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This paper aims to analyze the abrasive damage of iron ore pellets (IOP) during charge inside day-bins in iron making plants. The rock-ladder structure of day-bin is the spotlight of this study. A numerical-analytical method is used to investigate the main geometrical features of the mentioned structure. Practical results of this study are expected to result in optimization of rock-ladder structure to reduce fine generation and lump formation during pellets downfall on the floors of rock-ladder.

One effective stage of pellets downfall on the floor of rock-ladder was simulated using discrete element method. A special post-process code is used to calculate parameters of pellets collisions for an analytical model which estimates fine generation during collisions. The main damaging mechanism during pellets storage inside day-bin is determined based on the comparison of the numerical-analytical results and industrial reports. Different rock-ladder designs are simulated to find optimal geometry of the rock-ladder structure.

According to the results, 85.4% of fines generation takes place during downfall of IOPs on the floors of rock ladder, and the rest of the fine debris is expected to be generated due to flow down under compressive load and vibratory discharge. The present study suggests an increase in the rock ladder floors distance from 1.63 to 2 m, but this suggestion should be confirmed by another study focusing on the breakage damage of IOPs. The idea of chamfering the floors corners not only removes lump-formation zones but also results in an approximately 5.7% reduction in the fines generation rate.

According to the results, introduced modification ideas for rock-ladder structure can result in lower fine generation, lower lump removal cost and lower manufacturing cost of rock-ladder structure.

The paper aims to describe the reach of the Sarbanes‐Oxley Act that was passed by Congress in 2002 to overcome corporate abuse of federal securities law.

Analysis focused on the impact of the Act on corporate governance and the resulting effects on accounting and auditing functions.

The Act is ab initio to correct corporate officers’ abuses. The research provides information of the range of consequences of the Act.

The research is novel in reporting on the effects of the Act. It provides duties to parties in the corporation, directors and executive officers (specifically, CEOs and CFOs) and attorneys.

In recent times, many organizations implementing total productive maintenance (TPM) have been failing in their attempts. Researchers attribute these failures to the shortcomings of TPM and of the implementing organizations. This paper aims to conduct a detailed study in order to understand these shortcomings and seeks to propose various solutions in the form of “best practices”, which leads to the development of world‐class maintenance systems (WMS). However, development of such alterative maintenance systems raises the following question: if an organization is planning to implement and improve their existing maintenance system then how can the manager make a decision between choosing alternative systems such as traditional maintenance systems, TPM and WMS? In the case of TPM or WMS, top management should be involved from the beginning to implement and follow up, as these decisions are complex and involve huge investment in the long term. Before starting implementation, top management should be convinced of the necessary justification, which requires analysis of various qualitative and quantitative factors apart from analyzing various tangible and intangible benefits. In such a situation, the conventional, financial justification techniques alone cannot be used.

The paper attempts to demonstrate the use of a multi‐attribute decision‐making (MADM) model, namely, the analytic hierarchy constant sum method (AHCSM) for justification of WMS by analyzing the performance measures of an organization.

The model showed that WMS is the best among the alternatives considered for the given circumstances. From the extensive analysis of the results from the model, implementing WMS would result in overall improvement in the performance of an organization.

The paper attempts to provide an understanding about the TPM shortcomings, WMS and its characteristics, apart from describing the proposed framework in detail. In addition to this, the AHCSM model has been developed for the justification of WMS and the algorithm for the same has been described in a step‐by‐step manner. It is believed that this MADM model will be useful for managers to supplement their strategic decisions.

According to the authors' knowledge, there has been so far no paper in the literature which has demonstrated the application of AHCSM in the field of maintenance management.

The paper focuses on how student entrepreneurs learn from the process of applying for low-threshold seed capital grants of about €2500

An in-depth inductive study was conducted on the seed capital grant initiative TrønderEnergi–Bidraget (TEB). The research design was based on the Zaltman metaphor elicitation technique (ZMET) to capture the interviewees' perceptions about TEB. From the interviews, 596 codes were identified and grouped into 54 categories. The results are illustrated in a consensus map.

TEB is an enabler of student venture creation processes through both the money awarded and activities fostering learning and development. Learning by doing is visible through two processes: 1) repeated writing of applications and 2) “forced” reflective thinking through the steps in the application process. The iterativeness of these processes due to repeated applications to the low threshold initiative is important for learning.

The authors recommend that university managers and policymakers offer seed funding to student entrepreneurs to ensure that the offering is a low threshold. A low threshold is decisive for generating a positive learning outcome from the application process. The seed funding initiatives should require students to put time and energy into all the integrated processes to make value out of the iterativeness of the processes.

This paper extends the discussion on the additionality of receiving grants by focusing on the process of applying for a grant. This research contributes to the student entrepreneurship literature by suggesting that the design of the application process and forced reflections are important for learning, as well as specifying the antecedents for student motivation for continued entrepreneurial activity in the application process.

Knowledge is a key driver for the competitive success of organizations, but about 90 percent of organizational knowledge is inside employees’ minds with personal essence; therefore, this paper provides valuable vision for managers by exploring knowledge acquisition (KA) techniques and personality type. The purpose of this paper is to examine KA techniques and explore the impact of personality type on the KA process in the aerospace industry.

This paper examines KA techniques through an empirical study involving 83 participants to take part in KA sessions. For exploring techniques, a questionnaire was used, and also the Myers-Briggs Type Indicator was used to identify participants’ personality type. The impact of personality type on KA processes was determined by correlation analysis.

