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The purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.

Data were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).

The results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.

The implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.

Established on the detailed exploration of Chinese ancient management philosophies (CAMPs), the purpose of this paper is to extract enlightenments from CAMPs to see whether there exist some similarities between CAMPs and contemporary human resources management thoughts (CHRMTs) and pinpoint CAMPs' implications on human resource management practices nowadays.

Inspired by Lao Tzu's “When we can lay hold of the Dao of old to direct the things of the present day, and are able to know it as it was of old in the beginning, this is called (unwinding) the clue of Dao”, the paper explores, categorizes and integrates wisdom stemmed from CAMPs to evaluate whether there exist some commonly accepted arguments between CAMPs and CHRMTs.

CAMPs which have been passed on by generations for the past 2,500 years in China provide firm ground for human resources management thoughts and practices development; CAMPs' emphasis on people's well cultured morality and highly developed virtues has kindled a light to illuminate human resources management practices, not only in the past but also in the future. CHRMTs' principles concerning “people‐centered strategies”, employee recruitment and selection strategies, employee training and education strategies, staffing as well as employee retention strategies, can all trace their sources from CAMPs.

The research on CAMPs is not only significant to complement and extend CHRMTs but also useful to direct current human resource management practices.

The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM).

Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer.

It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people‐centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits.

There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles‐based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

To study fracture characteristics of jointed rock masses under blasting load, the RFPA2D analysis software for dynamic fracture of rocks based on the finite element method and statistical damage theory was used.

On this basis, this research simulated the fracture process of rock masses in blasting with different joint geometrical characteristics and mainly analysed the influences of distance from joints to blasting holes, the length of joints, the number of joints and joint angle on fracture of rock masses.

The calculation results show that with the constant increase of the distance from joints to blasting holes, the influences of joints on blasting effects of rock masses gradually reduced. Rock masses with long joints experienced more serious damages than those with short joints. Damages obviously increased with the changing from rock masses without joints to rock masses with joints, and when there were three joints, the further increase of the number of joints had unobvious changes on blasting effects of rock masses. Joints showed significant guidance effect on the propagation of cracks in blasting: promoting propagation of main vertical cracks deflecting to the ends of joints.

The research results are expected to provide some theoretical bases in practical application of engineering blasting.

The paper aims to contribute to the current research on China's Belt and Road Initiative (BRI) from a historical point of view. The paper investigates why the history of the Silk Roads is important to the BRI, what is in the guiding thought underpinning China's Silk Roads narrative and how this narrative is presented transnationally, through an insightful analysis of the Communist Party of China's (CPC) view of the Silk Roads history, as well as its perception of the connections between the Silk Roads history and the BRI.

The paper sits in the interface between history, heritage and state power. The argument is framed in concepts of historical constructionism and soft power. It is based on the discourse analysis of China's official narrative of Silk Roads and a case study of the planning for the World Heritage nomination of the Maritime Silk Routes (MSR) (China section). The case study is conducted through a qualitative analysis of academic publications, media reports and programs, official speeches and documents that are available to the public in hardcopy or on the Internet.

The paper reveals the relationship between the state-endorsed Silk Roads narrative and the BRI. The paper argues that the state-backed Silk Roads narrative as well as the planning for the World Heritage nomination of the MSR (China section) is guided by the Chinese Communist Party's perception of the BRI. In this respect, the Silk Roads-associated history, heritage and memory are shaped and deployed to serve as a convenient platform for the promotion of the BRI. The Party leaders' perception of the BRI is in large part about the revival of China's past glory, its national rejuvenation and the demonstration of China's soft power.

The paper contributes to the existing literature on the BRI through its enquiries into how the CPC reconcile nationalist ambitions with notions of peace, harmony and cosmopolitanism and how CPC's view of the Silk Roads history shapes its vision of the BRI. The paper examines the role of the state in the construction and articulation of the Silk Roads-associated history, heritage and memory. It investigates how China's official interpretation of the Silk Road heritage serves China's BRI.

