The Effect on Lift, Drag, and Spinning Characteristics of Sharp Leading Edges on Airplane Wings

An investigation with special reference to auto rotation and spinning was conducted in two wind tunnels and in flight to find the aerodynamic effects of adding a sharp leading edge to a wing sector

Lifetime of the first and second collective excitations in metallic nanoparticles

We determine the lifetime of the surface plasmon in metallic nanoparticles under various conditions, concentrating on the Landau damping, which is the dominant mechanism for intermediate-size particles. Besides the main contribution to the lifetime, which smoothly increases with the size of the particle, our semiclassical evaluation yields an additional oscillating component. For the case of noble metal particles embedded in a dielectric medium, it is crucial to consider the details of the electronic confinement; we show that in this case the lifetime is determined by the shape of the self-consistent potential near the surface. Strong enough perturbations may lead to the second collective excitation of the electronic system. We study its lifetime, which is limited by two decay channels: Landau damping and ionization. We determine the size dependence of both contributions and show that the second collective excitation remains as a well defined resonance.Comment: 18 pages, 5 figures; few minor change

On the way to Ithaka [1] : Commemorating the 50th Anniversary of the publication of Karl E. Weick’s The Social Psychology of Organizing

Karl E. Weick’s The Social Psychology of Organizing has been one of the most influential books in organization studies, providing the theoretical underpinnings of several research programs. Importantly, the book is widely credited with initiating the process turn in the field, leading to the ‘gerundizing’ of management and organization studies: the persistent effort to understand organizational phenomena as ongoing accomplishments. The emphasis of the book on organizing (rather than on organizations) and its links with sensemaking have made it the most influential treatise on organizational epistemology. In this introduction, we review Weick’s magnum opus, underline and assess its key themes, and suggest ways in which several of them may be taken forward

Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in healthcare. study protocol

<p>Abstract</p> <p>Background</p> <p>We know that patient care can be improved by implementing evidence-based innovations and applying research findings linked to good practice. Successfully implementing innovations in complex organisations, such as the UK's National Health Service (NHS), is often challenging as multiple contextual dynamics mediate the process. Research studies have explored the challenges of introducing innovations into healthcare settings and have contributed to a better understanding of why potentially useful innovations are not always implemented in practice, even if backed by strong evidence. Mediating factors include health policy and health system influences, organisational factors, and individual and professional attitudes, including decision makers' perceptions of innovation evidence. There has been limited research on how different forms of evidence are accessed and utilised by organisational decision makers during innovation adoption. We also know little about how diverse healthcare professionals (clinicians, administrators) make sense of evidence and how this collective sensemaking mediates the uptake of innovations.</p> <p>Methods</p> <p>The study will involve nine comparative case study sites of acute care organisations grouped into three regional clusters across England. Each of the purposefully selected sites represents a variety of trust types and organisational contexts. We will use qualitative methods, in-depth interviews, observation of key meetings, and systematic analysis of relevant secondary data to understand the rationale and challenges involved in sourcing and utilising innovation evidence in the empirical setting of infection prevention and control. We will use theories of innovation adoption and sensemaking in organisations to interpret the data. The research will provide lessons for the uptake and continuous use of innovations in the English and international health systems.</p> <p>Discussion</p> <p>Unlike most innovation studies, which involve single-level analysis, our study will explore the innovation-adoption process at multiple embedded levels: micro (individual), meso (organisational), and macro (interorganisational). By comparing and contrasting across the nine sites, each with different organisational contexts, local networks, leadership styles, and different innovations considered for adoption, the findings of the study will have wide relevance. The research will produce actionable findings responding to the political and economic need for healthcare organisations to be innovation-ready.</p

Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)

