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The purpose of this paper is to study the dynamic transmission of the oil film in soft start process of hydro-viscous drive (HVD) between the friction pairs with consideration of surface roughness, and obtain the distribution law of temperature, velocity, pressure, shear stress and viscous torque of the oil film.

The revised soft-start models of HVD were derived and calculated, including average Reynolds equation, asperity contact model, load force model and total torque model. Meanwhile, a 2D model of the oil film between friction pair was built and solved numerically using computational fluid dynamics (CFD) technique in FLUENT.

The results show that the maximum temperature gradually reduces from the intermediate range (z = 0.5 h) to the inner side of the friction pair along the direction of oil film thickness. As the soft-start process continues, pressure gradient along the direction of the oil film thickness gradually changes to zero. In addition, tangential velocity increases and yet radial velocity decreases with the increase of the radius.

In this paper, it was found that the viscous torque calculated by the numerical method is smaller than that by the CFD model, but their overall trend is almost the same. This also demonstrates the effectiveness of the numerical simulation.

The purpose of this study is to explore the transient characteristics of mixed-flow pumps during startup process.

This study uses a full-flow field transient calculation method of mixed-flow pump based on a closed-loop model.

The findings show the hydraulic losses and internal flow characteristics of the piping system during the start-up process.

Large computational cost.

Improve the accuracy of current numerical simulation results in transient process of mixed-flow pump.

Simplify the setting of boundary conditions in the transient calculation.

The humanitarian supply chain (HSC) area is rich with conceptual frameworks with a focus on the importance of information and digital technology (IDT) applications. These frameworks have a limited scope in investigating and prioritizing barriers to IDT adoption in HSCs. The present study thus identifies and prioritizes the barriers to IDT adoption in organizations involved in HSCs.

By using a literature review allied with expert discussions and a fuzzy analytic hierarchy process (F-AHP), the study identifies and prioritizes a comprehensive set of barriers that organizations involved in HSCs may consider to improve IDT adoption.

The study investigates five main barriers (strategic, organizational, technological, financial and human) interlocked with 25 sub-barriers impacting the level of IDT adoption in organizations involved in HSCs. The findings indicate that strategic barriers (SBs) are of greatest importance, followed by organizational, technological, financial and human barriers. The findings indicate the difference in ranking barriers influencing the adoption of IDTs in HSCs compared to the commercial supply chain.

Although a three-step method adopted for this study is rigorous in terms of the way this research is conducted, it is essential to report that prioritization is based on the subjective opinions of the experts.

The findings aim to assist policymakers and practitioners in developing effective strategies to improve IDT adoption in organizations engaged in HSCs. Moreover, the prioritization of barriers provides a systematic way to overcome any barriers to improve HSC performance.

This study is first of its kind that investigates and prioritizes the barriers to IDT adoption in HSCs.

Gives a bibliographical review of the finite element methods (FEMs) applied for the linear and nonlinear, static and dynamic analyses of basic structural elements from the theoretical as well as practical points of view. The range of applications of FEMs in this area is wide and cannot be presented in a single paper; therefore aims to give the reader an encyclopaedic view on the subject. The bibliography at the end of the paper contains 2,025 references to papers, conference proceedings and theses/dissertations dealing with the analysis of beams, columns, rods, bars, cables, discs, blades, shafts, membranes, plates and shells that were published in 1992‐1995.

The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by Gersick et al. (1997). After understanding the family business system, the case delves into making the students understand the circumplex model of the marital and family system. This matrix talks about the flexibility in the business structure along with cohesion in the family unit. The case then gets into the discussion about succession and the new generation joining the family business and the conflicts that may arise due to the same. It might be imperative to bring out the different forms of conflict that may arise in the family and business system. Researchers have identified three forms of conflict – task, process and relationship (Mckee, Madden, Kellermans and Eddleston, 2014). As passing the baton would take place next for this business in the case, the current generation needs to look at the future growth strategy for the business. Here, the discussion refers to the exploitation and exploration matrix given by Bergfeld and Weber (2011).

This is a primary data case. The data has been collected from SK Enterprises. Interviews were conducted to arrive at the issues and challenges discussed in the case.

This case talks about the dilemma of a first-generation entrepreneur. Jatinder Agarwal was the owner of SK Enterprises, a light-engineering firm manufacturing bright bars, engine parts and ceiling fan shafts. He had set up the business in 1984. His brother, Ramesh was helping him in the business. The business had prospered and grown from a single product manufacturing workshop in 1984 to two factories manufacturing multiple light engineering products. In 2015, the business was doing well and both Jatinder and Ramesh were excited to involve their respective sons, Pranav and Sanidh in the business after completion of their education. The case is about the challenges faced by Jatinder and Ramesh with the entry of a new generation. Jatinder and Ramesh were working in the family business with an implied structure where the business was a sole proprietorship in the name of Jatinder but the decisions were taken by both the brothers collectively. With the entry of the new generation, Jatinder had to decide how to re-organize the business and avoid conflicts in the family. He also had to take a decision regarding the future course of strategy, which would help the business grow further.

