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The penultimate chapter pulls together pieces of the previous eight chapters to support you in building a career-level impact plan. While the other chapters are a mix of foundational knowledge and practical approaches, this chapter is more philosophical in nature and intended to motivate the reader to bring their impact journey to life. You are encouraged to reflect on your own journey and consider what steps you might take to achieve a career that is consistent with your values and own belief in the importance of the work you do. Contributions from impactful researchers from the University of Auckland help to illustrate how diverse career pathways can be, emphasising there is no one-size-fits-all approach and that career-level impact plans need to consider personal motives and values, intersectionality, as well as disciplinary, institutional, national and international contexts. Plans need to focus on identifying opportunities to hone impact skills, finding people who can be part of your broader impact support team and working out how to strategically balance the teaching, research and service expectations placed on you as an academic. Throughout this chapter, questions prompt you to start building your own understanding of impact in the context of your career or to strategically reflect on your impact journey up to now.

With an increasingly diverse workforce, teams need to handle differences among team members and be aware of the impact these differences have on team meetings. As meetings are strongly shaped by team member interactions, communication between team members is central to meeting success. In diverse teams, effective communication and information sharing is even more crucial than in homogeneous groups due to distinct perspectives and knowledge that group members bring to a team. However, effective communication is also more challenging in groups with diverse members than in homogeneous groups. Especially when there is a strong faultline, that is, when multiple attributes align and teams fall into subgroups, communication within the whole team is impaired and might only take place within subgroups. In this chapter, the authors discuss the role of faultlines in meeting interactions and turn to subgroup formation and its impact on interaction patterns within teams. The authors see intersubgroup communication as an important process that links faultlines to meeting outcomes such as performance or satisfaction. By spanning research areas connecting faultline and meeting research, the authors provide scholars with important research questions to be examined in the future. The authors further introduce a new measure of intersubgroup communication that provides insights into dynamics between subgroups. By relating intersubgroup communication to overall communication within a meeting and taking team size as well as different subgroup constellations into account, this measure facilitates studying intersubgroup communication in meetings. The authors provide formulas that scholars could apply to their research.

Results – From a hardening test, we then tested with an impact tester charpy Treviolo H060. The results showed that the impact strength is escalated up to 29.09% post-hardening circle, which was observed using electrical microscope. The value of steel strength increased 2.12 J/mm² compared with earlier hardening process, which is, 1.57 J/mm². The results showed that the fracture in the welding process without the hardening process is a brittle fracture that is shown by the flat crystal structure; on the other hand, the hardening process before welding shows a form of coarse-looking structure indicating that the specimen has an impact towards which the toughness is higher.

Research Limitations/Implications – The effect influence of the hardening process to the impact strength of welded joints before and after the hardening process SMAW AISI 1050 steel hardening process. The mechanical properties test is done with the equipment impact charpy.

Practical Implications – The field we often encounter is erosion or wear out occurring in the construction, for example, many equipments such as agricultural equipment, bridges, ship construction, motor shaft, machining such as hand tools, small rings, and agricultural tools.

Originality/Value – This is the first reported research on impact strength using the hardening test.

This chapter elaborates the concept of Structural Equation Modelling (SEM) and further validates the model for the sustainability of financial innovation using factors of e-payment system, adoption intention, trust and sustainability, and finally derives a model for the sustainability of the financial innovation using SEM. The chapter also presents Sustainability of E-payment System on Customer Perspective (SEPSCP) through segmentation approach.

The correlations between mechanical behaviour, tensile strength, and rock parameters of metasedimentary rock samples in Karak, Pahang’s New Austrian Tunnelling Method (NATM) were statistically evaluated from the rock mechanic laboratory works at the selected sections around 2,000 m of the tunnel (named as NATM-1). According to a statistical analysis, lithotypes, geological structures, and region geology have a significant impact on the mechanical behaviour of the metasedimentary rock. In the Brazilian test, the fracture behaviour of the disc specimens was highly related to the reliability and precision of the experimental data by validations of methods. In this work, the impact of different loading methods and rock lithotypes on the failure mechanism of Brazilian discs was examined utilising five different metasedimentary rock types and three different loading methods. During the loading operation, the strain and displacement fields of the specimens were recorded and evaluated using a computerised strain gauge system. The rock types, according to experimental data, have a significant impact on the peak load and deformation properties of Brazilian discs. With the method below, tensile strength point of a disc specimen is clearly regulated by the material stiffness and tensile–compression ratio. Seismic occurrences have had a substantial impact on changing the rock and exerting forces that may affect its mechanical characteristics as well as its vulnerability to weathering effects or discontinuities. As a result, the goal of this study is to look into the connection between rock mechanics and metasedimentary rock stress analysis in NATM-1, Karak, Pahang.

We conduct an experiment to examine the occurrence of the bystander effect on willingness to report a fraudulent act. Specifically, we investigate the impact of evidence strength on managers’ decisions to blow the whistle in the presence and absence of other employees who have knowledge of the wrongdoing. Results indicate that when there is strong evidence indicating a fraudulent act, individuals with sole knowledge are more likely to report than when others are aware of the fraudulent act (the bystander effect). However, the bystander effect is not found when evidence of fraud is weak. Further, a mediated moderation analysis indicates that perceived personal responsibility to report mediates the relation between others’ awareness of the questionable act and reporting likelihood, suggesting that the bystander effect is driven by diffusion of responsibility. Our results have implications for all types of organizations that wish to mitigate the detrimental effect of fraud. Specifically, training or incentives may be necessary to overcome the bystander effect in an organization.

Purpose – The purpose of this chapter is to explore the effects of team composition on justice climate strength. Specifically, we adopt a social network approach to justice in teams to explore the social-psychological mechanisms underlying diversity effects.

Design/methodology/approach – Using data from 80 self-managed project teams, we consider the impact of surface-level and deep-level diversity in teams on member social network ties and subsequently dispersion in their perceptions of procedural and interpersonal justice.

Findings – The results showed that diversity in team members’ psychological attributes – specifically, preferences for individualism – were associated with variability in members’ attachment to the team. In contrast, team gender and racial diversity were not significantly related to member social network ties. The results also demonstrated a relationship between network tie diversity and both procedural and interpersonal justice climate strength, such that variability in members’ attachment to the team was related to variability in their justice perceptions.

Overall, these findings demonstrate that teams characterized by higher levels of deep-level diversity may experience greater variability in their social interactions, which amplify variability in members’ justice perceptions.

Implications – Practically, these findings suggest that potential performance advantages of informational diversity in teams may come at a cost, as such diversity may reduce the quality of members’ justice experiences. Theoretically, they provide insight into the nature of the relationship between diversity and justice, which is largely dependent on the social psychological processes evoked by diversity. They also highlight team social networks as a useful means for examining such processes and understanding the operation of justice in teams.

This chapter provides a selective survey of the theoretical and empirical literature to date on the relationship between intellectual property rights (IPRs) and measures of innovation and international technology transfer. The chapter discusses the empirical implications of theoretical work, assesses the theoretical work based on the evidence available, and identifies some gaps in the existing literature.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.