Design and selection tools for sports equipment

This report presents work from the first nine month of a project investigating design methodologies and selection tools to promote innovations in sports equipment. Particular consideration is given to product design improvements and new market adoption of advanced materials and processes. Our aim is to couple appropriately similar technologies so as to provide a method of transfer between sports equipment designs. We would like to make barriers between isolated sports equipment markets more transparent without releasing proprietary information. A brief history of sports equipment design is included; issues particularly relevant to material and process technologies are outlined for sports equipment. A start has been made on a software program to express most of this information in a concise and accessible format. The methodology is reviewed with some industrial case studies. There is a need for further research to extend and address the design issues raised in this document; a suggested research programme is attached.

The Place of Philosophy in Management

Our purpose is to not to define a particular philosophy of management, but rather to demonstrate some of the ways in which philosophy – ethics, metaphysics, epistemology, logic and æsthetics – contributes to the practice of management. We identify a number of contemporary management questions, procedures or issues where the application of philosophical approaches are relevant, and show how philosophical skills, an understanding of philosophical principles or exposure to philosophical discussion can contribute to improved management practice. In some ways the paper is a report on progress in the quest begun by Nigel Laurie and Christopher Cherry in the first issue of Philosophy of Management, formerly Reason in Practice (2001) when they asked why philosophers have interested themselves so little in the entire field of management. We include some examples where philosophers have written about management, some where managers have shown the direct impact of philosophy on management effectiveness and some where potential remains. In much we see links to process philosophy, and to the need for conversation and reflection by and between managers and philosophers. This does not of itself show how philosophy can contribute to management education. A brief final section discusses the way in which moral creativity skills can be developed through reflection, and describes how this has been done in the Manufacturing Leaders’ Programme at the Institute for Manufacturing at Cambridge and in the International Management Ethics & Values course taught to undergraduate management students in Adelaide, Singapore and Hong Kong. This will be taken up in a subsequent paper.