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This paper aims to establish a numerical model to calculate contact pressure for rectangular vane sealing surface of hydraulic rotary actuator. Numerical model can be applied to solve the steady-state Reynolds equation after the oil film thickness and the contact pressure distribution curve of the vane sealing surface are obtained.

The authors established the numerical model of contact pressure base on the theory of elastic after, the Reynolds equation is solved by the inverse solution.

The relationship between the oil film thickness of vane sealing surface and the contact pressure on different sealing location for hydraulic rotary actuator is obtained. At the same time, the lubrication state on the surface of seal is also found when the hydraulic rotary actuator runs stably.

The study shows that the lubricating state of the vane sealing surface is mixed lubrication, when the rotor of the hydraulic rotary actuator is running stably at a certain speed. Meanwhile, this research will provide a theory basis for later experiment for the hydraulic rotary vane actuator.

The purpose of this paper is to combine secondary sources and interviews with Chinese suppliers to explore the structural paradox faced by retail multinational firms in China as they balance the competing demands of standardization and localization. The authors describe the challenges faced by two retail giants, Walmart and Carrefour, as they attempt to replicate in China their lean retailing successes elsewhere in the world.

This is a comparative study of Walmart's and Carrefour's ventures into the Chinese market, largely based on publicly available secondary sources, but also incorporating interviews with three Chinese nationals engaged in supplying these firms.

Walmart and Carrefour have so far failed to extend their oligopolistic dominance to the Chinese market. Walmart has stressed its well‐known standardization of operations, whereas Carrefour has better adapted to the Chinese economic culture. Issues identified are: the formation of partnership alliances and their impact on store location choice; the effect of under‐developed infrastructure on distribution and logistics; the unique Chinese business culture – guanxi (using social capital to build business relationships) and its influence on supplier relationships; the variety of consumer behavior and its effect on procurement and sourcing; and an immature information technology environment which impedes information sharing between supply chain partners. While both firms have had some degree of success, neither has been able to match the combined growth of their larger Chinese competitors.

The authors are cautious in drawing normative conclusions or making predictions about the future. Both firms face significant obstacles as they challenge China's largest domestic retailers.

Many multinational corporations are aware of the topology of the Chinese market, what they lack is an in‐depth understanding and the skills needed for effective operations. This paper discusses the effectiveness of the strategies adopted by two leading global retailers as they attempt to resolve the paradox presented by the competing demands for standardization and localization and includes information provided by three of Walmart's and Carrefour's local Chinese suppliers.

This study examined the relationships between service encounter, perceived value, and repurchase intention in the fitness service sector through the theoretical lens of service-dominant logic. In addition, the mediating role of perceived value and the moderating role of service innovativeness were examined.

Participants (n = 806) were drawn from fitness center customers in Taiwan using a convenience sampling technique. Partial least square structural equation modeling was used to test the hypotheses in the research model.

The results showed that service encounter had a positive impact on perceived value, which in turn affected repurchase intention. Moreover, the full mediating effect of perceived value was identified in the relationship between service encounter and repurchase intention. In addition, service innovativeness positively moderated the effect of service encounter on repurchase intention.

This study provides empirical evidence on the impact of staff-customer interactions (i.e. service encounter) on customers' perceptions and behaviors and identifies the critical role of perceived value as a mediating mechanism as well as a facilitating role of service innovativeness in enhancing repurchase intention.

This study aims to extend service climate research from its existing focus on routine service for external clients into a knowledge-intensive, internal (KII) service setting. This extension was important because internal knowledge workers may operate from a monopolistic perspective and not view themselves as service providers because of the technical/professional nature of their work.

Two surveys were distributed in participating organizations. One survey, completed by employees in information technology (IT) service units, contains measures of service climate, climate antecedents and technical competence. The second survey, filled out by members of their corporate customer units, taps their evaluations of service quality.

Service climate in IT service units significantly predicted service evaluations by their respective customer units. Importantly, service climate was more predictive than IT service employees’ technical competency. Role ambiguity, empowerment and work facilitation were also found to be significant service climate antecedents.

These results provided strong empirical evidence supporting an extension of the existing service climate research to KII service settings. To the extent that front-line service employees rely on internal support to deliver quality service to external customers, managers should work to enhance the service climate in internal support units, which ultimately improves external service quality.

This is the first study that establishes the robustness of the service climate construct in KII service settings. It makes service climate a useful managerial tool for improving both internal and external service quality.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.

This study explores the factors influencing artificial intelligence (AI)-driven decision-making proficiency (AIDP) among management students, focusing on foundational AI knowledge, data literacy, problem-solving, ethical considerations and collaboration skills. The research examines how these competencies enhance self-efficacy and engagement, with curriculum design, industry exposure and faculty support as moderating factors. This study aims to provide actionable insights for educational strategies that prepare students for AI-driven business environments.

