Design of hydraulic structures considering different sheetpile configurations and flow through canal banks

This research investigated seepage under hydraulic structures considering flow through the banks of the canal. A computer model, utilizing the finite element method, was used. Different configurations of sheetpile driven under the floor of the structure were studied. Results showed that the transverse extension of sheetpile, driven at the middle of the floor, into the banks of the canal had very little effect on seepage losses, uplift force, and on the exit gradient at the downstream end of the floor. Likewise, confining the downstream floor with sheetpile from three sides was not found effective. When the downstream floor was confined with sheetpile from all sides, this has significantly reduced the exit gradient. Furthermore, all the different configurations of the sheetpile had insignificant effect on seepage losses. The most effective configuration of the sheetpile was the case when two rows of sheetpiles were driven at the middle and at the downstream end of the floor, with the latter sheetpile extended few meters into the banks of the canal. This case has significantly reduced the exit gradient and caused only slight increase in the uplift force when compared to other sheetpile configurations. The present study suggests that two-dimensional analysis of seepage problems underestimates the exit gradient and uplift force on hydraulic structures.

Regulatory regime change in Turkish banks:Reactive or proactive?

This paper examines the positive contributions made toward restructuring the regulatory framework of Turkey's banking and financial sectors prior to and post the 2000–2001 financial crisis. Drawing on a framework initially developed by Onis and Senses, 2007 and Onis and Senses, 2009 and further referred to by Onis, 2009 and Onis, 2010 it argues that financial reforms undertaken by the Turkish government would not have been successful without the strong support of domestic coalitions. While the external pressures put on the Turkish government from the International Monetary Fund, The World Bank and the European Union for financial reforms were necessary to kick start the reforms as a reactive process, these pressures on their own may have served only the interests of financial business elites at the expense of the broader stakeholders. Empirical data for the study was collected from documentary analysis of key financial institutions and interviews with twenty major Turkish regulatory agents and other stakeholders. The paper then discusses how the perceptions of these stakeholders are embodied into, and have influenced, regulatory regime change in Turkey from a reactive state to a more proactive one.

Evolution of Organisational Structure and Capabilities in Internationalising Banks: The CEE Operations of UniCredit's Vienna Office

Cross-border integration is the central management issue for banks that expand internationally, and this is especially true in Central and Eastern Europe, where the pace of internationalisation through mergers and acquisitions has been rapid. A critical challenge in cross-border integration is aligning a multinational company's formal organizational structure with the distribution of capabilities across its subsidiary units, and this issue is explored by tracking the co-evolution of organizational structure and capabilities during the internationalisation of a large banking network into this region. Our focus is the Vienna head office of Bank Austria Creditanstalt, which was acquired first by HypoVereinsbank (Germany) and then UniCredit (Italy). Despite its formal role being downgraded during these changes, the unit continued to develop its distinctive capabilities. The key insight our article offers is that managing cross-border integration is not simply about recognizing the value of the distinctive capabilities of individual units and designing formal structures that successfully align with them. It is also about understanding the need for dynamic interaction between formal corporate structure and individual units' desires to retain power and influence, which have significant implications for the development of their organizational capabilities.