P.J. de Jager, J.J. Broek and J.S.M. Vergeest
The third part of a comprehensive six‐part series on a promising and growing approach to mechanical attachment amenable to automation. Integral snap‐fit attachment design has…
Abstract
The third part of a comprehensive six‐part series on a promising and growing approach to mechanical attachment amenable to automation. Integral snap‐fit attachment design has traditionally focused almost exclusively on the individual features that actually accomplish locking between parts of an assembly (e.g. cantilever hooks, bayonet‐fingers, compressive hooks, traps, and others). The placement and orientation of features that facilitate or enhance engagement or eliminate unwanted translation, rotation or vibration, i.e. locating features and enhancements, are rarely considered. Here, describes integral features classified as locks, locators or enhancements. More importantly, presents a systematic six‐step approach or methodology to guide designers at the higher, attachment or conceptual design level (as opposed to lower, feature or detail design level).
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David W. Brannon and Ralf Burbach
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools…
Abstract
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.
Methodology: A conceptual chapter synthesising disparate theories in a new context.
Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.
Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.
Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.
Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.
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Gianmaria Martini and Giorgio Vittadini
The goal of this contribution is to shed light on the benefits for research in health care coming from the use of administrative data, especially in terms of measuring hospitals’…
Abstract
The goal of this contribution is to shed light on the benefits for research in health care coming from the use of administrative data, especially in terms of measuring hospitals’ outcomes. The main approaches to health outcome evaluation are reviewed and the possible improvements deriving from the use of administrative data are highlighted. Administrative data may be an essential element in the process of gathering to the public true rankings of health care organizations, reducing the degree of asymmetric information that typically arises in health care. Patients will be more aware of the best institutions, which will induce most of them to demand to be admitted in them, taking into account the costs associated with distance and with the severity of the illness. This in turn may ask for a reorganization of the sector, closing some organizations and expanding others, having as final goal to improve the health status of the population, without income barriers. This is one of the first attempts to provide an overview of the advantages that administrative data may gather in health care.
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Worldwide academia is going through a major transformation because of Open Science and Recognition and Rewards movements that are linked to big societal challenges such as climate…
Abstract
Worldwide academia is going through a major transformation because of Open Science and Recognition and Rewards movements that are linked to big societal challenges such as climate change, digitalization, growing inequality, migration, political instability, democracies under threat and combinations of these challenges. The transformations affect the human resource management (HRM) and talent management of universities. The main focus of this chapter is on collaborative innovation and the way universities participate in coalitions and strategic alliances on national and international levels. These platforms not only discuss the transformations and support the academic changes but also act as talent pools and talent exchange. This chapter provides an overview of the current state of affairs with respect to Open Science and Recognition and Rewards in academia. Next, a theoretical foundation is presented on the concepts of collaborative innovation, coopetition and HRM innovation in general. The leaders or leading organizations in the HRM innovation models often can’t make it happen on their own, in particular in highly institutionalized contexts such as academia. The legitimacy of transformations requires coalitions of the willing and therefore strategic alliances on different levels. The coalitions in academia can also contribute to academic talent management through sectoral transformations (see Recognition and Rewards) and through the way these coalitions operate.
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P.J. de Jager, J.J. Broek and J.S.M. Vergeest
Current rapid prototyping processes are mainly based on layered manufacturing techniques using 2.5D slices. Defines manufacturing by means of 2.5D slices as a zero order…
Abstract
Current rapid prototyping processes are mainly based on layered manufacturing techniques using 2.5D slices. Defines manufacturing by means of 2.5D slices as a zero order approximation. A disadvantage of this approximation is the staircase effect, requiring thin layers to be used. If the outer surfaces of the slices can be inclined, speaks of a first order approximation. This approximation is achieved by linear interpolation between adjacent contours, resulting in ruled slices. Describes a method to approximate a given model geometry in a layered fashion not exceeding a user‐defined error δ using either a zero or a first order approximation and an adaptive layer thickness. Analyses the model geometry for curvature and inclination in order to determine the adaptive layer thickness. Provides a method for matching corresponding contours from adjacent slices. Several test objects have been processed using both zero and first order approximation. Shows that the first order approximation significantly reduces the number of required layers for a given δ when compared to the zero order approximation.
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Marion Festing and Lynn Schäfer
The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is…
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The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.
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The purpose of this paper is to deal with an analytical investigation of delamination fracture in the mixed-mode bending (MMB) multilayer beam configurations taking into account…
Abstract
Purpose
The purpose of this paper is to deal with an analytical investigation of delamination fracture in the mixed-mode bending (MMB) multilayer beam configurations taking into account the material non-linearity.
Design/methodology/approach
The J-integral approach was applied in fracture analysis. The beam layers non-linear mechanical response was described by using a power-law stress-strain relation with four material constants. Analytical solutions of the J-integral were derived by using the technical beam theory. The fracture analysis developed is valid for MMB beams whose layers may have different thicknesses. Also, the values of material constants in the non-linear stress-strain equation may be different for each layer.
Findings
The effect of material constants, crack location and layer thicknesses on the non-linear fracture was evaluated. The analytical solutions obtained are very suitable for parametric studies of non-linear fracture behaviour. The approach developed here can be used for optimization of multilayered beam structures with respect to the delamination fracture performance. The present study can also be useful for the understanding of fracture in multilayered beams exhibiting material non-linearity.
Originality/value
For the first time, an analytical study was performed of the delamination fracture behaviour of the MMB multilayered beam configuration taking into account the material non-linearity.
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J. Schijve and D. Broek
This paper deals with crack propagation under programme‐fatigue loading; the programme being derived from a gust spectrum. The validity of the Palmgren‐Miner rule for crack…
Abstract
This paper deals with crack propagation under programme‐fatigue loading; the programme being derived from a gust spectrum. The validity of the Palmgren‐Miner rule for crack propagation has been studied and its usefulness for design purposes is discussed.
Paul Boselie, Rik van Berkel, Jasmijn van Harten, Laura van Os and Rosan Haenraets