How pressure for change challenge military organizational characteristics

This article elaborates on how structural, normative and functional pressures for change may challenge military organizational characteristics. We problematize theoretically and exemplify empirically what consequences these pressures can have on military organizational characteristics, arguing that they constitute major challenges for managing in particular normative pressures for change. The empirical examples suggest that bureaucratic, hierarchical, narcissistic and greedy traits of the organization are challenged by normative pressures such as value changes and normalization. Another source of challenge is professionalization processes. Structural challenges, on the other hand, are managed by the organization and do not seem to inhibit the workings of organizational characteristics. The plausibility probe conducted questions the sustainability of military organizational characteristics in their traditional disguise, in particular due to legitimacy concerns. It is suggested that future research should be directed towards analyzing how military organizations manage pressure for change and whether their characteristics are questioned.     

Solving the generalized knapsack problem with variable coefficients

In this article we present methods based on Lagrangian duality and decomposition techniques for the generalized knapsack problem with variable coefficients. The Lagrangian dual is solved with subgradient optimization or interval bisection. We also describe a heuristic that yields primal feasible solutions. Combining the Lagrangian relaxation with a primal (Benders) subproblem yields the subproblem phase in cross decomposition. By using averages in this procedure, we get the new mean-value cross-decomposition method. Finally, we describe how to insert this into a globally convergent generalized Benders decomposition framework, in the case that there is a duality gap. Encouraging computational results for the optimal generating unit commitment problem are presented. © 1996 John Wiley & Sons, Inc.