The development of antilock braking systems (ABS) provides an ideal case study for examining the process of engineering design because it presented an array of common difficulties faced by engineers in research and development. ABS did not develop predictably. Research and development took place in both the public and private sectors and involved individuals working in different disciplines, languages, institutions, and corporations. Johnson traces ABS development from its first patents in the 1930s to the successful 1978 market introduction of integrated ABS by Daimler and Bosch. She examines how a knowledge community first formed around understanding the phenomenon of skidding, before it turned its attention to building instruments to measure, model, and prevent cars’ wheels from locking up. While corporations’ accounts of ABS development often present a simple linear story, Hitting the Brakes describes the full social and cognitive complexity and context of engineering design.
Ann Johnson is Assistant Professor of History at the University of South Carolina.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
A ground-breaking book, Social Research Methods in Dementia Studies shows researchers how to adapt their methods of data collection to address the individual needs of someone who is living with dementia. With an editorial team that includes Ann Johnson, a trained nurse and person living with dementia, this enlightening volume mainly draws its contents from two interdisciplinary social research teams in dementia, namely the Center for Dementia Research [CEDER] at Linköping University in Norrköping, Sweden and the Dementia and Ageing Research Team [DART] at The University of Manchester in Manchester, UK. Case examples are shared in each of the main chapters to help ground the social research method(s) in a real-life context and provide direction as to how learning can be applied to other settings. Chapters also contain key references and recommended reading.
This volume will appeal to undergraduate and postgraduate students, as well as postdoctoral researchers, interested in fields such as: Research Methods, Qualitative Methods and Dementia Studies.
A #1 New York Times bestseller and arguably the best business narrative ever written, Barbarians at the Gate is the classic account of the fall of RJR Nabisco. An enduring masterpiece of investigative journalism by Bryan Burrough and John Helyar, it includes a new afterword by the authors that brings this remarkable story of greed and double-dealings up to date twenty years after the famed deal. The Los Angeles Times calls Barbarians at the Gate, “Superlative.” The Chicago Tribune raves, “It’s hard to imagine a better story...and it’s hard to imagine a better account.” And in an era of spectacular business crashes and federal bailouts, it still stands as a valuable cautionary tale that must be heeded.
In addition to explicit guidelines that prepare examiners to purposefully and competently perform oral-facial inspections from a generalist perspective, Oral-Facial Evaluation for Speech-Language Pathologists offers detailed adaptations that facilitate evidence gathering for selected special-needs populations. These include: children in birth-to-five age groups, individuals with social and cognitive challenges, persons with sensory limitations, and older adults.
A stand-alone, comprehensive resource, this manual lends itself to both professional practice and clinical teaching while promoting a rigorous, evidence-based model for oral-facial inspection practices within the profession of speech-language pathology. Furthermore, this manual is useful for improving efficiency, accuracy, and consistency of practice across the discipline, from novice clinician to seasoned practitioner.
Key features:Narrated videos that demonstrate adult and child oral-facial inspections that correspond to the manual proceduresSixty-eight black and white illustrationsThorough glossary of termsForeword written by Dr. Raymond D. Kent