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Journal articles on the topic 'Octapace'

Author: Grafiati

Published: 4 June 2025

Last updated: 15 July 2025

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1

Krishna, Rohini, and Harikrishnan Venugopal Nair. "Comprehending Dubai's IT Companies' Corporate Culture through Octapace Profiling." Emirati Journal of Business, Economics, & Social Studies 3, no. 2 (2024): 47–57. http://dx.doi.org/10.54878/5y0mt060.

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The most significant component of the existence of a corporation is its culture. It is considered the DNA of the corporation, which comprises assumptions and values shared in a corporate sector. The OCTAPACE Profile, developed by Udai K. Pareek is used in this study to evaluate the degree of corporate culture present in the IT sector. The OCTAPACE profile is a 40-item tool that provides an overall view of corporate culture in eight values: Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation. The OCTAPACE culture of the IT sector in Dubai was ex

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Mahapatra, Jyotirmaya, and Dinesh Kumar. "OCTAPACE Human Resource Development Culture Impact on Bank Performance." International Journal of Risk and Contingency Management 3, no. 3 (2014): 42–54. http://dx.doi.org/10.4018/ijrcm.2014070103.

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Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a res

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3

G, Maya Salimath, and Dr B. Rose Kavitha. "Octapace Dimensions In Retail Organizations." Restaurant Business 118, no. 8 (2019): 94–102. http://dx.doi.org/10.26643/rb.v118i8.7170.

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Culture is a social identity. It is so valuable, that many a time, it becomes the personality of businesses. It will become very critical for an agency to set up sure norms, benchmarks and clinchers which would be their unique promoting proposition or USP. This creates a logo or an image (John E, Kralewski, Terence D. Wingert, Michael H. Barbouche, 1996). Was in Eighties, (Joanne Martin, 2004) that the concept of organizational culture emerged this further brought about a severe studies into the qualitative and the quantitative aspects of an agency’s performance

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4

Tsogtsuren, Bayasgalan. "Job Satisfaction as a Determinant of Effective Performance on Academic Staff in Selected Public and Private Universities in Mongolia." Korean Journal of Policy Studies 30, no. 1 (2015): 115–45. http://dx.doi.org/10.52372/kjps30105.

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The aim of this study is to analyze the requirements for effective performance of employees in higher educational institutions of Mongolia. This paper proposed the use of organizational OCTAPACE /Openness, Confrontation, Trust, Authenticity, Pro-active, Autonomy, Collaboration; Experimentation/culture and workplace structure models evaluate job satisfaction and commitment of academic staff. An organizational OCTAPACE culture model is a fairly new concept and experience in Mongolia. This model has been studied and is wellknown in India, Malaysia and western countries. In Mongolia the subject of

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Akhund, A. Shamsul Alam. "Organizational Culture: An Empirical Study on Selected Garment Factories in Bangladesh." Asian Business Review 6, no. 2 (2016): 73–78. https://doi.org/10.18034/abr.v6i2.29.

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The study is an attempt to identify and measure the perceived organizational culture in selected sample factories in the ready-made garments (RMG) sector. Based on the concept of the OCTAPACE framework – an acronym for ‘Openness’, ‘Confrontation’, ‘Trust’, ‘Authenticity’, ‘Pro-action’, ‘Autonomy’, ‘Collaboration’, and ‘Experimentation’, data were collected using OCTAPACE profile questionnaire developed by Dr. Udai Pareek. A total of 276 respondents, of which 70 are managers and 206 are workers

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6

Fatima, Ms Sadaf. "A Study of Organizational Culture: Octapace-Profile." IOSR Journal of Business and Management 19, no. 02 (2017): 87–92. http://dx.doi.org/10.9790/487x-1902038792.

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7

Singh Lather, A., J. Puskas, A. Kumar Singh, and N. Gupta. "Organisational culture: A study of selected organisations in the manufacturing sector in the NCR." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (2010): 349–58. http://dx.doi.org/10.17221/63/2010-agricecon.

