Validation study for Large-Eddy Simulation of Forest Flow

The publication presents Large-Eddy Simulation (LES) of flow over a reduced-scale wind tunnel model of a forest canopy. The final aim of the study is to determine factors responsible for damage in forests by strong winds. The wind tunnel forest was represented by an open-porous foam material for the crown layer and wooden dowels for the trunk layer. The forest model was installed in the open test section of a Goettingen-type wind tunnel and Particle Image Velocimetry (PIV) measurements were made for the acquisition of the flow field data. The numerical simulations were performed with OpenFOAM®. The forest was modelled by an additional sink term in the momentum transport equations based on the leaf area density and a characteristic drag coefficient for the underlying tree specimen. Large-eddy simulations with different subgrid-scale (SGS) turbulence models were carried out and compared to wind tunnel data. The Smagorinsky SGS model outperformed the dynamic Lagrangian SGS model in the windward edge region (within a distance of approximately 2 tree heights from the leading edge) whereas the dynamic Lagrangian SGS model showed a better performance for regions farther downstream

Degree of leanness and lean maturity: exploring the effects on financial performance

Past literature has investigated the relationship between lean production and financial performance with mixed results. Most studies focused on subsets of lean practices to measure lean production, thus failing to consider it as a managerial system that combines a large number of practices. To overcome this issue, the present research assessed lean production as a function of a firm’s degree of leanness based on the leanness methods research. Moreover, though lean production accrues benefits from a sustainable implementation over time, past literature has scarcely investigated the role of lean maturity. The present research hypothesises that lean maturity positively affects financial performance as well as it moderates the degree of leanness-financial performance relationship. Findings indicate that degree of leanness is not associated with financial performance whereas lean maturity positively influences financial performance. Moreover, lean maturity positively moderates the relationship between degree of leanness and financial performance

Developing operational problem solvers: the role of job design decisions

To pursue continuous improvement, organisations must overcome numerous operational problems. To avoid these problems recurring, employees adopt a problem-solving orientation (PSO) behaviour to search for the underlying causes of problems and find the most adequate solution. Despite the importance of PSO in generating continuous improvement, past research has scarcely investigated the drivers of PSO. The purpose of this paper is to identify whether and how job design decisions related to task routinisation, job complexity, and job autonomy affect PSO. Drawing on data from 238 front-line employees of 23 manufacturing plants, multilevel regression models are used to test the research question. Results show that task routinisation and job complexity are positively associated with PSO whereas job autonomy is negatively associated with PSO. Moreover, job autonomy positively moderates the relationship between task routinisation and PSO whereas job complexity negatively moderates the relationship between task routinisation and PSO. In terms of managerial contributions, findings suggest that managers might develop PSO behaviours by involving employees in stable, standardised, and repetitive tasks (that generate high task routinisation) and making them perform complex tasks

Organizational and perceived learning in the workplace: A multilevel perspective on employees' problem solving

Using a multilevel theoretical framework, we investigate the effects of organizational and perceived learning on employees\u2019 systematic problem solving (SPS) that aims to prevent the recurrence of a problem. At the organizational level, we focus on the deliberate learning mechanisms of knowledge articulation (OKA) and knowledge codification (OKC). At the individual level, we focus on the relative perception of the mechanisms of knowledge articulation (PKA) and knowledge codification (PKC). Drawing on both knowledge management and sensemaking literature, we move from learning only captured through organizational mechanisms, which suppose individuals are passively embedded in the organizational context, to learning captured through perceived mechanisms, which suppose individuals take an active part in the learning processes and interpret them differently. We employ multilevel structural equation modeling to test our theoretical framework using survey data from a sample of 383 shop floor employees in 52 plants. To enhance our results, we perform a set of robustness checks that control different specifications of our model and potential endogeneity issues. Our study indicates that OKC affects SPS, while OKA affects OKC. Moreover, results show that both PKA and PKC have strong positive effects on SPS. Our study draws attention to the multilevel role of organizational learning and expands the understanding of the role of problem solving in routine evolution

The role of employees' participation and managers' authority on continuous improvement and performance

Purpose: Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs to rely on employees' involvement as soon as its inception. This paper argues that this approach is not generalisable. Design/methodology/approach: Based on a database of 330 firms across 15 countries, regression analyses were used to hypothesise that the fit between CI and employee participation is positively associated with operational performance, and that the fit between CI and centralisation of authority is negatively associated with operational performance. The authors also ran a robustness check with polynomial regression analyses and the response surface methodology. Findings: CI\u2013employee participation fit is positively associated with operational performance, suggesting that there is less need for employees to be involved when a firm has scarcely developed CI. Employee participation becomes gradually more relevant as CI progresses. Moreover, the results demonstrate that the CI\u2013centralisation of authority fit is negatively associated with operational performance, suggesting that a top-down management approach with centralised authority is preferable when CI is low, whereas a bottom-up management approach is helpful when a firm has extensively developed CI. Originality/value: This research draws on the concept of organisational fit to explore the relationships between internal practices in the operations management literature. The authors suggest that managers should dynamically balance the practices of employee participation and centralisation of authority as CI improves. This study highlights that CI has different evolutionary levels that require different managerial approaches and practices