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Snowmass’21 is decadal particle physics community planning study. It provides an opportunity for the entire particle physics community to come together to identify and document a scientific vision for the future of particle physics in the U.S. and its international partners. Snowmass will define the most important questions for the field of particle physics and identify promising opportunities to address them. The P5, Particle Physics Project Prioritization Panel, will take the scientific input from Snowmass and develop a strategic plan for U.S. particle physics that can be executed over a 10 year timescale, in the context of a 20-year global vision for the field. Here we present the goals, progress and plans of the Snowmass’21 Accelerator Frontier., Proceedings of the 12th International Particle Accelerator Conference, IPAC2021, Campinas, SP, Brazil

High-temperature superconductors (HTS) could enable high-field magnets stronger than is possible with Nb-Ti and Nb3Sn, but two challenges have so far been the low engineering critical current density JE, especially in high-current cables, and the danger of quenches. Most HTS magnets made so far have been made out of REBCO coated conductor. Here we demonstrate stable, reliable and training-quench-free performance of Bi-2212 racetrack coils wound with a Rutherford cable fabricated from wires made with a new precursor powder. These round multifilamentary wires exhibited a record JE up to 950 A/mm2 at 30 T at 4.2 K. These coils carried up to 8.6 kA while generating 3.5 T at 4.2 K at a JE of 1020 A/mm2. Different from the unpredictable training performance of Nb-Ti and Nb3Sn magnets, these Bi-2212 magnets showed no training quenches and entered the flux flow state in a stable manner before thermal runaway and quench occurred. Also different from Nb-Ti, Nb3Sn, and REBCO magnets for which localized thermal runaways occur at unpredictable locations, the quenches of Bi-2212 magnets consistently occurred in the high field regions over a long conductor length. These characteristics make quench detection simple, enabling safe protection, and suggest a new paradigm of constructing quench-predictable superconducting magnets from Bi-2212.

The possible role of job satisfaction (JS) on organizational commitment (OC) has been a very important and hotly debated topic among experts. However, existing studies have yielded mixed results potentially due to utilization of small datasets, different methodological designs, estimation techniques that do not control for potential endogeneity between the variables, or a combination of these issues. Using a large matched employer-employee data-set from Britain (WERS2011), we find that increases in employees’ JS positively influence OC. We also show that this relationship holds when an instrumental variable framework (IV ordered probit/IV probit) is adopted to take into account the potential endogeneity of JS. However, throughout the analysis, the IV estimates are smaller in magnitude in comparison to where JS is considered as an exogenous variable. Moreover, utilising a two-stage probit least square (2SPLS) estimator, we support our previous findings i.e. increased JS is likely to lead to enhanced OC, but we also show that greater OC leads to higher levels of JS suggesting that JS and OC are likely to be reciprocally related. Overall, the IV estimates confirm the importance of addressing the endogeneity issue in the analysis of the relationship between JS and OC.

Background: Nurse turnover is an issue of concern in health care systems internationally. Understanding which interventions are effective to reduce turnover rates is important to managers and health care organisations. Despite a plethora of reviews of such interventions, strength of evidence is hard to determine. Objective: We aimed to review literature on interventions to reduce turnover in nurses working in the adult health care services in developed economies. Method: We conducted an overview (systematic review of systematic reviews) using the Cochrane Database of Systematic Reviews, MEDLINE, EMBASE, Applied Social Sciences Index and Abstracts, CINAHL plus and SCOPUS and forward searching. We included reviews published between 1990 and January 2015 in English. We carried out parallel blinded selection, extraction of data and assessment of bias, using the Assessment of Multiple Systematic Reviews. We carried out a narrative synthesis. Results: Despite the large body of published reviews, only seven reviews met the inclusion criteria. These provide moderate quality review evidence, albeit from poorly controlled primary studies. They provide evidence of effect of a small number of interventions which decrease turnover or increase retention of nurses, these being preceptorship of new graduates and leadership for group cohesion. Conclusion: We highlight that a large body of reviews does not equate with a large body of high quality evidence. Agreement as to the measures and terminology to be used together with well-designed, funded primary research to provide robust evidence for nurse and human resource managers to base their nurse retention strategies on is urgently required.

