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This paper aims to present spot pattern welding (SPW) as a scanning strategy for laser-foil-printing (LFP) additive manufacturing (AM) in place of the previously used continuous pattern welding (CPW) (line-raster scanning). The SPW strategy involves generating a sequence of overlapping spot welds on the metal foil, allowing the laser to form dense and uniform weld beads. This in turn reduces thermal gradients, promotes material consolidation and helps mitigate process-related risks such as thermal cracking, porosity, keyholing and Marangoni effects.

304L stainless steel (SS) feedstock is used to fabricate test specimens using the LFP system. Imaging techniques are used to examine the melt pool dimensions and layer bonding. In addition, the parts are evaluated for residual stresses, mechanical strength and grain size.

Compared to CPW, SPW provides a more reliable heating/cooling relationship that is less dependent on part geometry. The overlapping spot welds distribute heat more evenly, minimizing the risk of elevated temperatures during the AM process. In addition, the resulting dense and uniform weld beads contribute to lower residual stresses in the printed part.

To the best of the authors’ knowledge, this is the first study to thoroughly investigate SPW as a scanning strategy using the LFP process. In general, SPW presents a promising strategy for securing embedded sensors into LFP parts while minimizing residual stresses.

The purpose of this paper is to present current state of understanding on jet electrodeposition manufacturing; to compare various experimental parameters and their implication on as deposited features; and to understand the characteristics of jet electrodeposition deposition defects and its preventive procedures through available research articles.

A systematic review has been done based on available research articles focused on jet electrodeposition and its characteristics. The review begins with a brief introduction to micro-electrodeposition and high-speed selective jet electrodeposition (HSSJED). The research and developments on how jet electrochemical manufacturing are clustered with conventional micro-electrodeposition and their developments. Furthermore, this study converges on comparative analysis on HSSJED and recent research trends in high-speed jet electrodeposition of metals, their alloys and composites and presents potential perspectives for the future research direction in the final section.

Edge defect, optimum nozzle height and controlled deposition remain major challenges in electrochemical manufacturing. On-situ deposition can be used as initial structural material for micro and nanoelectronic devices. Integration of ultrasonic, laser and acoustic source to jet electrochemical manufacturing are current trends that are promising enhanced homogeneity, controlled density and porosity with high precision manufacturing.

This paper discusses the key issue associated to high-speed jet electrodeposition process. Emphasis has been given to various electrochemical parameters and their effect on deposition. Pros and cons of variations in electrochemical parameters have been studied by comparing the available reports on experimental investigations. Defects and their preventive measures have also been discussed. This review presented a summary of past achievements and recent advancements in the field of jet electrochemical manufacturing.

In this paper, the author advocates recognizing, developing, and promoting “critical interactionism” as a legitimate and pragmatically useful scholarly project. The author argues that critical interactionism includes different interactionist traditions, critical approaches, methodological styles, and sensitizing concepts – as long as they tell us something about how power and inequality operate. I review two fundamental elements of this project that constitute its past and likely future: (1) theoretical interventions that excavate critical insights, diversify founders, integrate critical theories, and promote interactionism's usefulness for critical inquiry and (2) empirically grounded conceptual interventions that shed light on generic processes of inequality reproduction. Although the larger discipline of sociology continues to marginalize interactionism yet selectively adopt its principles, critical interactionism has the potential to break through what David Maines called the fault line of consciousness. The promise of critical interactionism is that it can simultaneously make interactionism more relevant to our discipline and make our discipline more relevant to the social world.

This study aims to extend our knowledge of how leadership shapes the consequences of team age diversity. Specifically, we adopt a relational perspective on leadership to examine how two distinct aspects of LMX composition among team leaders and their team members—i.e. team LMX quality and team LMX differentiation—affect the link between age diversity and team performance.

Hypotheses are tested via ordinary least squares regression and data for 64 work teams at a major hospital, which were provided by 526 team members and their respective team leaders.

Results reveal that team LMX quality and LMX differentiation both qualify the performance implications of team age diversity. While team LMX quality has a positive moderating effect, the moderating influence of team LMX differentiation is negative.

To reap the performance potential of age diversity, leaders need to serve as role models by investing in high-quality relationships with all their team members. When leading age-homogenous teams, leaders may consider differentiating their LMX relationships.

The present study contributes to a better understanding of the interplay between leadership and age diversity and helps to extend our knowledge of LMX as a team-level phenomenon.

This study examined brand hate within the context of the (German) Bundesliga and (Australian) National Rugby League (NRL). The study pursued two research questions: (1) What types of brand hate were expressed towards the Bundesliga and the NRL? (2) To what extent did hateful comments attract more likes than non-hateful comments?

Brand hate was studied in the context of competition restrictions in 2020 due to the Covid-19 pandemic. We analysed reader comments posted below online articles published in three German (119 articles and 8,975 comments) and three Australian online newspaper articles (116 articles and 4,858 reader comments). The data were analysed deductively.

Non-parametric tests found that all types of brand hate were expressed. Approximately 85% of the hateful comments were mild, or more specifically, cold (n = 445 or approximately 53%), or cool (n = 250 or approximately 30%), or hot (n = 20 or approximately 2%). Hateful comments attracted more likes than non-hateful comments.

This study advances our understanding of how negative brand perceptions underpin an extreme negative emotional reaction in the form of brand hate. The empirical evidence enables brand managers to better address disgusted, angry, or contemptuous consumers (or stakeholders) and consider whether the feeling is enduring, strong or weak, and linked to either aggressive or passive behaviours.

