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The flexible printed circuit (FPC) board with the characteristic of light and thin strengthened confronted the growing miniaturization requirements of the electronic product and the popularity of wearable devices. The reliability of circuit could be influenced by the hole quality of FPC, such as burrs, which is one of the major problem in FPC.

In this paper, micro-drill with a diameter of 0.1 mm was used to drill the double-sided flexible copper clad laminate. The thrust force, the burr and tool wear were investigated. The influencing factors of the height of the burrs were studied. The relationship between the thrust force and the height of the burrs was also explored. Finally, the formation mechanism of burrs was analyzed.

The entrance burrs were usually less than the exit burrs. The burr height increased with the feed per rotation. The height of the burr increased with the increase of the thrust force for the plastic deformation of the copper foil was dominant. The abrasion of the drill gave rise to increase the height of burr. In micro-hole drilling, the growth of burrs can be suppressed effectively by reducing the clearance between the FPC and the backup plate. The thrust force would be controlled in a certain range to reduce the burr with specific drilling parameters. There existed a certain relationship of Gaussian distribution between the height of the burrs and the thrust force of FPC.

The reliability of the integrated circuit was directly affected by the burrs of the FPC. This research on the formation mechanism of FPC burrs and forecast of burr height provided a firm foundation for further work in the area of improvement of the micro-hole quality.

The aim of this paper is to illustrate how scholars may adopt a multi‐method – not just multidisciplinary – approach on research on conflict management. Taking the Diaoyu Islands as a case, the author draws on literature from management, political sciences, war, military studies, history, etymology and culture. In the process, the author deepens, enriches and expands the Thomas‐Kilman (T‐K) model for mapping out possible solutions in resolving conflicts: not just between people at workplaces but for between states as well. For instance, the author explains why the Diaoyu Islands conflict, if not amicably resolved may well lead to obliteration (integrated as part of the model) in resolving the conflict via a nuclear outbreak. Third World War may just be sparked off with Russia aligned with China against Japan and the USA.

Of all the issues in management, conflict management is the most culturally embedded. Through a multi‐method approach, the author illuminates the complexity of the Diaoyu Islands case. Literature from past empirical war studies are reviewed to suggest the geography of the islands (proximity, borderless, richness of resources) makes war highly probable. Past Chinese‐Japanese hatred (utilizing visual imagery), antagonism and guanxi are reviewed in exploring their impacts on outcomes (see model). Etymological research is attempted using English, Japanese and Chinese words, characters and pictograms that are related to concepts within the T‐K model. To better grasp how young Chinese feel towards the Diaoyu Islands and the Japanese, the author conducted some field research in Harbin, China. The continuing Chinese angst against Japanese is explained through war imagery: there remains in young Chinese an unquenchable thirst for exacting revenge on the Japanese. In a search to uncover ways of resolving the dispute, a further, extended study is undertaken on ancient Chinese pictograms: for example, whether a 5,000 years old Chinese concept of compromise zhe zhong (Graphic 1; oracular bones) or splitting into halves may be relevant. The role of time in conflict management is discussed in relation to the Diaoyu Islands.

By providing the WWII visual imagery as a backdrop to Chinese‐Japanese antagonism, the author explains to readers why the Diaoyu Islands is such a complex case to resolve. Also in his fieldwork, he highlights that the younger Chinese are as equally indignant about Japanese unethical grabbing, “thieving” behaviour. In their minds, such behaviour harks back to the blatant seizure of Manchuria and Japanese puppetry of Manchukuo. Through the Diaoyu Islands case, the T‐K model and theory of conflict management is broadened, enriched and enhanced. The paper illustrates how in conflicts that involve cultures are very different from the West, for instance very ancient civilizations like China and India, authors should take a multi‐method approach and explore the issues and search for solutions far more deeply.

Very few scholars seek to integrate the two streams of research in resolving conflict as illustrated through this paper: management and social sciences (e.g. political sciences, military and war studies). Conflict is about people and therefore integral use of multi‐methods needs to be used.