scholarly journals Different Reasons for Different Responses: A Review of Incumbents’ Adaptation in Carbon-Intensive Industries

2020 ◽  
pp. 108602661989399 ◽  
Author(s):  
Franziska Sump ◽  
Sangyoon Yi
Keyword(s):  
Carbon Emissions ◽  
Organizational Adaptation ◽  
Three Dimensions ◽  
External Shocks ◽  
Review Of The Literature ◽  
Organizational Responses ◽  
Environmental Pressure ◽  
One Dimensional ◽  
And Performance ◽  
Performance Heterogeneity

Organizations often respond in different ways to common external shocks. To advance theories on organizational adaptation and performance heterogeneity, it is essential to understand different reasons for different organizational responses. We examine how incumbents in carbon-intensive industries adapt to heightened environmental pressure to reduce carbon emissions. Based on a review of the literature, we propose three dimensions along which diverse organizational responses can be efficiently mapped out: goal, timing, and scope. Building on our proposed dimensions, we develop a typology of five different organizational responses. With this, we show that organizational responses are more diverse than a one-dimensional scale could show but that the heterogeneity is somehow limited as the positions on the dimensions are not independent but correlated. To understand this observed limited heterogeneity, we proceed by identifying reasons behind different organizational responses. Furthermore, we discuss the theoretical implications of our findings for research on organizational adaptation and sustainability.

Organizational Innovation

2017 ◽  
Author(s):  
Fariborz Damanpour
Keyword(s):  
Organizational Performance ◽  
Organizational Innovation ◽  
Innovation Process ◽  
Organizational Adaptation ◽  
Three Dimensions ◽  
Business Economics ◽  
Managerial Leadership ◽  
Innovation Research ◽  
First Mover Advantage ◽  
And Performance

Innovation is a complex construct and overlaps with a few other prevalent concepts such as technology, creativity, and change. Research on innovation spans many fields of inquiry including business, economics, engineering, and public administration. Scholars have studied innovation at different levels of analysis such as individual, group, organization, industry, and economy. The term organizational innovation refers to the studies of innovation in business and public organizations. Studies of innovations in organizations are multidimensional, multilevel, and context-dependent. They investigate what external and internal conditions induce innovation, how organizations manage innovation process, and in what ways innovation changes organizational conduct and outcome. Indiscreet application of findings from one discipline or context to another, lack of distinction between generating (creating) and adopting (using) innovations, and likening organizational innovation with technological innovation have clouded the understanding of this important concept, hampering its advancement. This article organizes studies of organizational innovation to make them more accessible to interested scholars and combines insights from various strands of innovation research to help them design and conduct new studies to advance the field. The perspectives of organizational competition and performance and organizational adaptation and progression are introduced to serve as platforms to position organizational innovation in the midst of innovation concepts, elaborate differences between innovating and innovativeness, and decipher key typologies, primary sets of antecedents, and performance consequences of generating and adopting innovations. The antecedents of organizational innovation are organized into three dimensions of environmental (external, contextual), organizational (structure, culture), and managerial (leadership, human capital). A five-step heuristic based on innovation type and process is proposed to ease understanding of the existing studies and select suitable dimensions and factors for conducting new studies. The rationale for the innovation–performance relationship in strands of organizational innovation research, and the employment of types of innovation and performance indicators, is articulated by first-mover advantage and performance gap theory, in conjunction with the perspectives of competition and performance and of adaptation and progression. Differences between effects of technological and nontechnological innovation and stand-alone and synchronous innovations are discussed to articulate how and to what extent patterns of the introduction of different types of innovation could contribute to organizational performance or effectiveness. In conclusion, ideas are proposed to demystify organizational innovation to allure new researches, facilitate their learning, and provide opportunities for the development of new studies to advance the state of knowledge on organizational innovation.

scholarly journals Topological correlators and surface defects from equivariant cohomology

