Modular designs and integrating practices: Managing collaboration through coordination and cooperation

Collaboration in large-scale projects introduces challenges involving both coordination (the ability to collaborate) as well as cooperation (the willingness to do so). Existing research has shown how modular designs can improve coordination by locating interdependencies within rather than between different modules. Based on an in-depth case study of collaboration in a large-scale infrastructure project, our study highlights an effect of modularity on collaboration that previously has been overlooked. Specifically, we show that while modular designs may help overcome coordination challenges by reducing interdependencies between modules, they can in turn hamper collaboration by emphasizing specialization within modules. Therefore, though existing work typically perceives modularity and integration as opposites, we clarify how they can also act as complements. In particular, we show how firms need to complement modular designs with integrating practices that stimulate cooperation. Overall, we contribute to the literature on collaboration and modularity by explaining when and how organizations can combine modularity and integration.     

Innovation in a federal state

As a country with a relatively small international reputation for manufacturing and, apparently, with an even smaller one for technology-based product and process innovation in manufacturing, Canada has a long way to go to develop its manufacturing and innovative activities to the stage reached by most European countries. Recently, however, a number of science and research policy studies have been made to examine problems associated with innovation in manufacturing. This present paper deals with two important elements associated with these studies, namely, the organization of the public sector in Canada and the roles and responsibilities of the public sector agencies with regard to the encouragement of technology-based innovation in manufacturing. As pointed out in the paper, the federal structure and the agencies within it may at present frustrate as well as encourage innovation. However, assuming that the appropriate policy objectives can be articulated and accepted, the removal of the principal public sector frustrations will be dependent upon better divisions of responsibility and labour between the three levels of government.     

Defining'science-based targets'

The 2015 Paris Agreement to keep global warming well below 2℃above pre-industrial levels and aim towards limiting warming to 1.5℃marked a wa-tershed in planetar...     

Analysis of teaching physical education to second-grade students using sport education

The purpose of this article was to provide an account of second-grade students and teachers, as well as a non-participant observer, after they participated in a season of Sport Education. For a total of 12 lessons, students participated in a season of developing throwing and catching and kicking skills. Interviews were conducted at the conclusion of the season to collect data from students and teachers regarding their experience. Field notes from the non-participant observer were also recorded. Although Sport Education is commonly introduced to students no earlier than the fourth grade, results revealed that there is the potential for introducing Sport Education to students as early as the second grade, a year in which the children typically turn eight years old. It is suggested that future studies of Sport Education with second-grade students could potentially enhance the learning experience of physical education students at the beginning of their school career.     

An exploration of Outward Bound New Zealand’s organisational culture

This article examines the key factors of organisational culture (artefacts, values and beliefs, and core assumptions) that have led to the development of Outward Bound New Zealand (OBNZ) over the past 50 years. Primary data for this case study were obtained through the use of semi-structured, in-depth interviews with past and present school and executive directors. A key finding is that OBNZ, founded on the beliefs of the German educator Kurt Hahn, has reviewed its values and formalised these into the ‘fundamentals’ of greatness, compassion, responsibility and integrity. Important visible symbols of the OBNZ brand are the badge, the logo with ‘to serve, to strive and not to yield’ and the cutter. The core assumption is still focused on self-discovery and the Outward Bound motto ‘there’s more to you than you think’. Internationally, Outward Bound course length has declined to just 4 days compared with OBNZ’s average of 14 days. In contrast, OBNZ has remained true to Hahn’s original belief, the ‘fundamental’ values, core assumptions and the Standard/Classic (three-week) course. These findings have implications for the development of outdoor adventure education and business organisations’ culture and leadership.     

世界著名沉船事件之一玛丽号

1545年“玛丽·罗斯”号在海港沉没。然而, 50年前,她却是亨利八世舰队的骄傲。     

Math-gender stereotypes in elementary school children

A total of 247 American children between 6 and 10 years of age (126 girls and 121 boys) completed Implicit Association Tests and explicit self-report measures assessing the association of (a) me with male (gender identity), (b) male with math (math-gender stereotype), and (c) me with math (math self-concept). Two findings emerged. First, as early as second grade, the children demonstrated the American cultural stereotype that math is for boys on both implicit and explicit measures. Second, elementary school boys identified with math more strongly than did girls on both implicit and self-report measures. The findings suggest that the math-gender stereotype is acquired early and influences emerging math self-concepts prior to ages at which there are actual differences in math achievement.     

Explaining Estimated Economies of Scale and Scope in Higher Education: A Meta-Regression Analysis

Numerous studies have investigated economies of scale and scope in higher education as a means of providing public and private providers of college and university teaching, research and other services and their stakeholders with knowledge of the cost structures that underpin provision in this economically and socially important sector. However, debate continues on the precise nature of the economies of scale and scope in higher education given the mixed findings, largely because of significant institutional and other differences across studies. To address this, we employ meta-regression analysis to explore not only the overall level of scale and scope economies across more than 40 international studies conducted in Australia, the US, the UK, Italy, China, and elsewhere since the early 1980s, but also those factors that potentially affect their presence in the higher education sector. Our findings suggest that functional form and allowances for managerial efficiency have a significant impact on the estimated scale economies. In contrast, for scope economies, the key discriminating factors appear to be when the analysis was conducted, the diversity of the sample, and the national level of economic development.     

Pre-figurative practice and the educational leadership of Sir Alec Clegg in the West Riding of Yorkshire,England (1945–1974)

ABSTRACT

This article recalls a time when local government infrastructure was strong and a Chief Education Officer's (CEO) vision could be realised across a region, in Clegg's case the West Riding of Yorkshire, one of the largest of the pre-1974 counties in England. It is timely to revisit Clegg's educational leadership and practice from 1945 to 1974, as a valuable source of learning, and challenge to the current ideologically-informed policy rhetoric which has undermined the framework of democratic educational decision-making. The authors identify four possible areas to learn from Clegg's work. Firstly, the need for CEOs or their modern-day equivalents or successors, to consider their potential as political and community leaders; secondly, Clegg's leadership style prefigures some of the recent discussion about the leadership of public services in uncertain times; thirdly a re-evaluation of administration and bureaucracy; and lastly the need for supportive partnerships to enable schools to thrive.