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The purpose of this paper is to study the intermetallic compound (IMC) thickness, composition and morphology in 100-μm pitch and 200-μm pitch Sn–Ag–Cu (SAC305) flip-chip assemblies after bump reflow and assembly reflow. In particular, emphasis is placed on the effect of solder joint size on the interfacial IMCs between metal pads and solder matrix.

This work uses 100-μm pitch and 200-μm pitch silicon flip chips with nickel (Ni) pads and stand-off height of approximately 45 and 90 μm, respectively, assembled on substrates with copper (Cu) pads. The IMCs evolution in solder joints was investigated during reflow by using 100- and 200-μm pitch flip-chip assemblies.

After bump reflow, the joints size controls the IMC composition and dominant IMC type as well as IMC thickness and also influences the dominant IMC morphology. After assembly reflow, the cross-reaction of the pad metallurgies promotes the dominant IMC transformation and shape coarsened on the Ni pad interface for smaller joints and promotes a great number of new dominate IMC growth on the Ni pad interface in larger joints. On the Cu pad interface, many small voids formed in the IMC in larger joints, but were not observed in smaller joints, combined with the drawing of the IMC growth process.

With continued advances in microelectronics, it is anticipated that next-generation microelectronic assemblies will require a reduction of the flip-chip solder bump pitch to 100 μm or less from the current industrial practice of 130 to150 μm. This work shows that as the packaging size reduced with the solder joint interconnection, the solder size becomes an important factor in the intermetallic composition as well as morphology and thickness after reflow.

Purpose: Social rejection is a negative interpersonal experience that leads to emotional, cognitive, and physiological outcomes. We develop a theoretical model arguing that social rejection in workplace settings can alter employees' personal values in either the short- or the long term. Methodology: This is a theoretical essay based on three theories: (1) human values; (2) affective events; and (3) shattered assumptions. Findings: In the proposed model, an employee's emotional reactions to social rejection in the workplace (emotional distress or emotional numbness) partially mediate the relationship between the experience of social rejection and short- or long-term development of self-protective (rather than self-expansive) personal values. Originality: The processes whereby social rejection at work leads to personal value change remain largely unexplored to date. The proposed model represents an initial attempt to understand this process, including the effects of emotional distress (long term) and emotional numbness (short term). Research Implications: The model introduces the mechanisms whereby social rejection in the workplace leads to short-term and long-term changes in individual values and has potential to serve as a launchpad for future research interest in this phenomenon. Practical Implications: The framework proposed in this chapter should help scholars to understand better the dynamics of social rejection in the workplace and how this phenomenon affects employees' values in work settings, both in the short- and long term.

The purpose of this paper is to explore the role played by leadership in divestment decision making and indeed during the corporate restructuring phase for retail organisations. In doing so, the paper aims to contribute to a growing body of research that seeks to develop understanding of the factors leading to retail divestment and the nature of corporate response to divestment.

A multiple case approach is utilised. The cases are selected from a database of international retail divestment activity over a longitudinal period.

The paper demonstrates that divestment can be a response to “failure”, however, support is also provided for the assertion that divestment can be a strategic decision to devote resources more efficiently elsewhere, either at home or abroad. A key finding is the role of leadership and managerial stability in relation to divestment and restructuring at home and abroad.

The themes presented in this paper are developed from observational data. The validity of the themes should be examined further through in‐depth, qualitative case studies of divestment activity. Future research could examine the role of new CEOs both in relation to the divestment itself and during the process of restructuring following divestment.

The role of leadership and managerial stability in divestment and corporate restructuring processes are highlighted. Insights are provided into the organisational response to divestment actions and the implications for further international strategies.

Academic debate on divestment has highlighted a wide range of reasons that lead to retailers divesting international operations and the strategic value of divestment. This paper adds to existing knowledge by examining the role of leadership within the divestment process.

The purpose of this paper is to test the effects of financial regulatory announcements on risk and return in the Vietnamese equity market.

The event study methodology is used for the return analysis, and asset pricing models are adjusted for the risk analysis. Various robustness tests are used, including the Corrado non-parametric ranking test and the Chesney et al. non-parametric conditional distribution test, as well as GARCH, TARCH, EGARCH and PARCH specifications for the risk models.

The authors find evidence for both negative and positive reactions as well as risk shifting behaviour in the form of a diamond risk structure.

This paper fills a major gap in the literature by investigating the market’s reaction to bank regulatory announcements across financial and non-financial sectors in the Vietnamese equity market.

A conjoint analysis study of consumers’ choice of a popular product examined whether consumption situation and involvement influenced significantly the importance allocated by consumers to a number of key attributes determined by a sample of experts and product users. A large sample drawn from diverse wine retail outlets was asked to rank ten hypothetical wine products, the purchase of which related to three different consumption situations. While price remained the most important factor overall, all three other attributes were ranked differently depending upon the intended usage situation and the level of product involvement exhibited by respondents.

Dwayne ‘The Rock’ Johnson is one of the most bankable stars in Hollywood, in addition to his broad popular appeal. Since his transition from a successful pro-wrestling career to a full-time actor, his onscreen persona has transitioned from one dimensional action hero to more balanced star ‘type’ (Dyer, 1991), alternating action films with more family-friendly fare. Johnson's starring role in the Fast and the Furious franchise has been central to the growth of his career, yet as I will argue, this success is fuelled by his apparent rivalry with other action stars onscreen (Jason Statham) and offscreen (Vin Diesel). As I will show, these rivalries are rooted in the star ‘types’ formulated by Richard Dyer (1991), and this tension is central to the ongoing fan interest in the series.

Johnson's expanding profile has also led to the establishment of his own production company, Seven Bucks, and transition into television series Ballers (2015–2019) and Young Rock (2021–), both of which allowed him to explore autobiographical elements of his early life. As I will demonstrate via a case study of Hobbs and Shaw (2019), Johnson's success as a transnational action star and creative control allowed by Seven Bucks has allowed more explicit on-screen engagement with his Sāmoan heritage. The production history of Hobbs and Shaw illustrates both the successful co-existence of rivalry between action stars as a successful marketing strategy for action franchises, and the evolving action genre which allows a more personal exploration of race and masculine identity.

This paper examines to what extent blockchain creates legitimacy and trust in different modes of public governance. It posits that while blockchain aims for political legitimacy through decentralising, immutable and consensus-based mechanisms, the execution of these mechanisms is limited in legitimating governance, which has knock-on effects on trust. It provides an original contribution by recontextualising and reframing blockchain as a governance mechanism that should, and must, perform a legitimating function in order to engender trust.

The research adopts a comprehensive framework for understanding the legitimacy of blockchain governance, positioning it in terms of co-governance, self-governance and hierarchical governance modes. It systematically analyses blockchain whitepapers, legislation, government documents and other sources in three paradigmatic case studies where blockchain governance failed. These cases are then used to assess blockchain according to three key characteristics of decentralisation, immutability and consensus.

The research finds that blockchain’s use in governance settings still relies on legitimacy conferred from other sources – namely state – in order to generate trust. Significant limitations in its de facto political decentralisation, immutability and consensus protocols can create failures in co-governance, self-governance and hierarchical-governance applications, thus limiting the legitimation function of blockchain in facilitating political trust.

These findings are significant in highlighting blockchain’s limitations as a decentralised, immutable and consensus-driven legitimating tool, which has knock-on effects on trust in technology and governance more broadly. It also has broader implications in more clearly highlighting the interconnectedness of political trust and legitimacy in governance processes.

This article surveys the literature dealing with theory and applications of life cycle costing (LCC). It deals with the literature published in the last 25 years and provides 667 references.