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A Description of the Early Problems Encountered by Rolls‐Royce Ltd., which Led to the Appointment of a Specialist ‘Rotor Balance’ Engineer, and a Review of the Company's Current Balancing Techniques. THE advent of the gas turbine aero engine brought a state of passenger comfort, never before experienced, into the field of civil air transport; this was possible because the unbalanced forces due to reciprocating masses are entirely absent and the purely rotating masses of a turbine engine can, theoretically, be brought into perfect balance. The resulting smooth running engines produce lower levels of passenger fatigue due both to physical effects (i.e. a reduced feeling of ‘pins and needles’ in those parts of the anatomy touching the cabin floor or scat) and to aural effects (i.e. a lower noise level from engine buzz or cabin panels and fittings resonances).

Published research indicates that teachers have not integrated information technology into their classroom practice and that computer use tends to be peripheral to other curriculum activities. However almost all of this research is based on survey methods involving self‐assessment and self‐reporting by teachers. Very little observational research has taken place and there is a need to corroborate survey research with classroom observations. Observations took place of 11 teachers and 253 pupils in different classes held in three London primary schools. Results generally agree with previous research in that computers are only used for a small percentage of time. Significant differences in use were observed between those classrooms where children were free to choose their own activities and those where activities where teacher directed. These differences may show that computer technology is being used only when it does not require a change of teaching style or classroom organisation. Differences were found between the youngest boys and girls in how much time they spent using computers.

Improvements in Engine and Power Plant including Reduction in Fuel Consumption, Mechanical Design, Blade Cooling, Lower Vibration, Foreign Object Damage, Oil Consumption, and Reduction in Overhaul Life, all of which can Contribute in Significant Manner to Lower Operating Costs. Recent engine improvements to reduce operating costs are discussed, including examples of features ensuring low vibration level, low metal temperatures of hot end parts, etc. It is predicted that modern techniques will make more major components capable of lasting the whole life span of the engine, facilitating the replacement of present overhaul procedure by sectional overhaul. A possible way to reduce power plant weight is referred to. It is concluded that further advances towards higher engine performance will be accompanied by economies in many other areas of the power unit.

Describes research into managers′ experiences of significant organizational change attempts. The research project was aimed at developing frameworks which: describe, illuminate and enable a better understanding of managers′ journeys through organizational change; serve as a template for bringing together the very diverse and fragmented literature relating to individuals experiencing change; highlight issues and pointers for the design and facilitation of effective organizational change initiatives. The first part describes the context, spirit, intentions, sample and methodology of the research. Also, reviews a broad range of literature which can inform our understanding of individuals in change. Propounds the need to open up the “real world” of organizational change, as perceived and experienced by managers, rather than any “ideal” view of how that world is desired or supposed to be. Presents and discusses research findings on the sensed and initiating “primary” triggers for change‐that is, the formal and communicated organizational change objectives; and the perceived and felt “secondary” triggers for change‐that is, the issues raised by, and the implications of, the organizational changes for individual managers. The second part presents a framework depicting the phases and components of managers′ journeys through organizational change. On the framework, the experience of managers can be located, in terms of their thoughts, feelings and behaviours, as the processes of change unfold. While each manager′s journey was found to be unique, the framework proved to be ubiquitous in enabling the mapping of all the managers′ journeys, and it also accommodates literature on phenomena as diverse as learning, personal transition, catastrophe and survival, trauma and stress, loss and “death”, and worry and grief. The findings emphasize the profoundness and deeply felt emotionality of many managers′ experiencing of change in organizations. Finally, identifies the outcomes of managers′ journeys through significant attempts at organizational change. Also presents the reported helping and hindering factors to those journeys. Implications of these findings are pursued, particularly in terms of the leadership and development roles and behaviours required, if the organization and its management are to move beyond simply requiring change towards actively facilitating its achievement.

A two‐year study of four effective secondary school principals generated the hypothesis that a principal′s actions can be represented by a value‐based model in which beliefs and values lead to goals, thereafter to activities (and constraints) and finally to outcomes. The model is conceptualised as consisting of a set of four states, values, goals, behaviours and outcomes, which can be represented formally by a Markov chain. Each of the four principals held significantly different value sets, but the analysis of the data from “Profile of the School” questionnaires indicate that no one value set brings about more effective leadership than another.

This paper presents a comprehensive review of academic research dedicated to the field of Behavioral Strategy. Based on a series of Bibliometric and network analyses, the paper identifies the prominent trend and growth patterns pertaining to the evolution of this important strategic management subfield; it documents which particular journals, articles and authors have most influenced its development, and it maps the intellectual structure and network of authors, publications and countries. Finally, the paper considers the substantive research themes emerging from the analyses reported, in terms of their implications for future work.

The authors undertook a series of Bibliometric and network analyses of 217 relevant articles, published between 1975 and 2020, in journals listed in the Scopus database, using R-studio and VOSviewer. Articles incorporated in the study were selected based on relevant key terms searched from the title, abstract and list of keywords associated with each publication.

