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This paper aims to derive a model of growth kinetics of the intermetallic compound (IMC) layer formed in the reaction between liquid Sn-based solders and Ni particle reinforcements and to compare with the experimental data to verify the effects of Sn concentration and alloying element.

A composite solder was manufactured by mechanically introducing Ni particle reinforcements into a solder matrix. The effect of the non-reactive alloying elements, Ag, Pb and Bi, on the growth kinetics of the IMC formed between liquid Sn-based eutectic solders and Ni particles, reacting this composite solder at 250°C–280°C was studied.

Experimental results showed that only the IMC Ni₃Sn₄ was present as a reaction product. Using the diffusion-controlled reaction mechanism, a kinetic equation quantifying both Sn concentration and alloying element effects was derived and verified by comparing the kinetic data obtained using four different solders with different concentrations of Sn and the alloying elements.

The similarity between the activation energies of these four solders confirms that the diffusion of Sn atoms through the IMC is the rate-controlling step. Besides, the kinetic values are independent of the geometry of Ni, whether spherical particle or flat substrate.

Among developing countries, the Republic of China in Taiwan (hereinafter Taiwan) has been experiencing economic growth accompanied by improving income distribution. Between 1964 and 1980, the average annual growth rate of the real gross national product was 9.92 per cent (Council for Economic Planning and Development (CEPD), 1982, p. 23). In the same period, the income ratio between the top 20 per cent and the bottom 20 per cent of families dropped from 5.33 to 4.17 and the Gini coefficient decreased from 0.36 to 0.30 (CEPD, 1982, p. 54; Directorate‐General of Budget Accounting and Statistics, 1980, (DGBAS), p. 44). To put it somewhat dif‐ferently, in 1964 the lowest fifth of households received 7.71 per cent of total personal income, and the highest fifth 41.07 per cent. But in 1980, the income share of the lowest fifth increased to 8.82 per cent while that of the highest fifth decreased to 36.80 per cent. The condition of greater equality in income distribution appears more obvious in the capital city of Taipei. In 1981, for instance, its Gini coefficient was estimated to be only 0.28 (Taipei Bureau of Budget, Accounting and Statistics, 1981, (TBBAS), P. 24).

Previous research on the relationship between cheif executive officer (CEO) and organizational performance focused primarily on behavior and demographic variables, but was seldom based on the CEO cognition perspective. To fill this gap, the purpose of this paper is to explore the relationship between CEO cognition and organizational performance.

Taking CEO golden‐mean thinking as an independent variable, organizational performance as dependent variable, ambidextrous orientation as a mediating variable, interdependence and connectedness as moderating variables, and using a multi‐source data collection approach, data were collected from 193 Chinese firms to test the hypothesis by adopting hierarchical regression model.

CEO golden‐mean thinking is found to have significantly positive impacts on ambidextrous orientation and organizational performance. Ambidextrous orientation plays a partial mediating role between golden‐mean thinking and organizational performance, while independence and connectedness play joint moderating roles between ambidextrous orientation and organizational performance. The three‐way interaction among ambidextrous orientation, connectedness, and interdependence has a significantly positive effect on organizational performance.

CEOs should not only improve organizational performance through diversified, harmonious, and integrative thinking, but also enhance the ambidextrous ability by building ambidextrous orientation, connectedness, and interdependence mechanism in order to promote organizational performance.

As one of the most salient thinking characteristics in Chinese traditional culture, golden‐mean thinking increasingly has attracted scholars' attention. However, no previous scholar has applied this construct into leadership theory.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.