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To investigate the degradation of lead free solder heat‐sink attachment by thermal shock. Samples with high voiding percentages were selected for the investigation in order to get information on the significance of voids on the reliability of Sn‐Ag‐Cu heat‐sink attachment.

Through the use of X‐ray, C‐mode scanning acoustic microscopy, dye penetration, cross section and scanning electron microscopy/energy‐dispersive X‐ray tests, the degradation of Sn‐Ag‐Cu heat‐sink attachment during thermal shock cycling was evaluated.

The results showed that the Sn‐Ag‐Cu heat‐sink attachment where the area of voiding was 33‐48 per cent survived 3,000 thermal shock cycles, although degraded. The main degradation mechanism for the solder attachment was not solder fatigue but interface delamination due to Kirkendall voids at the Cu/Cu₃Sn interface. It was found that the large voids in the Sn‐Ag‐Cu heat‐sink attachment were not significantly affecting the solder joint lifetime. Big differences of intermetallic compound growth behaviour and Kirkendall voids at device/solder and solder/Cu pad interfaces are found and the reasons for this are discussed.

This work has clarified the general perception that large voids affect the thermo‐mechanical lifetime of solder joint substantially and also provides further understanding of the Sn‐Ag‐Cu heat‐sink attachment degradation mechanism.

The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning.

Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method.

The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning.

The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning.

The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.

The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

The purpose of this paper is to investigate the factors that affect knowledge sharing in a public sector organization.

The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.

Community‐related considerations, normative considerations and personal benefits were three motivators found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of normative consideration with social interaction, personal benefit with organizational support, and normative considerations with degree of courage, had a moderating effect on the relationship between motivating factors and knowledge sharing.

The study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge‐sharing behaviors, vary across cultures. Finally, self‐reported data are subject to response bias.

Identifying factors that influence knowledge sharing could help practitioners create a knowledge‐sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations.

This empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge‐sharing research.

The study explores the impact of knowledge management (KM) enablers, i.e. trust and organizational climate, on KM processes. The study further observes the indirect relationship of KM processes on organizational performance via the mediating role of knowledge workers' satisfaction in cross-cultural settings.

This research used a survey of 784 educational and administrative personnel from higher education institutions (HEIs) in Pakistan and China. Smart Partial Least Square (PLS) 3.2.9 was employed to perform the analysis.

The result shows that trust and organizational climate influences KM processes, and these KM processes, in turn, impact organizational performance via the partial mediating effect of knowledge worker satisfaction (KWS) in Pakistan. The multi-group analysis confirmed the substantial differential effect of KM processes on KWS in culturally different HEIs. At the same time, the study's overall sample substantiated full mediation in China. Furthermore, the impact of KM processes on organizational performance did not substantiate in China.

Outcomes of this research affirm KM university practice and recommend how higher education academics and administrators prioritize trust, organizational climate, KM processes, and KWS while strengthening organizational performance in a culturally different environment.

A lack of research ascertains the inter-relationship between trust, organizational climate, KM processes, KWS, and organizational performance in culturally different environments. This is one of the initial studies that examine the relationship between trust, organizational climate, KM processes, KWS, and organizational performance in HEIs. The study empirically examines the inter-relationships among these variables and enlightens insights into the current literature by immediately investigating the mediating role of KWS in culturally different environments.

Performance measurement in the implementation of information systems is under‐developed for, under‐researched in, small and medium‐sized enterprises (SMEs). This article aims to develop a framework for IS that measures and evaluates IS performance from the following six perspectives: operational efficiency of the IS function, down time of IS, responsiveness of IS, timeliness of information, accuracy of information, overall competitive position.

This research is exploratory in nature, a survey methodology is used for study and the focus of study is cross‐sectional. The objective of the study was to become more familiar through survey and information collected at one point in time. The methodology was based on a questionnaire survey and personal interviews.

Empirical analysis from 147 Indian SMEs suggests that IS performance measurement framework can be the foundation for SMEs' strategic growth in the era of globalization. These findings provide SMEs the opportunity to compare their IS performance against other firms of similar size.

The target of the study is the SMEs operational in the western part of India and hence it has the limitation in terms of the scope. However, the overall results are encouraging with 70 percent response rate in the survey and underline the need for more such studies. The results have implications for all managers responsible for IS, in any SME in the era of globalization.

The paper presents a framework for IS performance measurement for SMEs. Findings reported in the paper provide SMEs the utility of IS‐related practices and its performance measurement in day‐to‐day business operations.

As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and leader creativity expectations (LCE) have been found as two key predictive factors of CPE. However, the mechanism underlying this relationship is not well understood. This study aims to clarify how LMX influences follower CPE by considering the interplay among LCE, decision autonomy and task interdependence from an interactionist perspective.

Using a sample of 371 leader–employee dyads from eight enterprises in mainland China, this study conducts a hierarchical regression analysis to test the hypotheses for the proposed model.

Results reveal that the significant two- and three-way interactions where LCE, decision autonomy and task interdependence moderate the relationship between LMX and follower CPE. The relationship between LMX and follower CPE is not significant as expected, but the moderating role of LCE is positive and significant, and the relationship is strongest when conducted with either low task interdependence or high decision autonomy.

Different from previous research that only investigated one certain leadership factor’ effect on employees' innovative behaviors, this study comprehensively considered the combined influence of two related but significantly different connotation leadership factors on follower CPE and found the contingency effect of LCE on the relationship between LMX and follower CPE. Furthermore, the authors found the regional effectiveness of the leadership factor. The effect of leadership factors on follower CPE varies under the influence of different job characteristics, and is conducive to enrich the interactionist view on follower CPE.

The purpose of this paper is to show how the coverage of publications is represented in information services. Academic citation databases (Web of Science, Scopus, Google Scholar) and scientific social media (Mendeley, CiteULike, BibSonomy) were analyzed by applying a new method: the use of personal publication lists of scientists.

Personal publication lists of scientists of the field of information science were analyzed. All data were taken in collaboration with the scientists in order to guarantee complete publication lists.

The demonstrated calibration parameter shows the coverage of information services in the field of information science. None of the investigated databases reached a coverage of 100 percent. However Google Scholar covers a greater amount of publications than other academic citation databases and scientific social media.

Results were limited to the publications of scientists working at an information science department from 2003 to 2012 at German-speaking universities.

Scientists of the field of information science are encouraged to review their publication strategy in case of quality and quantity.

The paper confirms the usefulness of personal publication lists as a calibration parameter for measuring coverage of information services.