This study of US Navy Sea Air and Land (SEAL) commandos contributes to research investigating mindfulness in High-Reliability Organizations (HROs) by identifying the individual and collective influences that allow SEALs to build capacity for mindful behaviors despite the complexity of their missions, the unpredictability of their operating environments, and the danger inherent in their work. Although the HRO literature identifies a number of hallmarks of reliability, less attention is paid to how mindfulness is operationally achieved in situ by individuals on the frontline working in HROs. This study addresses this gap using a multi-phase, multi-method investigation of US Navy SEALs, identifying new links between individual mindfulness attributes (comfort with uncertainty and chaos) and collective mindfulness influences (a positive orientation towards failure) that combine to co-create a phenomenon we call 'mindfulness in action'. Mindfulness in action occurs when HROs achieve an attentive yet flexible focus capable of incorporating multiple—sometimes competing—realities in order to assess alternative solutions and take action in dynamic situations. By providing a more nuanced conceptualization of the links between individual mindfulness attributes and collective mindfulness influences, this paper opens up new avenues of discovery for a wide range of reliability-seeking organizations.This study of US Navy Sea Air and Land (SEAL) commandos contributes to research investigating mindfulness in High-Reliability Organizations (HROs) by identifying the individual and collective influences that allow SEALs to build capacity for mindful behaviors despite the complexity of their missions, the unpredictability of their operating environments, and the danger inherent in their work. Although the HRO literature identifies a number of hallmarks of reliability, less attention is paid to how mindfulness is operationally achieved in situ by individuals on the frontline working in HROs. This study addresses this gap using a multi-phase, multi-method investigation of US Navy SEALs, identifying new links between individual mindfulness attributes (comfort with uncertainty and chaos) and collective mindfulness influences (a positive orientation towards failure) that combine to co-create a phenomenon we call 'mindfulness in action'. Mindfulness in action occurs when HROs achieve an attentive yet flexible focus capable of incorporating multiple—sometimes competing—realities in order to assess alternative solutions and take action in dynamic situations. By providing a more nuanced conceptualization of the links between individual mindfulness attributes and collective mindfulness influences, this paper opens up new avenues of discovery for a wide range of reliability-seeking organizations

Present and Future Experiments with Stored Exotic Nuclei at Relativistic Energies

Recent progress is presented from experiments on masses and lifetimes of bare and few-electron exotic nuclei at GSI.Comment: Proceedings of International Conference on "Frontiers in Nuclear Structure, Astrophysics and Reactions", Kos, Greece, September 12-17, 200

Acting Intuition into Sense: How Film Crews Make Sense with Embodied Ways of Knowing

This study contributes to a holistic understanding of sensemaking by going beyond the mind–body dualism. To do so, we focus analytically on a phenomenon that operates at the nexus of mind and body: intuition. By observing four film crews, we unpack how people act their intuition into sense – that is, how they transform, through action, an initial sense (intuition) that is tacit, intimate, and complex into one that is publicly displayed, simpler, and ordered (i.e., a developed sense). Our model identifies two sensemaking trajectories, each of which involves several bodily actions (e.g., displaying feelings, working hands-on, speaking assertively). These actions enable intuition to express a facet of itself and acquire new properties. This study makes three important contributions. First, it develops the holistic-relational character of sensemaking by locating it in the relations among multiple loci (cognition, language, body, and materiality) rather than in each one disjunctively. Second, it theorizes embodied sensemaking as a transformative process entailing a rich repertoire of bodily actions. Third, it extends sensemaking research by attending to the physicality and materiality of language in embodied sensemaking

The blameworthiness of health and safety rule violations

Man-made disasters usually lead to the tightening of safety regulations, because rule breaking is seen as a major cause of them. This reaction is based on the presumptions that the safety rules are good and that the rule-breakers are wrong. The reasons the personnel of a coke factory gave for breaking rules raise doubt about the tenability of these presumptions. It is unlikely that this result would have been achieved on the basis of a disaster evaluation or High-Reliability Theory. In both approaches, knowledge of the consequences of human conduct hinders an unprejudiced judgement about the blameworthiness of rule breaking

Making sense of variety in place leadership: the case of England’s smart cities

Making sense of variety in place leadership: the case of England’s smart cities. Regional Studies. There is rising interest in cities becoming ‘smart’ knowledge-oriented economies by prioritizing more digitally enabled modes of production and service delivery. Whilst the prevalence of these new organizational forms is well understood, the way that leadership agency is exercised (i.e., the actors involved and their modalities of action) is not. Drawing on new empirical data and sense-making methodology, the paper reveals discursive patterns in how public agencies, private firms and communities ‘see’ and ‘do’ leadership within these place-based contexts, and concludes that success in exploiting the social and spatial dynamics of ‘smart’ development lies in understanding actors’ assumptions about commercial and social gain