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The main objective of the study is to compare the organisational culture of the selected companies in the manufacturing sector and to identify and measure the perceived organisational culture and its various dimensions. 70 responses to a 4 point scale questionnaire based on the OCTAPACE profile developed by Udai Pareek were obtained from 2 organisations in the NCR. The result shows that the executives and non- executives perceive the culture differently. The study helps in identifying the weaker aspects of culture in terms of values and beliefs that prevail in the organisation. Once the diagno

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Saima, Manzoor, and Parvez Ahmad shah Dr. "A LOOK AT JOB SATISFACTION THROUGH OCTAPACE CULTURE: AN EMPIRICAL STUDY OF PRIVATE SCHOOL TEACHERS." International Journal of Human Resource & Industrial Research 2, no. 6 (2015): 01–11. https://doi.org/10.5281/zenodo.10692077.

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<em>It has been rightly mentioned that HRD means building of three Cs-Capabilities, Commitment and Culture. Where Capability building requires developing the knowledge and skills of the people of an organization and this Capability needs to be supported by commitment which comes through desire to excel, positive attitude towards work, co-operation, involvement and concern for one’s own self and society. Another vital factor of HRD is building culture. Culture is a way of life. It involves creating an awareness of what is ideal and desirable. Today most of the successful private schools i

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Ms., Gurjeet Kaur. "A STUDY ON HUMAN RESOURCE DEVELOPMENT CLIMATE AND ITS IMPACT ON JOB SATISFACTION IN PUBLIC SECTOR UNDERTAKINGS." International Journal of Human Resource & Industrial Research 2, no. 6 (2015): 12–18. https://doi.org/10.5281/zenodo.10692157.

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<em>The objective of this paper is to examine the nature of the HRD Climate and the impact of developmental climate on job satisfaction of the employees working in the PSUs. The founding fathers of the republic used the public undertaking as an essential and vibrant element in the building-up of India’s economy. One of the basic objectives of starting the public undertaking in India was to build infrastructure for economic development and rapid economic growth. The data was collected from employees of four major public sector undertakings, i.e. Central Warehousing Corporation, MMTC Ltd.,

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10

Singh, Pooja. "Understanding OCTAPACE culture through insights from ancient Indian texts." International Journal of Indian Culture and Business Management 25, no. 4 (2022): 516. http://dx.doi.org/10.1504/ijicbm.2022.122760.

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Singh, Pooja. "Understanding OCTAPACE Culture through insights from Ancient Indian Texts." International Journal of Indian Culture and Business Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijicbm.2021.10038688.

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12

Kumari, Neeraj. "A Study on the OCTAPACE Culture of an Organization." Open Journal of Social Science Research 1, no. 8 (2013): 211. http://dx.doi.org/10.12966/ojssr.11.03.2013.

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13

PRAKASH, SHAKTI. "A COMPARATIVE STUDY ON THE IMPACT OF HRD CLIMATE ON PERFORMANCE OF EMPLOYEES AND MANAGERES OF SHIPPING AND LOGISTICS COMPANIES." International journal of research and analytical reviews 6, no. 1 (2019): 715. https://doi.org/10.5281/zenodo.14714423.

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<strong>ABSTRACT</strong> In this era of globalization, the major task of an organization is its survival and sustainability in spite of cut-throat competition. Shipping and logistics being a service industry is dependent on the competencies of its employees. It is very important for the organization to sharpen the competence of the employee and to motivate them to perform efficiently. HRD climate plays a crucial role in the development of the employees. The HRD climate ensures the proper implementation of OCTAPACE (Openness, Confrontation, Trust, Authenticity, Pro-action, Auton

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14

Yadav, Gaurav, and Shanti Suman. "Psychological capital and performance: A two-level study integrating OCTAPACE culture." International Journal of Research in Human Resource Management 7, no. 1 (2025): 247–52. https://doi.org/10.33545/26633213.2025.v7.i1c.276.

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Gohil, Diya, and Dr Puneet Kumar Ojha. "A study on the perception of executives regarding OCTAPACE culture in an organization." International Journal of Research Publication and Reviews 6, no. 4 (2025): 4417–20. https://doi.org/10.55248/gengpi.6.0425.1464.

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Surya Narayana Reddy, M. R. S., T. Naryana Reddy, and C. Viswantha Reddy. "Median Effect of HRD Mechanism between Octapace Culture and Job Satisfaction – A Study." International Journal of Management Studies VI, no. 1(1) (2019): 47. http://dx.doi.org/10.18843/ijms/v6i1(1)/06.