Analyses confirmed some association between the type of personality and KA process. In addition, the findings of exploring questionnaire items showed that participants gave the laddering technique the highest rating.

The paper may be of high value to researchers in the field of KA, especially in aerospace industries, because there is very little experimental investigation of KA, and it also provides valuable information and guidelines that hopefully will help researchers to select appropriate KA techniques.

This chapter discusses the miners’ informal working strategy of making a plan (planisa) in context of the relationship between teamwork training that was provided to the mining teams above the ground and its implementation in the underground mining workplace. The training programme was essentially about empowering and transforming frontline mining teams to self-directed work teams (SDWT) to understand the gold-mining business through the eyes of management. Its aim was to create new kinds of mineworkers who understood the what, how and why of the twenty-first-century mining business. AfricaGold sought to restructure the underground workplace through SDWT training in order to create a congenial, humane, democratic and more meaningful form of work processes, which permitted the mining teams to have greater flexibility in the production tasks they performed. The chapter reveals that the SDWT training seemed to have motivated the mining teams. Interestingly enough, this motivation tended to prevail even in situations of production bottlenecks. At the heart of this motivation was the miners’ organisational practice of making a plan. It is arguable that the SDWT training enhanced the desire of the mining work teams to make a plan in response to production blockages and managerial inefficiencies. This is essentially what the training aimed to do – to create new kinds of frontline mineworkers who are committed to achieving the productivity goals of a modern mining workplace. Ironically, the management of production did not seem to complement the inspiration and energy that the training instilled in the minds and hearts of the mining teams.

This chapter examines and discusses the unintended outcomes of the production bonus scheme the mine had instituted to motivate and increase the productivity of the frontline mining teams. This is crucial given that the maladministration of the bonus system could lead to a range of undesired outcomes such as deteriorating levels of trust between management and frontline workers, prioritisation of production at the expense of safety, poor work relations and ultimately low levels of organisational, employee and team performance. There are a number of organisational, management and labour factors that can render a production bonus scheme effective or ineffective. These factors influence the nature and extent of worker reactions to the bonus scheme.

This chapter examines and discusses the factors that influenced the reaction of the mining teams to the team-based production bonus scheme and the extent to which mine management fulfilled its side of the bargain in the implementation of the production bonus. The chapter highlights the manner in which the team-based bonus system influenced teams of stope workers to engage in their informal organisational practice of making plan (planisa) in order to offset the snags that jeopardised their prospects of earning the production bonus. The chapter reveals that, to a large extent, the productivity bonus generated conflict rather than cooperation at the point of production down the mine. As a result, the incentive scheme failed to live up to expectations by not eliciting the desired levels of organisational, worker and team performance at the rock-face.

This paper aims to examine the influence of neoliberalist deregulation on the rash of demutualisations of the 1990s. It explores the extent to which the demutualisation of two building societies – Northern Rock and Bradford & Bingley – and their subsequent demise in the wake of the credit crunch exemplify key features of the neoliberalist experiment, with a particular focus on their post‐mutualisation business models.

The analysis draws on literature that examines the neoliberal development of the financial sector and examines the media coverage of the financial crisis of 2007/2008 to study the discursive and material conditions of possibility for the development and implosion of the business models used by Northern Rock and Bradford & Bingley.

The paper argues that the demutualisation of Northern Rock and Bradford & Bingley was part of a broader neoliberal movement which had processes of financialisation at its centre. By converting into banks, former building societies gained greater access to wholesale borrowing, to new types of investors and to the unrestricted use of financial instruments such as securitisation. The collapse of Northern Rock and Bradford & Bingley is interpreted in the light of their access to these new sources of funding and their use of financial instruments which were either unavailable for, or antithetical to, the operation of mutual societies.

The paper comments on the contemporary features and current effects of the 2007/2008 crisis of liquidity, whose full long‐term consequences are uncertain. Further research and future events may offer confirmation or serve to qualify or correct its central argument. The intent of the paper is to provide a detailed analysis of the conditions and consequences of building society demutualisation in the context of the neoliberal expansion of the financial sector that resulted in a financial meltdown. It is hoped that this study will stimulate more critical analysis of the financial sector, and of the significance of financialisation more specifically.

The paper adopts an alternative perspective on the so‐called “subprime crisis”. The collapse of Northern Rock and Bradford & Bingley is understood in relation to the expansion, and subsequent crisis, of financialisation, in which financial instruments such as collateralized debt obligations and credit default swaps were at its explosive centre, rather than to the expansion of subprime lending per se. Demutualisation is presented as a symptom of neoliberalism, a development that, in the UK, is seen to have contributed significantly to the financial meltdown.

This chapter examines the changing nature of frontline supervision in light of the supervisory training and development programme which was provided to shift-bosses in order to complement the workplace change processes that AfricaGold embarked on to improve operational efficiency, productivity and safety of its mining operations. Although the training course was an important workplace change initiative taken by top management to improve organisational, individual and team performance at the rock-face where it mattered most, lack of organisational and managerial support prevented frontline supervisors from effectively implementing what they learned on the training course. The chapter highlights the importance of not only providing organisational change-focused training, but also systematically and strategically involving frontline supervisors in the conceptualisation, design, execution and evaluation of workplace change initiatives. It is only when frontline supervisors are supported, managerially and organisationally, that they can be deal-makers rather than deal-breakers for a successful introduction and execution of change initiatives on the shop-floor.