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Article
Publication date: 25 June 2019

Abdul-Majid Wazwaz and Gui-Qiong Xu

The purpose of this paper is to develop a new time-dependent KdV6 equation. The authors derive multiple soliton solutions and multiple complex soliton solutions for a…

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Abstract

Purpose

The purpose of this paper is to develop a new time-dependent KdV6 equation. The authors derive multiple soliton solutions and multiple complex soliton solutions for a time-dependent equation.

Design/methodology/approach

The newly developed time-dependent model has been handled by using the Hirota’s direct method. The authors also use the complex Hirota’s criteria for deriving multiple complex soliton solutions.

Findings

The examined extension of the KdV6 model exhibits complete integrability for any analytic time-dependent coefficient.

Research limitations/implications

The paper presents a new efficient algorithm for constructing extended models which give a variety of multiple real and complex soliton solutions.

Practical implications

The paper introduced a new time-dependent KdV6 equation, where integrability is emphasized for any analytic time-dependent function.

Social implications

The findings are new and promising. Multiple real and multiple complex soliton solutions were formally derived.

Originality/value

This is an entirely new work where a new time-dependent KdV6 equation is established. This is the first time that the KdV6 equation is examined as a time-dependent equation. Moreover, the complete integrability of this newly developed equation is emphasized via using Painlevé test.

Details

International Journal of Numerical Methods for Heat & Fluid Flow, vol. 29 no. 11
Type: Research Article
ISSN: 0961-5539

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Article
Publication date: 26 June 2021

Yuzhen Duan, Xiaobao Peng, Qiong Gui, Haibin Zhou, Xuehe Zhang and Wei Song

This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity…

893

Abstract

Purpose

This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.

Design/methodology/approach

Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.

Findings

The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.

Research limitations/implications

First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.

Practical implications

Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.

Originality/value

First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

Details

Chinese Management Studies, vol. 15 no. 5
Type: Research Article
ISSN: 1750-614X

Keywords

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