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17

Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.

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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The ma

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18

Rohinikrishna, P., and Gangadathan Nair D. "A Study on Organisational Culture of Banks in Kottayam Region, Kerala, Using Octapace Framework." International Journal of Management Studies VI, no. 3 (2019): 92. http://dx.doi.org/10.18843/ijms/v6si3/12.

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19

R.B, Ayeswarya. "A STUDY ON IMPACT OF TRAINING AND OCTAPACE CULTURE IN THE HIGHER EDUCATION SECTOR." INTERNATIONAL JOURNAL OF MANAGEMENT 16, no. 1 (2025): 72–79. https://doi.org/10.34218/ijm_16_01_006.

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A, Tamizharasi. "A GLANCE AT JOB SATISFACTION THROUGH OCTAPACE CULTURE: AN EMPIRICAL STUDY OF SOFTWARE EMPLOYEES." International Journal of Advanced Research 7, no. 7 (2019): 680–85. http://dx.doi.org/10.21474/ijar01/9410.

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21

Drašković, Zoran, Đorđe Ćelić, Viktorija Petrov, and Zorica Uzelac. "Comparison of organizational cultures from a transitional economy and a knowledge economy: empirical study from Serbia and Southern California." Strategic Management 25, no. 4 (2020): 017–23. https://doi.org/10.5937/StraMan2004017D.

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In this paper the authors discuss organizational culture with focus on differences between characteristics oforganizational culture in traditional economy and knowledge economy. In the literature, knowledge economy isconsidered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the keyresource while innovation capacity of employees is the key competitive advantage. That places people at thecentre of research relating to the success of organizations in the knowledge economy. People are carriers ofboth; the key resource – knowledge, and the key capacity

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22

Patel, Aastha. "Workplace Conformity and Workplace Values: A Comparative Study of TCS and Infosys." Journal of Management & Public Policy 14, no. 2 (2023): 49–63. http://dx.doi.org/10.47914/jmpp.2023.v14i2.006.

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This study examines the difference between workplace values and workplace conformity at two IT giants, Tata Consultancy Services (TCS) and Infosys. Conformity is the act of aligning oneself with the group, and the bulk of employee activities in a company revolves around sustaining group conformity as a group habit. An organization's guiding beliefs and principles are its organizational values. They include openness, confrontation, trust, authenticity, proaction (taking the initiative, preplanning, preventative activity and evaluating alternative payoffs before acting), autonomy, collaboration,

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Wadhwa, Shivani, and Parth Aggarwal. "Workplace Conformity and Workplace Values: A Comparative Study of TCS and Infosys." Journal of Management & Public Policy 14, no. 2 (2023): 64–73. http://dx.doi.org/10.47914/jmpp.2023.v14i2.007.

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This study examines the difference between workplace values and workplace conformity at two IT giants, Tata Consultancy Services (TCS) and Infosys. Conformity is the act of aligning oneself with the group, and the bulk of employee activities in a company revolves around sustaining group conformity as a group habit. An organization's guiding beliefs and principles are its organizational values. They include openness, confrontation, trust, authenticity, proaction (taking the initiative, preplanning, preventative activity and evaluating alternative payoffs before acting), autonomy, collaboration,

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Ms., Naila Zia, and Nafees. A. Khan Prof. "A Study on Organizational Culture and its Impact on Employee Performance A Case Study of State Bank of India." International Journal of Trend in Scientific Research and Development 3, no. 3 (2019): 1453–58. https://doi.org/10.31142/ijtsrd23374.

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Organizations have different kinds of culture, depending upon it strength, which have considerable impact on attitudes and behavior of the employees, their job performance, satisfaction and even of the employee turnover. For a long decade job performance of employees is one of the widely used dependent variable in the studies related to human resource because of the fact that the performance of an employee is of high relevance not only for the organisation but also for a like individuals. The present study has been conducted to examine the impact of Organisational culture on the performance of

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Drašković, Zoran, Đorđe Ćelić, Viktorija Petrov, and Zorica Uzelac. "Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California." Strategic Management 25, no. 4 (2020): 17–23. http://dx.doi.org/10.5937/straman2004017d.

