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The unfolding story of Boeing enables increased understanding of what transpired, of how what happened. That understanding enables fuller, more nuanced, specific, and useful recommendations for organizational leaders everywhere.

Compiling key events in Boeing’s migration from symbol of acclaimed quality products to a troubled maker of a repeatedly (and fatally so) flawed product ground interpretation and extraction of lessons for organizational leaders.

Restoring Boeing’s legacy of trust and industry leadership would demand more than words. It will demand rethinking strategic direction and implementation, such as restructuring its work systems, particularly the decision-making processes, and aligning them with long-term goals of quality, safety, and innovation. Boeing needs a coordinated effort to rebuild its culture, an effort necessarily comparable to the effort it employed to disassemble it.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not adequately explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

Boeing offers a cautionary tale-fatality, destruction of value, and erosion of employee well-being. Organizing this tale, as the article does, through both application of theory and extraction of lessons, moves the tale beyond frightening to understanding of underlying leadership and of how to avoid replicating Boeing's tragedy.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not sufficiently explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

Finite element analysis of underwater transducers typically requires a high level of expertise, and the iterative process of testing various sizes, material parameters and other factors is often inefficient. To address this challenge, this paper aims to introduce underwater transducer parametric simulation (UTPS) software to streamline the design and optimization process.

The design methodology integrates the strengths of ANSYS Parametric Design Language (APDL) for parametric design with the Qt Creator framework for developing a visual interface. C++ is used to encapsulate complex, hard-to-master APDL macros and interact with ANSYS software to execute the relevant APDL macros, performing finite element analysis on the underwater transducer in the background. The results are then processed and displayed on the visual interface.

UTPS enables parametric modeling, modal analysis, harmonic response analysis and directivity analysis of underwater transducers. Users only need to input parameters into the software interface to obtain the transducer’s performance, significantly improving work efficiency and lowering the professional threshold. A prototype transducer was fabricated and tested based on UTPS results, which confirmed the accuracy of the software.

This paper presents an innovative parametric simulation tool for underwater transducers, combining finite element analysis and APDL to simplify and expedite the design process. UTPS reduces the need for specialized knowledge, cutting down on training costs, while its parametric design capabilities accelerate the design process, saving resources.

Building on the social capital theory of career success (SCT), this paper aims to explore how and when newcomers’ overqualifications can grant them positions as informal leaders within the workgroup over time.

The model was tested using a social relations modeling analysis conducted using a three-wave survey with 242 newcomers in Macau.

The results support the view that relatively qualified newcomers can enjoy social capital advantages in workgroup networks. Newcomers’ desired qualifications can grant them positions as informal leaders through leader–member exchange and advice network centrality. These relationships are moderated by relational dissimilarity, such that the benefits of being relatively overqualified will be weakened when relational dissimilarity is high (vs. low).

When assisting overqualified newcomers in integrating into their teams, practitioners shall be aware of the time and resources that new hires require for adjustment, especially when significant newcomer–veteran relational dissimilarity exists.

The present paper challenges the overtly detrimental outcomes of overqualification by highlighting the positive relational implications of being relatively overqualified.