Cross-Section Measurement of Virtual Photoproduction of Iso-Triplet Three-Body Hypernucleus, ⋀nn

Missing-mass spectroscopy with the 3H(e, e′K+) reaction was carried out at Jefferson Lab’s (JLab) Hall A in Oct–Nov, 2018. The differential cross section for the 3H(γ∗, K+)Λnn was deduced at ω = Ee − Ee′ = 2.102 GeV and at the forward K+-scattering angle (0° ≤ θγ∗K ≤ 5°) in the laboratory frame. Given typical predicted energies and decay widths, which are (BΛ, Γ) = (−0.25, 0.8) and (−0.55, 4.7) MeV, the cross sections were found to be 11.2 ± 4.8(stat.)+4.1−2.1(sys.) and 18.1 ± 6.8(stat.)+4.2−2.9(sys.) nb/sr, respectively. The obtained result would impose a constraint for interaction models particularly between Λ and neutron by comparing to theoretical calculations

Gendering the careers of young professionals: some early findings from a longitudinal study. in Organizing/theorizing: developments in organization theory and practice

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales

Management development: a literature review and implications for future research - Part II: Profiles and Contexts

In this second and concluding part of an extensive review of the management development literature, attention is directed to studies which have sought to describe and explain how managers are in fact made and to studies which have emphasised the contextual aspects of the process. The review is concluded with an overall assessment of the management development literature – its strengths and weaknesses – and with an analysis of the implications which this assessment carries for the conduct of future research. Crucial gaps are identified, not least of which is a general failure to locate descriptions of particular management development initiatives within the context of other ways in which the management stock is enhanced, replenished and managed. Another major shortcoming which is singled out as requiring urgent attention is the failure to place management development accounts and prescriptions within the wider context of organisational characteristics