide the necessary context to sustain and support innovation.

Based on our academic and consulting experience, this article summarizes our knowledge of what it takes to be a top innovator and how organizations should best pursue innovation agendas. The model presented is supported by our research which considers assessments from 3,642 employee responses assessing the innovation cultures of organizations.

We find that companies need to ask six questions to assess their innovation cultures. These questions relate to creativity, incentives, processes, leadership, knowledge management and resources. Our framework presents four intervention points to support implementing and sustaining an innovation culture including objectives, behaviors and actions, context and management for execution.

Our framework is effective, but we acknowledge that there are other means to creating and sustaining an innovation culture.

We present six questions that companies need to ask themselves to assess their innovation culture and offer strategies to enhance it.

Given the contribution of innovation culture to competitiveness and performance, our recommendations will allow managers to set themselves apart from their competition and further their financial and nonfinancial corporate objectives.

Everyone likes the idea of change, but it is the process of change that is difficult. We offer strategies that put such intentions to work.