Performance in franchising: the effects of different management styles

Various theoretical approaches uphold the relevance of the relationship between the form of management and performance. Different management styles influence the relationships of agencies [Jensen, M.C. (1998). Foundations of organizational strategy. Cambridge, MA: Harvard University Press], the cost of governing transactions [Williamson, O.E. (1985). The economics institutions of capitalism: Firms, markets, relational contracting. New York, NY: Free Press], and the allocation of resources between the exploitation and exploration of activities [March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87], and this is manifested in firm performance. In light of these assumptions, this article presents an empirical verification of the relationship between the management of franchises and their performance, examining how different styles of management on the part of franchisers over their franchisees have significant effects on the growth and profits of franchiser firms.Peris-Ortiz, M.; Willoughby, MC.; Rueda Armengot, C. (2012). Performance in franchising: the effects of different management styles. Service Industries Journal. 32(16):2507-2525. doi:10.1080/02642069.2011.594876S250725253216Altinay, L., & Okumus, F. (2010). Franchise partner selection decision making. The Service Industries Journal, 30(6), 929-946. doi:10.1080/02642060802322275Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1-22. doi:10.1177/003803857200600101Combs, J. G., & Ketchen, D. J. (1999). CAN CAPITAL SCARCITY HELP AGENCY THEORY EXPLAIN FRANCHISING? REVISITING THE CAPITAL SCARCITY HYPOTHESIS. Academy of Management Journal, 42(2), 196-207. doi:10.2307/257092Combs, J. (2003). Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis. Journal of Management, 29(3), 443-465. doi:10.1016/s0149-2063(03)00019-9COMBS, J. G., KETCHEN, D. J., & IRELAND, R. D. (2006). Effectively managing service chain organizations. Organizational Dynamics, 35(4), 357-371. doi:10.1016/j.orgdyn.2006.08.006Combs, J. G., Michael, S. C., & Castrogiovanni, G. J. (2009). Institutional Influences on the Choice of Organizational Form: The Case of Franchising. Journal of Management, 35(5), 1268-1290. doi:10.1177/0149206309336883Crook, T. R., Shook, C. L., Madden, T. M., & Morris, M. L. (2009). A review of current construct measurement in entrepreneurship. International Entrepreneurship and Management Journal, 6(4), 387-398. doi:10.1007/s11365-009-0114-7Fama, E. F., & Jensen, M. C. (1983). Agency Problems and Residual Claims. The Journal of Law and Economics, 26(2), 327-349. doi:10.1086/467038Fama, E. F., & Jensen, M. C. (1983). Separation of Ownership and Control. The Journal of Law and Economics, 26(2), 301-325. doi:10.1086/467037Gillis, W. E., & Combs, J. G. (2009). Franchisor strategy and firm performance: Making the most of strategic resource investments. Business Horizons, 52(6), 553-561. doi:10.1016/j.bushor.2009.07.001Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2), 161. doi:10.2307/2092623Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The Interplay Between Exploration and Exploitation. Academy of Management Journal, 49(4), 693-706. doi:10.5465/amj.2006.22083026Hambrick, D. C. (2007). Upper Echelons Theory: An Update. Academy of Management Review, 32(2), 334-343. doi:10.5465/amr.2007.24345254Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193. doi:10.2307/258434Hindle, K., & Moroz, P. (2009). Indigenous entrepreneurship as a research field: developing a definitional framework from the emerging canon. International Entrepreneurship and Management Journal, 6(4), 357-385. doi:10.1007/s11365-009-0111-xJensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360. doi:10.1016/0304-405x(76)90026-xJensen, M. C., & Heckling, W. H. (1995). SPECIFIC AND GENERAL KNOWLEDGE, AND ORGANIZATIONAL STRUCTURE. Journal of Applied Corporate Finance, 8(2), 4-18. doi:10.1111/j.1745-6622.1995.tb00283.xKlein, B., Crawford, R. G., & Alchian, A. A. (1978). Vertical