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In this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity

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R.B, Ayeswarya. "STUDY ON IMPACT OF HARD AND SOFT TQM ELEMENTS AND OCTAPACE CULTURE IN HIGHER EDUCATION SECTOR." RATHINAM JOURNAL OF MANAGEMENT 16, no. 1 (2025): 1–10. https://doi.org/10.34218/rjm_16_01_001.

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Kaur, Dr Simran, and Ms Hemlata. "A Study of Exploring the Instruments to Analyze Organizational Culture in Indian Higher Education Institutions." JOURNAL GLOBAL VALUES XIV, S.Issue (2023): 110–23. http://dx.doi.org/10.31995/jgv.2023.v14is3.014.

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A positive and inclusive work environment can encourage commitment, satisfaction, loyalty, enthusiasm, and productivity among employees. By examining any organization’s culture, the proper training can be provided to keep the workplace healthy and also help address various issues within the organization. Various dimensions have been identified and used by academics, practitioners, and researchers alike, but there needs to be more consensus about how culture should be analyzed. Many instruments based on these dimensions of organizational culture have been identified while reviewing the literatu

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Drašković, Zoran, Đorđe Ćelić, Ilija Ćosić, Zorica Uzelac, and Viktorija Petrov. "The Relationship between Organizational Culture and Performance of SME's: Empirical Study from a Developing Country." Tehnicki vjesnik - Technical Gazette 26, no. 6 (2019): 1620–27. https://doi.org/10.17559/TV-20180801135606.

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This article explores the link between organizational culture and effectiveness for SMEs in transitional socio-economic environment in Serbia. By analyzing the data from the survey gathered from 760 senior executives and employees from 86 SMEs in Serbia this study empirically evaluates the dimensions of OCTAPACE model of organizational culture, and presents a multi method analysis of the link between culture and growth of SMEs in a transitional economy. This study also examines whether the level of organizational culture depends on the type of the industry that SMEs belong to (knowledge or cap

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Kumari, Neeraj. "Factors Influencing the HRD Climate of an Organization." International Journal of Management and Sustainability 2, no. 10 (2013): 156–71. http://dx.doi.org/10.18488/journal.11/2013.2.10/11.10.156.171.

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The aim of the study was to find out which factor (s) influence the HRD climate of the company. The descriptive research design was under taken with the help of the structured questionnaire to study the OCTAPACE culture of Spanco Ltd. which was based on the responses of the various levels of employees working in it. Thesample consistsof 59 employees. Employees believe that the top management gives importance to the human resource and all the employees are treated humanely in the organization. The climate is also favourable in terms of employee being handled with care by seniors as they underst

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Dhingra, Deepika, Sanjay Srivastava, and Nandini Srivastava. "The Impact of Leadership Styles, Cultural Dimensions and Values on Academic Leaders." International Journal of Experimental Research and Review 44 (October 30, 2024): 76–90. http://dx.doi.org/10.52756/ijerr.2024.v44spl.007.

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This study investigates the cultural dimensions, values, and leadership styles of school leaders in Indian K-12 and European schools, specifically focusing on cross-cultural differences. The objective is to explore how leadership styles and cultural orientations differ between Indian and European school leaders and to examine how these variations impact organizational culture and decision-making processes. A non-experimental quantitative research design was employed, utilizing standardized instruments such as the Multi-factor Leadership Questionnaire (MLQ-Form 6S), OCTAPACE, and the Scale of I

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Gulzar, Rafia. "A Comparative Study of Human Resource Management Practices and Its Impact on Organizational Performance in Indian Public Sector Banks." International Journal of Human Resource Studies 8, no. 1 (2017): 89. http://dx.doi.org/10.5296/ijhrs.v8i1.12048.

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The main purpose of this study was designed to explore and compare Human Resource Management practices and their impact on organizational performance in Indian Public Sector Banks. Human Resource Management is very important for banks because banking is a service industry. Research suggests that service quality has been increasingly recognized as a crucial factor that determines the level of success of any business Human input is the single largest input to the banking industry. The level of efficiency/productivity of this input is reflected in the quality of service offered by the banks to it

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Ghate, Atul Dattatraya, and Byju John. "Analysis of Employee Engagement and Cultural Study on the Automobile Organizations In India." Journal of Lifestyle and SDGs Review 4, no. 4 (2024): e03602. http://dx.doi.org/10.47172/2965-730x.sdgsreview.v4.n04.pe03602.

