Search results

This paper is about marketing those products and services which may be described as “advanced” in their technology. If they are “advanced” this progress must have come from somewhere. The source is Research and Development. It may be either R & D done within the organisation or that done elsewhere from which the know‐how and patents are subsequently licensed or purchased.

Government and IT ‐ In spite of all the lip service paid by Government to making a business of information and encouraging increases in the amount of information available online, the Department of Trade is still indulging in foot dragging about online access to tradenames. Since 1979, tradenames have been held on computer and I was told in that year (NLW, November 1979) by the Department of Trade that an index to tradenames would be produced shortly and sold to libraries and others on COM‐fiche. Now two computer indexes are poised for the public market, but it seems the Department of Trade is once again playing a will we? won't we? game, because if the Department went online, the others might not bother. The first independent computer data base is with Datema Limited who have carried out very successful field trials with Laurence Tagg in Newcastle‐upon‐Tyne Business Library, as well as at Sheffield and the Science Reference Library; the second data base is with Compu‐Mark (UK) Limited in London.

There are thought to be great technical and economic benefits potentially available through the application of multiple surface engineering technologies in new market sectors. This is illustrated through the combined plasma and PVD treatment of low alloy steel substrates. Unique opportunities exist, through the advent of high energy beam technologies, to liquid phase thermochemically alloy aluminium and titanium materials which can then be combined with plasma or PVD techniques to enhance the performance of engineering components by many orders of magnitude. The most recent work in this field suggests that roller element bearings in titanium alloys will soon be within the bounds of design capability and advances towards the design and manufacture of titanium gears could well be possible in the longer term.

To provide an excellent numerical method to simulate an important industrial process – wet chemical etching problem.

A mathematical model describing the wet chemical etching process is formulated in terms of a parabolic variational inequality and a non‐overlapping domain decomposition (DD) method is proposed in the etching region, where a partial differential equation is treated in one sub‐domain, while a variational inequality is considered in the second sub‐domain. A Robin boundary condition with a parameter whose optimal value is to be found is enforced on the common boundary between these two sub‐domains. Finite difference technique with projection and the Crank‐Nicholson scheme for the time discretization are the major numerical tools utilized in this paper.

The proposed numerical method has achieved the best numerical performance for the famous wet chemical etching process among all the numerical schemes applied to this problem. It also shows the great computational power of domain splitting technique.

Lack of parallel supercomputer system limits the authors to perform further numerical tests with extremely large data. This will be done in the future.

This is a very useful paper for the academic researchers and industry engineers who wish to develop more advanced numerical methods to simulate various kinds of industry processes along the research direction from this paper.

This paper provides a new and promising version of DD method in the field of moving boundary problems and offers a practical way to simulate wet chemical etching process for the engineers and scientists in the related field.

To discover Nigel Nicholson's views of the implications of evolutionary psychology for business.

Nigel Nicholson speaks to editor Sarah Powell about the implications of evolutionary psychology for business. Nigel Nicholson has been a professor at the London Business School since 1990, holding the positions of Chairman of the Organisational Behaviour department (twice), Research Dean, member of the governing body and Deputy Dean. He is widely known for pioneering the introduction of the new science of evolutionary psychology to business. Current major research interests include the psychology of family business, personality and leadership, and people skills in management. Before becoming a business psychologist, he pursued a career as a journalist.

Reveals Nigel Nicholson's views on the implications of evolutionary psychology for business.

Provides the views of a pioneer in the field of business studies.

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “Amoco Corporation” (UVA-F-1262). One-half of the class prepares only the Amoco case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Sir Robin Napier has been appointed as a non‐executive director of Dane & Company Ltd, the specialist manufacturer of screen process inks and Day‐Glo® daylight fluorescent colours.

The following appointments are announced by Rolls Royce (1971) Ltd: D. A. HEAD, acting managing director, Derby Engine Division, is confirmed in his position as managing director; P. H. YOUNG, technical director, Bristol Engine Division becomes director of engineering, Derby Engine Division and also deputy to S. G. HOOKER, company technical director; R. NICHOLSON, managing director, Bristol Engine Division is appointed company manufacturing director; P. A. NORMAN, managing director, Small Engine Division, is made company marketing director.