Nocturnal cooling below a forest canopy: Model and evaluation

Nocturnal cooling of air within a forest canopy and the resulting temperature profile may drive local thermally driven motions, such as drainage flows, which are believed to impact measurements of ecosystem–atmosphere exchange. To model such flows, it is necessary to accurately predict the rate of cooling. Cooling occurs primarily due to radiative heat loss. However, much of the radiative loss occurs at the surface of canopy elements (leaves, branches, and boles of trees), while radiative divergence in the canopy air space is small due to high transmissivity of air. Furthermore, sensible heat exchange between the canopy elements and the air space is slow relative to radiative fluxes. Therefore, canopy elements initially cool much more quickly than the canopy air space after the switch from radiative gain during the day to radiative loss during the night. Thus in modeling air cooling within a canopy, it is not appropriate to neglect the storage change of heat in the canopy elements or even to assume equal rates of cooling of the canopy air and canopy elements. Here a simple parameterization of radiatively driven cooling of air within the canopy is presented, which accounts implicitly for radiative cooling of the canopy volume, heat storage in the canopy elements, and heat transfer between the canopy elements and the air. Simulations using this parameterization are compared to temperature data from the Morgan–Monroe State Forest (IN, USA) FLUXNET site. While the model does not perfectly reproduce the measured rates of cooling, particularly near the top of the canopy, the simulated cooling rates are of the correct order of magnitude.

A case study and interview with Jill McDonald CEO and President of McDonald's Northern Europe Division

Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption. Design/methodology/approach – The paper draws on documentary evidence and a semistructured interview with Jill McDonald CEO and President of McDonald’s Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers. Findings – The case study and interview offers a unique insight into factors contributing to McDonald’s unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy. Originality/value – The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.