Prelezione ad un corso di lingua Ebraica e Caldaica : letta nella R. Università di Padova il 14 Maggio 1877

Eude Lolli

La esposizione del simbolo degli apostoli, secondo la lezione del codice ms. n. 1106 nella biblioteca della I.R. Università di Padova.

Mode of access: Internet.

Tre lettere inedite; tratte dal MS.N.410 della biblioteca della I.R.Universitá di Padova.

Mode of access: Internet.

Notizie storiche circa li pubblici professori nello Studio di Padova scelti dall'Ordine di San Domenico /

Signatures: A-M⁸, N-N², F³-F⁸. Signatures F³-F⁸ were mis-lettered and should read N³-N⁸.

Propellantless deorbiting of space debris by bare electrodynamic tethers : final report

A Space tether is a thin, multi-kilometers long conductive wire, joining a satellite and some opposite end mass, and keeping vertical in orbit by the gravity-gradient. The ambient plasma, being highly conductive, is equipotential in its own co-moving frame. In the tether frame, in relative motion however, there is in the plasma a motional electric field of order of 100 V/km, product of (near) orbital velocity and geomagnetic field. The electromotive force established over the tether length allows plasma contactor devices to collect electrons at one polarized-positive (anodic) end and eject electrons at the opposite end, setting up a current along a standard, fully insulated tether. The Lorentz force exerted on the current by the geomagnetic field itself is always drag; this relies on just thermodynamics, like air drag. The bare tether concept, introduced in 1992 at the Universidad Politécnica de Madrid (UPM), takes away the insulation and has electrons collected over the tether segment coming out polarized positive; the concept rests on 2D (Langmuir probe) current-collection in plasmas being greatly more efficient than 3D collection. A Plasma Contactor ejects electrons at the cathodic end. A bare tether with a thin-tape cross section has much greater perimeter and de-orbits much faster than a (corresponding) round bare tether of equal length and mass. Further, tethers being long and thin, they are prone to cuts by abundant small space debris, but BETs has shown that the tape has a probability of being cut per unit time smaller by more than one order of magnitude than the corresponding round tether (debris comparable to its width are much less abundant than debris comparable to the radius of the corresponding round tether). Also, the tape collects much more current, and de-orbits much faster, than a corresponding multi-line “tape” made of thin round wires cross-connected to survive debris cuts. Tethers use a dissipative mechanism quite different from air drag and can de-orbit in just a few months; also, tape tethers are much lighter than round tethers of equal length and perimeter, which can capture equal current. The 3 disparate tape dimensions allow easily scalable design. Switching the cathodic Contactor off-on allows maneuvering to avoid catastrophic collisions with big tracked debris. Lorentz braking is as reliable as air drag. Tethers are still reasonably effective at high inclinations, where the motional field is small, because the geomagnetic field is not just a dipole along the Earth polar axis. BETs is the EC FP7/Space Project 262972, financed in about 1.8 million euros, from 1 November 2010 to 31 January 2014, and carrying out RTD work on de-orbiting space debris. Coordinated by UPM, it has partners Università di Padova, ONERA-Toulouse, Colorado State University, SME Emxys, DLR–Bremen, and Fundación Tecnalia. BETs work involves 1) Designing, building, and ground-testing basic hardware subsystems Cathodic Plasma Contactor, Tether Deployment Mechanism, Power Control Module, and Tape with crosswise and lengthwise structure. 2) Testing current collection and verifying tether dynamical stability. 3) Preliminary design of tape dimensions for a generic mission, conducive to low system-to-satellite mass ratio and probability of cut by small debris, and ohmic-effects regime of tether current for fast de-orbiting. Reaching TRL 4-5, BETs appears ready for in-orbit demostration.

Jacobi Facciolati De gymnasio patauino, Syntagmata XII et Ejusdem Gymnasii fastis excerpta.

Mode of access: Internet.

Elogio di Luigi Lagrange.

Errata: p. [143].

Annuario.

Mode of access: Internet.

