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This paper aims to explore whether products branded with handwritten scripts suffer more from the effects of product-harm crises than other brands. Most studies on handwritten scripts focus on their positive effects, such as humanizing a product or creating an emotional tie with consumers. However, seldom have researchers investigated the negative effects of handwritten scripts. This paper goes some way to filling this gap.

Five experimental studies were conducted to test three hypotheses. These experiments provide evidence of the negative effects of handwritten scripts. In addition, they reveal the mechanisms that lead to these outcomes and outline the boundary conditions of the negative effects.

Framed by attribution theory, three conclusions can be drawn from the experiments: when a product-harm crisis occurs, consumers react with greater negativity toward the brand using handwritten scripts than to those using machine typefaces. The negative effect is explained by a serial mediation process that follows the pattern: typeface → perceived humanization → brand responsibility → brand attitude. The negative effect decreases when the crisis is perceived to be an accident.

This paper enriches the theory of marketing in terms of both handwritten scripts and product-harm crises, providing valuable guidance for enterprises that use handwritten scripts in their marketing activities.

This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive.

A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study.

By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict.

The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature.

The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.

Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.

This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

This paper aims to investigate and prepare the composite polyurea greases with excellent thermal stability and tribological properties.

In this paper, composite Ba-based (Ba, barium) tetra-polyurea lubricating greases were prepared with two different methods: mixing Ba-based gelatinizer and tetra-polyurea gelatinizer by a physical method; and introducing barium carboxylate into tetra-polyurea molecules by a chemical method. The properties of the products, such as heat stability, water resistance and friction performance, were analyzed with thermogravimetry, water-resistance test and four-ball friction test.

The results indicated that the products obtained by chemically introducing barium carboxylate into tetra-urea molecules showed better elevated temperature tribological properties, and the disadvantages of the polyurea greases with high temperature hardening were also obviously improved. The cone penetration rate at 180°C for 24 h is only 3 per cent. The friction coefficient can be decreased to 0.44 and the last non-seizure load value was increased from 560 N to 1,120 N without any other additives.

The research is significant because the prepared composite grease showed excellent performances, such as the outstanding thermal stability, water resistance and excellent extreme pressure and anti-wear properties, which may be widely applied in steel, metallurgy, bearings and other industrial fields.

Although voice behavior is important for team performance, scholars have yet to identify its underlying mechanisms and boundary conditions. Using the theory of social information processing (SIP), this study explores how and when team voice influences team performance by considering team learning as a mediator and contingent reward transactional (CRT) leadership as a moderator.

The authors conducted a survey in China using a questionnaire to collect the data. The study sample consisted of 78 leaders and 441 employees nested in 78 teams.

Results showed that team voice was positively related to team performance. The results also proved that the positive relationship between team voice and team performance was mediated by team learning. Additionally, CRT leadership enhanced the effect of team voice on team learning.

First, managers should consider individuals high in voice behavior when selecting team members. Second, leaders need to focus on enhancing the learning process. Third, the authors’ findings suggest that when selecting persons as team leaders, managers should pay additional attention to their leadership style.

The primary contribution of this study is that the research sheds light on the specific team process (i.e. team learning), through which team voice is related to team performance. Moreover, the current study deepens the authors’ understanding of the role of leadership in the voice process by identifying the moderating role of CRT leadership.