For centuries, stem cuttings harvested from sexually mature trees have been recognized to be more difficult to root than those from juvenile shoots. This has been poorly understood and attributed to a combination of ontogenetic and physiological ageing. The recent suggestion that micro-RNA may play a key role in phase change has stimulated a re-examination of some old data that identified pre-severance light x nutrient interactions affecting the rooting ability of stem cuttings. This was linked to vigorous growth and active photosynthesis without constraint from accumulated starch. Support for the prime importance of physiological factors was also obtained when seeking to induce physiological youth in the crowns of ontogenetically mature trees by the induction of roots within the tree crown. Meanwhile, at the other end of the phase change spectrum, floral initiation occurred when the opposite set of environmental conditions prevailed so that growth was stunted, and carbohydrates accumulated in leaves and stems. A re-examination of this literature suggests that rooting ability is driven at the level of an individual leaf and internode emerging from the terminal bud affecting both morphological and physiological activity. In contrast, flowering occurs when internode elongation and assimilate mobilization were hindered. It is therefore suggested that the concepts of juvenility and ageing are not relevant to vegetative propagation and should instead be replaced by physiological and morphological ‘fitness’ to root.

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

While there has been much discussion about the large infrastructure needs in Asia and the Pacific, less attention has been paid to public expenditure efficiency in infrastructure services delivery. New constructions are not the only solution, especially when governments have limited capital to invest. Globally, new infrastructure projects face delays and cost overruns, leading to an inefficient use of public resources. The root causes include the lack of transparency in project selection, the lack of project preparation, the silo approach by public entities in assessing feasibility studies, and the lack of public sector capacity to fully develop a bankable pipeline of projects. To tackle these issues, governments need a smarter investment approach and to do so, enhancing public service efficiency is very crucial. The paper suggests a “whole life cycle” (WLC) approach as the main strategic solution for the discussed issues and challenges. We expand the definition of WLC to include the entire life cycle of the infrastructure asset from need identification to its disposal. The stages comprise planning, preparation, procurement, design, construction, operation and maintenance, and disposal. This is because we believe any efficient or inefficient decision throughout such a wide life cycle influences the quality of public services. Hence, in this holistic approach, infrastructure life cycle consists of four phases: planning, preparation, procurement, and implementation. Governments could enhance public efficiency and thus improve access to finance throughout the WLC by several solutions. These are (i) preparing infrastructure master plan and pipelines and long-term budgeting during the planning phase; (ii) establishing framework and guidelines and improving governance during preparation phase; (iii) promoting standardization, transparency, open government, and contractual consistency during the procurement phase; and finally (iv) continued role of government and total asset management during the implementation phase. In addition to these phase-specific means, key WLC solutions include proper use of technology, capacity building, and private participation in general and public-private partnership (PPP) in particular.

We develop a relatively cheap technology of processing a scrap in the form of already used tungsten-containing products (spirals, plates, wires, rods, etc.), as well not conditional tungsten powders. The main stages of the proposed W-scrap recycling method are its dispersing and subsequent dissolution under controlled conditions in hydrogen peroxide aqueous solution resulting in the PTA (PeroxpolyTungstic Acid) formation. The filtered solution, as well as the solid acid obtained by its evaporation, are used to synthesize various tungsten compounds and composites. Good solubility of PTA in water and some other solvents allows preparing homogeneous liquid charges, heat treatment of which yield WC and WC–Co in form of ultradispersed powders. GO (Graphene Oxide) and PTA composite is obtained and its phase transition in vacuum and reducing atmosphere (H₂) is studied. By vacuum-thermal exfoliation of GO–PTA composite at 170–500℃ the rGO (reduced GO) and WO_2.9 tungsten oxide are obtained, and at 700℃—rGO–WO₂ composite. WC, W₂C and WC–Co are obtained from PTA at high temperature (900–1000℃). By reducing PTA in a hydrogen atmosphere, metallic tungsten powder is obtained, which was used to obtain sandwich composites with boron carbide B₄C, W/B₄C, and W/(B₄C–W), as neutron shield materials. Composites of sandwich morphology are formed by SPS (Spark-Plasma Sintering) method.

This paper uses a new cross-country cross-industry dataset on investment in tangible and intangible assets for 18 European countries and the US.  We set out a framework for measuring intangible investment and capital stocks and their effect on output, inputs and total factor productivity. The analysis provides evidence on the diffusion of intangible investment across Europe and the US over the years 2000-2013 and offers growth accounting evidence before and after the Great Recession in 2008-2009. Our major findings are the following. First, tangible investment fell massively during the Great Recession and has hardly recovered, whereas intangible investment has been relatively resilient and recovered fast in the US but lagged behind in the EU. Second, the sources of growth analysis including only national account intangibles (software, R&D, mineral exploration and artistic originals), suggest that capital deepening is the main driver of growth, with tangibles and intangibles accounting for 80% and 20% in the EU while both account for 50% in the US, over 2000-2013. Extending the asset boundary to the intangible assets not included in the national accounts (Corrado, Hulten and Sichel (2005)) makes capital deepening increase. The contribution of tangibles is reduced both in the EU and the US (60% and 40% respectively) while intangibles account for a larger share (40% in EU and 60% in the US). Then, our analysis shows that since the Great Recession, the slowdown in labour productivity growth has been driven by a decline in TFP growth with relatively a minor role for tangible and intangible capital. Finally, we document a significant correlation between stricter employment protection rules and less government investment in R&D, and a lower ratio of intangible to tangible investment.