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Article
Publication date: 16 January 2017

Chad E. Duty, Vlastimil Kunc, Brett Compton, Brian Post, Donald Erdman, Rachel Smith, Randall Lind, Peter Lloyd and Lonnie Love

This paper aims to investigate the deposited structure and mechanical performance of printed materials obtained during initial development of the Big Area Additive Manufacturing…

4357

Abstract

Purpose

This paper aims to investigate the deposited structure and mechanical performance of printed materials obtained during initial development of the Big Area Additive Manufacturing (BAAM) system at Oak Ridge National Laboratory. Issues unique to large-scale polymer deposition are identified and presented to reduce the learning curve for the development of similar systems.

Design/methodology/approach

Although the BAAM’s individual extruded bead is 10-20× larger (∼9 mm) than the typical small-scale systems, the overall characteristics of the deposited material are very similar. This study relates the structure of BAAM materials to the material composition, deposition parameters and resulting mechanical performance.

Findings

Materials investigated during initial trials are suitable for stiffness-limited applications. The strength of printed materials can be significantly reduced by voids and imperfect fusion between layers. Deposited material was found to have voids between adjacent beads and micro-porosity within a given bead. Failure generally occurs at interfaces between adjacent beads and successive layers, indicating imperfect contact area and polymer fusion.

Practical implications

The incorporation of second-phase reinforcement in printed materials can significantly improve stiffness but can result in notable anisotropy that needs to be accounted for in the design of BAAM-printed structures.

Originality/value

This initial evaluation of BAAM-deposited structures and mechanical performance will guide the current research effort for improving interlaminar strength and process control.

Details

Rapid Prototyping Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1355-2546

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Publication date: 10 June 2015

Russell Cropanzano, Marion Fortin and Jessica F. Kirk

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom…

Abstract

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

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Article
Publication date: 3 October 2008

Edward Kass

This paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future…

1292

Abstract

Purpose

This paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future negotiations (DFNs).

Design/methodology/approach

This research invokes and builds theories suggesting a link between perceptions of fair treatment and counterfactual generation. Data come from freely interacting negotiating dyads comprised of undergraduate students.

Findings

One's own outcomes obtained, procedural, informational, and distributive justice perceptions each uniquely predicted negotiator outcome satisfaction. Procedural and informational justice perceptions also indirectly affected outcome satisfaction through their effect on distributive justice perceptions. In turn, outcome satisfaction, and informational and interpersonal justice perceptions each uniquely predicted DFNs.

Research limitations/implications

While this study reveals an important set of effects for study, it is correlational in nature. Future research should experimentally manipulate fair treatment to provide a true experiment and should also test the proposed mediators.

Practical implications

This paper suggests that listening to the other party, treating him or her with respect and dignity, and explaining oneself can have powerful consequences for the other party's outcome satisfaction and DFNs. Each of these, in turn, can affect one's own long run well‐being.

Originality/value

This is the first empirical study linking procedural and informational justice perceptions and negotiator outcome satisfaction. It is one of the few studies exploring a unique relationship between outcome satisfaction and procedural justice and may be the only one doing so with interactional justice in any setting. It investigates the effects of perceived fair treatment among relative equals rather than in the context of superiors and subordinates.

Details

International Journal of Conflict Management, vol. 19 no. 4
Type: Research Article
ISSN: 1044-4068

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Book part
Publication date: 23 September 2014

Chong M. Lau and Vimala Amirthalingam

Research on how performance measurement systems affect employees’ perceptions of workplace fairness is important. As organizations often rely on their performance measurement…

Abstract

Research on how performance measurement systems affect employees’ perceptions of workplace fairness is important. As organizations often rely on their performance measurement systems to communicate information to their employees, it is useful to ascertain if and how the developments of performance measurement systems that are far more comprehensive than traditional financial systems affect employees’ perceptions of informational fairness through the information communicated to employees. Informational fairness refers to employees’ perceptions of workplace fairness that is based on the amount and the truthfulness of information that organizations provide to their employees. Based on a sample of managers from manufacturing organizations, the Partial Least Square results indicate that comprehensive performance measurement systems (comprehensive PMS) have a significant direct effect on job-relevant information. They also indicate that comprehensive PMS have an indirect effect on informational fairness via job-relevant information. In contrast, systems that are based on financial measures have no significant effects on job-relevant information and informational fairness. These results demonstrate how comprehensive PMS (through the communication of a greater amount of job-relevant information) can be used to engender employees’ perceptions of high workplace fairness.

