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The purpose of this paper is to present a variational mesh h-adaption approach for strongly coupled thermomechanical problems.

The mesh is adapted by local subdivision controlled by an energy criterion. Thermal and thermomechanical problems are of interest here. In particular, steady and transient purely thermal problems, transient strongly coupled thermoelasticity and thermoplasticity problems are investigated.

Different test cases are performed to test the robustness of the algorithm for the problems listed above. It is found that a better cost-effectiveness can be obtained with that approach compared to a uniform refining procedure. Because the algorithm is based on a set of tolerance parameters, parametric analyses and a study of their respective influence on the mesh adaption are carried out. This detailed analysis is performed on unidimensional problems, and a final example is provided in two dimensions.

This work presents an original approach for independent h-adaption of a mechanical and a thermal mesh in strongly coupled problems, based on an incremental variational formulation. The approach does not rely on (or attempt to provide) error estimation in the classical sense. It could merely be considered to provide an error indicator. Instead, it provides a practical methodology to adapt the mesh on the basis of the variational structure of the underlying mathematical problem.

The purpose of this paper is to review the literature on the response and adaption to change of allied health professionals. Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health-care environments are characterised by frequent and rapid change, often with unrealistic and challenging time frames. Individuals operate independently, but also as members of teams, professions and organisations. Therefore, having a sound understanding of individual response to change is important for change leaders. In the Australian context, allied health professionals represent a quarter of the health-care workforce. There is a significant gap in understanding how allied health professionals respond and adapt to change.

A scoping review was designed to report on the nature and extent of the literature on the response and adaption to change in the context of allied health professionals. Change leaders in the health-care environment face a number of complex challenges when attempting to facilitate change. While this scoping review did not identify any specific literature on the response and adaption to change of allied health professionals, it did however provide information on change models and factors to take into consideration when implementing a change process.

The results of this scoping review identified findings in two main areas with regard to response and adaptation of allied health to change: a review of change management literature at the organisation level and change management for allied health. Most of the literature described organisational level change management without providing a structural framework for change. At the professional individual level, the literature focused on specific clinical interventions, rather than on the response and adaption to change for allied health. Minimal literature was identified in regard to the response and adaption to change of allied health professionals. In an environment characterised by continuous change and policy reform, a greater understanding of the response and adaption to change by allied health is a priority for research, policy and practice.

This scoping review was undertaken to explore the response and adaption to change of allied health. It sought to identify the factors that may explain why certain disciplines within the allied health professional group responded to change differently. Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers. However, this scoping review provides a clear indication of the nature and extent of the literature in allied health.

This scoping review will assist change leaders to gain a better understanding of theoretical frameworks of individual, team and organisational change processes and the impacts these have individually and collectively on change processes.

To the best of the authors’ knowledge, this scoping review is the first of its kind to identify the minimal literature available on the way allied health professionals respond and adapt to change.

The concept of meta‐markets has been around a long time, with numerous references to the European market, the South American market and so on. An examination of MNC consumer product transfers into four OECD‐recognized meta‐markets shows that in some cases regional cultures affect MNC product adaption strategies.

This paper aims to present an underwater climbing robot for wiping off marine life from steel pipes (e.g. jackets of oil platforms). The self-adaption mechanism that consists of a passive roll joint and combined magnet adhesion units provides the robot with better mobility and stability.

Adhesion requirements are achieved by analyses of falling and slipping. The movement status on pipes is analyzed to design the passive roll joint. The optimized structure parameters of the combined magnet adhesion unit are achieved by simulations. An approximation method is established to simplify the simulations conditions, and the simulations are conducted in two steps to save time effectively.

The self-adaption mechanism has expected performance that the robot can travel on pipes in different directions with high mobility. Meanwhile, the robot can clean continuous region of underwater pipes’ surface of offshore platforms.

The proposed underwater robot is needed by offshore oil platforms as their jackets require to be cleaned periodically. Compared with traditional maintenance by divers, it is more efficient, economic and safety.

Due to the specific self-adaption mechanism, the robot has good mobility and stability in any directions on pipes with different diameters. The good performance of striping attachments from pipes makes the underwater robot be a novel solution to clean steel pipes.

The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members′ internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms of Kirton′s adaption‐innovation theory, was tested. Data from samples of British (N = 115), Australian (N = 123) and American (N = 131) mid‐career managers undertaking MBA programmes who completed the Kirton Adaption‐Innovation Inventory (KAI) and provided employment histories displayed the expected patterns of task orientation and cognitive style. Implications for adaption‐innovation theory and the management of organisational change are briefly discussed.