INTRODUCTION: \ud \ud Intentional rounding (IR) is a structured process whereby nurses in hospitals carry out regular checks, usually hourly, with individual patients using a standardised protocol to address issues of positioning, pain, personal needs and placement of items. The widespread implementation of IR across the UK has been driven by the recommendations of the Francis Inquiry although empirical evidence of its effectiveness is poor. This paper presents a protocol of a multimethod study using a realist evaluation approach to investigate the impact and effectiveness of IR in hospital wards on the organisation, delivery and experience of care from the perspective of patients, their family members and staff.\ud \ud METHODS AND ANALYSIS: \ud \ud The study will be conducted in four phases. Phase 1: theory development using realist synthesis to generate hypotheses about what the mechanisms of IR may be, what particular groups may benefit most or least and what contextual factors might be important to its success or failure which will be tested in subsequent phases of the study. Phase 2: a national survey of all NHS acute trusts to explore how IR is implemented and supported across England. Phase 3: case studies to explore how IR is implemented 'on the ground', including individual interviews with patients, family members and staff, non-participant observation, retrieval of routinely collected patient outcomes and cost analysis. Phase 4: accumulative data analysis across the phases to scrutinise data for patterns of congruence and discordance and develop an overall evaluation of what aspects of IR work, for whom and in what circumstances.\ud \ud ETHICS AND DISSEMINATION: \ud \ud The study has been approved by NHS South East Coast-Surrey Research Ethics Committee. Findings will be published in a wide range of outputs targeted at key audiences, including patient and carer organisations, nursing staff and healthcare managers.

Background Nurses leaving their jobs and the profession are an issue of international concern, with supply-demand gaps for nurses reported to be widening. There is a large body of existing literature, much of which is already in review form. In order to advance the usefulness of the literature for nurse and human resource managers, we undertook an overview (review of systematic reviews). The aim of the overview was to identify high quality evidence of the determinants and consequences of turnover in adult nursing. Methods Reviews were identified which were published between 1990 and January 2015 in English using electronic databases (the Cochrane Database of Systematic Reviews, MEDLINE, EMBASE, Applied Social Sciences Index and Abstracts, CINAHL plus and SCOPUS) and forward searching. All stages of the review were conducted in parallel by two reviewers. Reviews were quality appraised using the Assessment of Multiple Systematic Reviews and their findings narratively synthesised. Results Nine reviews were included. We found that the current evidence is incomplete and has a number of important limitations. However, a body of moderate quality review evidence does exist giving a picture of multiple determinants of turnover in adult nursing, with - at the individual level - nurse stress and dissatisfaction being important factors and -at the organisational level - managerial style and supervisory support factors holding most weight. The consequences of turnover are only described in economic terms, but are considered significant. Conclusions In making a quality assessment of the review as well as considering the quality of the included primary studies and specificity in the outcomes they measure, the overview found that the evidence is not as definitive as previously presented from individual reviews. Further research is required, of rigorous research design, whether quantitative or qualitative, particularly against the outcome of actual turnover as opposed to intention to leave. Trial registration PROSPERO Registration 17 March 2015: CRD42015017613. Electronic supplementary material The online version of this article (10.1186/s12913-017-2707-0) contains supplementary material, which is available to authorized users.

Tacit knowledge is important for organizations and management, but we lack adequate theory, and find conflicting claims about the concept. A review of empirical studies of tacit knowledge phenomena found the term has been applied to both articulable and inarticulable knowledge. It is suggested that in the interests of clarity use of the term should be limited to the latter. Tacit knowledge appears due to both experience with the particular objects it is applied to, and to general experiences. A solution to the problem of tacit knowledge explication is proposed, and implications of the study for both managerial and academic practice are outlined.

Knowledge management is introduced and it is suggested there are two main models, the dominant technology-focused one and a people-oriented one. Neither model recognizes that HRD might play a role in knowledge management; HRD writers have also ignored knowledge management. Knowledge management rests implicitly on a definition of 'knowledge'. Three perspectives on knowledge are outlined, and it is argued that, however knowledge is defined, HRD skills and knowledge will be essential to managing it. The emerging situative perspective provides the strongest theoretical basis for knowledge management's need for HRD.

Employee relations in non-union settings remain largely uninvestigated by industrial relations researchers. This article examines the management of employee relations in establishments in high technology industries in the Southeast of England - a sector and locality frequently identified with high levels of non-unionism. Moreover, high technology firms are frequently seen as exemplars of new human resource management techniques designed to substitute for unions. Our data from postal and interview surveys of 115 establishments suggests that HRM is only one, and by no means the dominant, approach to managing employee relations in high technology establishments.

