Richard D. Chippendale, Igor O. Golosnoy, Paul L. Lewin and Jan K. Sykulski
The purpose of this paper is to investigate and explain the unexpected current flow patterns and twisting equipotential surfaces observed in strongly anisotropic materials.
Abstract
Purpose
The purpose of this paper is to investigate and explain the unexpected current flow patterns and twisting equipotential surfaces observed in strongly anisotropic materials.
Design/methodology/approach
Potential distributions and current flow paths in highly anisotropic composite materials were studied via numerical simulation and experimentally. Simplified composite panels with two plyes were analysed using a finite‐element model; the predictions were then confirmed experimentally.
Findings
The unexpected twisting equipotential surfaces and current flow patterns were found to be consistent with minimising of Joule heat release in the material. Numerical modelling suggests that the twisted profiles of the potential are highly sensitive to the anisotropic electrical conductivity.
Originality/value
This paper discusses the reverse current flows witnessed in a two‐layer anisotropic system. Such behaviour has never been predicted or observed experimentally before. The reported results will be of interest to anyone who is considering using anisotropic materials such as carbon fibre composites which might experience applied potential difference, such as lightning strikes.
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Christopher Williams and Maya Kumar
We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to…
Abstract
We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to overcome liability of outsidership and eventually learn how to innovate on behalf of their onshore clients as a result of their embedment with clients across multiple teams. We theorize that the cross-border relocation of innovative activities from a client firm to an offshore vendor is only possible when teams within the vendor team have assumed a double-loop learning capability from the client allowing them to determine governing variables relating to the client’s organizational environment. Through direct on-the-job experience working with each other, international teams comprised in part from the vendor and in part from the client can undergo different learning transitions, which we classify as either relationship-oriented or task-oriented. These transitions determine the extent to which double-loop learning can be developed in offshore locations and are influenced by intra-team dynamics and the way the joint teams organize and manage themselves. Our perspective has implications for our understanding of organizational designs associated with both client and vendor multinational enterprises seeking to benefit from innovation in offshore outsourcing.
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Donna L. Ogle, Ramkrishnan (Ram) V. Tenkasi and William (Bart) B. Brock
Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey research…
Abstract
Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey research among organization development scholars and practitioners. This exploratory study seeks a more objective understanding of the state of organization development by examining big data from the social media platform Twitter. Drawn from over 5.7 million tweets extracted through Twitter's Application Program Interface (API) during 2 months in 2018, this research approaches the state of organization development through a quantitative, abductive study utilizing social network analyses. Organization development is examined through its characteristics as a social network on Twitter and how it relates to and interacts with other familial networks from management and organization studies. Findings show that organization development is relatively inactive as a social network on Twitter, as compared to other familial networks, and the relationships between the organization development network and these familial networks tend to be ones of inequality. Organization development references familial networks much more than any of the familial networks reference organization development. This inequality in social media presence is particularly surprising since several of these familial networks were founded from the field and principles of organization development. We locate organization development's generalist status, as compared to familial networks' specialist status, as generating this interaction disparity drawing on recent research that suggests specialized fields fare better in times of rapid change compared to generalist fields. We discuss the potential for greater specialization of organization development with a reemphasis on its process philosophy and focus.
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This chapter uses Austrian capital theory to illustrate why empirical work can be elusive in typical Austrian themes. It explores the nature of the problem and different…
Abstract
This chapter uses Austrian capital theory to illustrate why empirical work can be elusive in typical Austrian themes. It explores the nature of the problem and different alternative solutions to empirical challenges. This chapter also discusses the Austrian literature’s epistemological approach to empirical work to shed light on the controversial relationship between Austrian theory and empirical testing. Finally, this chapter offers examples of how Austrian and mainstream economics can find a common empirical ground.
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There has been considerable research into different approaches to workplace dispute resolution in the United States (US), the United Kingdom (UK), and to a lesser extent other…
Abstract
There has been considerable research into different approaches to workplace dispute resolution in the United States (US), the United Kingdom (UK), and to a lesser extent other English-speaking countries. This chapter considers what guidance this research can provide into the practical implications of these different approaches.
One frame of reference for evaluating different approaches to workplace dispute resolution is provided by Budd’s three objectives of the employment relationship: equity, voice and efficiency.
While dispute resolution procedures can contribute to all three objectives, there can be negative consequences for employees who make use of formal workplace dispute resolution procedures. It is desirable that workplace disputes be resolved quickly and informally.
