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Soft actuators using pneumatic-chamber (PneuNet)-based designs have been of interest in the area of soft robotics with scope of application in the area of biomedical assistance and smart agriculture. Researchers have attempted to investigate multiple chambers in parallel to examine their deformation characteristics. However, there is a lacuna for investigation of the deformation characteristics of four parallel chambered soft actuators. The purpose of this study is to comprehensively investigate the different possible actuation scenarios and the resulting bending/deformation behaviours.

Therefore, in this study, a four-chambered PneuNet actuator is numerically investigated to evaluate the effects of pressurization scenarios and pressure levels on its performance, operating reaching and working volume.

The results of this study revealed that two-adjacent chamber equal pressurization and three-chamber pressurizations result in increased bending. However, two-opposite chamber pressurization reduces the bending angle with pressure levels in the lower pressure chamber. The maximum bending angle of 97° was achieved for single-chamber pressurization of 300 kPa. The two-adjacent chamber unequal pressurization can achieve a sweeping motion in the actuator along with bending. The working volume and reaching capability analysis revealed that the actuator can reach around 71% of the dimensional operating space.

The results provide fundamental guidance on the output nature of motion which can be obtained under different pressurization scenarios using the four-chambered design soft actuator, thereby making it a practical guide for implementation for useful applications.

The comprehensive pressurization scenarios and pressure level variations reported in this study will serve as fundamental operating guidelines for any practical implementation of the four-chambered PneuNet actuator.

The study proposes to determine the impending challenges to lean integration with Industry 4.0 (I4.0) in manufacturing that aims at achieving desired operational performance. Integrating lean and Industry 4.0 as the two industrial approaches is synergetic in providing operational benefits such as increasing flexibility, improving productivity, reducing cost, reducing delivery time, improving quality and value stream mapping (VSM). There is an urgent need to understand the integrated potential of OPEX strategies like lean manufacturing and also to determine the challenges for manufacturing SMEs and further suggest a strategic roadmap for the future.

The current work has used a combined approach on interpretative structural modeling (ISM) and fuzzy Matrice d'impacts croisés multiplication appliquée á un classment (MICMAC) approach to structure the multiple level analysis for the implementation challenges to integrate OPEX strategies with Industry 4.0.

The research has found that the indulgence of various implementation issues like lack of standardization, lack of vision and lack of trained support, all are the major challenges that inhibit the integration of OPEX strategies with I4.0 technologies in manufacturing.

The research has investigated the internal factors acting as a roadblock to lean and Industry 4.0 adoption. Further studies may consider external factors to lean and Industry 4.0 implementation. Also, further research may consider other operational excellence approaches and extend further to relevant sectors.

This study provides the analysis of barriers that is useful for the managers to take strategic actions for implementing OPEX strategies with I4.0 in smart manufacturing.

The research determines the adoption challenges towards the integrated framework. This is the first study to explore challenges in integrating OPEX strategies with I4.0 technologies in manufacturing SMEs.

A paradigm shift of industry revolution 4.0 is made possible by technological advances that constitute a reversal of conventional lean production (LP) processes. In addition, there is increasing pressure on the manufacturing industry to manage operations responsibly towards the environmental and social impact, on top of the economic. These have motivated the manufacturing industry to identify approaches to implementing LP to achieve sustainable organizational performance. Hence, this study aims to examine the moderating role of industry 4.0 technologies adoption in the relationship between LP and sustainable organizational performance.

This study proposed a research framework on the relationship between LP and sustainable organizational performance supported by LP theory and triple bottom line theory, with industry 4.0 technologies adoption as a moderator. A quantitative survey method was used in this study for data collection. The respondents in this study were middle or top management in manufacturing companies, including directors, managers, supervisors and coordinators. To investigate the demographic variables of respondents, descriptive statistics were generated by using IBM Statistical Packages for the Social Sciences. For measurement and structural model evaluations, partial least square structural equation modelling was used.

Based on the proposed research framework in this study, supplier feedback, just-in-time delivery, supplier development, customer involvement, pull system, continuous flow, set-up time reduction (STR), statistical process control, total productive maintenance (TPM) and employee involvement are the dimensions for LP. This study revealed that industry 4.0 technologies adoption positively moderated the relationships of five LP dimensions towards a sustainable organizational performance, namely, supplier feedback, supplier development, continuous flow, STR and TPM.

This study provided insights that would enable practitioners to better strategize the co-existence of LP and industry 4.0 technologies adoption in mutually supporting sustainable organizational performance (environmental, social and economic).

Radar can provide valuable information on the spatial distribution of rainfall, but is not as yet able to provide accurate quantitative information on rainfall rate. Describes research on the use of polarization towards improving the radar monitoring of storms.

This paper aims to present directions for future research by linking the academic fields of workplace bullying and whistleblowing together. This article also suggests implications as to how to deal with the health consequences that can develop after such workplace experiences.

The paper describes empirical research on the link between whistleblowing and workplace bullying, and suggests how to deal with the health consequences that develop in relation to workplace bullying after whistleblowing.

Empirical research has documented the link between whistleblowing and workplace bullying and the devastating effects on health that may follow (e.g. depression and symptoms analogous to post traumatic stress). Implications for practice are as follows: first, to provide clear examples of unwanted workplace behavior; and second, to help clinicians to gain a balance between the client's need to re‐tell and the need for psychological treatment.

Future studies on workplace bullying are encouraged to be aware of the link to potential previous whistleblowing, and to study therapeutic interventions for employees exposed to bullying, and who also have reported wrongdoing at work.

The practical implications are to provide clear examples of unwanted workplace behavior, and to balance the need for re‐telling against the need for treatment for possible depression and trauma.

This paper provides valuable information for researchers, practitioners and clinicians in the field of workplace behavior in general and in the field of managerial psychology in particular.