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The paper seeks to perform a detailed numerical study of flow over a generic fan‐wing airfoil and also attempts to modify the geometry for the improvement of the aerodynamic performance.

Advanced computational fluid dynamics (CFD) technique has been employed for evaluation of the aerodynamic performance (e.g. lift/drag ratio) of a model problem. Numerical investigation starts with sensitivity studies to minimize domain size influence and grid dependency, followed by time‐accurate transient calculations. A preliminary re‐design exercise has been performed by analyzing the results of a current design.

CFD predicted lift force agrees fairly well with the measurement data with about 6.55 per cent error, while drag force compares less favourably with about 12.59 per cent error. Both errors are generally acceptable for an engineering application of complex flow problems. Several key flow features observed previously by experiment have also been re‐produced by simulation, notably the eccentric vortex motions in the blade interior and the stream “jet” flow outside the blades near the exit. With the modified geometry, there is a considerable lift/drag ratio improvement of about 29.42 per cent. The possible reasons for such a significant improvement have been discussed.

As it is the first step towards the detailed flow analysis of this type of model, a simpler blade shape rather than “real” one has been used.

The paper provides a very useful source of information and could be used as guidance for further industry practice of unmanned aerial vehicles design.

This paper is valuable for both academic researchers and industry engineers, especially those working in the area of high‐lift wing design. The works presented are original.

In his recent report, Lord Adebowale (2013) described mental health issues as “core police business”. The recent retrenchment in mental health and wider public services mean that the demands on the police in this area are likely to increase. Mental health triage is a concept that has been adapted from general and mental health nursing for use in a policing context. The overall aim of triage is to ensure more effective health outcomes and the more effective use of resources. The purpose of this paper is to examine the current policy and practice in this area. It then goes on to explore the models of mental health triage that have been developed to try and improve working between mental health services and the police.

The paper outlines the main themes in the research literature regarding mental illness and policing, including a brief overview of section 136 MHA. It then examines recently developed models of triage as applied in these settings.

The models of triage that have been examined here have developed in response to local organisational, demographic and other factors. The approaches have two key features – the improved training for officers and improved liaison with mental health services.

Wider mental health training for officers and improved liaison with community-based services are the key to improving police contacts.

The current pressure on mental health services has increased the role that the police have in responding to these sorts of emergencies. This situation is unlikely to change in the short term.

This paper contributes to the wider debate about policing and mental illness. It highlights the fact that section 136 MHA use has tended to dominate debates in this area to the detriment of a broader discussion of the police role.

Here is the long‐awaited fourth edition of Ralph De Sola's classic Abbreviations Dictionary. This updated edition of a work first published in 1958 is the largest, most complete compilation of its kind — a reference book far surpassing all others in the field. Mr. De Sola has expanded his work to include more than 130,000 definitions and entries — over 77,000 definitions, over 54,000 entries. The current edition offers abbreviations, acronyms, anonyms, contradictions, initials and nicknames, short forms and slang shortcuts, and signs and symbols covering disciplines which range from the arts to the advanced sciences and embrace all areas of human knowledge and activity.

This paper aims to understand better how strategic management (SM) affects organizational and operational performance by examining the mediating role of dynamic capabilities (DCs) in complex environments.

This study uses a survey of a sample of managers (n = 480) from each logistics firm and applies structural equation modeling to determine the relationships among variables.

The analyses identify SM directly and DCs as a mediator significant antecedent for the operational performance; further, environmental complexity shows an impact as a significant factor on both variables.

One of the managerial implications is that acquiring-sensing the environment should be orchestrated to be effective.

Previous DC literature studied underdeveloped DCs in complex environments and ignored the manager’s role as a connection between the environment and the firm. This paper contributes to the topic in three important ways: first, it clarifies the operational performance from the combination of the design of the DCs and the SM characteristics within the complex environment; second, the paper specifies that microfoundations of DCs are essential in the drive’s differences in the performance of the firms; and third, it clarifies regarding the role of the complex external environment rather than dynamic ones.

The purpose of this paper is to characterize the internal dynamics of cross-functional teams (CFTs) in different organizational processes in a service company.

A case study from a Brazilian service company was conducted. CFTs in five different organizational processes (strategy development, product development, portfolio management, sales channels management and business analysis) were analyzed through in-depth interviews, documents and non-participant observation.

A framework with four pillars was constructed: constitution of the CFT, task drivers, behavior and attitudes of the team and personal motivators. It was possible to analyze the process of how a group acts and reacts under changing circumstances based on the pillars included in the framework.

The study is focused on creating analytical generalizability. Several insights in the 12 propositions presented in this study may be investigated in future research to validate the identified relationships among the pillars included in the framework. Moreover, the proposed framework allows the teams to be analyzed through a multidimensional view: structure, processes and impacts.

