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Article
Publication date: 8 January 2018

Xiao-dong Yu, Lei Geng, Xiao-jun Zheng, Zi-xuan Wang and Xiao-gang Wu

Rotational speed and load-carrying capacity are two mutual coupling factors which affect high precision and stable operation of a hydrostatic thrust bearing. The purpose of this…

178

Abstract

Purpose

Rotational speed and load-carrying capacity are two mutual coupling factors which affect high precision and stable operation of a hydrostatic thrust bearing. The purpose of this paper is to study reasonable matching relationship between the rotational speed and the load-carrying capacity.

Design/methodology/approach

A mathematical model of relationship between the rotational speed and the load-carrying capacity of the hydrostatic bearing with double-rectangle recess is set up on the basis of the tribology theory and the lubrication theory, and the load and rotational speed characteristics of an oil film temperature field and a pressure field in the hydrostatic bearing are analyzed, reasonable matching relationship between the rotational speed and the load-carrying capacity is deduced and a verification experiment is conducted.

Findings

By increasing the rotational speed, the oil film temperature increases, the average pressure decreases and the load-carrying capacity decreases. By increasing the load-carrying capacity, the oil film temperature and the average pressure increases and the rotational speed decreases; corresponding certain reasonable matching values are available.

Originality/value

The load-carrying capacity can be increased and the rotational speed improved by means of reducing the friction area of the oil recess by using low-viscosity lubricating oil and adding more oil film clearance; but, the stiffness of the hydrostatic bearing decreases.

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Article
Publication date: 21 February 2025

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Crisis situations demand quick and effective decision-making to identify novel solutions. During these periods of uncertainty, the required innovation is likelier to materialize when leaders are equipped with the high cognitive depth that enables them to thoroughly analyze a specific issue. But when cognitive width is dominant, decision-making quality can be impeded by the leader’s tendency to consider a wider range of information pertaining to diverse issues.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 24 December 2024

Zi Xuan Chan, Yibai Wang, Lin Yuan, Xiaoyun Chen and Yukun Feng

Building on upper echelons theory, this study explores the influence of managerial cognition on firm innovation during times of crisis. Specifically, we aim to disentangle the…

37

Abstract

Purpose

Building on upper echelons theory, this study explores the influence of managerial cognition on firm innovation during times of crisis. Specifically, we aim to disentangle the concept of cognitive complexity by examining how CEOs’ cognitive depth and cognitive width differently influence their firms’ innovation outcomes. Additionally, we investigate how organizational slack moderates the impact of these cognitive attributes on innovation, providing a deeper understanding of the conditions under which managerial cognition drives firm adaptability in crises.

Design/methodology/approach

This study utilized a sample of 115 listed US firms ranked in the top 200 in terms of market capitalization share in 2020. We measured the key variables by analyzing text and archival data from interviews with CEOs, particularly focusing on their discussions regarding the impacts of the COVID-19 pandemic. Regression analysis was employed to test the hypothesized relationships in the research model.

Findings

The results reveal that under the crisis, CEO cognitive depth enhances firm innovation, while CEO cognitive width impedes firm innovation. Moreover, organizational slack weakens the positive relationship between CEO cognitive complexity and innovation.

Research limitations/implications

This study significantly contributes to and extends the established body of research on a leader’s cognition during a crisis. Our study goes beyond traditional views of cognitive complexity by highlighting the distinct impacts of two critical elements: cognitive depth and width, on decision-making processes. This study contributed to the innovative decision-making literature by opening up the black box behind the decision-making process of innovation during uncertainty. This underscores the multifaceted nature of cognitive processes in innovation, highlighting the interplay between cognitive depth, cognitive width and organizational resources in driving firm innovative outcomes during the crisis. We also broaden the temporal scope of empirical research on CEO cognition by gathering data from CEO interviews conducted during the COVID-19 pandemic.

Practical implications

This study reveals that when CEOs have a broader focus and attend to a wide range of information, their ability to quickly utilize firm resources for formulating competitive actions decreases during uncertainty. Consequently, it is crucial for CEOs to acknowledge the limitations of their attentional capacity. The allocation of their attention and information processing capacity has significant implications for their innovative decision-making processes, particularly in navigating through crises.

Social implications

Our study finds that excessive attention during times of crisis may not necessarily be beneficial to firm innovation. An excessive focus on problems can lead to scattered attention, impairing judgment and decision-making abilities. Moreover, excessive attention to problems may trigger panic and unnecessary stress, further impacting decision quality. High cognitive width can trap teams in short-term thinking and emergency mode, neglecting long-term strategies and opportunities such as innovation investment. Yet, firms with more slack resources can reduce the negative impacts of cognitive depth.

Originality/value

This study proposes a comprehensive cognitive model to understand managers’ decision-making during a crisis. The research posits that different dimensions of CEOs’ managerial cognition have distinct impacts on firm innovation in crisis environments. This study significantly contributes to the study of managerial cognition and innovation literature.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 12 April 2022

Xinglian Jian, Mei Cai, Ya Wang and Yu Gao

The development of social networks enhances the interaction between people, which brings new challenges to the research of group decision-making (GDM). This study aims at the…

142

Abstract

Purpose

The development of social networks enhances the interaction between people, which brings new challenges to the research of group decision-making (GDM). This study aims at the problem that the synergy and redundancy due to interaction among decision-makers are ignored in the previous GDM, a trust-enhanced consensus reaching model based on interaction among decision-makers with incomplete preferences is proposed.

Design/methodology/approach

Firstly, confidence level is introduced to improve the hesitation phenomenon that should be considered when calculating trust degree; Secondly, a new trust propagation operator is developed to deal with indirect trust relationships; Thirdly, trust degree is transformed into interaction index to quantify the synergy and redundancy in decision-making. Fuzzy capacities of decision-makers are used to replace traditional weights, and the final scores of alternatives are obtained through Choquet integral.

Findings

The proposed model using fuzzy capacity can reflect the synergy or redundancy among decision-makers and improve the accuracy of final ranking result and reduce the loss of information.

Originality/value

This study proposes a trust-enhanced consensus reaching model, which develops a new trust propagation operator to ensure the continuous attenuation of trust in propagation process. And the proposed model uses fuzzy capacity to improve the enhancement or attenuation on the scores of alternatives.

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