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Velocity slipping model, based on the stratification theory (the film in inflatable support area of aerostatic guide way was divided into near wall layer, thin layer and continuous flow layer in the direction of height), was established, and the model was combined with viscosity changes in each layer.

Simulated and analyzed by LAMMPS and two-dimensional molecular dynamics method, some relevant conclusions were drawn.

At a high temperature, viscosity is low, velocity slipping is large and velocity gaps in near-wall layer and thin layer are large. When the temperature is constant, the dimensionless slipping length and Kn number are linear.

The effect of the equivalent viscosity on gas slipping model is proposed. viscosity is smaller, gas velocity slipping is greater, temperature is higher, gas velocity slipping is greater, velocity gap of near wall layer and thin layer is larger. When the temperature is constant, the dimensionless slipping length ls and Kn number are linear.

The global model of lubricating film velocity slipping between plates was established, and mathematical expression of slipping model in each layer, based on the stratification theory, was presented.

Silencing behavior among project team members (PTM) poses a potential threat to project results. Hence, breaking silence in projects is critical to motivate team members and beneficial for project outcomes. The purpose of this paper is to examine the relationship between transformational leadership (TL) of project manager (PM) and silence behavior of PTMs. It proposes a mediating role of feeling trusted (FT) to fill this gap by conducting an empirical research.

A theoretical model was developed and a series of hypotheses were proposed based on existing literature. Then, regression analysis was conducted on a sample of 219 team members of a diverse set of projects in China.

The paper empirically shows that TL of PM is significantly negatively related to team members’ defensive and prosocial silence (PS), but not with their acquiescence silence. In addition, the study also discovered that team members’ FT mediates the effects of TL on team members’ defensive and PS.

This study contributed to the project management literature by showing that feeling trusted link the relationship between TL of PM and PTMs’ silence. The studies’ findings also contribute to the silence theory in project context through discussions of the rationale behind the main effects. Practical implication is provided for PMs that making the most of TL can reduce the silence of PTM, through building trusted feelings. The limitation to this study is the research setting regarding culture-related issues that focused only on projects in China.

This research is one of the early studies that address the issue of silence behavior in project context, which is a contribution to the coordination and communication in project management.

The purpose of this paper is twofold: first, determining which factors critically influence asymmetrical trust behaviors in construction projects within the Chinese context; second, proposing corresponding measures to deal with the asymmetrical behaviors of both the owner and the contractor promoting cooperative relationships among participants in construction organizations.

A theoretical model was developed and a questionnaire survey was conducted with 183 professionals. The data collected were analyzed by the structural equation modeling (SEM) technique.

The results identified six critical factors influencing trust asymmetry behavior in construction projects. The power imbalance, information asymmetry and cognitive difference have a positive influence on both upward-trust behavior and downward-trust behavior in the construction organization, while the competence, performance capacity and relationship satisfaction have negative effects.

This paper based on the assumption that trust asymmetry behavior has a negative impact on project performance, which should be further studied. Besides, future research may carry out a comparative analysis among the trusting relationships and behavior of different participants dynamically.

This paper contributes to the literature in three aspects. First, the factors influencing trust behavior in project organization have been identified for the first time. Second, a comprehensive view of trust asymmetry behavior has been theorized by SEM method. Third, the result bridges the existing gap caused by the lack of empirical evidence to understand the genetic mechanisms of trust asymmetry behavior in the construction industry.