Hyeon-Tae Im, Hyun-Su Kang, Hyeon-Goo Kang, Hyo Kyu Kim, Jun Choi, Ki Beom Park, Taeg Woo Lee, Chan Bin Mo and Hyung-Ki Park
The purpose of this paper is to examine the effect of internal pores on the tensile properties of a Co–Cr–Mo alloy fabricated by selective laser melting (SLM).
Abstract
Purpose
The purpose of this paper is to examine the effect of internal pores on the tensile properties of a Co–Cr–Mo alloy fabricated by selective laser melting (SLM).
Design/methodology/approach
The size and volume fraction of pores were controlled through high temperature annealing (HTA) and hot isostatic pressing (HIP).
Findings
After HTA, the size and fraction of pores decreased compared with the as-built SLM sample, and no pores were observed after HIP. Tensile tests of the HTA and HIP samples showed nearly similar tensile deformation behavior. From the results, the authors found that the size of the internal pores formed in the SLM process had little effect on the tensile properties. The as-built SLM sample had less elongation than the HTA and HIP samples, which would not the effect of porosity, but rather the effect of the residual stress and the retained ε phase after the SLM process.
Originality/value
Although pores are a main factor that influence the mechanical properties, the effect of pores on the tensile properties of Co–Cr–Mo alloys fabricated by SLM has not been studied. Therefore, in this study, the effect of pores on the tensile properties of a Co–Cr–Mo alloy fabricated by SLM was studied.
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Yaw A. Debrah and Ian G. Smith
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on…
Abstract
Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.
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Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American…
Abstract
Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.
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Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the…
Abstract
Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.
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Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products…
Abstract
Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.
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Bernard O’Meara and Stanley Petzall
This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC’s) in Australian Universities were examined, together with the changing role of…
Abstract
This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC’s) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC’s, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non‐business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business‐oriented focus.
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Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American…
Abstract
Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.
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Looking for ways to gain competitive advantage (CA) is one of the most challenging issues for today's businesses. Although previous research considered several aspects in this…
Abstract
Purpose
Looking for ways to gain competitive advantage (CA) is one of the most challenging issues for today's businesses. Although previous research considered several aspects in this regard, the literature has largely overlooked the process of gaining CA via strategic intangibles, regarding business type and context. This paper aims to examine how to gain CA through strategic intangibles such as intellectual capital (IC).
Design/methodology/approach
Building on the concept of IC, and using data gathered from both the manufacturing/service and public/private firms, the authors tested a moderated mediation model to determine if the effect of IC on CA was conditioned on business type, competitive intensity and managerial support.
Findings
Among the factors in the relationship between IC and CA, the results discovered the role of business intelligence (BIN) and brand image (IM), as two key mediators. Furthermore, it was revealed that managerial support and competitive intensity moderate the relationship between IC, the mediators and CA. Finally, the authors provide academics and practitioners with some implications.
Originality/value
Previous research did not fully address the aforementioned antecedents (i.e., IC, BIN and IM) toward CA in a comprehensive model. Developing the path toward CA by focusing on the role of intangibles, the authors proposed a moderated mediation model, which has hitherto received scant attention in the field of competition.
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Christiane Kleinübing Godoi, Rosilene Marcon and Anielson Barbosa daSilva
The Behavioural Finance contests the modern financial theory statements, specially the rationality conception of the market as well as the agent behaviour. For the Behavioural…
Abstract
The Behavioural Finance contests the modern financial theory statements, specially the rationality conception of the market as well as the agent behaviour. For the Behavioural Finance, the human being is susceptible to make mistakes and often acts under “irrational” and passional impulses. This article describes, comparatively, the Behavioural Finance and the modern finance theory investigating precisely the aversion feeling to loss under the investor view. The comprehension of the aversion feeling of loss is deepened from psychoanalytical theory contribution. As the aversion feeling to loss constitutes an aspect of the human subjectivity and cannot be explained just through quantification, the qualitative methodology was used. It was investigated about the influence meanings, experienced by the investors.
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Grace Wibowo and Brian H. Kleiner
This article deals with what a Chief Executive Officer (CEO) actually does in the company. The purpose is to describe CEOs, illustrate the CEOs’ duties, and provide a conclusion…
Abstract
This article deals with what a Chief Executive Officer (CEO) actually does in the company. The purpose is to describe CEOs, illustrate the CEOs’ duties, and provide a conclusion. This article was made by gathering information from books and articles about CEOs and their duties. The scope of this article is demonstrated in three sections. First, this article gives a description about CEOs in terms of definition and who can be classified as CEOs, nature of the work in terms of a CEOs’ responsibilities, working conditions in terms of at the office, at work, and the job’s consequences categories, employment, qualifications and advancement, job outlook, and earnings in terms of a CEOs’ annual earnings and compensation. Second, this article explains the duties of CEOs. There are four duties a CEO has: setting strategy and vision, building culture, building good teamwork, and allocating capital. This article also provides the measurement for CEOs’ duties so the CEO can measure his or her performance on each duty in order to do his or her job better in the future. Finally, the conclusion is made based on the explanation in the previous major subjects: the description and the duties of a CEO.