In today’s Taiwan, sha-cha sauce is an indispensable ingredient for beef hot pot and stir-fried dishes. The purpose of this paper contextualizes the history of sha-cha sauce in Tainan, the oldest city in Taiwan, and argues that sha-cha sauce, introduced by Chaoshan immigrants, has contributed to new styles and habits of beef consumption tastes and habits in the post-1949 Tainan and beyond.

This paper uses documentary materials, oral interviews and diaries to explore the relationship between beef consumption and sha-cha sauce. It begins with an historical overview of Taiwan’s beef consumption during the Japanese colonial era (1895-1945). Then, it focuses on two Chaoshan business enterprises: the Bull-Head, which makes the world’s largest “canned sha-cha sauce,” and the Xiao Haozhou, a Tainan restaurant specializing in sha-cha beef hot pot. Finally, this study analyzes Xinrong Wu, a Tainan gentry whose diary entries from 1933 to 1967 documented the changing dietary habits of beef consumption among Taiwanese.

The Chaoshan migrants played an important role in introducing the sha-cha sauce to postcolonial Tainan, and this input bolstered the beef consumption among Taiwanese. The production of sha-cha provided a reliable source of income for these migrants in Tainan, and major businesses like the Bull-Head became the international brands of Taiwanese food products.

The study, though limited to Tainan, reveals the symbiosis between popularization of sha-cha sauce and widespread beef consumption in Taiwan.

This study helps researchers examine the connection between Chinese migrations and food culture.

This paper is an original scholarly investigation of the relationship between food diet and Chaoshan migration in postcolonial Tainan.

The purpose of this paper is to propose a new type of predictive fuzzy controller. The desired nonlinear system behavior is described by a set of Takagi-Sugeno (T-S) model. However, due to the complexity of the real processes, obtaining a high quality control with a short settle time, a periodical step response and zero steady-state error is often a difficult task. Indeed, conventional model predictive control (MPC) attempts to minimize a quadratic cost over an extended control horizon. Then, the MPC is insufficient to adapt to changes in system dynamics which have characteristics of complex constraints. In addition, it is shown that the clustering algorithm is sensitive to random initialization and may affect the quality of obtaining predictive fuzzy controller. In order to overcome these problems, chaos particle swarm optimization (CPSO) is used to perform model predictive controller for nonlinear process with constraints. The practicality and effectiveness of the identification and control scheme is demonstrated by simulation results involving simulations of a continuous stirred-tank reactor.

A new type of predictive fuzzy controller. The proposed algorithm based on CPSO is used to perform model predictive controller for nonlinear process with constraints.

The results obtained using this the approach were comparable with other modeling approaches reported in the literature. The proposed control scheme has been show favorable results either in the absence or in the presence of disturbance compared with the other techniques. It confirms the usefulness and robustness of the proposed controller.

This paper presents an intelligent model predictive controller MPC based on CPSO (MPC-CPSO) for T-S fuzzy modeling with constraints.

This study, grounded in ambidexterity theory, aims to investigate how paradoxical leadership (PXL) fosters team creativity in high-tech manufacturing companies, with team ambidexterity as a mediator and leader vision as a moderator. Given the fast-paced, innovation-driven demands of the high-tech sector, this research provides insights into how managers can effectively balance contradictory behaviors to drive team innovation.

Data was collected through a two-wave survey from team leaders and members across 169 teams in high-tech manufacturing companies. The time interval between data collection waves was two weeks. The data was aggregated at the team level using estimates for interrater reliability and interrater agreement. The structural equation modeling in R was used to test hypotheses.

The findings indicate that PXL positively impacts team creativity directly and through its influence on team ambidexterity. Team ambidexterity mediates the relationship between PXL and team creativity, while leader vision moderates the effects of PXL on team ambidexterity.

PXL benefits high-performance teams in technology sectors, such as software development, where rapid innovation and iterative processes are essential. In health care, PXL can optimize team dynamics, enabling medical research and patient care delivery breakthroughs. Regular training in ambidextrous thinking and feedback mechanisms makes this approach actionable for managers striving to cultivate creativity in high-stakes environments.

This study extends ambidexterity theory by linking PXL and team ambidexterity to team creativity. It provides high-tech manufacturing managers with concrete strategies to balance exploration and exploitation. These findings highlight actionable pathways for companies to sustain innovation in competitive, technology-driven industries.