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The low hydraulic efficiency of the pump as turbine (PAT) poses a major challenge to the runner design. This paper introduces a new strategy for designing and optimizing the performance of PAT runner. The strategy process is mainly divided into four steps, namely blade parametric design, significance evaluation of parameters, construction of optimizing surrogate model and optimization of improved PSO algorithm. Compared with the current design methodologies, not only does this optimization strategy propose the system design and optimization process, but also it breaks down the process into well-defined steps and simplifies them. The hydraulic efficiency of PAT optimized by this optimization strategy reaches 84.76%, which improves 3.93%. A test bench has been built to test the optimizing strategy. The maximum difference of experimental data is 1.5%, which meets the requirements of practical engineering application, and verifies the reliability of the optimization strategy process. The optimizing strategy process can be extended to apply to pump, fan, conventional turbine and other blade fluid models, and it can be further extended to apply to the optimization design of 3D blades with a high specific speed. [Display omitted] [ABSTRACT FROM AUTHOR]

Abstract Hydropower development involves managing a network of diverse stakeholders. Owners play a critical part in effectively cooperating and establishing inter-organizational linking with stakeholders to achieve multiple project objectives. According to the data which is from the construction industry of hydropower in China, the research aims to investigate the causal relationships between cooperation with stakeholders and inter-organizational linking systematically, together with their impacts on the owners' social capital by developing and testing a conceptual model. Path analysis confirms that cooperation with stakeholders cannot only directly improve owners' social capital but also exert its influence on social capital through enhancement of inter-organizational linking, thereby improving project performance and winning external supports for owners' long-term development. Social network analysis shows that, from the perspective of owners, project stakeholders are clearly grouped into four clusters related to project feasibility, implementation, procurement and resettlement of migrants. These clusters reflect stakeholder's different roles and connections with each other in hydropower development. Understanding the above in-depth underlying relationships is fundamental for improving multi-organizational dynamics research to a state of the art, and help project participants to appropriately adopt cooperative strategies for maximizing the effectiveness of each stakeholder's resources. Highlights • Hydropower development involves managing a network of diverse stakeholders, in which owners play a key role. • Cooperation with stakeholders can improve owners' social capital diectly and through inter-organizational linking. • Hydropower project stakeholders are grouped into four clusters: project feasibility, implementation, procurement and migrants. • Suppliers distribute separately from other stakeholders, requiring the owners to build supplier networks to buy stable products. • Local residents have the lowest centrality in the network, showing owners should take measures for migrants' sustainable development. [ABSTRACT FROM AUTHOR]