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In this chapter, the authors explore entrepreneurial change in Stanton, a rural small town in New Zealand. This once-prosperous place has suffered economically and socially as its past core industries have vanished, and it can now be considered as a depleted community. Yet in recent years, the town has seen a rejuvenation, in part due to the endeavours of Sue, a high-profile entrepreneur from outside the town who has set up several businesses in the town and indeed in other small towns in the region. Theoretically, the authors take an entrepreneurial identity perspective in examining how Sue’s arrival has changed the town; the authors examine how her entrepreneurship was perceived as legitimate. The authors use a qualitative methodology based on semi-structured interviews. The authors contribute in demonstrating how an ascribed entrepreneurial identity can not only enable but also hinder change in this community, generating confidence and emotional contagion around entrepreneurship, and also uncertainty and resentment. In doing so, the authors challenge the universality of entrepreneurship benefits.

The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent.

Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies.

The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff.

The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors.

HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD.

This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

This paper aims to explore the attitudes of managers and employees to high performance work practices (HPWS) in a medium sized rural Australian hospital.

The study consists of two stages. Stage one involved a qualitative investigation consisting of interviews and focus group sessions with senior, middle and line management at the hospital. Bowen and Ostroff's framework was used to examine how strategic HRM was understood, interpreted and operationalised across the management hierarchy. Stage one investigates the views of managers concerning the implementation of strategic HRM/ HPWS. Stage two consisted of a questionnaire administered to all hospital employees. The mediation effects of social identification on the relationship between high performance work systems and affective commitment and job satisfaction are examined. The purpose of stage two was to investigate the views and effects of SHRM/HPWS on employees. It should be noted that HPWS and strategic HRM are used inter‐changeably in this paper.

At the management level the importance of distinctiveness, consistency and consensus in the interpretation of strategic HRM/HPWS practices across the organization was discovered. Findings indicate that social identification mediates the relationship between HPWS and affective commitment and also mediates the relationship between HPWS and job satisfaction.

High performance work systems may play a crucial role facilitating social identification at the unit level. Such practices and management support is likely to provide benefits in terms of high performing committed employees.

The paper argues that team leaders and managers play a key role in building social identification within the team and that organizations need to understand this role and provide recognition, reward, education and support to their middle and lower managers.

Starting from the integral equation for the inclination of the compression‐bending axis, simple approximate formulæ are derived for the deflection of bars with variable rigidity and variable axial loading under compression‐bending loads. By means of selected examples it is shown that the approximate formulæ developed are adequate for the treatment of any case likely to occur in practice. Simple processes are given for the calculation of the first and second order buckling loads appearing in the approximate formulæ. The method is applied integrally in a standard example, comparison with other methods being included.

The purpose of this paper is to carry out numerical modeling of single-blow transient analysis using FLUENT porous media model for estimation of heat transfer and pressure drop characteristics of offset and wavy fins.

A computational fluid dynamics program FLUENT has been used to predict the design data in terms of j and f factors for plate-fin heat exchanger wavy and offset strip fins, which are widely used in aerospace applications.

The suitable design data in terms of Colburn j and Fanning friction f factors is generated and presented correlations for wavy fins covering the laminar, transition and turbulent flow regimes.

The correlations for the friction factor f and Colburn factor j have been found to be good by comparing with other references. The correlations can be used by the heat exchanger designers and can reduce the number of tests and modification of the prototype to a minimum for similar applications and types of fins.

In aerospace applications, due to the severe limitations on the weight and space envelope, it is mandatory to use high performance compact heat exchangers (CHEs) for enhancing the heat transfer rate. The most popularly used ones in CHEs are the plain fins, offset strip fins (OSFs), louvered fins and wavy fins. Amongst these fin types, wavy and offset fins assume a lot of importance due to their enhanced thermo‐hydraulic performance. The purpose of this paper is to investigate the influence of geometrical fin parameters, in addition to Reynolds number, on the thermo‐hydraulic performance of OSFs.

A computational fluid dynamics approach is used to conduct a number of numerical experiments for determination of thermo‐hydraulic performance of OSFs considering the various geometrical parameters, which are generally used in the aerospace industry. These investigations include the study of flow pattern for laminar, transition and turbulent regions. Studies are conducted with different fin geometries and comparisons are made with available data in open literature. Finally, the generalized correlations are developed for OSFs taking all geometrical parameters into account for the entire range of operations of the aerospace industry covering laminar, transition and turbulent regions. In addition, the effects of various geometrical parameters are presented as parametric studies.

Thermo‐hydraulic design of CHEs is strongly dependent upon the predicted/measured dimensionless performance (Colburn factor “j” and Fanning friction “f” vs Reynolds number Re) of heat transfer surfaces. Several types of OSFs used in the compact plate‐fin heat exchangers are analyzed numerically.

The present numerical analysis is carried out for “air” media and hence these results may not be accurate for other fluids with large variations of Prandtl numbers.

In open literature, these fins are generally evaluated as a function of Reynolds number experimentally, which are expensive. However, their performance will also depend to some extent on geometrical parameters such as fin thickness, fin spacing, offset fin length and fin height.

This numerical estimation can reduce the number of tests/experiments to a minimum for similar applications.

The purpose of this paper is to adopt the convergence-divergence perspective to examine the extent of similarities and differences in human resource management practices between multinational enterprise subsidiaries and local firms in Ghana.

This paper draws from multiple case study evidence using in-depth face-to-face interviews and document analysis. The data were analyzed in four stages using both thematic analysis and cross-case analysis techniques.

The authors found both convergence and divergence, however, the evidence points to more convergence and direction toward convergence between MNEs and local firms’ HRM practices.

Even though there was evidence of cultural embeddedness within local firms in the adoption of certain HRM practices, the influence of national culture on HRM practice convergence between MNEs and local firms has been limited. Thus, the convergence-divergence debate through the lens of national culture may need to be re-examined.

The evidence of convergence and direction toward convergence tendencies within the context can be argued to be less underpinned by local isomorphism limited host-country influence. Practically, there is something to learn from indigenous Ghanaian organizations that can contribute to HRM advancement, the Ghanaian concept of annual durbars, annual or semi-annual gatherings to take stock of past activities and to award hard working staff, could provide the platform to strengthen the employer-employee relationship at the firm level.

This study fills an important contextual gap (a less developed country’s context) within the convergence-divergence debate and contributes to informing new knowledge of the convergence-divergence debate, which points to more convergence and direction toward convergence between MNEs and local firms’ HRM practices.