Integration, Appropriable Rents, and the Competitive Contracting Process. The Journal of Law and Economics, 21(2), 297-326. doi:10.1086/466922Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human Resource Management Review, 13(1), 127-152. doi:10.1016/s1053-4822(02)00102-xMarch, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71Mitsuhashi, H., Shane, S., & Sine, W. D. (2008). Organization governance form in franchising: efficient contracting or organizational momentum? Strategic Management Journal, 29(10), 1127-1136. doi:10.1002/smj.702Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations. Organization Science, 3(3), 398-427. doi:10.1287/orsc.3.3.398Ouchi, W. G. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25(1), 129. doi:10.2307/2392231Gómez, R. S., González, I. S., & Vázquez, L. (2009). Multi-unit versus single-unit franchising: assessing why franchisors use different ownership strategies. The Service Industries Journal, 30(3), 463-476. doi:10.1080/02642060802252027Gómez, R. S., González, I. S., & Suárez, L. V. (2011). Service quality control mechanisms in franchise networks. The Service Industries Journal, 31(5), 713-723. doi:10.1080/02642060902833338Sarkees, M., & Hulland, J. (2009). Innovation and efficiency: It is possible to have it all. Business Horizons, 52(1), 45-55. doi:10.1016/j.bushor.2008.08.002Sebora, T. C., & Theerapatvong, T. (2009). Corporate entrepreneurship: a test of external and internal influences on managers’ idea generation, risk taking, and proactiveness. International Entrepreneurship and Management Journal, 6(3), 331-350. doi:10.1007/s11365-009-0108-5Shane, S., & Foo, M.-D. (1999). New Firm Survival: Institutional Explanations for New Franchisor Mortality. Management Science, 45(2), 142-159. doi:10.1287/mnsc.45.2.142Shane, S., Shankar, V., & Aravindakshan, A. (2006). The Effects of New Franchisor Partnering Strategies on Franchise System Size. Management Science, 52(5), 773-787. doi:10.1287/mnsc.1050.0449Shane, S. A. (1996). HYBRID ORGANIZATIONAL ARRANGEMENTS AND THEIR IMPLICATIONS FOR FIRM GROWTH AND SURVIVAL: A STUDY OF NEW FRANCHISORS. Academy of Management Journal, 39(1), 216-234. doi:10.2307/256637Shane, S. (2001). Organizational Incentives and Organizational Mortality. Organization Science, 12(2), 136-160. doi:10.1287/orsc.12.2.136.10108Tihula, S., & Huovinen, J. (2009). Incidence of teams in the firms owned by serial, portfolio and first-time entrepreneurs. International Entrepreneurship and Management Journal, 6(3), 249-260. doi:10.1007/s11365-008-0101-4TSUI, A. S., PEARCE, J. L., PORTER, L. W., & TRIPOLI, A. M. (1997). ALTERNATIVE APPROACHES TO THE EMPLOYEE-ORGANIZATION RELATIONSHIP: DOES INVESTMENT IN EMPLOYEES PAY OFF? Academy of Management Journal, 40(5), 1089-1121. doi:10.2307/256928Valliere, D. (2008). Reconceptualizing entrepreneurial framework conditions. International Entrepreneurship and Management Journal, 6(1), 97-112. doi:10.1007/s11365-008-0077-0Vázquez, L. (2009). How passive ownership restrictions affect the rate of franchisee failure. The Service Industries Journal, 29(6), 847-859. doi:10.1080/02642060902749419Wakkee, I., Elfring, T., & Monaghan, S. (2008). Creating entrepreneurial employees in traditional service sectors. International Entrepreneurship and Management Journal, 6(1), 1-21. doi:10.1007/s11365-008-0078-zWeick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357. doi:10.2307/2393372Williamson, O. E. (1993). Calculativeness, Trust, and Economic Organization. The Journal of Law and Economics, 36(1, Part 2), 453-486. doi:10.1086/467284Winter, S. G. (2000). The Satisficing Principle in Capability Learning. Strategic Management Journal, 21(10-11), 981-996. doi:10.1002/1097-0266(200010/11)21:10/113.0.co;2-4Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.318Yin, X., & Zajac, E. J. (2004). The strategy/governance structure fit relationship: theory and evidence in franchising arrangements. Strategic Management Journal, 25(4), 365-383. doi:10.1002/smj.38