2020 ◽  
Vol 2020 (9) ◽  
Author(s):  
Rodolfo Panerai ◽  
Antonio Pittelli ◽  
Konstantina Polydorou
Keyword(s):  
Quantum Mechanics ◽  
Equivariant Cohomology ◽  
Surface Defects ◽  
Star Product ◽  
Three Dimensional ◽  
Three Dimensions ◽  
Dimensional System ◽  
The Novel ◽  
One Dimensional ◽  
Dual Quantum

Abstract We find a one-dimensional protected subsector of $$ \mathcal{N} $$ N = 4 matter theories on a general class of three-dimensional manifolds. By means of equivariant localization we identify a dual quantum mechanics computing BPS correlators of the original model in three dimensions. Specifically, applying the Atiyah-Bott-Berline-Vergne formula to the original action demonstrates that this localizes on a one-dimensional action with support on the fixed-point submanifold of suitable isometries. We first show that our approach reproduces previous results obtained on S3. Then, we apply it to the novel case of S2× S1 and show that the theory localizes on two noninteracting quantum mechanics with disjoint support. We prove that the BPS operators of such models are naturally associated with a noncom- mutative star product, while their correlation functions are essentially topological. Finally, we couple the three-dimensional theory to general $$ \mathcal{N} $$ N = (2, 2) surface defects and extend the localization computation to capture the full partition function and BPS correlators of the mixed-dimensional system.

Statistical Mechanics of Thermotransport of a Heavy Impurity in an Insulating Solid

1971 ◽  
Vol 26 (1) ◽  
pp. 10-17 ◽  
Author(s):  
A. R. Allnatt
Keyword(s):  
Heat Flux ◽  
Time Correlation ◽  
Three Dimensions ◽  
Time Correlation Functions ◽  
Single Vacancy ◽  
One Dimensional ◽  
Enthalpy Of Activation ◽  
Heavy Impurity ◽  
The One ◽  
Non Equilibrium

AbstractA kinetic equation is derived for the singlet distribution function for a heavy impurity in a lattice of lighter atoms in a temperature gradient. In the one dimensional case the equation can be solved to find formal expressions for the jump probability and hence the heat of transport, q*. for a single vacancy jump of the impurity, q* is the sum of the enthalpy of activation, a term involving only averaging in an equilibrium ensemble, and two non-equilibrium terms in­volving time correlation functions. The most important non-equilibrium term concerns the cor­relation between the force on the impurity and a microscopic heat flux. A plausible extension to three dimensions is suggested and the relation to earlier isothermal and non-isothermal theories is indicated

Mine Impact Burial Prediction From One to Three Dimensions

2008 ◽  
Vol 62 (1) ◽  
Author(s):  
Peter C. Chu
Keyword(s):  
Three Dimensional ◽  
Time History ◽  
Three Dimensions ◽  
Vertical Position ◽  
Burial Depth ◽  
Prediction Errors ◽  
Two Dimensional ◽  
Dimensional Model ◽  
One Dimensional ◽  
Dimensional Models

The Navy’s mine impact burial prediction model creates a time history of a cylindrical or a noncylindrical mine as it falls through air, water, and sediment. The output of the model is the predicted mine trajectory in air and water columns, burial depth/orientation in sediment, as well as height, area, and volume protruding. Model inputs consist of parameters of environment, mine characteristics, and initial release. This paper reviews near three decades’ effort on model development from one to three dimensions: (1) one-dimensional models predict the vertical position of the mine’s center of mass (COM) with the assumption of constant falling angle, (2) two-dimensional models predict the COM position in the (x,z) plane and the rotation around the y-axis, and (3) three-dimensional models predict the COM position in the (x,y,z) space and the rotation around the x-, y-, and z-axes. These models are verified using the data collected from mine impact burial experiments. The one-dimensional model only solves one momentum equation (in the z-direction). It cannot predict the mine trajectory and burial depth well. The two-dimensional model restricts the mine motion in the (x,z) plane (which requires motionless for the environmental fluids) and uses incorrect drag coefficients and inaccurate sediment dynamics. The prediction errors are large in the mine trajectory and burial depth prediction (six to ten times larger than the observed depth in sand bottom of the Monterey Bay). The three-dimensional model predicts the trajectory and burial depth relatively well for cylindrical, near-cylindrical mines, and operational mines such as Manta and Rockan mines.

