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A general time domain finite element formulation and several efficient numerical techniques are combined to form a new method of analysis for the solution of three‐dimensional soil‐structure interaction problems in the time domain. For elastic systems the method is a very cost effective alternative to the frequency domain approach. However, the major advantage of the new method is its ability to be extended to non‐linear behaviour such as separation of foundation and soil or non‐linear material. The general equations of motion for the linear cases are expressed in terms of the relative displacements of the soil‐structure system with respect to the displacements of the buried part of the structure (volume methods). This formulation allows the load vector to be an exclusive function of the free field accelerations at the foundation level. The non‐linear case requires that the equation of motion be established in terms of the total interaction displacements. The soil is modelled with three‐dimensional solid elements in the near field and axisymmetric elements in the far field. Coupling between the two systems is enforced by expanding the displacements of the solid elements in terms of the axisymmetric ones. Reduction in the number of degrees of freedom is achieved by the use of orthogonal sets of Ritz functions. The reduced system of equations is uncoupled and solved very efficiently using the complex eigenvectors. A numerical example consisting of the response of a structure resting on a homogeneous half‐space is solved using the new method and one of the approaches in the frequency domain. Results given by both methods are remarkably similar.

The Lanczos vectors and the Ritz vectors have been used for computing the dynamic response of linear structures. Although the procedures of using these two sets of vectors appear similar to the procedure of using the eigenvectors to find an approximate solution, the fundamental mechanisms of the three are different. We compare the three sets of vectors in detail to show some of the important differences in the hope that this comparison will be helpful to the use of the Lanczos vectors or the Ritz vectors for computing dynamic responses.

This paper presents several methods for enhancing computational efficiency in both static and dynamic analysis of structural systems with localized non‐linear behaviour. A significant reduction of computational effort with respect to brute‐force non‐linear analysis is achieved in all cases at the insignificant (or no) loss of accuracy. The presented methodologies are easily incorporated into a standard computer program for linear analysis.

An exact multiple‐level dynamic substructure technique was developed by a combination of WYD algorithm and static multiple‐level substructuring technique. This method is essentially different from the traditional mode component synthesis. The eigenvalues and eigenvectors created by the method are the eigenpairs for the whole structure and not for the components of structure. On the other hand, the dynamic response by using mode superposition can also be implemented in substructure level. This algorithm actually is an exact substructuring technique which means that substructuring itself did not introduce any additional error except the round‐off when a structure was split into some arbitrary subdomains and the error of WYD or mode superposition themselves. It is no longer necessary to assume any connective condition on the interface between substructures. This method makes the capacity of dynamic analysis of a structural analysis program unlimited. It is especially attractive for the programs on microcomputers. Of course, the method leads to a frequent I/O for a subsequent search of the files from each substructure. It is time consuming compared to the mode component synthesis. But the potential still exists to improve the efficiency by using parallel computation on concurrent computers. In this paper the theory and procedure of the algorithm are presented.

Taking its outset in operations management (OM) contingency research, this paper aims to investigate how firm size, as one of the most powerful explanatory factors, influences the implementation and performance impact of four key manufacturing practices.

Three large-scale surveys from three different points in time, with a total of 1880 observations from varied geographical regions, are used to offer generalizable evidence on how firm size influences the implementation and performance outcome of technology, lean, quality and human resource practices.

The four manufacturing practices positively enhance performance: quality and lean practices produce the most consistent effects, while technology and human resource practices turn more beneficial in the latest sample. Furthermore, the authors offer robust support for the selection and mediation models (larger firms generally invest more in the four practices and, through that, achieve higher performance), while finding no evidence for the moderation model (smaller firms can equally benefit if they possess the resources to invest in these practices).

As manufacturing practices are continuously evolving, their performance impact cannot be guaranteed in any context. Size is a frequently used contingency variable in OM studies, but results are contradictory in terms of its impact on the implementation and performance outcomes of manufacturing practices. This study manages to ease these contradictions.

By combining structural contingency theory and socio-emotional wealth (SEW) theory, this study aims to identify the organizational determinants of collective performance-related pay (PRP) adoption by examining the interplay between a firm's ownership characteristics (i.e. family or non-family ownership) and other organizational characteristics.

This study adopts a quantitative approach, conducting empirical analyses of a longitudinal dataset of 4,222 Italian companies in the manufacturing sector for 2009–2017. The probability of adopting collective PRP schemes is estimated using the average marginal effects of the probit and linear probability models (LPMs).