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Article
Publication date: 1 March 2014

Nace Magner and A. Blair Staley

Interorganizational committees make decisions that apply to various organizations and their members are representatives of these organizations. This paper examines how…

42

Abstract

Interorganizational committees make decisions that apply to various organizations and their members are representatives of these organizations. This paper examines how interorganizational committee membersʼ perceptions of noninstrumental voice, instrumental voice, and decision outcome favorability are related to their committee identification, helping behavior, and perception of go-along-to-get-ahead political behavior. Questionnaire data from 197 Pennsylvania tax collection committee members were analyzed with regression. Of primary interest, perceived instrumental voice had a unique relationship with all three committeereferenced reactions, while perceived noninstrumental voice was not uniquely related to any of them. These results suggest that interorganizational committee members react to voice for instrumental reasons related to perceived influence over other members rather than noninstrumental reasons concerning their committee status.

Details

International Journal of Organization Theory & Behavior, vol. 17 no. 3
Type: Research Article
ISSN: 1093-4537

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Book part
Publication date: 30 September 2019

Peter Holland

Abstract

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Contemporary HRM Issues in the 21st Century
Type: Book
ISBN: 978-1-78973-457-7

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Article
Publication date: 1 March 2008

Randall L. Kinnersley and Nace R. Magner

Program heads are key players in governmental budgeting because they are involved both in formulating their program’s budget and ensuring the program’s activities comply with the…

67

Abstract

Program heads are key players in governmental budgeting because they are involved both in formulating their program’s budget and ensuring the program’s activities comply with the budget. This paper synthesizes past research pertaining to two aspects of a government’s budgeting system-formal budgetary procedures fairness and budgetary procedures implementation fairness-that influence program heads’ attitudes and behaviors. Criteria are identified for each of the two forms of budgetary procedures fairness, as are specific types of attitudinal and behavioral reactions on the part of program heads. Reasons that program heads value fair budgetary procedures are also discussed. The paper concludes by presenting implications the research has for people involved in designing and implementing governmental budgeting systems and for governmental budgeting researchers.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 20 no. 3
Type: Research Article
ISSN: 1096-3367

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Article
Publication date: 1 February 1993

Jeffrey J. Bailey and Ralph A. Alexander

This project was designed as a laboratory study to investigate the effects of organizational social cues (OSC), decision framing, and justice on managerial decision making in…

292

Abstract

This project was designed as a laboratory study to investigate the effects of organizational social cues (OSC), decision framing, and justice on managerial decision making in ethical situations. The OSC (ethical/ unethical), the framing (gain/loss), and the justice conditions (fair/unfair) were manipulated within a managerial in‐basket exercise. Participants read information about the organization and their situation within it. Next, they read scenarios and made several decisions involving ethical considerations. Results suggest that OSC and the experience of fairness or unfairness significantly influenced the managerial ethical decisions. Ethical OSC resulted in significantly more ethical decisions. Also, those in an “experienced fairness” justice condition made significantly more ethical decisions. The gain/loss framing did not significantly influence ethical decisions.

Details

The International Journal of Organizational Analysis, vol. 1 no. 2
Type: Research Article
ISSN: 1055-3185

Available. Open Access. Open Access
Article
Publication date: 14 March 2022

Alexander N. Gorgijevski, Christine Holmström Lind and Katarina Lagerström

By the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic…

1946

Abstract

Purpose

By the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic influence of subsidiaries within multinational corporations (MNCs).

Design/methodology/approach

The study is based on survey data from 110 international subsidiaries located in Sweden. Five hypotheses were tested using structural equation modeling with linear structural relations.

Findings

The study shows that organizational commitment and external scouting activities, as two attention-building activities, do not directly affect the ability of subsidiaries to gain a strategic influence in MNCs. Rather, the results provide support for the importance of headquarters’ positive attention as a mediator between such activities and subsidiary strategic influence. This implies that subsidiaries do not receive any strategic influence through these activities unless they receive explicit positive attention from the corporate headquarters.

Originality/value

This study contributes to the micro-political view of the MNC by offering insights into the impact of attention-building activities of subsidiaries as a potential source of strategic influence for MNC subsidiaries.

Available. Content available
Article
Publication date: 1 August 2004

Robert M. Randall

512

Abstract

Details

Strategy & Leadership, vol. 32 no. 4
Type: Research Article
ISSN: 1087-8572

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