This empirical paper investigates how entrepreneurial firms change their business models in the context of internationalization by identifying different forms of business model innovation (BMI) and exploring the interrelationship between BMI and internationalization.

Based on the dynamic states approach of entrepreneurship (Levie and Lichtenstein, 2010), this paper analyses primary and secondary data from nine European firms following a multiple case study approach.

This paper presents four patterns of radical change and eight types of incremental adaption with-in business models in the context of internationalization. We describe these BMI patterns and types, and we also show how they contribute to increasing involvement in international business activities and the internationalization-related triggers that might cause them.

This paper contributes to a better understanding of the BMI process in the course of internationalization. It also highlights the complex interrelationship between BMI and internationalization by building on a progressive theoretical approach.

Increased global competition originating from both within the multinational corporation (MNC) and from global adversaries dictates that subsidiaries must be responsive to change, adaptable, and capable of sensing and seizing new opportunities for capability development and growth. For many subsidiaries adhering to, or being seen to adhere to, the wider organizational goals dictated by their parent represents an additional complexity. While it may be necessary to divert slack resources towards capability development, subsidiaries which do so, on their own initiative, may well run the risk of being categorized as an unruly node in the MNC’s network. Further, by failing to show compliance with organizational strategy future subsidiary-driven efforts may be curbed or prohibited.

The need to demonstrate value to the MNC through developing new and novel capabilities while complying with parent-driven strategy thus represents a key subsidiary dilemma, yet remains an underexplored phenomenon in international business research. Framing this dilemma via an ambidexterity lens, our chapter explores how five subsidiary units balance and negotiate allegiances within a modern MNC context. We find that in the subsidiary context aligning and adapting may not be competing or exclusive strategies, but in effect two sides of the same coin. The structural context can shape relative levels of alignment via controlling mechanisms and monitoring of operations while the subsidiary’s behavioral context, idiosyncratic to the subsidiary, can dictate its capacity to generate initiatives and to create new and novel capabilities for diffusion across the MNC network.

The purpose of this paper is to outline a unique six‐step process for the inclusion of climate change adaption goals and strategies in a University Climate Change Plan.

A mixed‐method approach was used to gather data on campus climate change vulnerabilities and adaption strategies. A literature review highlighted common themes in adaption research. Meetings, surveys, and a specialized workshop with climate scenarios were created to elicit campus and community input.

The majority of the peer‐reviewed and grey literature surrounding climate change adaptation planning is aimed at larger levels of organization than a University campus (e.g. nations, populations, regions, and cities). An original planning process was created to identify vulnerabilities, risks and strategies. Key vulnerabilities fell into three main areas of concern: energy, transportation, and built environment. Adaptation goals, objectives and strategies were outlined for the Dalhousie University Climate Change Plan, based on risk levels associated with vulnerabilities.

The adaption survey and workshop was created for this research. Small improvements were suggested for future use. The six weather scenarios presented at the workshop emphasized extreme events. Some participants felt that scenarios should be developed that feature smaller climate changes over a longer period of time. The prioritization activity used to establish risk needed to clarify the definition of risk being used. Future scenarios could include more consideration of socio‐economic factors.

Specific planning frameworks to create campus‐level climate adaptation strategies are sparse. A unique planning framework and workshop was developed to identify key climate change adaption strategies for universities.

The article aims to explain how the drivers of subsidiary evolution influence a multinational company's (MNC) research and development (R&D) subsidiary's evolution over time.

The article draws on insights from a longitudinal comparative case study of three Swedish MNCs' Indian R&D units.

The study shows that the evolution of R&D units is a triangular showdown among headquarter assignments, local market constraints, and opportunities, and that subsidiary choice is an important driver of both mandated extension and stagnation. We summarize our findings in various propositions that emphasize different drivers over time and that highlight the strong impact of a subsidiary's understanding of the corporate immune system on the evolution of that subsidiary's R&D mandate.

Drawing on the common limitations of a case study approach, further research is needed to test the suggested propositions with larger samples, ideally with subsidiaries in other emerging and developed markets.

The study illustrates the risks involved for subsidiary managers when pushing an R&D mandate-related initiative too far and provoking the corporate immune system. For headquarters management, the study highlights the importance of understanding that the development of R&D competence and capability at a subsidiary cannot be guided solely by headquarter assignments and local market characteristics; rather, the subsidiary's initiatives also need to be considered.

The study contributes to the literature on R&D internationalization by showing how the drivers of subsidiary evolution influence a subsidiary's R&D mandates over time and that subsidiary choice is an important driver of both mandated extension and stagnation.

The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.

The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.

The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.

Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.