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The purpose of this paper devoted to the application of modal analysis to analyze the flow structure of trailing edge cutback film cooling and the effects of vortex structure on the film cooling effectiveness of the cutback surface.

Large eddy simulation (LES) is used to simulate the trailing edge cutback film cooling. The results of LES are analyzed by proper orthogonal decomposition (POD) method and dynamic mode decomposition (DMD) method. The POD method is used to determine the dominated vortex structure and the energy level of these structures. The DMD method is used to analyze the relationship between vortex structures and wall temperature.

The POD method shows that the flow field consists of three main vortices – streamwise vortex, lip vortex and coolant vortex. The DMD results show that the lip vortex mainly acts on the middle section of the cutback surface, while the streamwise vortex mainly acts on the back section of the cutback surface.

The modal analysis is only based on numerical simulation but the modal analysis of experimental results will be further studied in the future.

This paper presents the powerful ability of the modal analysis method to study complex flows in trailing edge cutback film cooling. Establishing the relationship between vortex and wall temperature by modal analysis method can provide a new idea for studying convective heat transfer problems.

The role of streamwise vortex in the flow of the trailing edge cutback cooling and its effect on the cooling effectiveness of the cutback surface is found.

Public library management literature and public administration theory have been unduly influenced by economic thinking appropriate to the private sector but a poor fit to the public sector. In this chapter we attempt to explain that public sector interests are different and that decisions about their future should be made on a different basis. Specifically, this chapter addresses the problem of cutback management and compares decisions made by library managers in the Great Depression to those being made in current economic times. Questions are raised about the approach to cutbacks that typify current public management practices, and it is suggested that new models are needed to help public library managers and trustees deal equitably and efficiently with recurring economic fluctuations and the fundamental changes that these periods sometimes produce.

Social services in most western democracies find themselves in recent years in the midst of diminishing public resources due to economic, demographic and political changes. Phenomena such as slowed economic growth, inflation, unemployment, and the exhaustion of public treasuries have become the daily diet of a number of Western countries (Specht, 1981; Norsworthy et al., 1979; Hakim, 1982).

This essay offers a number of propositions about the size, pace, and distribution of defense cutbacks and about the conversion of military resources to civilian purposes. We argue that the prospects for a peace dividend in the aftermath of the cold war are clouded by substantial political incentives and economic interests that may oppose or retard military retrenchment. We also contend that the resource savings from any military retrenchment may not neces-sarily be reallocated fully and efficiently to produce gains in civilian production and productivity. Such gains are apt to take some time to materialize whereas the political costs and socio-economic disruption caused by lower military expenditures are likely to be felt more immediately. Indeed, given their different social institutions, political cultures, and economic structures, different coun-tries may be expected to pursue alternative policy offsets that accompany any defense cutback, and they may be expected to encounter different conversion problems and derive different costs and benefits from efforts to convert swords into plowshares. We conclude with an agenda for future research.

The paper aims at contributing to the cutback management and organizational decline streams of research by providing an in‐depth analysis of the main challenges that public managers have to address in managing public spending and activity cutbacks as a response to the current financial crisis.

After a literature review of the field, an analysis of the activities of international cooperation between public managers is carried out and the strategies adopted at the global level are compared to the challenges and complexities identified by the literature.

Recovery policies adopted at the international level follow some literature indications such as the clear long‐term forward‐looking focus and the attention to post‐crisis challenges. In turn, the crisis is perceived to have politicized decision making. There are concerns that the pressure to reduce levels of staff and services poses the risk that the public sector will not have the ability to manage future crises.

Much of the discussion on the crisis focuses on macroeconomic policies and the business sector. Public sector policies are a powerful instrument to overcome the crisis. The article compares recommendations from the theory on crisis management, both in the public and in the private sector, with concrete strategies adopted at the international level.

The authors show how to extend difference-in-differences (DiD) frameworks to Granger (1969) equations, a technique that tests for the parallel trends assumption and measures changes in effect sizes over time. To illustrate how these equations work, they apply them to state cutback management decisions in three recessions.

This study applies quantitative methods. The authors estimate DiD frameworks as Granger (1969) equations.

After empirically analyzing recessions that started in 1990, 2001 and 2007, the authors find that states deepen expenditure cuts when economic declines lengthen and tend to make large cuts to specific expenditure categories instead of spreading cuts equally over all service areas.

