On Self Organization: Model for ionization wave propagation with targets of varying electrical properties

This work presents a model for an atmospheric Helium plasma interacting with normal and cancer cells. This interaction is simulated through the expansion and impingement of a gaseous jet onto targets with varying electrical permittivity. Simulation results show that for a plasma jet impinging onto two targets with different permittivity placed axis-symmetrically relative to the stagnation point of impingement, the jet is biased toward the target with lower permittivity when the target acts as a floating potential. This trend is reversed when the back surface of the target is grounded. In the case of a floating target, higher target permittivity yields a higher positive surface potential as the material experiences higher polarization in response to the net flux of electrons from the plasma onto the surface. Because of this higher surface potential, targets with higher permittivity generate a smaller electric field in the discharge column relative to materials with lower permittivity. When the back surface of the target is ground, the trend is reversed, with polarization occurring primarily on the back surface due to the response to the reservoir of positive charges introduced by ground. In the ground case, the material experiences more negative charging the front surface which induces a lower electric potential. As a result, the material with higher permittivity and a grounded back surface attracts plasma organization at the interface because of the higher local electric field. These numerical findings support experimental results presented by other researchers, which demonstrate selectivity of plasma jets towards some cancer cells more than others. The mechanism introduced here may help inform targeted treatment of specific cells, including those reported to be more resistant to plasma jets.

The organization model of socio-cultural practices of youth enrichment programs (as exemplified by a student ball)

The article presents the results of the theoretical analysis of such phenomena as “socio-cultural practices”, “enrichment program”. The research determines their role in students’ personal development. The contemporary social position of a student calls for a new pedagogical approach, and therefore requires innovative or retro-innovative approaches. The author develops a socio-cultural practice of the youth enrichment program merging the ball and the role-play. Thus, the research aim is to develop an organization model of socio-cultural practices of youth enrichment programs (as exemplified by a ball) in order to enable students’ personal development. The study reveals characteristic pedagogical features of the socio-cultural practices of youth enrichment programs. Using the example of a student ball, the article shows how through the study of the history of dance and etiquette, students immerse themselves in the cultural environment, which will contribute to the development of patriotism, diligence and curiosity. Team work on concert acts contributes to the formation and strengthening of student partnership. Discussions about the nature of politeness promote kindness, empathy, honesty, and courtesy in student relationships. Students also develop non-standard thinking. Working together in the youth enrichment program, students learn to be hard-working and creative. Part of the enriching experience of this socio-cultural practice is secured in the non-standard situation that goes beyond students’ usual everyday life. The practical application of the research results makes it possible to use the proposed model to develop socio-cultural practices of youth enrichment programs aimed at students’ personal development.

Network as an innovation: social innovation—The case of the hospital help

In the chapter, the network innovation is defined in two ways: as networking innovation model and as networking that is the result of innovation. Strategic entities in building relationships for these two approaches are described. Particular emphasis is put on analysis of social innovation process, including six stages, i.e., inspiration, proposition, prototypes, testing, scaling and system change. This process was implemented by Poznań University of Economics and Business Knowledge Transfer Company LTD, while creating The Hospital Help Initiative (WsparcieDlaSzpitala.pl) during Covid-19 pandemic. The aim of the chapter it to diagnose network innovations on the basis of The Hospital Help Initiative (WsparcieDlaSzpitala.pl) coordinated by Poznań University of Economics and Business Knowledge Transfer Company LTD. The case study method was used to show how social needs appeared, how adequate solution was smartly developed by a group of professionals, how the Relationship Team successfully adopted the technology, and finally how the organization model was tested and scaled. This kind of network innovation may stimulate system change in the future.

Collaborative Governance in a Developing Non-Democracy: Uganda's Organizational Success Fighting HIV/AIDS

Organization and management scholars seek theory-grounded and theory-building research regarding establishing and structuring organization forms to tackle large, intractable problems, especially grand challenges of poverty, disease, and hunger. Developing countries tend to have intractable social problems of rampant poverty and poor health and struggle with epidemics. The case of HIV/AIDS in Uganda contributes new understanding regarding public organization and state capacity in developing countries, especially regarding grand challenges of intractable social problems. Field research study of HIV/AIDS action in Uganda contributes unexpected insights regarding collaborative governance in an institution context under-explored in public administration and organization studies, the developing non-democracy. Ugandan public executives innovated a participatory organization model of cross-sector collaborative governance to fight their intractable social problem of HIV/AIDS during their start-up era. The participatory organization model innovated by the Ugandan public chief executive, called a best practice by WHO/UNAIDS and influential with PEPFAR designers, yields a construct of network coordination and network control for study of the organization of cross-sector collaborative governance. Integration of public administration and organization studies with development and international relations studies informs study of tensions between efficiency and inclusiveness and between social power and social legitimacy with respect to collaborative governance outcomes of network effectiveness and participatory accountability in the institution context of a developing non-democracy. Is non-democracy meaningful or meaningless to collaborative governance?

Diversity and Self-Organized Complexity

Part II of the volume takes up Hayek’s second unsettling thesis: that the Open Society is too complex for the practice of moral justification. To begin to analyze this unsettling thesis, it first considers the nature of the Open Society, and why it is characterized by extreme diversity and complexity. Thus the first section of this essay seeks to distinguish Millian and other liberalisms from the far more deeply diverse Open Society. It then argues that the Open Society is characterized by a process of autocatalytic diversity, which leads to ever-increasing complexity. This second essay concludes with an account of how the constitutive moral rules of the Open Society can be justified. It endorses Hayek’s criticism of social contract theory, proposing in its stead a self-organization model of moral justification.

