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Partitioned analysis is an increasingly popular approach for modeling complex systems with behaviors governed by multiple, interdependent physical phenomena. Yielding accurate representations of reality from partitioned models depends on the availability of all necessary constituent models representing relevant physical phenomena. However, there are many engineering problems where one or more of the constituents may be unavailable because of lack of knowledge regarding the underlying principles governing the behavior or the inability to experimentally observe the constituent behavior in an isolated manner through separate-effect experiments. This study aims to enable partitioned analysis in such situations with an incomplete representation of the full system by inferring the behavior of the missing constituent.

This paper presents a statistical method for inverse analysis infer missing constituent physics. The feasibility of the method is demonstrated using a physics-based visco-plastic self-consistent (VPSC) model that represents the mechanics of slip and twinning behavior in 5182 aluminum alloy. However, a constituent model to carry out thermal analysis representing the dependence of hardening parameters on temperature is unavailable. Using integral-effect experimental data, the proposed approach is used to infer an empirical constituent model, which is then coupled with VPSC to obtain an experimentally augmented partitioned model representing the thermo-mechanical properties of 5182 aluminum alloy.

Results demonstrate the capability of the method to enable model predictions dependent upon relevant operational conditions. The VPSC model is coupled with the empirical constituent, and the newly enabled thermal-dependent predictions are compared with experimental data.

The method developed in this paper enables the empirical inference of a functional representation of input parameter values in lieu of a missing constituent model. Through this approach, development of partitioned models in the presence of uncertainty regarding a constituent model is made possible.

Examines some of the implementation issues accompanying the introduction of a major change programme in the UK National Health Service. The data for the case were collected from more than 200 semi‐structured interviews in one NHS region. The change programme itself, called the Resource Management Initiative (RMI) involved various forms of organizational change, – structural, technological and cultural – making it an ideal subject for analysis. Examines each major issue and gives brief consideration of the more general learning points to emerge from the research. Proposes some general heuristics for effecting large‐scale change in complex organizations.

Argues that the effective management of technological change requires transformational leadership, and that one of the principal tools employed by the transformational leader is rites. Rites are elaborate, dramatic, planned sets of activities that promote change in individuals at both the psychological and the behavioural level. Illustrates the various ways in which managers are able to facilitate change through the use of social rites using data drawn from 12 detailed case studies of Manufacturing Resource Planning II (MRP II) implementations. While the focus of the article is primarily on technological change, it is clear that the lessons drawn here are more generally applicable.

Provides a framework for understanding some social and cognitive implementation processes that accompany technological change. Gives a brief overview of MRPII. Highlights its practical benefits and reviews the difficulties of achieving a successful implementation. Makes a case for re‐thinking technological change paying closer attention to social and cognitive phenomena, using material drawn from a detailed study of 13 MRPII implementations. Finally, draws some conclusions concerning the nature of technological change and the merits and deficiencies of the framework.

This paper aims to contribute to the understanding of organizational identity through an analysis of shared identity narratives at the UK‐based specialist tour operator Laskarina Holidays.

Predicated on a view of organizations as linguistic constructs, it is argued that individual and collective identities are narrative accomplishments, and that organizations tend often to be characterised by identity multiplicity.

A case study is presented featuring three distinctive but interwoven collective identity narratives (which are labelled “utilitarian”, “normative” and “hedonic”), and these are contrasted with some “dissonant” voices. It is argued that change in organizations is, at least in part, constituted by alterations in people's understandings, encoded in narratives, and shared in conversations.

The research contribution that this paper makes is twofold. First, it makes an argument for theorizing organizational identities as narratives, constituted within discursive regimes, and continuously changing as they are created and re‐created by all participants. Second, it suggests that the narratological approach to theorizing and researching organizational identities is important because it both assists one's efforts to analyze identities as the outcomes of processes of hegemonic imposition and resistance, and allows one to read polysemy back into ethnographic research.

While organizations are composed largely of people who follow orders, followers and followership skills are a neglected area of research. Presents the results of a survey of followership types at three UK companies: the Halifax, a regional electricity company and Thorntons. Suggests that an organization’s culture determines the dominant leadership style, and that this in turn has an influence over what types of followers tend to predominate. Recommends that organizations should not only pay due regard to training their followers, but that further action to amend an unhelpful culture and dysfunctional patterns of leadership should also be considered.

Examines how and why some major UK purchaser and supplier organizations have increasingly sought to become partners. Drawing on detailed case studies of Rank Xerox, Hoover, ICL and British Rail discusses the dynamics of partnership sourcing, and analyses and exemplifies the costs and benefits to both partners and suppliers. Suggests that both partners benefit from the increased commitment and improved communications that partnership brings. Argues that purchasers derive extra advantages from partnership relations in the form of the potential for a reduced supplier base and increased scope for quality improvements in supplier goods and services. Finally, considers a number of problems, opportunities and constraints on partnership sourcing. Concludes that it is the UK cultural heritage of adversarialism in purchaser‐supplier relations which present the most significant difficulties in making partnership sourcing work.

Argues that the effective management of technological change requires transformational leadership, and that one of the principal tools employed by the transformational leader is rites. Rites are elaborate, dramatic, planned sets of activities that promote change in individuals at both the psychological and the behavioural level. The various ways in which managers are able to facilitate change through the use of social rites is illustrated using data drawn from 12 detailed case studies of manufacturing resource planning II (MRPII) implementation.

Study of the integration of operations through the application of computer technologies has focused on the manufacturing sector. In looking at the difficulties found in operating these technologies, increasing emphasis is being placed on their organizational aspects. These have been examined in depth by Ebers and Lieb, who concentrate on the social processes in implementation and the effects of reducing organizational slack. Applies this framework to the integration of information systems in a UK hospital. Examines the effects of integration: the new system is circumvented and organizational slack is redistributed as well as removed. Shows the importance of the cultural differences underlying the social processes between those introducing and those using the system, as well as within each of these groups. The framework of analysis provided by Ebers and Lieb thus proves to be quite robust. Concludes that our concern should not be computer‐integrated manufacturing but computer‐integrated operations.