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The Joyoung brand was launched in 1994 when a group of recent college graduates invented the world's first automatic hot soymilk-maker home appliance. After some ups and downs, the Joyoung manufacturer founded the Shandong Joyoung Electric Appliances Co., Ltd. in 2002. It was further reorganized to the current Joyoung Company Limited in September 2007. Joyoung's sales grew rapidly from RMB 6 million in 1994 to 120 million in 1999, and this trend has continued into the new century. By the first quarter in 2006, the signature product of Joyoung—the soymilk makers—alone have already surpassed the sales by Philips Home Appliances in the Chinese market. Contrary to its current success, however, Joyoung Soymilk Maker's launch did not go smoothly. When the first model of the automatic soymilk maker was introducted in 1994, people had no idea what this new creature was supposed to do. The first 2,000 units of Joyoung products remaintroducedined stacked in storage for months. Joyoung then decided to conduct some marketing research. Joyoung's repositioning strategies and new product developments based on their marketing research have been evidently successful, and they have defined a new product category in China and in the world.

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.

This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.

The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.

The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.

The implementation of performance management is the responsibility of managers; more importantly, a key part of a frontline manager's role is ensuring that frontline employees are performing by meeting organisational goals. Existing research has shown a lack of focus on the role of frontline managers in the implementation of performance management systems despite plenty of research on the separate topics of frontline managers and performance management. This article aims to understand how frontline managers connect the intended performance management system, through components and processes developed by the human resources department and higher levels of management, with their employees' performance.

This study used a qualitative method, conducting semi-structured interviews with 57 participants from two Singapore public sector organisations to understand the interaction between the formal and informal performance management systems.

The authors found that frontline managers used the formal and informal performance management systems in the organisation to manage the demands of their role. Notably, the expectations that superiors and subordinates have heavily influences how the frontline managers choose to implement their performance management responsibilities.

The article uses systems theory to illustrate and explain the complex and dynamic nature of PM in practice through the FLM's implementation of the formal and informal PM systems. The primary contribution of the study is through demonstrating under what situations do frontline managers use the formal and informal performance systems in a complementary manner within the constraints placed on them.

Yi Jing is one of the most archaic works among the Chinese classics. Various schools of thought developed their philosophies from the philosophical perspectives in this book and its influence is wide ranging and far reaching. This paper attempts to show how leaders can approach the Yi Jing beneficially by identifying the principles, values and virtues in each of the 64 scenarios, deriving insights about change and leadership. It also aims to show how the Yi Jing compares with Western management literature.

This paper provides an analysis of Qian Gua of Yi Jing as an example of how leaders can draw insights from Yi Jing about change and leadership.

Qian Gua, which is the first scenario in the Yi Jing, offers us powerful insights about change and leadership by offering: a framework of understanding change and human enterprises, considering the aspects of beginning, process, benefit and sustainability; a framework to understand the leadership development process; and leadership principles of conscientious self‐cultivation, transformational leadership through virtues and riding the tides of change.

A change and leadership model inspired by the Yi Jing should interest business leaders both in the east and the west, and help Westerners gain success in doing business in China or collaborating with the Chinese on a joint venture.

This is the first paper to draw insights about change and leadership through an analysis of Qian Gua of Yi Jing.

The discriminative thinking that Chinese entrepreneurs are weak in innovations is widespread. But market competition, which is the main drive for innovations, has been introduced to post‐planning‐economy China for only 30 years or so, and China has only ten years' experience in modern global competition after her entry into the WTO in 2001. Who can say China will not be as innovative as today's advanced counterparts? The purpose of this paper is to explore the possible internal consistencies between one traditional Chinese philosophy, I Ching and modern Western innovation management science. The authors also empirically test the relations between I Ching tradition and innovation performances using cross country data.

First, the authors textually analyzed the consistencies between the book of I Ching and Western innovation management principles, then with that in mind collected cross‐country panel data and tested the hypotheses empirically.

It is found that the philosophies embedded in I Ching could be applied to Western innovation management practices, and cross‐country empirical analysis shows that countries with I Ching tradition achieve better innovation performances, ceteris paribus.

