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Since the mid-1990s, the social model of disability has come under scrutiny. Several researchers have examined the role of ontology (philosophical ideas about the nature of what it means to be human) in relation to disability. In this paper, we situate this burgeoning understanding of disability within the set of post-cartesian ontologies, which disrupt the separation of the mind from the body and its attendant dichotomies. Furthermore, we seek to show how such a change can carry through to the research paradigm and therefore affect tangible outcomes of disability research.

A commitment to an embodied ontology requires first and foremost that researchers rethink what is being studied by focusing on the diverse characteristics of being and its actualization within the world. This will involve an emphasis on the lived experience of the body, including issues of affect, identity and movement, as well as broader issues of embodied being.

Using a research program currently underway at the Center for Interdisciplinary Research in Rehabilitation and Social Integration (CIRRIS) as a detailed example, we draw on the ontological framework to help articulate the way research can be re-organized. We show how projects at different scales can be brought to work together, and highlight how a focus on embodiment issues facilitates such multi-disciplinary, inter-project collaboration. We note that adopting such an ontology-based framework will accomplish three major outcomes: (1) increase the relevance and effectiveness of new projects with regard to the overall vision; (2) enhance cross-project synergies and ensure stronger ties between research and practice; and (3) contribute to shifting the underlying ontology from a more cartesian approach to a post-cartesian embodied perspective.

The new ontologies embrace, integrate and extend the earlier social and biomedical perspectives, and offer a critical perspective on technology. The embodied approach recognizes not only the embodiment of research subjects, but also the embodied experience of the researchers themselves. In addition, the approach leads to a more holistic organization of research within a global, interconnected structure of projects rather than simply a collection of separate projects organized into thematic areas, as was done in previous decades. This reorganization of research enhances the ability to engage academic researchers with practitioners not just in the hospital and clinical settings, but also within the wider community.

The purpose of this paper is to investigate the drivers that induce companies to change their rules for managing product development. Most companies use a form of rule-based management approach, but surprisingly little is known about what makes companies change these rules. Furthermore, this management technology also has developed over time into different versions, but what drives firms from one version to another has only been suggested, not empirically studied.

The dynamics of the rules of five companies are analyzed over a period of more than ten years based on three rounds of interviews with 40 managers.

Previous research has assumed that the dynamics of product development rules are based on internal learning processes, and that increasingly competent management will stimulate the implementation of newer and more complex rule regimes. However, the analysis here indicates that there are different drivers, both internal and external, that cause companies to adopt new rules or modify their existing ones, such as changes in organizational structures, organizational conflicts and changes in ownership or strategy. In addition, contrary to the predictions in previous research, companies sometimes move back and forth between different generations of rules. Companies that have moved to a more flexible third generation of rules might revert to their second generation rules, or supplement their flexibility with an increased level of management control and information systems. A model is proposed to explain the relationship between the drivers of rule change and the actual dynamics of rules, incorporating two sets of moderators: organizational moderators and rule-related moderators.

The findings indicate that many factors influence the modification of rules, and that there is no simple linear progression from one generation to another. Organizational learning is one among several other factors that influences the dynamics of rules for managing product development. Further research is needed to explore the dynamic relationship between different factors, the proposed moderators and changes to rules. Lack of historical record keeping in companies puts special requirements on research concerning rules.

Companies need to consider how and why their present versions of rules have emerged, whether or not the existing rules can actually solve the challenges they face today, whether or not the rules support the intended company strategy, and what mechanisms influence their product development rules.

A great deal of research has investigated the relationship between the uses of structured rule-based approaches to manage product development, but little is known about what makes these rules change. This is the first study to uncover the multitude of drivers that stimulate change in product development rules and to suggest sets of moderators that influence the outcome.

This paper aims to present the state of the art of a rising French research community on knowledge management, who organized during the past four years, a French speaking congress (GeCSO). Interests in knowledge management (KM) come from various disciplines: economy, social, engineering. These interests are not often linked. Within the firms, KM practices vary a lot depending on national cultures and on activity sectors. However, one can identify a potential symmetry between the diversity of practices and the partitioning of scientific approaches.

In order to synthesize the different approaches in KM, the authors studied the 62 papers published in the first three conferences. To have a first representation of the diversity, they analyzed the keywords that were used: among 173 keywords used by the authors, eight keywords represent 27 per cent of the total amount.

Three main dimensions which emerged from the articles are analysed: the practical dimension, the epistemological point of view, and the intention to define a theory of action.

KM is an emerging domain, especially in French culture. This paper can be seen as a first foundation of the domain, and also a manifesto to develop interdisciplinary research on this topic.

It is a well‐known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project‐schedules, i.e. time‐frame, and overruns of project‐costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre‐construction phases of projects. Normally projects are implemented through traditionally old techniques which generally emphasize only solving “construction problems during the construction phase”. The aim of this article is therefore to unveil a professional methodology known as Project Control System (PCS) focusing on pre‐construction phases of construction projects.

In this article, the authors share the lessons learned during implementation of Kuwait University projects worth approximately $400 million in a span of ten years. The task of the project management/construction management (PM/CM) is being provided to the university by a joint venture team of international and local specialists.

The pre‐construction methodology ensures smooth and successful implementation during construction phases of the projects as they are generally executed in a fast‐pace, deadline‐driven and cost‐conscious environment. The intuitive proactive methods, if implemented during pre‐construction stage, automatically answer the questions that are encountered during the execution periods of projects.

In this article, the authors share the lessons learned during PM/CM during projects over a span of ten years, which could be of use to others.