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In response to the increasing number of open‐source software (OSS) project initiatives and the increasing demand of OSS products as alternative solutions by industries, it is important for particular stakeholders such as the project host/supporter project‐leading teams, and prospective customers to determine whether a project initiative is likely to be sustainable and is worth supporting. This paper aims to propose a concept of “health” indicators and an evaluation process that can help to get a status overview of OSS projects in a timely fashion and predict project survivability based on the project data available on web repositories.

For initial empirical evaluation of the concept, the indicators are applied to well‐known web‐based OSS projects (Apache Tomcat and Apache HTTP Server) and the results are compared with challenged projects (Apache Xindice and Apache Slide). The results are discussed with OSS experts to investigate the external validity of the indicators.

From a software project management point of view, a typical web‐based OSS project can be viewed as a web‐engineering process, since most OSS projects exploit the benefits of a web platform and enable the project community to collaborate using web‐based project tools and repositories such as mailing lists, bug trackers, and versioning systems (CVS/SVN) to deliver web systems and applications. These repositories can provide rich collections of process data, and artifacts which can be analyzed to better understand the project status.

The paper provides information of value about open‐source solutions.

The subject of the meeting on 20 June was ‘Numerically Controlled Routing’. Dave Dosier, of Paul Dosier Associates, explained how important it is to maximise programming and routing equipment. Former dusty, noisy fabrication rooms are now humming with NC equipment.

Michael Brown argues that what unites the human and social sciences is their evolving character, made explicit in the concepts of “reflexivity,” “course of activity,” and “theorizing.” Once the social sciences are taken as a whole, the notion of “sociality” will allow to grasp society as ever changing, as a becoming. I shall examine the notion of sociality in the literary criticism of Lukács, Goldmann, and Adorno, three authors who consider the essay as the adequate open form of critique in times of rapid social change. Originally adopted by the young Lukács, the essay tended to be abandoned by him when elaborating the concept of critical or socialist realism as a repository of timeless cultural values. In his studies in the European realist or the soviet novel, for example, on Balzac, Stendhal, Thomas Mann, or Solzhenitsyn, the dialectical concept of social totality becomes a sum of orientations, presenting the individual writer with the moral task to choose “progress” and discard “negativity.” The social is thus narrowed to individual choice. Different from Lukács, Goldmann's literary theory defines cultural production as a matter of the social group, the transindividual subject. Goldmann was deeply marked by Lukács's early writings from which he gained notably the notion of tragedy and the concept of maximum possible consciousness—the world vision of a social group which structures the work of a writer. Cultural creation is resistance to capitalist society, as evident in the literature of absence, Malraux's novels, and the nouveau roman. In the writings of Adorno the social is lodged within the avant-garde, provided that one takes its means and procedures literally, e.g., the writings of Kafka. By formal innovation—among others the adoption of the essay, the small form, the fragment—art exercises criticism of the ongoing rationalization process and preserves the possibility of change (p. 319).

In Austria the 1930s constituted the final period of success and failure of the Austrian school, ending with its emigration to the United States. This chapter focuses on this period, when the Austrian economy was hardest hit by the Great Depression, and it examines the ways and means by which the Austrian economists attempted to influence economic policy. In particular, from 1932 to 1934 in a concerted effort Austrian economists like Ludwig Mises, Fritz Machlup, and especially Oskar Morgenstern tried to “educate” the Austrian public and policy-makers in the benefits of a liberal approach towards the crisis. This effort included the advocacy of the policies typically associated with the gold standard, that is, stable money, balanced budgets, the absence of exchange restrictions, and free trade. In the actual situation the outcome of these endeavors was futile, if not harmful, insofar as indeed Austrian economic policy slowly converted to the implied deflationary stance of monetary and fiscal policy. Yet, under the regime of the so-called corporate state the necessary complement of such policies, namely the flexibility of prices and the furthering of competition, could not be accomplished. This eventual failure of the liberal cause may be ascribed to the fact that it had to rely on shifting coalitions and fragile personal relations, which in the end turned out too weak for sustaining the policies envisioned by the Austrian economists.

Supervisors play an important role in the implementation of organizational policies and practices. This study aims to examine the role of supervisors as both recipients and main implementers of organizational change by investigating how supervisors’ relationship with organization would affect their attitude toward change (ATC) and how employees–supervisor relationship, as perceived by employees, would influence their reaction to change.

The influence of participation, perceived organizational support (POS) and mutual expectation clarity (MEC) on supervisors’ ATC was examined, along with the influence of leader–member exchange, perception of supervisor’s expressed ATC and also supervisors’ organizational status on employees’ ATC. Two studies were conducted in a chain hospital in India.

The findings suggest that supervisors’ ATC improved by higher participation, POS and MEC. Also, while employees’ change attitude was predicted by how they perceived their supervisors’ status, expressed reaction toward change and perception of employee–supervisor relationship, for employees who either perceived highly negative change attitude of their supervisors or believed that their supervisors had low organizational status, the employee–supervisor relationship had almost no effect on improving employees’ attitude.

Considering that supervisors often tend to engage in professional relationships with their subordinate employees, little is investigated on how, through the lens of relationships, supervisors may affect employees’ ATC. This paper attempts to make a difference by conducting two connected studies in a chain hospital to examine how supervisors – as recipients and implementers of organizational policies and practices – could influence employees’ ATC. The findings suggest managerial implications that could inform practitioners toward improvement of employee buy-ins for change programs.

This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited.

Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance.

This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy. Also, this study underlines the need to ensure a fit between conflict management strategy and conflict types.

This research has several limitations. It explores only accounting – marketing working relationship in UK financial services organisations. Also, it explores only relationship conflict and cultural and disciplinary diversity and boundary fencing factors. Finally, this study suggests a mediating influence of psychological well-being on the CFB – performance link, a conclusion that is based on a methodologically inadequate tool: causes and effects associations are better assessed quantitatively (Johnson and Onwuegbuzie, 2004).

The paper highlights insights for analysing and resolving conflicts towards harmonious dyadic relationships. Importantly, managers who use the flagged CFB tool would achieve psychological enhancement in team, and extendedly enhanced organisational performance. Managers are reminded of the need to adequately address the emotional substances in relationship conflicts, as failure to do this will lead to conflict escalation, transformation and negative performance.

The paper offers theory testing and theory building knowledge. The CFB insight is a major highlight, one that lays a brick for future development, especially concerning its modus operandi, motivators and how to maximize its performance value.