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Article
Publication date: 1 February 2003

Paul Tuffield and Hugo Elias

The development and current specification for the Shadow Hand and Arm project are described. The Shadow robot has human like movements and uses air muscles to replicate the action…

1333

Abstract

The development and current specification for the Shadow Hand and Arm project are described. The Shadow robot has human like movements and uses air muscles to replicate the action of human muscles. This produces a robot mechanism that is compliant, intrinsically safe and suitable for use in direct contact with disabled and able bodied people.

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Industrial Robot: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 0143-991X

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Publication date: 24 January 2022

Eleonora Pantano and Kim Willems

In confining the COVID-19 pandemic, social distancing was key, with traditional, bricks-and-mortar retailing being shut-down for weeks, and have nearly universally moved into…

Abstract

In confining the COVID-19 pandemic, social distancing was key, with traditional, bricks-and-mortar retailing being shut-down for weeks, and have nearly universally moved into online channels. At the same time, online players have started to operate physical stores. This chapter provides an analysis of how COVID-19 has accelerated the digitalization of retailing, focusing on the shift towards the online and mobile shopping channel. On the basis of success stories and failures in retail business practice, lessons are distilled for developing effective future phygital scenarios.

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Publication date: 1 January 1991

Ian McEvoy has been appointed Director of Operations at DEK Printing Machines Ltd, Weymouth.

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Ian McEvoy has been appointed Director of Operations at DEK Printing Machines Ltd, Weymouth.

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Microelectronics International, vol. 8 no. 1
Type: Research Article
ISSN: 1356-5362

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Article
Publication date: 1 December 1999

Brian Waterfield and Nihal Sinnadurai

40

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Microelectronics International, vol. 16 no. 3
Type: Research Article
ISSN: 1356-5362

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Article
Publication date: 1 May 2000

Jim Grieves

Suggests that the end of the twentieth century may witness the end of modernity and that the post‐modern world of organizations will be driven by a new set of expectations. On the…

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Suggests that the end of the twentieth century may witness the end of modernity and that the post‐modern world of organizations will be driven by a new set of expectations. On the one hand certain trends are discernible as a result of globalization and on the other internal debates within Organizational Development will reshape intervention strategies through organizational learning and Human Resource Development.

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The Learning Organization, vol. 7 no. 2
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 July 2004

Larry Hubbell

Recently, the author facilitated a particularly difficult organization development (OD) intervention with a private non‐profit organization. It was an organization whose staff and…

3952

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Recently, the author facilitated a particularly difficult organization development (OD) intervention with a private non‐profit organization. It was an organization whose staff and governing board were deeply divided by interpersonal conflict. Although he tried to avoid it, the author found himself pulled into the politics of this organization. This intervention caused him to ask the question: Who is the client in an OD intervention? Is it the person who hired him? The entire organization? The organization's board? OD practitioners, as reflected in the academic literature, either provide conflicting views on this point or ignore the question altogether. Citing quotations from many prominent OD practitioners, including Golembiewski, Bennis, Burke, French and Bell, and Weisbord, the author searches for a definitive answer in the literature. In this paper, which is part literature review and part case study, he takes a critical look at the OD literature on this topic; ties OD to Jean Jacques Rousseau's concept of the general will; writes an in‐depth case study; and provides his reflections on this issue. The author concludes that within a highly politicized and contentious organization, it can be highly problematic for the OD practitioner to work for the organization as a whole, since he/she may, at times, be forced to take sides.

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Leadership & Organization Development Journal, vol. 25 no. 5
Type: Research Article
ISSN: 0143-7739

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