This case is about the dilemmas faced by a first-generation entrepreneur. The case can be taught in an “entrepreneurship” course, in a post-graduate MBA program. This case can also be taught in a family business program as part of the course on “Understanding Family Business – Managing Paradoxes” or “Building Lasting Family Business – Synergy in Vision, Values and Strategy.” This case can also be taught as part of a “business strategy” or “human resource management” in MBA or executive MBA program in the first year.

In recent years, the airfoil sections with blunt trailing edge (called flatback airfoils) have been proposed for the inboard regions of large wind‐turbine blades because they provide several structural and aerodynamic performance advantages. The purpose of this paper is to optimize the shape of these airfoils for optimal performance using a multi‐objective genetic algorithm.

A multi‐objective genetic algorithm is employed for shape optimization of flatback airfoils to achieve two objectives, namely the generation of maximum lift as well as the maximum lift to drag ratio. The commercially available software FLUENT is employed for calculation of the flow field using the Reynolds‐Averaged Navier‐Stokes (RANS) equations in conjunction with a two‐equation Shear Stress Transport (SST) turbulence model and a three‐equation k‐kl‐ω turbulence model.

It is shown that the multi‐objective genetic algorithm based optimization can generate superior flatback airfoils compared to those obtained by using a single objective genetic algorithm.

The method of employing genetic algorithms for shape optimization of flatback airfoils could be considered as an excellent example for the optimization of other types of wind turbine blades such as DU FX and S series airfoils.

This paper is the first to employ the multi‐objective genetic algorithm for shape optimization of flatback airfoils for wind‐turbine blades to achieve superior performance.

Discusses the key dimensions of organizational culture at Agarwal Packers and Movers Ltd (APML), India.

Describes the role of human resource management (HRM) practices in building an organizational culture which enhances performance through innovation and a strong customer-service orientation.

Discusses how field-level employees in APML are connected with the organization through the owners and top management. Through different HRM practices, APML has been successful in instilling a feeling of ownership among the employees and in harnessing their energy for fostering innovation, superior customer service and profitability.

Highlights the positive aspects of employee involvement in the context of an Indian family business.

Illustrates that emphasizing family values in the organizational culture can enable the organization to develop a sense of gratitude and reciprocity.

Stresses the importance of both the family orientation and related HRM practices of a large Indian organization.

Humanitarian supply chain (HSC) has been constantly challenged with multiple issues due to the complex dynamics of the disaster. These issues are inevitable and interrelated. The issues produce undesirable cascading effects that make performance measurement complicated. This paper aims to identify and model the critical barriers in the HSC.

The study identifies 17 barriers through the relevant literature and interviews with the stakeholders related to humanitarian organization (HO) in the developing economy. The barriers have been identified from strategic, technological, organizational, economic and operational point of view. Further, the barriers were ranked based on the degree of influence using the grey analytic network process (ANP) approach. The interrelationship among the influential barriers is established through modified total interpretive structural modelling (mTISM). To analyse and demonstrate the iterative consensus among the stakeholders, kappa statistics was adopted.

The barriers have been ranked to determine their extent of influence and modelled to reveal the interrelationship among them. The issues concerned with skills of personnel are the most influential barrier. Other three critical barriers identified are: chaotic operative environment, conflicting objectives of HO and lack of funding for information technology (IT) infrastructure. Appropriate funds need to be allocated towards IT infrastructure and personnel training.

Both quantitative and qualitative performance measurement frameworks had been proposed earlier for HSC. However, limited literature addresses the implementation issues with the available frameworks. This study advances the knowledge on performance measurement barriers of HSC and develops a functional description to identify the critical role of performance measurement in HOs. The study proposes a new version of the interpretive structure modelling, using mTISM technique, to determine the contextual interactions between various HSC performance measurement barriers.

The “war for talent” is not limited to developed economies but has become a common feature in emerging economies such as India. From the sociocultural perspective, India represents one of the oldest cultural heritages with distinct cultural values. The cultural difference may contribute to explain organizational practices toward talent retention. In the present chapter, the authors focus on the institutional, legal, and cultural context and highlight their uniqueness with respect to the Indian context. Within the institutional context, the authors found that prior to liberalization (which happened in 1990s), the Indian business scene was dominated by public firms or a small enclave of private firms. For both types of organization, turnover hardly mattered, and turnover was indeed negligible. Employees saw firms as “employers for life”: in such a context, voluntary turnover was extremely rare. Further, in the early legal context, it was hard for any private firm to “fire” an employee. Therefore, involuntary turnover was close to nil as well. Things began to change post-liberalization when the Indian scene was dominated by an influx of private players. The Indian mind too accepted turnover to be a part of the corporate life. In the present chapter, the authors provide a snapshot of what, why, and how of employee turnover in the Indian context. The authors specifically focus on what motivates employees to remain with the organization or why do they leave the organization. The authors close the chapter with insights relevant to both academicians and practitioners.