scholarly journals Special Issue: Accident Analysis and Prevention: Experimental and Numerical Approaches

2020 ◽  
Vol 10 (2) ◽  
pp. 508
Author(s):  
Ricardo J. Alves de Sousa ◽  
Mariusz Ptak

Accidents are a daily occurrence in our lives, in many different activities and scenarios, from sports to traffic, from home to work environments, from non-intentional to criminal offences [...]

2017 ◽  
Vol 46 (7) ◽  
pp. 1216-1227 ◽  
Author(s):  
Greg J. Bamber ◽  
Timothy Bartram ◽  
Pauline Stanton

Purpose The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces. Design/methodology/approach The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue. Findings The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles? Originality/value The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.


2016 ◽  
Vol 10 (4) ◽  
pp. 411-419
Author(s):  
Amy R. Pritchett

Reviewing the articles within this journal in 2016 reveals a diverse set of approaches and applications but consistent themes: first, translating practice to science and, second, translating science to practice. The first theme addresses the difficulty in understanding cognitive performance in complex work environments. For this, we need improved models of the myriad activities of workers in complex operations—recognizing that experts will adapt their behavior and need to respond to unexpected situations. Many of this year’s articles note the need for multiple perspectives, for integrating multiple theories, and for recognizing that all parts of cognitive behavior are independent and, thus, no one factor can be isolated. The second theme, translating science to practice, then addresses the difficulty in applying this knowledge to improved designs. Such designs may focus on the worker (e.g., training), on processes and procedures, or on technology—regardless, they serve to translate understanding into implementation. A range of design approaches and insights are proposed in this year’s articles, in domains ranging from rugby to aviation, health care, accident analysis, and autonomous systems.


2022 ◽  
pp. 234094442110702
Author(s):  
Inmaculada Beltrán Martín ◽  
Alma Mª Rodríguez Sánchez ◽  
Despoina Xanthopoulou

Enchanting work is a polysemic term that can account for multiple interpretations. It can be defined as a feeling of being connected in an affirmative way to existence. In organizational terms, enchanted workplaces are places of wonder that allow people to be active agents, who can impact on their environment, find meaning in their work, and flourish. In this context, enchantment has been operationalized in organizational and managerial literature in a variety of ways, including being resourceful, happy, resilient, passionate, motivated, or healthy at work, among others. The main purpose of this special issue was to highlight those elements that may promote enchanting work environments, and the processes through which (re-)enchantment may be achieved. Also, we were interested in understanding re-enchantment as an internal process. JEL CLASSIFICATION: M50


2017 ◽  
Vol 37 ◽  
pp. 579-583 ◽  
Author(s):  
Jianchao Cai ◽  
Behzad Ghanbarian ◽  
Peng Xu ◽  
Derek Elsworth ◽  
Moran Wang ◽  
...  

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