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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.

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.

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).

Bootstrapping is a practitioner-based term adopted in entrepreneurship to describe the techniques employed in micro, small and medium-sized enterprises (MSMEs) to minimise the need for external funding by securing resources at little or no cost and applying strategies to effectively use resources. Working capital management (WCM) is a term used in financial management to define a set of practices used to manage business resources, including cash management. This paper explores the overlap and divergence between these two disciplinary distinct concepts.

A dual methodology is employed. First, the usage of the two terms in prior literature is analysed and synthesised. Second, the study uses factor analysis to explore how bootstrapping practices described by owners of 167 established MSMEs relate to the components of WCM in financial management.

The factor analysis identifies two main bootstrapping practices employed by MSMEs: (1) delaying payments and owner-related bootstrapping and (2) customer-related bootstrapping. Delaying payments is an integral practice in trade payables management and customer-related bootstrapping includes practices that are integral to trade receivables management. Therefore, links between bootstrapping practices and WCM practices are firmly established.

The study is not without limitations. Based on cross-sectional evidence for established firms in Ireland only, future studies could explore cross-country longitudinal panel data to fully examine life cycle and sectoral effects, as well as other external shocks (for example, COVID-19) on bootstrapping and WCM practices. This study does not explain why some factors (for example, joint utilisation and inventory management) are present in some bootstrapping studies and not in others; further case study research might help explain this. Finally, changes in the business environment facing start-ups and established enterprise, including increased digitalisation, online trading, self-employment, remote hub working and sustainability, offer new avenues for bootstrapping research.

This is the first study to comprehensively explore the conceptual and empirical links between bootstrapping and WCM. This study will enable researchers and practitioners in these two distinct disciplines to learn from each other. Accounting researchers and practitioners can broaden their understanding of how WCM “works” in MSME settings. Similarly, entrepreneurship researchers and practitioners can deepen their understanding of how bootstrapping can be adopted by businesses to manage resources effectively.

Truck-sharing stands out as an impactful strategy for minimizing emissions and optimizing the streamlined transport of goods. This study seeks to address a gap in understanding by investigating the barriers shippers face in adopting truck-sharing services.

This study employs the innovation resistance theory to examine a range of potential barriers. A total of seven potential barriers are included in the investigation. Survey data from Bangladeshis are analyzed using an artificial neural network.

The barriers, ranked in importance, include image, tradition, value, usage, risk, psychological ownership and privacy concerns. Thus, psychological barriers (image and tradition) mostly underpin resistance to change, showing that the issue is more rooted in shippers' perceptions than operations. Also, they often do not find a financial cause to use truck-sharing services. Usage barriers, explicitly addressing the practical application of truck-sharing services, have now assumed the third position, underscoring their significance in overcoming the barriers.

The findings provide valuable insights for policymakers to reconsider their approaches in addressing the most formidable truck-sharing barriers.

This insight holds implications for shippers and transport companies, offering strategic guidance to optimize their engagement with and support for such services.

To the best of our knowledge, this study examines shippers' reluctance to adopt truck-sharing services in a developing country.