An ultra-broadband spatially dispersed regenerative amplifier free from spatial chirp

An ultra-broadband Ti:sapphire regenerative amplifier based on spatially dispersed amplification is demonstrated experimentally. Departing from previous reports, a new design of the cavity gets the amplified pulse free from spatial chirp. Utilizing this new regenerative amplifier, chirped pulses with bandwidth (FWHM) of about 80 nm are obtained, and the bandwidth is limited only by that of the incident seed pulses.

Could innovative teams provide the necessary flexibility to compete in the current context?

[EN] In the modern era firms should look for a sustainable and profitable business model. They operate in highly volatile and competitive markets. Innovation is a key element that allows firms to survive in these complex environments. Accordingly, some companies are developing human resource models that align to the actual competitive context. For instance, they establish democratic systems, flexible work practices, they focus on responsibility and initiative and increase the self-control of team members. In this framework, firms tend to use resources such as creativity, capacity for innovation or development of human talent. Therefore, innovative teams are able to adapt and react to turbulent, complex and dynamic environments, which allow them to handle in a more efficient way several subtasks. This fact gives rise to a higher effectiveness in the activities of firms. This paper analyze the characteristics and performance of multifunctional teams, virtual teams, open-innovation teams and self-managing teams. It also study the case of Semco, a company that is characterized by its innovative practices in human resources management and focus on responsibility and initiative and increase the self-control of team members.

Mapping the conceptual design activity of interdisciplinary teams

The conceptual design phase of any project is, by its very nature, a vibrant, creative and dynamic period. It can also be disorganized with much backtracking accompanying the exchange of information between design team members. The transfer of information, ideas and opinion is critical to the development of concepts and as such, rather than being recognized as merely a component of conceptual design activity, it needs to be understood and, ultimately, managed. This paper describes an experimental workshop involving fifteen design professionals in which conceptual design activity was tracked, and subsequently mapped, in order to test and validate a tentative design framework (phase and activity model). The nature of the design progression of the various teams is captured and analyzed, allowing a number of conclusions to be drawn regarding both the iterative nature of this phase of design and how teams of professionals actually design together.