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Completed in the sixteenth century, the Süleymaniye Mosque in Istanbul has long been regarded as one of the great works of Sinan, the Ottoman Empire's foremost architect. In recent years, as our understanding of Sinan's design strategies and sensitivities has improved, a number of influential scholars have argued that there is a singular formal layering pattern present in Sinan's elevations. With the advent of recent advances in computational analysis it is possible to quantify the degree of visual layering (the hierarchical relationship between form, ornamentation and materiality) present in Sinan's Süleymaniye Mosque and thereby provide evidence, either for or against, this proposition. Using an advanced version of the computational fractal analysis method, the paper investigates the four facades of the Süleymaniye Mosque, along with two facade details, to provide a mathematical description of the layering visible in this building. Through this process the paper provides, for the first time, quantifiable data supporting the theorised properties of this famous building. In doing so, the paper also offers a description of the most advanced demonstration of fractal analysis ever applied in architecture.

In this paper on designing organizational processes, we combine insight on reflection-in-action with the role of reflection and experimenting from the organizational routine dynamics literature. Illustrated through a case at a strategy consultancy, we show how a prototyped workshop can elicit reflection-in- action when designing organizational processes. The artifacts used in the prototyped workshop made previous implicit assumptions about the work more explicit. This led to on the spot reflection-in-action of how to improve the prototype. This shows how collective reflection-action can be created by creating a space for reflection, that simultaneously allows for experimentation. Future research between design science and organizational science would thus be fruitful when studying the role of collective reflection- in-action when prototyping organizational processes.

Although social harmony is one of the most important cultural values in many of Asian societies it has rarely been studied in the mainstream management literatures. Based on the group-value theory of justice we examined how group justice climates influence group effectiveness through group harmony. Analyses of data on 106 upper-level management teams from Chinese organizations showed that justice climates were positively associated with group harmony, which in turn was positively associated with team task performance and team helping behavior. Group harmony was found to significantly mediate the positive effect of both distributive and interactional justice climates on team helping behavior but only marginally on team task performance. Finally, in support of past research both at the group and individual level, procedural justice climate had the weakest effect on group processes and outcomes. By applying the group value theory on group harmony this paper aims to integrate Eastern and Western perspectives on one hand and the justice climates and group harmony research on the other. Theoretical and practical implications are discussed.

The file attached to this record is the author's final peer reviewed version. To succeed in today’s dynamic and evolving markets, businesses need to continuously design products that meet the demands of the customer. While such demands can be difficult to fulfil, they offer businesses the opportunity to evolve their business models, deepen their skill-sets and knowledge, expand into new markets, and scale their operations. To stay viable amid accelerating change, businesses need product development frameworks that anchor the mental models for designing products that fit the market. However, evidence suggests that many start-up businesses lack such models. This completed research paper makes two important contributions to academia and practice. First, a conceptual framework that links the concepts of product viability, feasibility, and usability/desirability to lean product development is developed. Second, an evaluation framework that enables businesses to design products that fit their markets is proposed. The frameworks are grounded in design science literature and their utility has been evaluated through the industry engagements of the research team. The theoretical limitations of the lean concept are exposed and its implications for R&D practitioners and academic researchers are highlighted.

Other funder Economic and Social Research Institute Permission to archive this paper has been granted by the executor of the Mary J. Kelly estate, April 2011