Reproducible and uncharacteristic tensile stressstrain behavior of cured glassy epoxy-amine networks produces distinctive fracture surfaces. Test specimens exhibiting plastic flow result in mirror-like fracture surfaces, whereas samples that fail during yield or strain softening regions possess nominal mirror-mist-hackle topography. Atomic force microscopy and scanning electron microscopy reveal branched nodule morphologies in the 50-nm size scale that may be responsible for the unusual tensile properties. Current hypothesis is that plastic flow of the glassy thermoset occurs through the existence and deformation of these nodular nanostructures. The thermal cure profile of the epoxy-amine thermoset affects the size and formation of the nodular nanostructure. Eliminating vitrification during thermoset polymerization forms a more continuous phase, reduction in size of the nodules, and eliminates the capacity of the material to yield in plastic flow. This maximizes nanostructure connectivity of the glassy epoxyamine thermoset and reduces strain to failure significantly.

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In this chapter we report organizational development activities within a Dutch metals firm recently involved in an international merger. Initial diagnostic and follow-up procedures were applied to assess and improve aspects of management performance. Experiences are reported and discussed in light the of problems of organizational development, change, and culture.The target company, that we will call Casteo (a pseudonym), was recently merged into an American parent company, itself a product of a recent merger. Although business has been good, top management has been unhappy with some aspects of their situation. Top management perceived that management problems were holding the firm back from realizing its fullest potential. Thus all three divisions of the organization (two in North America and one in the Netherlands) have actively sought training and consultation from outside agencies. Virtually all managers within the organization have been involved in some form of management development activity within the past two years, and the firm is seeking to establish coherent management and organizational development policies and programs to meet their current and future needs in this area. As part of a systematic attempt to assess and address perceived organizational needs, a diagnostic procedure for assessing management effectiveness was ap-