scholarly journals A Scoping Review of Organizational Responses to the COVID-19 Pandemic in Schools: A Complex Systems Perspective

2021 ◽  
Vol 11 (3) ◽  
pp. 115
Author(s):  
Puspa Khanal ◽  
Fabio Bento ◽  
Marco Tagliabue
Keyword(s):  
Scoping Review ◽  
Management Practices ◽  
Environmental Changes ◽  
Research Literature ◽  
Organizational Adaptation ◽  
Open Communication ◽  
Organizational Responses ◽  
Additional Element ◽  
Systems Perspective ◽  
School Settings

This study is a scoping review of the literature on organizational adaptation in school settings during the early stages of the COVID-19 pandemic. Dramatic and unexpected environmental changes raise questions about the capacity of schooling organizations to adapt to in response to the pandemic. Different management practices have implications for the selection of organizational behaviors, electively in school settings. The research literature on school responses is analyzed from a selectionist perspective. The aim of this study is to identify and describe three constituting elements of this perspective: variation, interaction, and selection. An additional element is considered in this analysis and comprises the mechanisms of exploration and exploitation in the context of organizational adaptation. Sixteen studies met the selection criteria of describing emergent processes in schools. The findings highlight the emergence of exploration, as teachers actively experimented with a range of strategies and methods in order to maintain educational activities in the complex and uncertain context of the COVID-19 pandemic. However, several questions are raised regarding the effects and maintenance of new practices in the post-pandemic scenario. Management practices that facilitate variation and open communication about learning processes can contribute to the process of organizational adaptation.

Institutional inertia and practice variation

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Herman Aksom
Keyword(s):  
Institutional Theory ◽  
Practice Variation ◽  
Three Dimensions ◽  
Institutional Pressures ◽  
Organizational Practices ◽  
Organizational Responses ◽  
Content Type ◽  
Long Run ◽  
Institutional Profile ◽  
Successful Change

PurposeInstitutional theory had been developed for the purpose of explaining widespread diffusion, mimetic adoption and institutionalization of organizational practices. However, further extensions of institutional theory are needed to explain a range of different institutional trajectories and organizational responses since institutionalized standards constitute a minority of all diffusing practices. The study presents a theoretical framework which offers guidelines for explaining and predicting various adoption, variation and post-adoption scenarios.Design/methodology/approachThe paper is primarily conceptual in nature, and the arguments are developed based on previous institutional theory and organizational change literature.FindingsThe notion of institutional inertia is proposed in order to provide a more detailed explanation of when and why organizations ignore, adopt, modify, maintain and abandon practices and the way intra-organizational institutional pressures shape, direct and constrain these processes. It is specified whether institutional inertia will be temporarily eclipsed or whether it will actively manifest itself during adoption, adaptation and maintaining attempts. The study distinguishes between four institutional profiles of organizational practices – institutionalized, institutionally friendly, neutral and contested practices – which can vary along three dimensions: accuracy, extensiveness and meaning. The variation and post-adoption outcomes for each of them can be completely characterized and predicted by only three parameters: the rate of institutional inertia, institutional profile of these practices and whether they are interpretatively flexible. In turn, an extent of intraorganizational institutional resistance to new practices is determined by their institutional profile and flexibility.Practical implicationsIt is expected that proposed theoretical explanations in this paper can offer insights into these empirical puzzles and supply a broader view of organizational and management changes. The study’s theoretical propositions help to understand what happens to organizational practices after they are handled by organizations, thus moving beyond the adoption/rejection dichotomy.Originality/valueThe paper explores and clarifies the nature of institutional inertia and offers an explanation of its manifestation in organizations over time and how it shapes organizational practices in the short and long run. It challenges a popular assumption in organizational literature that fast and revolutionary transition is a prerequisite for successful change. More broadly, the typology offered in this paper helps to explain whether and how organizations can successfully handle and complete their change and how far they can depart from institutional norms.

