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Flexible Fuel Operation of a Dry-Low-Nox Micromix Combustor with Variable Hydrogen Methane Mixtures
(2019)
Sensitivity Analysis of General Aviation Aircraft with Parallel Hybrid-Electric Propulsion Systems
(2019)
Diversity is increasingly being addressed as an innovation-promoting factor. For this reason, companies and institutions tackle the integration of a diversity management approach that enables a heterogenic perspective on innovation development. However, system-theoretical frameworks state that the implementation of diversity measures that are not tailored to the needs of the organization often leads to a rejection or reactivity with regard to the management approach. In this context, especially organizations, which are characterized by a specific hierarchical structure, a dominant habitus or specialist culture, must face the challenge of realizing a sustainable change of the corporate culture that sets the basis for implementing diversity management approaches. The presented research project focuses on analyzing the situation in a huge scientific collaborative project - so called Cluster of Excellence (CoE) - with the aim to implement a diversity - and innovation management strategy. Considering the influencing determinants, the CoE is characterized by its embeddedness in the scientific system, a complex organizational structure, and a high fluctuation rate. The paper presents a systemic approach of reflecting these factors in order to develop a diversity- and innovation management strategy. In this frame, the results of a quantitative survey of CoE employees and derived mindset-types are presented. The results show a need for taking different mindset-types into account, to be able to develop a tailored management strategy. The aim of the project is to give recommendations for developing a sustainable management concept that promotes both diversity and innovation by drawing on the persisting mindsets of organization members while reflecting top down as well as bottom up factors of implementation processes as well as the psychology of change. This paper addresses all who are concerned with the management of human resources in innovation processes and are striving for a cultural change within the framework of complex organizations.
Masonry infill walls are commonly used in reinforced concrete (RC) frame structures, also in seismically active areas, although they often experience serious damage during earthquakes. One of the main reasons for their poor behaviour is the connection to the frame, which is usually constructed using mortar. This paper describes the novel solution for infill/frame connection based on application of elastomeric material between them. The system called INODIS (Innovative Decoupled Infill System) has the aim to postpone the activation of infill in in-plane direction and at the same time to provide sufficient out-of-plane support. First, experimental tests on infilled frame specimens are presented and the comparison of the results between traditionally infilled frames and infilled frames with the INODIS system are given. The results are then used for calibration and validation of numerical model, which can be further employed for investigating the influence of some material parameters on the behaviour of infilled frames with the INODIS system.