Knowledge management theory and practice is dominated by two over-arching concepts: tacit and explicit knowledge. It is argued in this chapter that tacit knowledge is poorly conceptualized, and applied to disparate phenomena. Other disciplines testifying to action without awareness manage without invoking tacit knowledge, a course of action advocated here. Explicit knowledge is typically treated as unproblematic, an assumption challenged here by exploration of some issues in knowledge transfer, and with reference to reading research. Knowledge itself is admittedly a difficult concept, but it is argued that in all this we are in effect concerned with two types of activity: routine activity on the one hand, and reflective activity on the other. The chief characteristics of each are indicated, and a framework showing their inter-relations is outlined that helps draw together important aspects of knowledge management’s concerns.

Nonaka’s proposition that knowledge is created through the interaction of tacit and explicit knowledge involving four modes of knowledge conversion is flawed. Two of the modes appear plausible but none are supported by evidence that cannot be explained more simply. The conceptual framework omits inherently tacit knowledge, and uses a radically subjective definition of knowledge: knowledge is in effect created by managers. A new framework is proposed suggesting that different kinds of knowledge are created by different kinds of behaviour. Following Dewey, non-reflectional behaviour is distinguished from reflective behaviour, the former being associated with tacit knowledge, and the latter with explicit knowledge. Some of the implications for academic and managerial practice are considered.

The importance of tacit knowledge in and for organizations is widely attested to. As Baumard (1999: 8, 22) wrote, tacit knowledge is the basis of expertise, it is critical to daily management activities, and is a firm’s source of competitive advantage (see also Wagner and Sternberg, 1986; Lubit, 2001; Ambrosini and Bowman, 2001; Johannessen et al., 2001; Berman et al., 2002; Marwick, 2001). Nevertheless it appears that there are flaws in the argument for tacit knowledge, and that we lack agreement on what the phrase refers to, which bode ill for any attempts to manage it. This chapter will argue that Polanyi has largely been misunderstood, but that his focus on knowing, an activity, and Dewey and Bentley’s (1949) treatment of knowing as semiosis opens the way for a potentially more coherent approach to tacit knowledge.

Discussion of tacit knowledge shows much ambiguity over key aspects of the concept. Rather than turning to further theory, this paper examines how the phrase has been applied in empirical research. Eight different uses of the term are identified, six concerning individual level and two collective level notions. Focusing on individual level notions it is argued that some of these uses involve explicitly known knowledge, or stretch the meaning of the phrase beyond credulity. It is suggested that the phrase be used where it can clearly be inferred that actors' behaviour depended on knowledge of which they were unaware. Such knowledge can arise prior to or in a practice. Some implications for managing tacit knowledge are also considered.

The aims of the project were to analyse the information behaviour of health service managers in decision-making, to identify the facilitators and barriers to the use of information, and to develop guidelines for improving practice. The study employed a mixed methodology in two phases - five qualitative case studies, and a national survey of managers, and NHS librarians. Managers used a variety of different sources, online, written, people/ networks, and education and training courses. Internet/online sources were very widely used, but personal contacts are more important, and there was also a heavy use of internal Trust data. Only one third found it easy to find information relevant to their work as a manager. They also found it difficult to access information either through lack of time, information overload, or not knowing where to find it. Training in information search was helpful, but those with significant expertise in search and research based sources – librarians and medical staff – reported most difficulty in finding information related to management. However, those who have studied management find it easier, indicating that grounding in management knowledge is important for effective search, selection and application.

Non‐unionism and non‐union firms have been an increasing focus of interest since the early 1980s, and indeed for some constitute an emerging model of employee relations which could (or should) become dominant in an ‘enterprise culture’, This view is prompted by a belief that trade union organisation is in terminal decline; a lasting transformation in the economic, legal and political context of industrial relations is being achieved; new sophisticated ‘human resource management’ (HRM) strategies acting as ‘substitutes’ for union representation are emerging; and that non‐union firms enjoy a competitive advantage because they are inherently conducive settings for technological innovation, flexible working practices and high productivity. In short, the non‐union firm and the ‘enterprise culture’ go hand in hand.