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Objectives: The research study is a subject matter of dynamics among organizational culture, human resource practices and employee engagement. It is an effort to examine the nature of this process and its outcomes. Results: This study analyzes the relationship between the three and emphasizes the role of HR practices as a mediator, in facilitating an enhanced engagement among employees. It also proposes to develop a strategy to increase engagement among employees. Samples have been drawn through purposive and multistage cluster methods. Data has been collected through a questionnaire containin

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Sharma, Prof Nidhi. "HRD Conducts Research Using Public Sector Banks and Private Sector Banks." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 06 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem36206.

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The banking sector, which is reliant on the health of the public, was discussed in this article. Only people use its services, and they are also the only ones who directly influence productivity. Up until 1969, banking was still in some ways a traditional enterprise. when the Indian government took over major banks. Banks became a powerful force for social change after being nationalized and ceased to be the sole source of finance for industry. The assertion that the banking industry is increasing astronomically is supported by additional proof in the form of statistics. The Indian banking ind

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Muduli, Ashutosh. "High performance work system, HRD climate and organisational performance: an empirical study." European Journal of Training and Development 39, no. 3 (2015): 239–57. http://dx.doi.org/10.1108/ejtd-02-2014-0022.

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Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based c

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Price, Eric W., Jacqueline F. Cawthray, Michael J. Adam, and Chris Orvig. "Modular syntheses of H4octapa and H2dedpa, and yttrium coordination chemistry relevant to86Y/90Y radiopharmaceuticals." Dalton Trans. 43, no. 19 (2014): 7176–90. http://dx.doi.org/10.1039/c4dt00239c.

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Chandan, K. Sri. "Comprehensive Analysis of Octapole Electromagnetic Launcher." International Journal for Research in Applied Science and Engineering Technology V, no. X (2017): 2146–54. http://dx.doi.org/10.22214/ijraset.2017.10316.

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Sasmita Nayak, Sasmita Nayak. "A Comparative Study on OCTAPAC Culture of HDFC , AXIS Bank." International Journal of Human Resource Management and Research 9, no. 1 (2019): 141–48. http://dx.doi.org/10.24247/ijhrmrfeb201914.

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Ding, J. Y., and Y. Q. Hu. "Coronal Flux Rope Catastrophe in Octapole Magnetic Fields." Solar Physics 233, no. 1 (2006): 45–55. http://dx.doi.org/10.1007/s11207-006-2373-6.

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Li, Lily, Hsiou-Ting Kuo, Xiaozhu Wang, et al. "tBu4octapa-alkyl-NHS for metalloradiopeptide preparation." Dalton Transactions 49, no. 22 (2020): 7605–19. http://dx.doi.org/10.1039/d0dt00845a.

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Jaraquemada-Peláez, María de Guadalupe, Xiaozhu Wang, Thomas J. Clough, et al. "H4octapa: synthesis, solution equilibria and complexes with useful radiopharmaceutical metal ions." Dalton Transactions 46, no. 42 (2017): 14647–58. http://dx.doi.org/10.1039/c7dt02343j.

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H<sub>4</sub>octapa is synthesized and complexed to nine metals of medicinal interest. Crystal structures of the ligand and its La complex were obtained. Solution equilibria for the ligand and several lanthanide complexes were investigated.

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Van-Quynh, A., P. J. Sebastião, D. A. Wilson, and G. H. Mehl. "Detecting columnar deformations in a supermesogenic octapode by proton NMR relaxometry." European Physical Journal E 31, no. 3 (2010): 275–83. http://dx.doi.org/10.1140/epje/i2010-10575-5.

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Yingwei, Zhu, Wang Yu, Chen Weirong, Yan Zhongming, and Li Haitao. "Analysis and Evaluation of Three-Stage Twisty Octapole Field Electromagnetic Launcher." IEEE Transactions on Plasma Science 40, no. 5 (2012): 1399–406. http://dx.doi.org/10.1109/tps.2012.2188530.

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TANAKA, H., T. MIZUNO, J. HIROKAWA, S. NONOSE, and T. KONDOW. "COLLISIONAL PROCESSES INVOLVING SIZE-SELECTED SODIUM-CLUSTER IONS." Surface Review and Letters 03, no. 01 (1996): 679–82. http://dx.doi.org/10.1142/s0218625x96001224.

