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Polymeric coatings and packaging are often used to enhance the temperature sensitivity of fiber Bragg grating temperature sensors. The high thermal expansion coefficient of the polymer enhances the thermal sensitivity by improving the wavelength shift due to thermal expansion. The adhesion of the polymeric coatings to the silica based optical fiber plays an important role in the wavelength response characteristics of fiber Bragg gratings with respect to temperature. Experiments are done to qualitatively analyze the influence of adhesion. Three‐dimensional finite element simulations have been carried out. Spring elements are used to interconnect the nodes of the meshed models of optical fiber and coating. The effect of adhesion is studied as a function of spring stiffness.

Zhong-yong thinking is a code of conduct of the Chinese people. The purpose of this study is to explore the relationship among Zhong-yong thinking, social capital, knowledge sharing behavior, and employee survival ability.

Zhong-yong thinking including multi-thinking, integration and harmony, taking a case study of private enterprise in Guangxi of China. Based on the literature, the establishment of the theoretical model and hierarchical regression analysis are explored.

The multi-thinking, integration and harmony of Zhong-yong thinking have a significant positive effect on social capital and employee survival ability. In addition, employee survival ability is positively affected by social capital. Moreover, knowledge sharing behavior has a positive moderating between the multi-thinking dimension of Zhong-yong thinking and social capital, and the remaining dimensions have no moderating effect. Knowledge sharing behavior has no moderating effect on the relationship between social capital and employee survival ability.

Zhong-yong thinking and social capital are actively affecting employee survival ability. Therefore, companies need to work harder to improve their employees' Zhong-yong thinking and social capital.

The paper extends Zhong-yong thinking, social capital and employee survival ability literature to fill gaps in how China people require to both access employee survival ability. The policy value of the work is in suggesting ways to facilitate employee survival ability of China.

Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.

The purpose of this paper is to study the influence of friction coefficient of materials with different elastic modulus on the variation of velocity and load under water lubrication and oil lubrication conditions.

Low-viscosity lubricating oil and water were used as lubricants to test the friction performance of the ball-disc contact friction pair in the lubrication state on the universal micro-tribometer multi-functional friction and wear test system.

In the same speed range, the lubrication states from soft to rigid materials are not necessarily similar to each other. Generally, the material with low elastic modulus is suitable in low-viscosity lubricant environments, while the material with high elastic modulus has relatively smaller friction coefficients in oil-lubricated environments compared with water lubrication. However, the coefficients of polyethylene, polytetrafluoroethylen and polyoxymethylene are exceeded by rubber’s coefficients under water lubrication in the same experiment environments, and their lubrication states are not affected by lubricants. The friction coefficient of the friction pair decreases with the increase of loads; however, it does not apply to all materials. The friction coefficients of materials with smaller elastic modulus such as rubber under high loads are rather large. Therefore, the elastic modulus of the material under high loads is a factor to be considered.

The Stribeck curves study of the ball-disk contact friction pair comprising soft and rigid materials, whose elastic modulus is from hundreds of GPa to a few of MPa, was carried out. The influence of different speeds, loads and lubricants on the friction coefficient of the friction pair was revealed, which provided a research basis for the selection and matching of friction pair materials.

This study aims to investigate whether higher value creation leads to higher value appropriation and to identify the boundary conditions in a buyer–supplier relationship that can explain why a particular supplier can appropriate higher value than others.

The study uses questionnaire surveys. The sample of the survey has 150 publicly-listed supplier firms in Taiwan. The unit of analysis is the buyer–supplier relationship.

In the buyer–supplier relationship, suppliers’ bargaining power, partnership and a supplier’s original brand manufacturing (OBM) business can strengthen the positive relationship between value creation and value appropriation.

This study adopts the unilateral viewpoint of suppliers; however, some constructs might require dyadic evaluation. This study only explores the spillover effect of OBM business on the relationship between value creation and appropriation.

The spillover effect of a supplier’s OBM business in a buyer–supplier relationship allows the buyer to share more common benefits and the supplier to capture more private benefits as compensation. By broadening its customer base, a supplier can increase its bargaining power. A supplier can also maintain a strategic partnership with each essential buyer.

To avoid the dark-side effect of partnership, the model provides the contingency that a supplier can capture more value from a buyer–supplier relationship.

The aim of this paper is to illustrate how scholars may adopt a multi‐method – not just multidisciplinary – approach on research on conflict management. Taking the Diaoyu Islands as a case, the author draws on literature from management, political sciences, war, military studies, history, etymology and culture. In the process, the author deepens, enriches and expands the Thomas‐Kilman (T‐K) model for mapping out possible solutions in resolving conflicts: not just between people at workplaces but for between states as well. For instance, the author explains why the Diaoyu Islands conflict, if not amicably resolved may well lead to obliteration (integrated as part of the model) in resolving the conflict via a nuclear outbreak. Third World War may just be sparked off with Russia aligned with China against Japan and the USA.