L' università degli Ebrei in Padova nel XVI secolo

[von] E. Morpurgo

La lunga storia dell'idrovia Padova - Venezia

The present dissertation focuses on an unfinished project for the construction of an inland waterway between Padua and Venice, in northern Italy. The history of this channel is analysed in the context of the general debate for the development of a waterway network in the Padanian plain. The project of reconstructing and enlarging the existing ancient channels for the development of a modern river transport system was born at the beginning of the 20th century as an attempt to withstand the railway’s concurrency. The main project aimed at transforming the Po river and other small rivers and channels in a big waterway for the connection of the most important northern industrial cities with Venice’s harbour and the Adriatic sea. Even if the idea of restoring the historical channel between Padua and Venice arose at the end of the First World War, it was only during the years 50s that a new project was conceived and the waterway was included in a global project for the construction of a whole new channel from Venice to Milan. The new project, strongly supported by the local Christian Democratic Party, was managed for more than twenty years causing a huge expenditure of money. After a great investment by both the central State and the local bodies (more than 100 millions euro) the project was finally abandoned. This research reconstructs the historical process and the economical motivations that sustained that project until its failure. Moreover, with the aim of understanding the reasons and the differences of such a failure, the history of inland waterway transport in Italy is compared with contemporary developments in Germany.

The impact of unique characteristics of projects and project-based organisations on knowledge transfer

Knowledge has been recognised as an important organisational asset that increases in value when shared; the opposite to other organisational assets which decrease in value during their exploitation. Effective knowledge transfer in organisations helps to achieve and maintain competitive advantage and ultimately organisational success. So far, the research on knowledge transfer has focused on traditional (functional) organisations. Only recently has attention been directed towards knowledge transfer in projects. Existing research on project learning has recognised the need for knowledge transfer within and across projects in project-based organisations (PBOs). Most projects can provide valuable new knowledge from unexpected actions, approaches or problems experienced during the project phases. The aim of this paper is to demonstrate the impact of unique projects characteristics on knowledge transfer in PBO. This is accomplished through review of the literature and a series of interviews with senior project practitioners. The interviews complement the findings from the literature. Knowledge transfer in projects occurs by social communication and transfer of lessons learned where project management offices (PMOs) and project managers play significant roles in enhancing knowledge transfer and communication within the PBO and across projects. They act as connectors between projects and the PBO ‘hub’. Moreover, some project management processes naturally facilitate knowledge transfer across projects. On the other hand, PBOs face communication challenges due to unique and temporary characteristics of projects. The distance between projects and the lack or weakness of formal links across projects, create communication problems that impede knowledge transfer across projects. The main contribution of this paper is to demonstrate that both social communication and explicit informational channels play important role in inter-project knowledge transfer. Interviews also revealed the important role organisational culture play in knowledge transfer in PBOs.

Project team’s internal and external social networks and their influence on project performance

The research on project learning has recognised the significance of knowledge transfer in project based organisations (PBOs). Effective knowledge transfer across projects avoids reinventions, enhances knowledge creation and saves lots of time that is crucial in project environment. In order to facilitate knowledge transfer, many PBOs have invested lots of financial and human resources to implement IT-based knowledge repository. However, some empirical studies found that employees would rather turn for knowledge to colleagues despite their ready access to IT-based knowledge repository. Therefore, it is apparent that social networks play a pivotal role in the knowledge transfer across projects. Some scholars attempt to explore the effect of network structure on knowledge transfer and performance, however, focused only on egocentric networks and the groups’ internal social networks. It has been found that the project’s external social network is also critical, in that the team members can not handle critical situations and accomplish the projects on time without the assistance and knowledge from external sources. To date, the influence of the structure of a project team’s internal and external social networks on project performance, and the interrelation between both networks are barely known. In order to obtain such knowledge, this paper explores the interrelation between the structure of a project team’s internal and external social networks, and their effect on the project team’s performance. Data is gathered through survey questionnaire distributed online to respondents. Collected data is analysed applying social network analysis (SNA) tools and SPSS. The theoretical contribution of this paper is the knowledge of the interrelation between the structure of a project team’s internal and external social networks and their influence on the project team’s performance. The practical contribution lies in the guideline to be proposed for constructing the structure of project team’s internal and external social networks.