Do organizations learn? Results of a Hungarian longitudinal school-research program

Our study was based on the results of longitudinal research conducted between 2015 and 2021, which examined the schools learning organizations and sought to answer the question of what factors may be most decisive in the operation of schools that can effectively support student achievement, and how they change over time. After describing the theoretical models describing the learning organization of schools, the correlations of quantitative data and models and their five-year change are analyzed.It is clear from the data that educators and leaders see shared goals and a vision, and a willingness to take risks and innovate as the most advanced. There is a lack of responsibility and a collaborative atmosphere, and a dimension of knowledge sharing and partnerships. The shift in primary variables and more advanced statistical analyzes predict the emergence of newer learning organization model alternatives that can more accurately describe changes and areas of learning organization dimensions.

Balancing unity and diversity in a not-for-profit inter-organizational partnership through lateral accountability mechanisms

PurposeThis paper examines how lateral accountability mechanisms may be used to address the unity–diversity tension in a large not-for-profit (NFP) inter-organizational partnership governed under a lead organization model.Design/methodology/approachA case study was conducted in the New South Wales Settlement Partnership comprising 23 NFP organizations providing settlement services for migrants and humanitarian entrants. Multiple data sources included semi-structured interviews, proprietary and publicly available documents and observation.FindingsThe paper demonstrates (1) the usefulness of a strength-based approach that the lead organization adopts in enacting lateral accountability mechanisms, which enables a balance between unity and diversity in the partnership; and (2) the capability of the lead organization governance model to address the unity–diversity tension.Research limitations/implicationsThe paper (1) identifies the importance of a strength-based approach in implementing lateral accountability mechanisms to address the unity–diversity tension; and (2) challenges prior research that advocates the network administrative organization governance model in addressing the tension.Practical implicationsFor practice, the paper identifies a suite of lateral accountability practices designed to address the unity–diversity tension. For policy, it provides confidence for government in promulgating the lead organization governance model in “purchasing” public services.Originality/valueThe paper demonstrates how lateral accountability mechanisms may be used to provide a balance between the objectives of preserving and leveraging the benefits of partner diversity and achieving unity. The strength-based approach (used in enacting the accountability mechanisms), while having a history in psychology and social work research, has not been recognized in prior partnership accountability and governance studies.

Self-Organization Characteristics of Lunar Regolith Inferred by Yutu-2 Lunar Penetrating Radar

Most previous studies tend to simplify the lunar regolith as a homogeneous medium. However, the lunar regolith is not completely homogeneous, because there are weak reflections from the lunar regolith layer. In this study, we examined the weak heterogeneity of the lunar regolith layer using a self-organization model by matching the reflection pattern of both the lunar regolith layer and the top of the ejecta layer. After a series of numerical experiments, synthetic results show great consistency with the observed Chang’E-4 lunar penetrating radar data and provide some constraints on the range of controlling parameters of the exponential self-organization model. The root mean square permittivity perturbation is estimated to be about 3% and the correlation distance is about 5–10 cm. Additionally, the upper layer of ejecta has about 1–2 rocks per square meter, and the rock diameter is about 20–30 cm. These parameters are helpful for further study of structural characteristics and the evolution process of the lunar regolith. The relatively small correlation distance and root mean square perturbation in the regolith indicate that the regolith is mature. The weak reflections within the regolith are more likely to be due to structural changes rather than material composition changes.

Decisions on the Orderliness and Collaborative Operation Mechanism of Each Subsystem under the Organizational Model of the Internet of Things

This paper analyzes the overall organic network system integrated by subnetworks, analyzes the network evolution process of the overall system of the Internet of Things (IoT) organization mode network, and analyzes the network through the network scale measurement, the node growth measurement, the node distribution measurement, and the node association measurement. We analyze the coordination mode of hardware resources, information resources, financial resources, human resources, organizations, and customer resources from the perspective of resource elements. And we analyze the vertical and horizontal work collaboration mode from the perspective of work activities. From the perspective of equity, two types of equity-based synergy and four types of contract-based synergy are proposed. It is proposed that the network stage of the IoT organization model is different from the previous stage of the important collaboration model, the platform-based collaborative model, which is analyzed from the coordination manager software platform and the IoT organization model infrastructure hardware platform. We use relevant data to construct a SIM model to measure the synergy of the development of the IoT industry system to quantify the overall collaborative development status of the IoT industry system. At the same time, the gray correlation analysis model GM (1, N) is used to correlate the complex system subsystems. The research results show that the development of the IoT industry has gone through a U-shaped development process from the uncoordinated stage to the coordinated development of the industrial system. Each subsystem has self-development capabilities and exhibits different interaction relationships with each other.

Integrated Marketing Communication in Project Activities

The paper deals with integrated marketing applied in project activities. The reason for this is the fact that such activities should refine their offer with a supplement in the project documentation but in the means of a different approach to the market. The amendment addresses recommendations to investors for the future construction and maintenance of facilities, and Lean and BIM in the design, construction and maintenance of facilities. That is why, during market processing, investors are offered an offer that solves the project task, includes design with visualization, and construction supervision, but already at this stage also includes certain maintenance solutions. This is only possible if the customers are approached comprehensively. For this there is an integrated marketing activity or process, where already in the market research, customers are informed about a kit containing everything from design, through construction to maintenance of the facility. Successful application of this process requires appropriate hardware and software support, as well as trained personnel for marketing. In scientific terms, a new method of integrating marketing activities in the business process of project activities is proposed. In application terms, a business process organization model integrated with marketing is presented, which enables the project company to connect with the market more dynamically and efficiently.