Macro country‐level data were used to test the hypotheses instead of using micro firm‐level survey data. Because the macro data were not collected purposefully for this research, i.e. the authors only borrowed rather than collected the data, perhaps the persuasiveness of the empirical results will be weakened. The authors' future researches in this regard will be based on survey data.

Chinese entrepreneurs should have the confidence that Chinese ancient wisdoms are their strength rather than weakness in innovation activities.

The paper is pioneering in consciously combining I Ching philosophy with Western innovation management sciences. With this kind of synthesis, the paper constitutes a Chinese friendly road map for entrepreneurs to build innovation organizations.

The purpose of this study is to establish a novel airfoil icing prediction model using deep learning with geometrical constraints, called geometrical constraints enhancement neural networks, to improve the prediction accuracy compared to the non-geometrical constraints model.

The model is developed with flight velocity, ambient temperature, liquid water content, median volumetric diameter and icing time taken as inputs and icing thickness given as outputs. To enhance the icing prediction accuracy, the model involves geometrical constraints into the loss function. Then the model is trained according to icing samples of 2D NACA0012 airfoil acquired by numerical simulation.

The results show that the involvement of geometrical constraints effectively enhances the prediction accuracy of ice shape, by weakening the appearance of fluctuation features. After training, the airfoil icing prediction model can be used for quickly predicting airfoil icing.

This work involves geometrical constraints in airfoil icing prediction model. The proposed model has reasonable capability in the fast assessment of aircraft icing.

In order to further improve the accuracy of nonlinear simulation models, the purpose of this paper is to make some improvements to the general mode.

This paper adopts the calculation method of variable specific heat, taking the variation of gas‐oil ratios and discharge pressure into account, and establishes a nonlinear dynamic simulative model of biaxial gas turbine considering about the inertia of volume based on MATLAB/SIMULINK.

The simulation result, compared with test data, shows that this simulative model is more accurate to reflect the system's dynamic characteristics.

The hot inertial has not been taken into account. Meanwhile, the quantity of data is less, so this paper adopts interpolation method.

It is used to simulate calculation of gas turbines.

This paper adopts the calculation method of variable specific heat, considering the effect of the gas‐oil ratio variation and the discharge pressure variation (the total pressure of discharge duct) on the system.

This paper aims to chart the breadth and acceleration of organic markets domestic and international and discuss the obstacles and possible ways that confront enterprises who engage in organic exports from and imports to China.

There is much extant research that investigates the organic certification and its market development in the developed world. However, little emphasis is given to China, the highest growing organic market. This research aims to narrow this gap in the literature by reviewing organic certification and the market in China.

China's organic products are mainly exported to developed countries, but the growing affluence of Chinese consumers and expanding foreign expatriate community in China is developing a domestic market for organic food. Organic products are increasingly being imported. Organic standards and certification system in China have been established and under the implementation, with all stages of the organic marketing chain regulated by law and guaranteed. The lack of an equivalent or compliant system forces Chinese organic exports to enter the international market through multi‐certification, and foreign organic imports to the China market possibly through certification by a CNAS‐ACB.

This paper provides a unique insight into a wide range of China organic certification systems and the mechanism for organic exports from and imports to China.

Suggests that misunderstandings frequently occur when trying to understand Chinese language and culture, and so gives the implied meaning of various Chinese expressions and sayings such as greetings, thanks, respect, age, congratulations and taboo subjects.

The purpose of this study is to examine the relationship between the corporate social responsibility (CSR) performance of job-hopping executives at their former and subsequent firms.

We conduct regression analyses using a sample of firms listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2020 to examine whether CSR performance is similar from one firm to the next as executives switch jobs.

We find a positive relationship between the CSR performance of former and subsequent firms under job-hopping executives. This relationship is the strongest in the year of the job switch; it weakens in the second year and eventually disappears in the third year. In addition, we show that this relationship benefits different CSR stakeholder groups and is contingent on executive and subsequent firm attributes and job-hopping characteristics. Furthermore, we demonstrate that firms that hire a new chief executive officer from a firm with a strong track record in CSR, the new firm experiences a significant surge in CSR performance compared with firms that do not experience such a shock.

This study has implications for executive hiring decisions.

This study extends the understanding of CSR determinants through the lens of inter-organisational ties associated with job-hopping executives.