The results show that family firms are less likely to adopt collective PRP schemes than non-family firms. Moreover, ceteris paribus, firm characteristics such as size, age and past (firm and labor) productivity are important determinants of firms' adoption of collective incentive pay; however, the significance and magnitude of their effects vary depending on a firm's ownership structure.

This analysis has two major elements of novelty. First, it increases the knowledge of how organizational contingencies differ in family versus non-family contexts regarding pay decisions. Second, it brings new theoretical perspectives to the pay debate by combining structural contingency theory and SEW theory, thus developing new and fertile theoretical grounds for advancing our understanding of the pay determinants. To the best of authors' knowledge, this is one of the first (if any) studies to shed light on collective PRP in family and non-family firms.

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and post-promotion performance of managers from subordinates’ perspective.

For the study, survey methodology was used and 391 respondents who fulfilled selection criteria set for the study responded. The hypothesised relationships were examined by regression analysis.

It was found that the job description and promotion practices have significant relationship with post-promotion performance.

The findings imply the importance of promotion practices and the need of maintaining and using job descriptions in facilitating post-promotion performance.

Several previous studies investigated the post-promotion managerial performance based on mathematical modelling and single firm case studies. However, it is very rare to find academic research that investigated the relationship between HRM practices and post-promotion performance of managers.

The purpose of this paper is to study how high-involvement work systems (HIWS) affect job satisfaction, and tries to disentangle the mechanisms through which the effect occurs.

The authors use data for a representative sample of 10,112 Spanish employees. In order to test the mediation mechanism implied by the hypotheses, the authors follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit models were estimated to study the effect of HIWS on the mediating variables (job interest, effort and wages), and regression models were estimated to analyze the effect of HIWS on the final attitudinal variable (job satisfaction).

Empirical results show that HIWS results in higher levels of effort, higher wages and perceptions of a more interesting job. Moreover, greater involuntary physical effort reduces job satisfaction while higher wages, greater voluntary effort, involuntary mental effort and having an interesting job increase job satisfaction. The net effect of these opposing forces on job satisfaction is positive.

The use of secondary data posits some constrains in aspects such as the type of measures or the failure to control for personal traits. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction.

Managers should implement HIWS since in general they increase job satisfaction. A significant portion of this positive effect is channeled through perceptions of interesting job, higher wages and increased effort demands. Managers should pay attention to implementation issues.

The paper contributes to enrich the understanding of the relationship between the HIWS and job satisfaction, proposing a model that aims to disentangle the mediating mechanisms through which HIPWS affect job satisfaction. Unlike previous attempts, this model integrates opposing views about the positive or negative effects associated with HIWS.

The purpose of this paper is to provide evidence on how smart manufacturing (SM) affects work organization at both micro-level – i.e. work design, described in terms of operator job breadth and autonomy, cognitive demand and social interaction – and at macro-level – i.e. organizational structure, described in terms of centralization of decision making and number of hierarchical levels in the plant.

The paper reports on a multiple-case study of 19 companies implementing SM.

Results present four main configurations differing in terms of technological complexity, and micro and macro work organization.

The paper contributes to the academic debate about the interplay between technology and work organization in the context of SM, specifically the authors find that the level of technology complexity relates to different characteristics of micro and macro work organization in the plant.

Findings offer valuable insights for practice, with implications for the design of operator jobs, skills and plant organizational structure, in light of the challenges generated by the implementation of SM technology. Guidelines on how policymakers can foster the implementation of SM technology to enhance social sustainability are proposed.

This study advances a novel focus in studying SM, i.e. work organization implications of this new manufacturing paradigm instead of its mere technological implications.

Two research questions are asked in this paper: RQ1. How does line management involvement in PA work unfold in practice? RQ2. How does line management involvement contribute toward any divergence arising between intended and implemented PA work?

An in-depth case study from a multi-actor perspective based on interviews with HR managers, line managers and employees, and organizational documents.

The findings illustrate how line managers faced three types of complexities during implementation, i.e. dilemmas, understandings, and local adaptations. These jointly contributed to a divergence arising between the PA as intended and the PA as implemented. This divergence became associated with how line management involvement was restricted to the local context and the initial stages of the PA process, highlighting how HR practices can contain both devolved and non-devolved elements.

We respond to calls for more in-depth qualitative studies of how line managers are involved in HR work; this is done specifically by conceptualizing the complexities line managers face in practice when implementing HR practices. As such, we add to the understanding of HR practices as relational and social in nature. We also contribute to the processual understanding of HRM by highlighting how HR practices can contain both devolved and non-devolved elements. By stressing the limitations of binary conceptualizations of HR devolution, we add to the understanding of HR devolution as more complex and multifaceted than traditionally assumed.