This paper reports for the first time the results of a study of the adaptive–innovative cognitive style of the managers of change projects. The Kirton Adaption–Innovation Inventory (KAI) was completed by 133 such managers and the mean KAI score of 109.4 (SD = 14.0) indicates a preferred innovative approach to making decisions and solving problems when managing projects involving significant change. This result is consistent with those of other studies which have shown that activities which involve working across functional boundaries in organizations are generally undertaken by those with an innovative cognitive style (Foxall, 1990; Foxall & Hackett, 1994; Kirton, 1980, 1994). The implications of these results for change project managers are discussed in terms of the interpersonal problems which can arise when working with client managers who are likely to have a more adaptive cognitive style.
Transition metal and lanthanoid ions supported on rutile have been used as catalysts for parahydrogen enrichment at 77 and 90 K. Activities, expressed in molecule ion-' s-', varied with the square of the magnetic moment of the cation. The results are explained by Wigner's theory extended to cover conversion proceeding during vibrational motion in the physically adsorbed state.
A mathematical model simulating the gas carburising of steel components has been developed for the prediction of optimum process parameters. The utilisation of optimised process parameters has given rise to increases in furnace throughput of ~ 20%. The implementation of the optimised process parameters has demanded faster, more accurate process control than that achieved with conventional furnace control equipment. The required degree of control has been achieved with systems based on either a minicomputer or a microcomputer in which furnace atmosphere analysis is effected with oxygen probes.
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