| 1. |
- Aamodt, K., et al.
(författare)
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The ALICE experiment at the CERN LHC
- 2008
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Ingår i: Journal of Instrumentation. - 1748-0221. ; 3:S08002
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Forskningsöversikt (refereegranskat)abstract
- ALICE (A Large Ion Collider Experiment) is a general-purpose, heavy-ion detector at the CERN LHC which focuses on QCD, the strong-interaction sector of the Standard Model. It is designed to address the physics of strongly interacting matter and the quark-gluon plasma at extreme values of energy density and temperature in nucleus-nucleus collisions. Besides running with Pb ions, the physics programme includes collisions with lighter ions, lower energy running and dedicated proton-nucleus runs. ALICE will also take data with proton beams at the top LHC energy to collect reference data for the heavy-ion programme and to address several QCD topics for which ALICE is complementary to the other LHC detectors. The ALICE detector has been built by a collaboration including currently over 1000 physicists and engineers from 105 Institutes in 30 countries, Its overall dimensions are 16 x 16 x 26 m(3) with a total weight of approximately 10 000 t. The experiment consists of 18 different detector systems each with its own specific technology choice and design constraints, driven both by the physics requirements and the experimental conditions expected at LHC. The most stringent design constraint is to cope with the extreme particle multiplicity anticipated in central Pb-Pb collisions. The different subsystems were optimized to provide high-momentum resolution as well as excellent Particle Identification (PID) over a broad range in momentum, up to the highest multiplicities predicted for LHC. This will allow for comprehensive studies of hadrons, electrons, muons, and photons produced in the collision of heavy nuclei. Most detector systems are scheduled to be installed and ready for data taking by mid-2008 when the LHC is scheduled to start operation, with the exception of parts of the Photon Spectrometer (PHOS), Transition Radiation Detector (TRD) and Electro Magnetic Calorimeter (EMCal). These detectors will be completed for the high-luminosity ion run expected in 2010. This paper describes in detail the detector components as installed for the first data taking in the summer of 2008.
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| 2. |
- Arzuaga, Susel, et al.
(författare)
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Downsizing and Affective Organisational Commitment : A Contextual Proximity Perspective
- 2021
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Ingår i: Empirical Economics Letters. - : Department of Economics, University of Rajshahi, Bangladesh. - 1681-8997. ; 20:9
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Tidskriftsartikel (refereegranskat)abstract
- While the dominant literature on downsizing suggests that workforce reductions have a negative impact on employee commitment, knowledge of downsizing is limited by the undifferentiated ways in which downsizing activities are usually approached. This study analyses differences in employee commitment depending on a) the downsizing method used (voluntary redundancies, divestment, layoffs and closure of units) and b) the degree of exposure of employees to the downsizing event. Using downsizing announcements and questionnaires, two distinct families of downsizing methods were identified. Layoffs and closure of units have a negative effect on commitment while voluntary redundancies and divestment have a positive effect. Employee exposure (direct, indirect or not exposed) to the downsizing event accounts for significant differences on commitment. Studying downsizing in a differentiated way shows that assuming that all downsizing is detrimental to commitment is inadequate. We outline the theoretical and practical implications of a more nuanced approach to downsizing.
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| 3. |
- Gandolfi, Franco, et al.
(författare)
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A Global Perspective on the Non-financial Consequences of Downsizing
- 2015
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Ingår i: Review of International Comparative Management. - : Academy of Economic Studies. - 1582-3458. ; 16:2, s. 185-204
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Tidskriftsartikel (refereegranskat)abstract
- Firms engage in workforce downsizing for a multitude of reasons, generating a myriad of consequences and implications at organizational, sub-group, and individual levels of analysis. The downsizing literature is extensive, reflecting the prevalence of this management practice in North America and around the globe. Despite the large body of research, there is scarce evidence regarding the success of the downsizing strategy when assessed from financial, organizational, and human resource perspectives. This paper demonstrates that there are patterns in downsizing practices irrespective of country of origin. Internationally-oriented firms adopt similar strategies and practices to handle external threats or internal inefficiencies and experience similar outcomes. Also, there is substantial empirical evidence from multiple countries suggesting that executives have adopted downsizing activities as a strategy, driven by a deep-seated belief that these strategies will improve organizational efficiency, effectiveness, and overall financial performance. The paper shows that managers often experience a crisis mentality following the planning and implementation of downsizing and fail to make effective long-term plans for the firm and its constituencies. Furthermore, executives have a tendency to inadequately prepare for the aftermath of downsizing, and fail to understand how downsizing survivors will be affected by workforce reduction activities. Finally, the authors argue that firms mitigate some of the negative effects by providing training for survivors and introducing human resource policies and plans to mediate the after-effects of downsizing.
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| 4. |
- Gandolfi, Franco, et al.
(författare)
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Causes and consequences of downsizing : Towards an integrative framework
- 2011
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Ingår i: Journal of Management and Organization. - : Cambridge University Press (CUP). - 1833-3672 .- 1839-3527. ; 17:4, s. 498-521
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Forskningsöversikt (refereegranskat)abstract
- The business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for victims, survivors, and executioners. This research paper represents a literature review on the causes and consequences of downsizing. It addresses a diverse body of literature and suggests an integrative framework on the typical causes and consequences of downsizing as well as outlines some challenges ahead for researchers seeking to advance the knowledge of downsizing.
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| 5. |
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| 6. |
- Gandolfi, Franco, et al.
(författare)
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Reduction-in-force (RIF) : new developments and a brief historical analysis of a business strategy
- 2010
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Ingår i: Journal of Management and Organization. - Cambridge, United Kingdom : Cambridge University Press. - 1833-3672 .- 1839-3527. ; 16:5, s. 727-743
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Tidskriftsartikel (refereegranskat)abstract
- After nearly three decades of corporate restructurings and reorganizations, the modern firm has continued to resort to reduction-in-force (RIF) strategies. This article presents an overview and a brief historical analysis of some of the most popular RI F concepts that have been adopted by companies and governmental agencies on a global scale since the late 1970s. The research found that most RIF tools have their root in the core-periphery model. While some of the more 'classic' RIF strategies have remained popular, the paper showcases two contemporary practices, the traditional (non-selective) layoffs and stealth layoffs, that currently impact the corporate landscape. A discussion of modern-day restructuring and RIF practices is timely given the high levels of layoffs currently occurring in the global automotive, retail, and finance-related industries. In this paper, a particular focus is placed on presenting practical implications of the conduct of R IF for the firm, the managers, and the individual employees.
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