scholarly journals Nurses’ Knowledge, Attitude, and Performance about Disaster Management: A Case of Iran

2020 ◽  
Vol 13 (1) ◽  
pp. 441-446
Author(s):  
Sedighe S. T. Far ◽  
Milad A. Marzaleh ◽  
Nasrin Shokrpour ◽  
Ramin Ravangard
Keyword(s):  
Disaster Management ◽  
Health Care Providers ◽  
Work Experience ◽  
Three Dimensions ◽  
Teaching Hospitals ◽  
Care Providers ◽  
Medical Sciences ◽  
Significant Relationships ◽  
The Mean ◽  
And Performance

Background: Iran is a disaster-prone country in which many natural and man-made disasters happen every year. Because the health sector is vital due to its nature of treatment and rehabilitation of the injured after the disasters, all health care providers, especially hospital nurses, should be prepared to provide the services they need. Objective: The present study aimed to determine the level of knowledge, attitude, and performance of nurses about disaster management in teaching hospitals affiliated to Iran, Shiraz University of Medical Sciences in 2019. Methods: This cross-sectional and descriptive-analytical study was conducted on a sample of 230 nurses working in the teaching hospitals of Iran, Shiraz University of Medical Sciences, who were selected using the stratified sampling proportional to size and simple random sampling methods. The data were collected using a valid and reliable questionnaire containing 20 questions in three dimensions of knowledge, attitude, and performance. Then, the collected data were analyzed using SPSS 25.0 through independent samples t-test, ANOVA and Tukey tests at the significance level of 5%. Results: The results showed that the highest and lowest mean scores were related to the attitude (2.38±0.19) and knowledge (1.70±0.50) of the nurses, respectively. However, all three dimensions were at a moderate level. The results showed significant relationships between the mean score of performance and the gender, marital status, age, and work experience of the nurses. In addition, statistically significant relationships were found between the mean score of knowledge and their age and work experience (p<0.05). Conclusion: According to the findings, the following suggestions can be made to increase the knowledge and performance of the nurses for being prepared in critical situations: reducing the duration and increasing the quality of training classes and workshops on disaster preparedness; providing some incentives for nurses, especially female, married, older, and more experienced ones to attend these classes; and improving the methods of training materials related to disaster management.

scholarly journals Do Frugal and Reverse Innovation Foster Sustainability? Introduction of a Conceptual Framework

2013 ◽  
Vol 4 (2) ◽  
pp. 31-50 ◽  
Author(s):  
Alexander Brem ◽  
Björn Ivens
Keyword(s):  
Conceptual Framework ◽  
Value Creation ◽  
The Other ◽  
Three Dimensions ◽  
Reverse Innovation ◽  
Sustainability Management ◽  
Sustainability Performance ◽  
And Performance ◽  
The One ◽  
The Relationship

The fields of frugal and reverse innovation as well as sustainability and its management have received tremendous interest in recent times. However, there is little literature on how both fields are related to each other. Hence, this paper gives an overview of research in both areas and provides a view of the relationship between frugal and reverse innovation, sustainability management and performance constructs. The link between frugal and reverse innovation on the one hand and sustainability performance on the other hand is established through a differentiated perspective on dimensions representing different fields of sustainability management, i.e. the sustainability of resources used in value creation, the sustainability of the actual value creation processes, and the sustainability of the outcomes of value creation processes. Moreover, we also argue for a positive link between the three dimensions of sustainability management and a company’s market performance.

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