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The purpose of this paper is to develop a renewed understanding of social influence in the military by exploring officers' decision‐making processes in a stressful situation. The intention is to develop self‐awareness as a central leadership capability in authentic leadership.

During wintertime in Norway, standing half‐naked and blindfolded on a wharf, officer cadets were offered the choice of jumping or not jumping into the icy ocean. From that starting point, a qualitative dialogue evolved in which the cadets reflected on their decision‐making processes and explored their reasons for making their decision. Finally, the decision was executed by the cadets on whether to jump into the icy water or not.

The results from “the water jump” showed that most of the cadets jumped, indicating that they preferred physical inconvenience over social inconvenience, and that officers are highly influenced by their group and the military organization.

The research was conducted with a relatively small group and the findings may not generalize readily to other populations.

The “water jump” has been adopted by the Royal Norwegian Navy, and is under consideration by the Army and Police in Norway. Using the physical environment as a background to tap into the cadets' thinking in action provides knowledge about the individual self and social influence relevant to growth as leaders.

The paper is one of few to explore the role of social influence in the context of a military real‐world leadership training activity. Moreover, addressing social influence as a potential drawback in decision making is done to enhance self‐awareness as a central leadership capability of authentic leaders in operations.

The purpose of this paper is to explore a better understanding of Holistic Debriefing processes from a learning perspective.

During a terror attack in which 69 people were killed and 66 were wounded, a Search and Rescue crew experienced “fear of death” while giving life-saving help to victims of the attack. Afterwards, the crew conducted a Holistic Debriefing. The crew participated in interviews to share their experience of this type of debriefing.

The findings from the Holistic Debriefing sessions suggest that the debriefing process was experienced as positive in terms of social support, emotions and meaning. These experiences are further explained from a learning perspective.

This research was conducted on a small group of individuals experiencing an extreme situation, and findings may not readily generalize to other populations or situations.

Holistic Debriefing has been adopted by an increasing number of squadrons in the Norwegian Air Force.

Holistic Debriefing has been implemented at the Norwegian Air Force Academy, and may be relevant for other units involved in similar operations.

This study is unique when it comes to exploring Holistic Debriefing of rescue personnel in the aftermath of a terror attack. Moreover, Holistic Debriefing is also addressed as a reflection process in order to enhance individual and group learning processes.

Prefabricated extruded hollow-core slabs are preferred building components for floor structures in several countries. It is therefore important to be able to document the fire resistance of these slabs proving fulfilment of standard fire resistance requirements of 60 and 120 min found in most national building regulations. The paper aims to present a detailed analysis of the mechanisms responsible for the loss of load-bearing capacity of hollow-core slabs when exposed to fire.

Furthermore, it compares theoretical calculation and assessment according to the structural codes with data derived from a standard fire test and from a thorough examination of the comprehensive test documentation available on fire exposed hollow-core slabs.

Mechanisms for loss of load-bearing capacity are clarified, and evidence of the fire resistance is found.

For the first time, the mechanisms responsible for loss of load-bearing capacity are identified, and test results and calculation approach are for the first time applied in accordance with each other for assessment of fire resistance of the structure.

This study aims to analyze and discuss the key design assumptions needed for design of car parks in steel, to highlight the impact that the increased fire loads introduced by modern cars and changes in the fire dynamics have on the design, such as fire spread leading to non-localized fires.

In particular, a reliable fire load density to be used for structural design of car park structures is assessed, based on investigations of the fire loads of modern cars. Based on knowledge of fire load and fire performance of cars, the consequences on the fire safety design of steel structures are presented.

Design recommendation about fire load density and fire protection of common steel profiles are given. Finally, the proposed design is compared with a design practice that has been applied in many instances for car parks constructed with unprotected steel, and recommendations for a reliable design process are provided.

Numerous car park buildings have recently been designed of steel structures without passive or active fire protection. The key assumptions that makes possible such design are local fire scenarios, outdated values of the car fire load and utilization of the ultimate steel strength. This paper identifies the shortcomings of such key assumptions, indicating the need for revisiting the methods and possibly even checking the analyses carried out for some already-built car parks.

The purpose of this paper is to present the design methods for fire-exposed concrete columns and walls. In addition, it presents analyses and tests showing that the methods are applicable for designing columns and walls of lightweight aggregate concrete based on expanded clay aggregate as well as heavy normal weight concrete and that the methods fit smoothly with cold design, when the fire exposure varies towards no fire.

During the 1990s, some of these design methods were included in the Eurocode as “the zone method”. They are still a part of the code. The rest of the methods, which were not included, served in practice, teaching and research. The present paper derives calculation methods proving their connection with common design for load cases without fire exposure. Furthermore, the paper presents full-scale tests proving the validation of the design methods for structural members of light aggregate concrete in addition to the full-scale tests of heavy concrete members.

The design methods give correct estimates of the load-bearing capacity of eccentric loaded concrete columns. An extended version of the methods estimates load-bearing capacity for walls with fire exposure on one side with sufficient accuracy for the purpose of design.

The author developed the main parts of the design methods in the 1980s and 1990s and others have from time to time referred to some parts of them mainly the minor parts published in the Eurocodes. However, owing to work overload, the author has not published the derivation and verification of them before. This paper provides in particular a verification against full-scale tests of light-aggregate concrete walls not published before.

The purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals.

To analyze the links between power, trust and motivation, a framework of social power is tested on measures of trust in managers and motivation. Quantitative data from 137 respondents were collected. Partial least square is used to evaluate the theoretical model.

Legitimate, referent and reward power has a positive influence on trust, while coercive power has a negative influence on trust. In total, 41.8 per cent of the variation in trust in managers was explained by power. Trust, reward power and expert power explained 30.9 per cent of the variation in motivation.

The research indicates that in knowledge organizations such as hospitals, leaders should be careful in using coercive power. Expert power seems to influence motivation but not trust, while legitimate power seems to influence trust directly and motivation only through trust. Referent power seems to have a weak influence on trust and no direct influence on motivation. Reward power has a very strong influence both on trust and motivation.

It is important for leaders to consider how power can influence trust, motivation and the performance of a health organization. Although this study was conducted in Norway and Finland, the findings may have relevance on a broader scale.

The purpose of this paper is to study knowledge integration (KI) when diffusing a systemic innovation. The objectives are to understand what mechanisms are used and when and what their effects are in terms of knowledge development.

The method comprised a longitudinal case study which followed a firm’s attempts to develop and diffuse a timber multi-storey building system (the systemic innovation) over a number of projects.

The findings emphasize actual projects as the most crucial activity for KI and when and why soft personalization mechanisms and codified knowledge should be mixed. Furthermore, it shows how different types of knowledge are built-up including construction process effects over a series of projects.

The research contributes with knowledge about mechanisms for the diffusion of a specific systemic innovation type and provides input regarding mechanisms to use. The introduction of the concepts “domain-specific,” “procedural” and “general knowledge” into construction has increased understanding of innovation diffusion and knowledge flows and where and how they are integrated.

The research shows how knowledge develops and through which mechanisms, and where problems occur. Construction organizations can learn from this to avoid mistakes and potentially better understand how to manage knowledge to diffuse a systemic innovation.

The research provides insight into systemic innovation diffusion over a series of projects and focuses on both projects and the construction process.

The purpose of this paper is to evaluate the effectiveness of humanitarian logistics training for the Finnish Red Cross (FRC) Emergency Response Unit (ERU) delegates, and the factors that influence its success. The managerial purpose of this research is to support the FRC in improving their Logistics ERU Foundation training. Additionally, this research provides humanitarian organisations, engaged in emergency response efforts, insights for logistics training design.

This is a case study examining the FRC, with qualitative data being collected in a field study, utilising participant observation and in-context interview techniques for rich data collection.

This research evaluated the effectiveness of the Logistics ERU Foundation training of the FRC by adapting the four-level training evaluation model by Kirkpatrick and transfer of training theories. The research has contributed to Gralla et al.’s (2015) call for further research in evaluating what people learn from humanitarian logistics trainings and in documenting and sharing experiences with specific training programs.

The conceptual framework serves as a basis for exploratory qualitative investigation of training transfer, from the perspectives of trainees, facilitators and human resource personnel.

This research contributes to the humanitarian community by identifying gaps in Red Cross Logistics ERU training and to the development of curricula content relating to Red Cross logistics response phase operations. Additionally, this gives other humanitarian organisations, operating in the response phase of natural disasters, insights for logistics training design.

This chapter introduces electroencephalography (EEG), a measure of neurophysiological activity, as a critical method for investigating individual and team decision-making and cognition. EEG is a useful tool for expanding the theoretical and research horizons in organizational cognitive neuroscience, with a lower financial cost and higher portability than other neuroimaging methods (e.g., functional magnetic resonance imaging). This chapter briefly reviews past work that has applied cognitive neuroscience methods to investigate cognitive processes and outcomes. The focus is on describing contemporary EEG measures that reflect individual cognition and compare them to complementary measures in the field of psychology and management. The authors discuss how neurobiological measures of cognition relate to and may predict both individual cognitive performance and team cognitive performance (decision-making). This chapter aims to assist scholars in the field of managerial and organizational cognition in understanding the complementarity between psychological and neurophysiological methods, and how they may be combined to develop new hypotheses in the intersection of these research fields.

As one of the most influential theories in strategic management, Hambrick and Mason’s Upper Echelons Theory has yielded significant conceptual and empirical advancements linking executive characteristics and perceptions to decision-making. Specifically, work on this theory consistently shows that CEOs’ decisions are biased by personal characteristics to the benefit and detriment of firms. While this stream of research links executive decision processes to outcomes such as executive dismissals, analyst evaluations, and press coverage, surprisingly little is understood about if and whether the information CEOs convey is subject to the same filtering process by a firm’s key evaluators. Thus, in this chapter, we aim to extend Upper Echelons Theory by positing that a double filtering process occurs whereby the cognitive aids CEOs use can be informed by not only their cognitive base and values but also the characteristics and priorities of those who evaluate the nonverbal and verbal signals they send. To do so, we build on recent conceptual and empirical advancements to make a case for the decision-making biases and tendencies that influence signal interpretation by three key evaluator groups internal and external to the firm: boards of directors, financial analysts, and the media. We conclude by considering the implications of evaluators’ information filtering and how this more holistic view of Upper Echelons decision-making can enable executive teams to be strategic with the cognitive aids they use to influence evaluations.