The purpose of this study is to test whether presenting organizational change in a way that promotes the status quo will result in increased employee support for the change.

Using quantitative methodology, categorical data were collected through an online cross-sectional survey in which 222 adult respondents participated. The items used vignette-based question blocks with fixed response options. Item responses were analyzed using an exact binomial test – focusing on the relationship between status quo bias and other responses to change communications.

The findings demonstrated that status quo bias has an association with employee sensemaking. These results suggest that status quo bias can be utilized by organizational leaders and change practitioners to endorse change efforts. Furthermore, it not only appears that promoting what is staying the same but also including a small reason to justify the change can bring additional advantage. Advertising a vision of radical transformation is problematic as it may actually heighten employee resistance.

This research explores and presents a convergence between organizational change management and behavioral economics – specifically, status quo bias. No other comparable study collecting data across a number of organizational change themes and critiquing existing change management models could be found during the preparation of this research effort.

This study aims to investigate the dynamic capabilities of wineries, focusing on sensing and its role in enabling digital innovation. Furthermore, it explores the role of blockchain technology (BCT) in validating credence attributes of wine, emphasising blockchain as a strategic asset that enhances the ability of wineries to innovate and respond to changing market conditions.

The study adopts an exploratory approach based on a longitudinal, single-case study of the Argentinian Costaflores Organic Winery.

Findings reveal that integrating digital disruptive innovations such as blockchain can strategically position wineries to better meet emerging consumer preferences and market trends. Blockchain simultaneously acts as both a mediator and a moderator. As a mediator, it facilitates the validation of credence attributes of wine such as authenticity and sustainability, enhancing customer trust and loyalty. As a moderator, it influences the strength and effectiveness of the relationship between sensing and innovation capabilities. This enables wineries to more effectively respond to changing consumer requirements and market trends and improve operational performance.

The study was limited by its focus on a single case study of the Argentinian Costaflores Organic Winery, which may affect the generalisability of the findings. However, the study provides valuable insights into the strategic adaptation and competitive positioning of wineries in response to the continuing market challenges. It significantly contributes to the understanding of integrating digital disruptive innovations as strategic assets in the agri-food sector, particularly in the wine sector.

This study addresses a significant research gap by exploring how BCT facilitates the organisation of sensing capabilities. It contributes to the understanding of how the wineries’ sensing capabilities both influence and are influenced by the adoption of BCT, particularly in the context of innovation enabling and improved operational performance.

The purpose of this paper is to rethink the concept of organizational culture as something that emerges bottom-up by using the sociological concepts of boundary object and boundary work as an analytical lens and to show how this approach can help understand and facilitate intersectoral coordination.

We used observations and qualitative interviews to develop “deep” knowledge about processes of intersectoral coordination. The study draws on a conceptual framework of “boundary work” and “boundary objects” to show how a bottom-up perspective on organizational culture can produce better understanding of and pave the way for intersectoral coordination. We use a case of health professionals engaged in two Danish intersectoral programs developing and providing health promotion services for women with gestational diabetes mellitus (GDM).

The study showed how boundary work revolves around negotiations on how to define, understand and act on the diagnosis of GDM. This diagnosis has the characteristics of a “boundary object”, being more loosely structured in general terms, but strongly structured in local settings. Boundary objects help connect different professionals and facilitate coordination. The analysis showed how the introduction of time and the concept of “lifelong health promotion” helped to transgress existing organizational and professional boundaries.

The findings contribute to the literature on organizational culture and intersectoral coordination. We highlight the benefits of a practice-oriented, bottom-up perspective for a better understanding of how shared meaning is produced in cross professional coordination and collaboration. While the theoretical implications will be general applicable when studying organizational culture, the implications for practice are sensitive to context and the processes we have described as the outcomes of boundary work are generated from cases that were most likely to provide deep insight into our research topic.

For practice this can build bridges between organizational and professional boundaries.

The findings contribute to the literature on organizational culture and intersectoral coordination. We highlight the benefits of a practice-oriented, bottom-up perspective for a better understanding of how shared meaning is produced in cross professional coordination. This may build bridges between organizational and professional boundaries in practice settings.

We integrate trait, individual differences and substitutes for leadership theories to examine how leader trait anger influences leader vision and follower trust in the leader across high versus low levels of organizational formalization.

We obtained data from two independent multi-source samples from different occupations and countries. Sample 1: leader–follower dyads (n = 179) collected over three measurement periods from the Philippines; Sample 2: cross-correlational sample of leaders (n = 166), their manager (n = 166) and their followers (n = 610) from Australia.

We tested our hypotheses using PROCESS (Hayes, 2018) and found that leader trait anger influenced follower trust in the leader both directly and indirectly through leader vision (Samples 1 & 2). We also found that organizational formalization neutralized the effect of leader vision on follower trust in the leader (Sample 2).

While we used a time-lagged design in Sample 1, we cannot make strong causal claims as might be the case in an experimental study, for example.

Our results highlight the adverse effect of leader trait anger on perceptions of leader vision and follower trust in the leader, which we suggest should be considered in recruitment and promotion decisions. Our findings also suggest that high levels of organizational formalization may undermine the motivational effect of leader vision on followers, which should be considered in relation to organizational rules and procedures.

This research enhances our understanding of a previously unexplored boundary condition (i.e. organizational formalization) that appears to neutralize the motivational effect of leader vision. In addition, it highlights the ubiquitous effect of trait anger, in this case undermining the effectiveness of leader vision and trust in the leader, from two different observer perspectives (i.e. leaders’ followers and managers).