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Collision-induced reactions of [Formula: see text](n=2–9) with Ne and Kr were investigated by means of a Tandem mass spectrometer equipped with octapole ion guide. The dominant processes were evaporation of a Na atom from [Formula: see text] with even sizes or Na 2 molecules from those with odd sizes. The absolute cross section for the reaction was measured as functions of the parent-cluster size and the collision energy. The branching fractions of the daughter-ion production were also determined. These results are interpreted in a scheme of a pair interaction in jellium background.

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Dr., Sangeetha .P. "An Analysis of the HRD Mechanisms Employed by the Submersible Pump Manufactures in Coimbatore City." International Journal of Engineering and Management Research 9, no. 2 (2019): 65–81. https://doi.org/10.31033/ijemr.9.2.9.

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Human Resource Development (HRD) is a continuous process of enabling and ensuring the development of employees in a systematic and planned way. No organization can grow and survive in the present day environment without growth and development of its people. Developing the human resource by upgrading their skills, extending their knowledge and competencies would lead to organizational development. Human Resource is the most important and valuable resource of every organization. Dynamic people can build dynamic organizations. Efficient employees can contribute to the effectiveness of an organiza

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Ochi, Márcia M., Akira Kageyama, and Tetsuya Sato. "Dipole and octapole field reversals in a rotating spherical shell: Magnetohydrodynamic dynamo simulation." Physics of Plasmas 6, no. 3 (1999): 777–87. http://dx.doi.org/10.1063/1.873317.

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Trindle, Carl, Zikri Altun, and Erdi Ata Bleda. "Bonding Analysis of Compounds with Unusual Coordination of Carbon: Proposed Symmetric Systems with Six-Coordinate Carbon." Molecules 25, no. 17 (2020): 3937. http://dx.doi.org/10.3390/molecules25173937.

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The possibility of carbon tetravalence in geometries other than tetrahedral and of carbon hypervalence has been taken seriously since the 1970s. Computational modeling and subsequent experimental validation have established the existence of molecules with carbon atoms with planar tetravalence and as many as six objects in carbon’s coordination sphere. In this work, we develop insight into the nature of bonding to carbon in these unusual environs as provided by Bader’s Atoms in Molecules (AIM) analysis of the electron density, along with the electron localization function (ELF) and the non-cova

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Makarov, Alexander A. "Resonance Ejection from the Paul Trap: A Theoretical Treatment Incorporating a Weak Octapole Field." Analytical Chemistry 68, no. 23 (1996): 4257–63. http://dx.doi.org/10.1021/ac960653r.

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Shibahashi, Hiromoto, and Masao Takata. "Theory of The Oblique Pulsator Model For The Rapidly Oscillating Ap Stars." International Astronomical Union Colloquium 137 (1993): 563–65. http://dx.doi.org/10.1017/s0252921100018455.

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Abstract:

AbstractRecently, one of the rapidly oscillating Ap stars, HR 3831, has been found to have an equally split frequency septuplet, though its oscillation seems to be essentially an axisymmetric dipole mode with respect to the magnetic axis which is oblique to the rotation axis (Kurtz et al. 1992; Kurtz 1992). In order to explain this fine structure, we investigate oscillations of rotating magnetic stars by taking account of the perturbations due to the magnetic fields and the rotation. We show that the magnetic field on axisymmetric dipole modes distorts the dipole oscillation pattern to have ax

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Hinojosa Reyes, L., J. M. Marchante Gayón, J. I. García Alonso, and A. Sanz-Medel. "Determination of selenium in biological materials by isotope dilution analysis with an octapole reaction system ICP-MS." J. Anal. At. Spectrom. 18, no. 1 (2003): 11–16. http://dx.doi.org/10.1039/b209213a.

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Sang, Qiu-Guang, and Jing-Kui Yang. "14,54-Dichloro-3(2,7),7(2,7)-dinaphthalena-2,4,6,8-tetraoxa-1(2,6),5(2,6)-di(1,3,5-triazina)octaphane." Acta Crystallographica Section E Structure Reports Online 67, no. 9 (2011): o2525. http://dx.doi.org/10.1107/s160053681103460x.

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