Such an approach places considerable weight on the skills of line managers. Unfortunately, there is evidence of a preference among line managers to replace pragmatic approaches to conflict resolution with a rigid adherence to process and procedure. This is partly due to a lack of skills, but is often compounded by inadequate support from senior management.
While it is important for organisations to have formal workplace dispute resolution procedures, the focus should be on line managers. The role of human resources staff and senior management should primarily be to monitor the dispute resolution system, ensure that it is operating effectively and deal with any emerging issues. They should ensure appropriate training is in place and provide appropriate support to line managers. Only when line managers have failed to resolve disputes should they become directly involved.
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Peter J. Boettke, Christopher J. Coyne and Patrick Newman
This chapter provides a comprehensive survey of the contributions of the Austrian school of economics, with specific emphasis on post-WWII developments. We provide a brief history…
Abstract
This chapter provides a comprehensive survey of the contributions of the Austrian school of economics, with specific emphasis on post-WWII developments. We provide a brief history and overview of the original theorists of the Austrian school in order to set the stage for the subsequent development of their ideas by Ludwig von Mises and F. A. Hayek. In discussing the main ideas of Mises and Hayek, we focus on how their work provided the foundations for the modern Austrian school, which included Ludwig Lachmann, Murray Rothbard and Israel Kirzner. These scholars contributed to the Austrian revival in the 1960s and 1970s, which, in turn, set the stage for the emergence of the contemporary Austrian school in the 1980s. We review the contemporary development of the Austrian school and, in doing so, discuss the tensions, alternative paths, and the promising future of Austrian economics.
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David L. Cooperrider, David L. Cooperrider and Suresh Srivastva
It’s been nearly 30 years since the original articulation of Appreciative Inquiry in Organizational Life was written in collaboration with my remarkable mentor Suresh Srivastva …
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It’s been nearly 30 years since the original articulation of Appreciative Inquiry in Organizational Life was written in collaboration with my remarkable mentor Suresh Srivastva (Cooperrider & Srivastva, 1987). That article generated more experimentation in the field, more academic excitement, and more innovation than anything we had ever written. As the passage of time has enabled me to look more closely at what was written, I feel both a deep satisfaction with the seed vision and scholarly logic offered for Appreciative Inquiry (AI), as well as well as the enormous impact and reverberation. Following the tradition of authors such as Carl Rogers who have re-issued their favorite works but have also added brief reflections on key points of emphasis, clarification, or editorial commentary we have decided to issue a reprint the early article by David L. Cooperrider and the late Suresh Srivastva in its entirety, but also with contemporary comments embedded. To be sure the comments offered are brief and serve principally to add points of emphasis to ideas we may have too hurriedly introduced. My comments – placed in indented format along the way – are focused on the content and themes of furthermost relevance to this volume on organizational generativity. In many ways I’ve begun to question today whether there can even be inquiry where there is no appreciation, valuing, or amazement – what the Greeks called thaumazein – the borderline between wonderment and admiration. One learning is that AI’s generativity is not about its methods or tools, but about our cooperative capacity to reunite seeming opposites such as theory as practice, the secular as sacred, and generativity as something beyond positivity or negativity. Appreciation is about valuing the life-giving in ways that serve to inspire our co-constructed future. Inquiry is the experience of mystery, moving beyond the edge of the known to the unknown, which then changes our lives. Taken together, where appreciation and inquiry are wonderfully entangled, we experience knowledge alive and an ever-expansive inauguration of our world to new possibilities.
This article presents a conceptual refiguration of action-research based on a “sociorationalist” view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of the best means human beings have for affecting change in a postindustrial world; that the discipline's steadfast commitment to a problem solving view of the world acts as a primary constraint on its imagination and contribution to knowledge; that appreciative inquiry represents a viable complement to conventional forms of action-research; and finally, that through our assumptions and choice of method we largely create the world we later discover.
Hector Viveros, Senia Kalfa and Paul J. Gollan
The purpose of this chapter is to examine voice as an empowerment practice in a manufacturing company. The case study follows a qualitative approach to analyse employee voice and…
Abstract
The purpose of this chapter is to examine voice as an empowerment practice in a manufacturing company. The case study follows a qualitative approach to analyse employee voice and types of empowerment from a structural perspective. Findings suggest a variety of voice arrangements to empowering employees such as voice surveys, meetings, e-suggestions, opinion boxes and informal means such as casual meetings and walkarounds. In addition, employee voice is linked to types of empowerment such as information sharing, upward problem solving, task autonomy and attitudinal shaping. Further research would benefit from an exploration of employees’ feelings regarding voice mechanisms to examine the psychological perspective of empowerment.