Search results

This paper aims to deal with the measurement of positioning accuracies of microscale components assembled to fabricate micro-optical benches (MOB).

The concept of MOB is presented to explain how to fabricate optical MEMS based on out-of-plane micro-assembly of microcomponents. This micro-assembly platform includes a laser sensor that enables to measure the position of the microcomponent after its assembly. The measurement set-up and procedure is displayed and applied on several micro-assembly sets.

The measurement system provides results with maximum deviation smaller than ±0.005°. Based on this measurement system and micro-assembly procedure displayed in the article, it is shown that it is possible to obtain a positioning accuracy up to 0.009°.

These results clearly show that micro-assembly is a possible way to fabricate complex, heterogeneous and 3D optical MEMS with very good optical performances.

Moral struggles in and around markets abound in contemporary societies where markets have become the dominant form of economic coordination. Reviewing research on morality and markets across disciplinary boundaries, this introductory essay suggests that a moral turn can currently be observed in scholarship, and draws a direct connection to recent developments in the sociology of morality. The authors introduce the chapters in the present volume “The Contested Moralities of Markets.” In doing so, the authors distinguish three types of moral struggles in and around markets: struggles around morally contested markets where the exchange of certain goods on markets is contested; struggles within organizations that are related to an organization’s embeddedness in complex institutional environments with competing logics and orders of worth; and moral struggles in markets where moral justifications are mobilized by a variety of field members who act as moral entrepreneurs in their striving for moralizing the economy. Finally, the authors highlight three properties of moral struggles in contemporary markets: They (1) arise over different objects, (2) constitute political struggles, and (3) are related to two broader social processes: market moralization and market expansion. The introduction concludes by discussing some of the theoretical approaches that allow particular insights into struggles over morality in markets. Collectively, the contributions in this volume advance our current understanding of the contested moralities of markets by highlighting the sources, processes, and outcomes of moral struggles in and around markets, both through tracing the creation, reproduction, and change of underlying moral orders and through reflecting the status and power differentials, alliances, and political strategies as well as the general cultural, social, and political contexts in which the struggles unfold.

This event, the first sponsored by ISHM, takes place in Pardubice on the 19–20 November 1991. Pardubice is a town of some 100,000 inhabitants about 60 miles east of Prague. A welcome is extended to all ISHM Chapter members.

Most strategies for managing conflicts between social and commercial objectives of social enterprises are discussed either at the individual or at the team level of analysis. This paper aims to argue in favor of taking into account both levels of analysis at the same time. It furthermore aims to unravel how management strategies at the individual and the team level reinforce one another.

This study adopts the theoretical lenses of personal values (at the individual level of analysis) and stewardship (at the team level). The authors have conducted 23 semi-structured interviews across three Belgian social enterprises. Primary data collection was complemented with secondary data of 12 annual reports and 314 newspaper articles. The variety of cases and the richness of primary and secondary data proved useful to elaborate on the mechanisms of managing conflicting objectives.

This paper highlights four bridging mechanisms that facilitate the mitigation of conflict between social and commercial objectives, i.e. fit of values, agile structure, partnerships and communications. It also shows how these mechanisms reinforce each other at the individual and team levels of analysis and thus form an iterative process for managing the conflicting objectives of social entrepreneurs.

This paper contributes by bringing the level of analysis on managing conflicting objectives at the intersection of the individual and team performance. It argues that social entrepreneurs should target both individuals and teams at the same time, to manage effectively conflicting objectives. The four mechanisms create an alignment and reflection iterative process for managing conflicting objectives.