If the semantic boundaries of the communication are not well delineated, the differences in understanding can generate manifest conflicts. Moreover, the workload in a CFT seems to be larger and more complex than working in a functional activity; however, members perceive that it reduces the risk of unemployment and increases motivation.

The present study contributes to the extant literature with the proposal of a set of new exploratory propositions that can support future quantitative research about the use of CFTs in the service industry context.

The purpose of this article is to describe and analyze how three principals attempting to establish effective inclusive schools for students with disabilities identified and learned from failure, with a specific focus on how failure was used to drive school improvement efforts.

This qualitative study involved interviews and observations during one school year in an urban school district in the southwestern United States. Participants varied in their levels of experience and their perceptions about establishing inclusion in their schools. In addition, each school ranged in the length of time working toward implementing inclusion and the relative success of their reform efforts.

This study presents insights into several types of failures with a range of causation, from what we term “unnecessary failures,” to “complex coordination failures” and “trial failures.” In response to these failures, the principals in this study attempted to foster a culture of professionalism and trust by creating avenues for relationship-building that would allow teachers and staff to buy into the inclusive mission of the school. Principals also attempted to build school capacity by working to strengthen teams and pre-existing structures and to cultivate teacher-leaders that could improve communication, motivate others and effectively lead meetings that would encourage authentic collaboration.

Analyzing and learning from instances of failure is an important practice, especially for failures that are unexpected, yet much of the literature on leading from failure exists in business management scholarship, with very limited examples in the area of special education and special education school leadership.

The purpose of this paper is to examine and synthesize Argyris and Schön's Theory of Action and Kegan and Lahey's theory of Immunity to Change in order to produce an integrated model.

Literature discussing Argyris and Schön's Theory of Action (Model I and Model II), single and double‐loop learning, espoused theory and theory‐in‐use; and Kegan and Lahey's theory of Immunity to Change was examined. The two theories were then summarized, analyzed, compared and synthesized into an integrated model.

Within Kegan and Lahey's model of an immunity system, the Argyris and Schön Model I Unilateral Control Model should be considered a competing commitment. Kegan and Lahey's theory identifies a critical causal element (underlying assumption) not previously identified by the Argyris and Schön Theory of Action, thus opening the potential for expanded effectiveness by practioners of Argyris and Schön's theory.

Little attention has been given in the literature to comparing or integrating these two theories. The synthesis of the two theories opens the possibility of overcoming limitations experienced by practitioners promoting double‐loop learning in organizations.

This paper aims to provide an overview of the development of learning organization concepts from the perspective of Nancy Dixon, who has been at the forefront of the learning organization discussion since the 1980s.

Through a conversation with Dixon, and a scan of some of her works, this paper discusses several topics pertaining to the evolution of the learning organization debate, from Dixon’s perspective.

Dixon’s understanding of learning organizations was influenced by concepts related to action learning where people in organizations learn through meeting and talking about their problems. What distinguishes her understanding from others in that it is built more on the perspective of psychological safety, as inspired by Amy Edmonson's work.

Dixon acknowledges that her work has had more impact on the practitioner side. Dixon maintains that learning organizations are more egalitarian and move away from hierarchy. There are ethical underpinnings to this understanding as, with psychological safety, people are willing to speak up in those situations when their voices are needed to be heard.

This paper aims to contribute to discussion around the need for improved models for change in a rapidly changing world. It also aims to provide insights for further discussion around how a Nordic management approach can relate to the need for new change ideas. Since Lewin proposed that change requires unfreezing, moving and refreezing, several changes in models have been introduced. Many models include similar factors such as the need for a vision, a clear process and to motivate change. These change factors are investigated in this paper and related to a fast-paced, uncertain and volatile environment

Based on a collaborative research approach, engaging with leaders in five organizations, all headquartered in the Nordic countries, this paper examines problems with traditional change models in a contemporary context as well as how these challenges could be handled.

This paper concludes that leaders still find value in traditional models but see that these models need to be adapted to include elements of more recent research. This paper suggests tweaks in traditional change factors and ends with a proposition with a renewed model for change.

The ideas in this paper could be seen as a bridge between traditional and modern models – a bridge that seems to be needed in practice. It draws on action research and close relationships with top management, as they are working with change – potentially giving the study a unique angle on a practical, widespread problem: succeeding with change

Explores how information technology (IT) can help local authorities to better manage their property. Sets out a summary procedure for the development of an IT strategy. Defines the role of the “property professional”. Offers Cardiff City Council as role model. Concludes that two scathing Audit Commission Reports of 1988 offer a baseline from which local government may start improvements in property management.