Knowledge based strategy: appraising knowledge creation capability in organisations.

This thesis sets out a journey which culminates in the development of an analytical framework, the "Organisational Creativity Appraisal" which is intended to assist organisations in evaluating their ability to support and develop creativity. This framework is derived from the common thread of the thesis, which is drawn from a range of research and consultancy projects, and the resulting published work, spanning an eight year period, centring on the role of knowledge and creativity in the strategy and performance of organisations. The literature of strategy, learning and creativity increasingly recognises that organisational context is critical to the formation of strategy, to the content of the strategy and to its successful implementation. The thesis explores the ways in which learning and creativity, the basis of knowledge-based strategy, are influenced by organisational context or social architecture. The research explores the ways in which managers can gain greater understanding of the social architectures of their organisations so as to assist in supporting their strategic development. The central core of the thesis is the nine published papers upon which it is based but it also derives from the broader perspective of my published work in the form of both articles and books. The thesis further draws upon my own experience as a leader and manager in the context of university business schools and as a consultant, researcher and developer in the context of a range of international private and public sector organisations. The work is based upon a premise that theory should inform practice and that practice should inform theory. The "Organisational Creativity Appraisal" framework is informed by both theory and practice and is intended to assist in management practice. There is no assumption that management research can arrive at prescriptions for managerial and organisational behaviour. On the other hand management research can usefully inform management and organisational behaviour, as long as it is employed in a critically reflective manner. The "Organisational Creativity Appraisal" presented in this work should be regarded as the framework in its present form which is likely to develop further as my research progresses in the future.

Undrained behaviour of two silica sands and practical implications for modelling SSI in liquefiable soils.

The aim of the present study is twofold. Firstly, the paper investigates the undrained cyclic and post-cyclic behaviour of two silica sands by means of multi-stage cyclic triaxial tests. Secondly, based on the post-cyclic response observed in the element test, the authors formulate a simplified stress–strain relationship that can be conveniently used for the construction of p–y curves for liquefiable soils. The multi-stage loading condition consists of an initial cyclic loading applied to cause liquefaction, followed by undrained monotonic loading that aimed to investigate the post-cyclic response of the liquefied sample. It was found that due to the tendency of the liquefied soil to dilate upon undrained shearing, the post-liquefaction strain–stress response was characterised by a distinct strain–hardening behaviour. The latter is idealized by means of a bi-linear stress–strain model, which can be conveniently formulated in terms of three parameters, i.e.: (i) take-off shear strain, γto, i.e. shear strain required to mobilize 1 kPa of shear strength; (b) initial secant shear modulus, G1, defined as 1/γto; (c) post-liquefied shear modulus at large strain, G2 (γ⪢γto). Based on the experimental results, it is concluded that these parameters are strongly influenced by the initial relative density of the sample, whereby γto decreases with increasing relative density. Differently both shear moduli (G1 and G2) increases with increasing relative density. Lastly, the construction of new p–y curves for liquefiable soils based on the idealized bi-linear model is described.