Institution
University of Westminster
Education•London, United Kingdom•
About: University of Westminster is a education organization based out in London, United Kingdom. It is known for research contribution in the topics: Population & Politics. The organization has 2944 authors who have published 8426 publications receiving 200236 citations. The organization is also known as: Westminster University & Royal Polytechnic Institution.
Topics: Population, Politics, European union, Band-pass filter, Tourism
Papers published on a yearly basis
Papers
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TL;DR: In this article, it is argued that the traditional managerial role of command and control is being superseded by one of facilitation and coordination, and that managerial work as routine administration of work processes is being supplanted by the new managerial work of non-routine leadership and entrepreneurship.
Abstract: This paper questions three frequently asserted, interrelated claims about developments in management: that centralized, regulated bureaucratic organizations characterized by hierarchy and rules are inevitably giving way to decentralized and empowered post-bureaucratic organizations characterized by internal networks and an internal market; that, as a consequence, the traditional managerial role of command and control is being superseded by one of facilitation and coordination; and that, in turn, managerial work as routine administration of work processes is being supplanted by the ‘new managerial work’ of non-routine leadership and entrepreneurship. It is argued that these claims often rest on caricatures of bureaucracy and network organization and are neither new nor well supported by evidence. Against these claims, the paper adduces case-study evidence which shows that, despite claims about ‘decentralization’ and ‘empowerment’, organizational change may entail not a radical shift to network organization, but more limited change to a different form of bureaucracy in which hierarchy and rules have been retained but in an attenuated and sharper form –‘bureaucracy-lite’. Consequently, managerial roles continue to be defined in terms of individual responsibility and vertical accountability for an organizational sub-unit, and managerial work continues to be preoccupied with monitoring and maintaining work processes, routine direction and control of staff and processing information in order to deal with the ambiguities inherent in the dimensions of managerial ‘responsibility’.
141 citations
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01 Feb 1998TL;DR: Application of a physiologically similar mechanical load has shown that fibroblasts have the ability to maintain a tensional homeostasis of approximately 40–60×10−5 N per million cells, change cellular morphology in a predictable manner and biochemically modify their resident environment.
Abstract: The repair and maintenance of connective tissues is performed predominately by a mesenchymal cell known as a fibroblast. The activity of this cell is regulated, in part, by changes in the mechanical environment in which it resides. The authors have addressed some of the questions related to the fibroblast and how it responds to mechanical stimulation. An in vitro model, the 'culture force monitor', and its derivative, the tensioning culture force monitor have been developed enabling quantitative investigations to be performed on fibroblasts in a collagen lattice. Results have shown that a fibroblast can generate a force of approximately 10(-10) N, as a result of change in cell shape and attachment, while in a three-dimensional collagen lattice. Application of a physiologically similar mechanical load has shown that fibroblasts have the ability to maintain a tensional homeostasis of approximately 40-60 x 10(-5) N per million cells, change cellular morphology in a predictable manner and biochemically modify their resident environment.
141 citations
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TL;DR: It was found that women reported stronger preferences than men for greater separation from motor traffic, and this evidence suggests focusing on the stronger preferences of under-represented groups as a necessary element of universal design for cycling.
140 citations
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TL;DR: The paper finds that benchmarking techniques have become well established in recent years within the airport sector, however there is still some way to go in overcoming some of the problems that inhibit effective benchmarking on a truly international basis.
Abstract: Purpose – To provide an overview of the current attitudes and practical experience of airport benchmarkingDesign/methodology/approach – A range of benchmarking studies are critiqued The paper considers the partial performance measures which are used from an economic, operational and environmental perspective It also investigates more complex modelling approaches which have been undertaken to gain greater insight into an airport's overall performance In addition an assessment is made of the role of benchmarking in airport regulationFindings – The paper finds that benchmarking techniques have become well established in recent years within the airport sector However there is still some way to go in overcoming some of the problems that inhibit effective benchmarking on a truly international basisResearch limitations/implications – The paper focuses on methodological issues and does not discuss the findings of research in this areaPractical implications – A very useful source of information for all res
140 citations
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TL;DR: This work states that it is impossible to foresee all the potential situations an agent may encounter and specify an agent behaviour optimally in advance, so agents have to learn from, and adapt to, their environment, especially in a multi-agent setting.
Abstract: In recent years, multi-agent systems (MASs) have received increasing attention in the artificial intelligence community. Research in multi-agent systems involves the investigation of autonomous, rational and flexible behaviour of entities such as software programs or robots, and their interaction and coordination in such diverse areas as robotics (Kitano et al., 1997), information retrieval and management (Klusch, 1999), and simulation (Gilbert & Conte, 1995). When designing agent systems, it is impossible to foresee all the potential situations an agent may encounter and specify an agent behaviour optimally in advance. Agents therefore have to learn from, and adapt to, their environment, especially in a multi-agent setting.
140 citations
Authors
Showing all 3028 results
Name | H-index | Papers | Citations |
---|---|---|---|
Barbara J. Sahakian | 145 | 612 | 69190 |
Peter B. Jones | 145 | 1857 | 94641 |
Andrew Steptoe | 137 | 1003 | 73431 |
Robert West | 112 | 1061 | 53904 |
Aldo R. Boccaccini | 103 | 1234 | 54155 |
Kevin Morgan | 95 | 655 | 49644 |
Shaogang Gong | 92 | 430 | 31444 |
Thomas A. Buchanan | 91 | 349 | 48865 |
Mauro Perretti | 90 | 497 | 28463 |
Jimmy D. Bell | 88 | 589 | 25983 |
Andrew D. McCulloch | 75 | 358 | 19319 |
Mark S. Goldberg | 73 | 235 | 18067 |
Dimitrios Buhalis | 72 | 316 | 23830 |
Ali Mobasheri | 69 | 370 | 14642 |
Michael E. Boulton | 69 | 331 | 23747 |