The authors offer two contributions of methodological value. First, they introduce the estimation of Granger equations to the study of topics in public administration. Second, they show how this technique helps to evaluate the impact of economic declines on state spending. By instituting these contributions, they offer a unique way of analyzing cutback management decisions.

This paper analyzes the situation of women 85 and over using the United States Census public use sample for 1990 involving individual census records of 154,008 women and men It provides weighted population estimates. Data is presented on the oldest disability levels for men and women, the level of economic need, living arrangements, and access to a car. International comparisons from the Luxembourg Income study of elderly men and women's poverty level are also examined. Current proposals in the United States for cutbacks at the federal level in health care, income assistance and social services are examined with respect to their disproportional impact on oldest old women.

How does downsizing affect long‐ and short‐term organizational performance? The present study aims to address this important question and attempts to extend previous research by examining the effect of both personnel and assets reduction on long‐ and short‐term firm performance.

The paper uses data collected through secondary sources on 196 firms traded on the Tel Aviv Stock Exchange (TASE) between 1992 and 2001.

Econometric analyses indicate the positive impact of a combination of downsizing strategies on short‐term performance, and the negative effect of this combination on long‐term performance and high‐tech industry performance is negatively related to assets and personnel cutbacks. Whereas downsizing affects the short‐term performance of larger and established companies positively, it generally affects long‐term performance inversely.

This study offers a first examination of the effects of simultaneous cutbacks in personnel and assets. This combined strategy goes further than dismissing employees, since layoffs are linked to the sale of such tangible assets as product lines or manufacturing facilities. By so doing, firms downscale their activities commensurate with the reduction in workforce and are less likely to generate excess workload on the remaining employees.

The purpose of this study is to understand how majority employee-owned firms responded to the pandemic compared to firms that were not majority employee-owned. The Employee Ownership Foundation partnered with Rutgers University and the SSRS survey firm to survey ESOP and non-ESOP firms about their responses to the COVID-19 pandemic. A key purpose of the survey was to estimate firm-level changes in employment from mid-January to August (current employment figures were adjusted to August 5 using BLS industry employment trends). The survey also looked at other forms of adjustment and responses to the pandemic as reviewed below. The focus in this study is on the differences between firms that are majority owned by ESOPs and those that are not.

The survey included 247 executives from ESOP Association member companies and 500 executives from an SSRS business panel constructed to be representative of US companies with 50 or more employees. The survey started on August 5 and ended on September 23, 2020.

(1) Majority ESOP firms had employment declines from January to August that were on average only one-fourth as large as for other firms. The difference is maintained when controlling for industry membership. (2) Majority ESOP firms were more likely to be declared “essential,” but the lower employment cutbacks among majority ESOP firms remain among essential and non-essential businesses. As essential businesses, majority ESOP firms were more likely receive Paycheck Protection Program or other government pandemic assistance, but both assistance recipients and non-recipients had lower employment cutbacks among majority ESOP firms. (3) The extent of employment cutbacks was higher for non-managers than for managers, but the manager/non-manager gap was higher among other firms than among majority ESOP firms.

This study supports empirical findings done previously.

This study suggests to non-EO firms what they can do.

This study suggests strengths of EO firms.

A very original and one-of-a-kind dataset.

The crisis exposed Greek municipalities to bilateral financial pressures from cutbacks and increased needs for social assistance. They were directly affected by cheese-slice austerity measures that were implemented in the whole public sector (hiring freeze, cutbacks of salaries, dismissal of employees on contract basis) and successive cutbacks of state grants. In this chapter we discuss the case of four Greek municipalities. The sample was selected by taking into account the average financial performance of municipalities in terms of accrual accounting surplus/deficit over operating revenues and the volatility of this measure of financial performance over the period 2002–2012. In all four municipalities, interviews with an elected politician and municipal officials were conducted on the basis of a structured questionnaire that has been given to the interviewees before the meeting. The analysis revealed that all cities did not show significant anticipatory capabilities. This might be due to several shocks related to central government policies that were difficult to predict and to the ambiguity of the financial condition in the country. Municipalities proved to be particularly flexible and open towards social innovation and responded to the crisis through adaptation but they exhibited limited internal transformation. Nevertheless, the shock due to the crisis and the unprecedented decrease in municipal budgets has triggered a cultural shift towards more prudent management and parsimony. These findings show that Greek municipalities are still rather vulnerable to future shocks and especially to a further deepening of the on-going financial crisis.