Search results

Outlines the history of the development of mechanical cam controlled machinery and provides numerous examples of applications to which mechanical cams are ideally suited. Highlights the cost benefits and reusable nature of cam controlled assembly systems.

Outlines Bodine’s plans to market US‐proven assembly technology in Europe. Discusses the advantages of cam technology compared to pneumatics for high‐volume assembly applications. Describes the application of a Bodine machine to the assembly of a small automotive component at a rate of 47 per minute.

Reports on Euro Assemblage ’98, the biennial exhibition of assembly technology, held recently in Paris. Outlines growing trends towards cam‐driven assembly lines. Describes new developments in diode laser technology which enable plastic welding to be performed.

Racism occurs in many ways and varies across countries, evolving and adapting to sociocultural history, as well as contemporary economic, political and technological changes. This chapter discusses the multilevel dimensions of racism and its diverse manifestations across multiracial societies. It examines how different aspects of racism are mediated interpersonally, and embedded in institutions, social structures and processes, that produce and sustain racial inequities in power, resources and lived experiences. Furthermore, this chapter explores the direct and indirect ways racism is expressed in online and offline platforms and details its impacts on various groups based on their intersecting social and cultural identities. Targets of racism are those who primarily bear the adverse effects. However, racism also affects its perpetrators in many ways, including by limiting their social relations and attachments, and by imposing social and economic costs. This chapter thus analyses the many aspects of racism both from targets and perpetrators' perspectives.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

The advent of the #MeToo movement has brought forth increased national and global attention to sexual assault, abuse, misconduct, discrimination and harassment in the workplace, especially by prominent executives against subordinate female employees. Accordingly, in this article, we are thoroughly analyzing one aspect of office romance and sexual conduct in the workplace, mainly sexual favoritism in the era of the #MeToo movement.

This is a legal and case-based human resource policies paper. It reviews actual workplace romance cases, policies and court-based decisions to create practical recommendations that can be used by managers, entrepreneurs and corporations for their organizations. One delimitation of this paper is the fact that it focuses on the US context. Another is that, while organizational behavior researchers have empirically studied various workplace romance policies and practices, the paper is a case-by-case analysis of sexual favoritism. “Specifically, the legal research for this article was conducted on the law database, Nexis Uni Legal, in the Cases (both federal and state) and Law Reviews and Journals sub-databases, using the direct key words in quotations “workplace romance,” “office romance,” “sexual favoritism,” and/or “paramour preference,” as well as the indirect key words “appearance discrimination, “preferring the pretty,” and/or “lookism.” As the authors' intent was to examine the legal and practical consequences emanating from the #MeToo Movement, the authors concentrated their search on cases and law reviews from 2012 to February 2021.

Research shows that about 35–42% of women have experienced some form of sexual harassment or sex discrimination at work. Many of the high-profile sexual cases that generated the #MeToo movement involved powerful executives asserting that their romantic relationships with subordinates in the workplace were “merely” consensual office romance or sexual favoritism. As a result of the #MeToo movement, employers have been compelled to reconsider how they should respond to sexual discrimination, sexual harassment, office romance and sexual favoritism in the workplace. This article offers best practices for policymakers and human resources professionals.

This article's recommendations are limited to workplaces in the US and may not be relevant in other countries as the local laws might vary.

There are policy and behavioral implications for companies, managers and employees regarding workplace romance and sexual favoritism. As such, we provide policy recommendations to human resources department and management on how to provide a healthy work environment for all employees and avoid liability for sexual harassment cases pursuant to Title VII of the Civil Rights Act.

The awareness of policies and laws regulating office romance can help educate managers and employees in local communities as to their rights regarding relationships with coworkers and those who report to them. When people are able to date whomever they desire outside of the workplace, employers can regulate some aspects of sexual relationships in the workplace.

This is an original paper by the authors.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.