Of all the issues in management, conflict management is the most culturally embedded. Through a multi‐method approach, the author illuminates the complexity of the Diaoyu Islands case. Literature from past empirical war studies are reviewed to suggest the geography of the islands (proximity, borderless, richness of resources) makes war highly probable. Past Chinese‐Japanese hatred (utilizing visual imagery), antagonism and guanxi are reviewed in exploring their impacts on outcomes (see model). Etymological research is attempted using English, Japanese and Chinese words, characters and pictograms that are related to concepts within the T‐K model. To better grasp how young Chinese feel towards the Diaoyu Islands and the Japanese, the author conducted some field research in Harbin, China. The continuing Chinese angst against Japanese is explained through war imagery: there remains in young Chinese an unquenchable thirst for exacting revenge on the Japanese. In a search to uncover ways of resolving the dispute, a further, extended study is undertaken on ancient Chinese pictograms: for example, whether a 5,000 years old Chinese concept of compromise zhe zhong (Graphic 1; oracular bones) or splitting into halves may be relevant. The role of time in conflict management is discussed in relation to the Diaoyu Islands.

By providing the WWII visual imagery as a backdrop to Chinese‐Japanese antagonism, the author explains to readers why the Diaoyu Islands is such a complex case to resolve. Also in his fieldwork, he highlights that the younger Chinese are as equally indignant about Japanese unethical grabbing, “thieving” behaviour. In their minds, such behaviour harks back to the blatant seizure of Manchuria and Japanese puppetry of Manchukuo. Through the Diaoyu Islands case, the T‐K model and theory of conflict management is broadened, enriched and enhanced. The paper illustrates how in conflicts that involve cultures are very different from the West, for instance very ancient civilizations like China and India, authors should take a multi‐method approach and explore the issues and search for solutions far more deeply.

Very few scholars seek to integrate the two streams of research in resolving conflict as illustrated through this paper: management and social sciences (e.g. political sciences, military and war studies). Conflict is about people and therefore integral use of multi‐methods needs to be used.

Three types of industrial buyer-seller relational process models are available: joining theory, stage theory, and state theory. However, historically, these models have developed based on the knowledge and cultural context of the Western world. Several researchers note that national culture may have an impact on international industrial buyer-seller relationships. Including culture in the models is highly important, especially as the business environment is increasingly more global and different countries have different business cultures. The goal of this paper is to define the most suitable industrial buyer-seller relational process models for describing relationships in various contexts. The paper includes a through literature review and a single case study in order to reach this objective. A new state theory model evolved during the research. It consists of two beginning states: searching and starting; four purely middles states: constant/static, decline, growth, and troubled; and a purely end state: termination. The state of dormant/inert is both a middle state and an end state, that is, when the relational actors are not in contact does not mean that the relationship has ended, but instead, for example, new legislation may have been implemented, which requires the actors to evaluate their relationship and its future. A relationship goes through the two beginning states in the order mentioned above, but after that, any state may occur.

This review aims to give a critical view of the wheel/rail high frequency vibration-induced vibration fatigue in railway bogie.

Vibration fatigue of railway bogie arising from the wheel/rail high frequency vibration has become the main concern of railway operators. Previous reviews usually focused on the formation mechanism of wheel/rail high frequency vibration. This paper thus gives a critical review of the vibration fatigue of railway bogie owing to the short-pitch irregularities-induced high frequency vibration, including a brief introduction of short-pitch irregularities, associated high frequency vibration in railway bogie, typical vibration fatigue failure cases of railway bogie and methodologies used for the assessment of vibration fatigue and research gaps.

The results showed that the resulting excitation frequencies of short-pitch irregularity vary substantially due to different track types and formation mechanisms. The axle box-mounted components are much more vulnerable to vibration fatigue compared with other components. The wheel polygonal wear and rail corrugation-induced high frequency vibration is the main driving force of fatigue failure, and the fatigue crack usually initiates from the defect of the weld seam. Vibration spectrum for attachments of railway bogie defined in the standard underestimates the vibration level arising from the short-pitch irregularities. The current investigations on vibration fatigue mainly focus on the methods to improve the accuracy of fatigue damage assessment, and a systematical design method for vibration fatigue remains a huge gap to improve the survival probability when the rail vehicle is subjected to vibration fatigue.

The research can facilitate the development of a new methodology to improve the fatigue life of railway vehicles when subjected to wheel/rail high frequency vibration.