The results demonstrate that behavioral strategy has enjoyed robust and sustained growth, with widespread impact across many areas of the heterogeneous business and management field as a whole. Three distinct periods are identified: an infancy stage (prior to 1999); a steady growth stage (1999–2010); and a take-off stage (2011 onwards). The top three journals in terms of content coverage, based on the number of relevant articles published in relation to behavioral strategy, are Strategic Management Journal, Advances in Strategic Management (AiSM) and the Journal of Management, while the top three most influential journals, in terms of citations pertaining to Behavioral Strategy, based on an analysis of citations in the Scopus database, are Strategic Management Journal, Academy of Management Perspectives and Journal of Management Studies. Gerard P. Hodgkinson and Thomas C. Powell are the most prolific authors. The emerging themes based on intellectual structures have been identified as Behavioral Strategy, Behavioral Theory of Firm; Strategic Leadership and Dynamic Capabilities; and Strategic Cognition and Decision Making.

The study contributes to knowledge advancement concerning Behavioral Strategy by opening new possibilities to discover important research areas.

The study is the first of its kind on Behavioral Strategy providing a comprehensive systematic literature review.

This paper aims to identify four areas in need of future research to enhance the theoretical understanding of scenario planning (SP), and sets the basis for future empirical examination of its effects on individual and organizational level outcomes.

This paper organizes existing contributions on SP within a new consolidating framework that includes antecedents, processes and outcomes. The proposed framework allows for integration of the extant literature on SP from a wide variety of fields, including strategic management, finance, human resource management, operations management and psychology.

This study contributes to research by offering a coherent and consistent framework for understanding SP as a dynamic process. As such, it offers future researchers with a systematic way to ascertain where a particular study may be located in the SP process and, importantly, how it may influence – or be influenced by – various factors in the process.

This study offers specific research questions and precise guidelines to future scholars pursuing research on SP.

The paper's first objective is to develop a new conceptual framework for categorizing and designing cognitive, specifically comparative, causal mapping (CCM) research by building upon the theory‐centred and participant‐centred perspectives. The second purpose is to enable the discerned study prototypes by introducing a new CCM software application, CMAP3.

Building upon the distinction between theory‐centred (etic) and participant‐centred (emic) perspectives in social research, we first construct and apply a conceptual framework for analysing and categorising extant CCM studies in terms of their objectives and basic design. Next, after noting the important role and basic tasks in computerising causal mapping studies, we present a new CCM software application.

The theory‐centred/participant‐centred perspectives define four causal mapping study prototypes, each with different goals, basic designs and methodological requirements. Noting the present lack of widely accessible software for qualitatively oriented CCM studies, we introduce CMAP3, a new non‐commercial Windows application, and summarise how it is used in related research.

The framework and the studies representing the prototypes demonstrate the versatility of CCM methods and that the proposed framework offers a new, systematic approach to categorising and designing CCM studies. Research technically, CMAP3 can support the defined CCM‐prototypes, based on a low‐structured (inductive/qualitative) or a structured (nomothetic/quantitative) methodological approach/stance, and having therefore different needs of data acquisition, processing, coding, aggregation/comparison, and analysis of the emerging aggregated cause maps’ contents or structure.

The dynamism of competition in international markets requires managers to react accordingly and ensure the firm's survival and competitiveness. This study examines the impact of cognitive styles and dynamic managerial capabilities (DMC) on a firm's international performance and the mediating role of these capabilities in the relationship between cognitive styles and international performance.

This study adopts a quantitative cross-sectional research design, employing a sample of 306 firm owner-managers from exporting companies in Kosovo.

The findings suggest that managers' cognitive styles positively influence firm international performance, including their impact on DMC. Results also indicate that only managerial cognition mediates cognitive styles' effects on a firm's international performance, compared to managers' social capital.

In this study, the authors contribute to the literature by integrating cognitive styles with DMC in a transition country. Moreover, the authors demonstrate that DMC mediate the impact of cognitive styles on the firm international performance.

A wider participation from outside the top management team can support the strategy creation and execution of firms through improving access to knowledge, increasing innovativeness and creating legitimacy for the strategy. However, creating a climate of trust where ideas are freely expressed and challenged is easier said than done. This paper thus focuses on trust in strategizing, in particular in strategy workshops with wider participation.

The analysis is based on qualitative data from 10 strategy-making processes consisting of a total of 28 strategy workshops. Data were collected through interviews and joint reflections with the leaders, external facilitators and consultants, as well as through action research.

This study identifies three factors that influence trust in strategy workshops with wider participation, namely opening up the conversation, clarity of the participative process and delivering with honest intent. These factors could play crucial roles in creating the trust needed for wider participation in strategy workshops.

This paper provides strategy actors (e.g. leaders, consultants) with actionable knowledge about what strategy workshops with a wider circle of participants require to create trust.

This study relates to the ongoing and increased interest in openness for strategy-as-practice in general and open strategy in particular. Moreover, it contributes to the discussion that the boundaries between strategizing and change tend to become blurry. Therefore, the present paper contributes to the theory and practice of strategy creation, strategy execution and change by investigating wider participation in strategy workshops.