The research adopts a hybrid methodology, integrating partial least squares structural equation modeling (PLS-SEM) with artificial neural networks (ANNs), using quantitative data collected from 526 management students across five Indian universities. The PLS-SEM model validates linear relationships, while ANN captures nonlinear complexities, complemented by sensitivity analyses for deeper insights.

The results highlight the pivotal roles of foundational AI knowledge, data literacy and problem-solving in fostering self-efficacy. Behavioral, cognitive, emotional and social engagement significantly influence AIDP. Moderation analysis underscores the importance of curriculum design and faculty support in enhancing the efficacy of these constructs. ANN sensitivity analysis identifies problem-solving and social engagement as the most critical predictors of self-efficacy and AIDP, respectively.

The study is limited to Indian central universities and may require contextual adaptation for global applications. Future research could explore longitudinal impacts of AIDP development in diverse educational and cultural settings.

The findings provide actionable insights for curriculum designers, policymakers and educators to integrate AI competencies into management education. Emphasis on experiential learning, ethical frameworks and interdisciplinary collaboration is critical for preparing students for AI-centric business landscapes.

By equipping future leaders with AI proficiency, this study contributes to societal readiness for technological disruptions, promoting sustainable and ethical decision-making in diverse business contexts.

To the author’s best knowledge, this study uniquely integrates PLS-SEM and ANN to analyze the interplay of competencies and engagement in shaping AIDP. It advances theoretical models by linking foundational learning theories with practical AI education strategies, offering a comprehensive framework for developing AI competencies in management students.

Drawing upon the theory of communication visibility, this research intends to investigate the direct effect of enterprise social media (ESM) usage on team members’ knowledge creation capability (KCC) and the mediating effects of psychological safety and team identification. In addition, it aims to untangle how the efficacy of ESM usage varies between pre- and post-COVID-19 periods.

Using two-wave survey data from 240 members nested within 60 teams, this study utilizes a multilevel approach to test the proposed hypotheses.

We discover that ESM usage enhances team members’ KCC. More importantly, the results show that psychological safety and team identification mediate the ESM–KCC linkage. Interestingly, we further find that the impacts of ESM usage on team members’ KCC, psychological safety, and team identification are stronger in the pre-COVID-19 period than those in the post-COVID-19 period.

This research sheds light on the ESM literature by unraveling the mechanisms of psychological safety and team identification underlying the linkage between ESM usage and team members’ KCC. Moreover, it advances our understanding of the differential efficacy of ESM usage in pre- and post-COVID-19 periods.

Prior research on user-generated content (UGC) contributions has primarily focused on self-centered or other-centered motives, paying limited attention to the concept of enlightened self-interest, in which both motives coexist in a single organism. Additionally, the factors influencing enlightened self-interest and their effects in different circumstances are yet to be explored. Drawing on theoretical lenses rooted in the switching barriers perspective and stimulus–organism–response framework, this study posits that dedication-based switching barriers (community–member relationship quality, member–member relationship quality, and content attractiveness) positively relate to enlightened self-interest, whereas constraint-based switching barriers (switching costs) moderate the relationship between dedication-based switching barriers and enlightened self-interest in social media communities (SMCs). Members' enlightened self-interest in turn influences both the creation and co-creation of UGC.

This study comprised two quantitative studies: an online survey-based study (Study 1) and an online scenario-based experiment (Study 2). Study 1 surveyed 613 respondents, while Study 2 included 749 participants. Both studies employed structural equation modeling and bootstrapping techniques for analysis.

The findings indicate that dedication-based switching barriers positively affect users' enlightened self-interest, which in turn is positively associated with UGC creation and co-creation. Switching costs moderate the relationship between relationship quality (community–member and member–member) and enlightened self-interest.

This study complements the current understanding of how the association between dedication- and constraint-based switching barriers and users' enlightened self-interests influence user-generated contributions.

The purpose of this paper is to study project management performance measures by analyzing how training utility affects the relationships between mutual trust, social interaction and creativity as well as mutual trust, social interaction and flexibility in projects.

Using training utility and organizational support theory, eight hypotheses were developed. Responses from 279 project management professionals in the USA were collected. The hypotheses were then tested using partial least squares (PLS) and regression with the PROCESS macro approach.

The results suggests that the communication environment indeed has an important role in fostering creative and flexible project managers. Additionally, the study shows that organizations can actively improve the influence of the communication environment on project management creativity through training efforts. Interestingly, these findings may not hold for project manager flexibility.

In today's project management world, organizations need project managers who quickly adapt to changing project management scenarios. To do this, project managers need to be creative, generating new and novel ideas, as well as flexible when converting ideas into action. Organizations often possess large amounts of knowledge, and project managers rely on good communication practices to access this knowledge in response to the required changes in the project domain.

The study includes contributions to theory and empirical research in project management by analyzing the critical role training utility has on the firm communication environments and its outcomes. The study shows that organizations can take an active role by investing in resources to promote flexibility and creativity in projects.

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.