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The purpose of this paper is to obtain high-performance ceramics and enrich additive manufacturing of ceramic parts. Also, a new manufacturing technique based on slurry by selective laser melting (SLM) was studied, which has some significant advantages compared to indirect selective laser sintering of ceramic powders.

To study the effect of laser parameters on the surface morphology and melting state of pure Al₂O₃ ceramics, laser power varied between 100 and 200 W and scan speed varied between 60 and 90 mm/s.

Experimental results show that Al₂O₃ slurry melts completely when the laser power is about 200 W and the scanning speed is 90 mm/s. Surface quality cannot be improved effectively by changing the scanning speed. However, surface quality improves when the laser power is 200∼205 W and energy density is 889∼911 J/mm³. Thermocapillary convection was observed during SLM. By changing the temperature gradient, streak convection and flowing Bénard cells were obtained during SLM of Al₂O₃ slurry.

It is feasible to produce slurry ceramic parts without binders through SLM. Increasing the laser power is the most effective way to fully melt the ceramics. Complex thermocapillary convection was observed during this new process; it may be used to produce crystals.

The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt responsibility for constructive change (FRCC) and creative self-efficacy (CSE).

Data for this research was collected from 503 employees working in a chain company. Through a longitudinal study design, a three-wave survey with 397 valid data provided support for the proposed theoretical model.

The results maintain a positive association between taking charge, bootlegging innovation and innovative job performance, indicating the mediating effect of bootlegging innovation. Additionally, both the FRCC and CSE facilitate the indirect effect of taking charge on innovative job performance through bootlegging innovation. Furthermore, the integrated moderated mediation model analysis suggested that FRCC is more vital in improving employees' innovative job performance.

This research aims to break the black box between taking charge and innovative job performance, which has been relatively unexplored. Drawing from self-determination theory (SDT) and the proactive motivation model, the authors verify the bridge-building role of bootlegging innovation and the dual-facilitating effects of FRCC and CSE while employees conduct taking charge. This study’s results provide new insight for managers to foster, encourage and support employees' proactive behavior.

The purpose of this research is to examine the relationship between coaching leadership and employees' taking charge while incorporating the mediating role of work meaningfulness and the moderating role of challenge-hindrance stressor.

A total of 355 pairs of effective samples were collected through a two-stage supervisor-subordinate paired survey. Four hypotheses were tested using hierarchal regression analysis and bootstrapping method.

The findings show that coaching leadership is positively related to taking charge, and work meaningfulness positively mediates the coaching leadership-taking charge relationship; high challenge stressors and high hindrance stressors weaken the positive effect of coaching leadership on work meaningfulness respectively; challenge stressors and hindrance stressors further moderate the indirect relationship of coaching leadership and taking charge through work meaningfulness.

This study provides a new perspective for organizations to activate employees' taking charge, thereby enriching the antecedents of taking charge. By incorporating challenge-hindrance stressor framework, this study also provides answers to when coaching leadership will be less effective.