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The purpose of the paper is to compare losses and temperatures in power transformer tanks for different high current lead arrangements.

3D computational tools MagNet and ThermNet based on the finite element method are used to calculate magnetic field distribution in 3D models of power transformers. Eddy current losses in conducting metal parts are induced by the stray magnetic field of transformer windings and high current leads. From loss distribution and appropriate cooling condition temperature values are calculated.

From calculation results it is possible to understand advantages and disadvantages of different lead arrangements. The analysis is finalized with a short presentation of the influence of magnetic shielding height on temperature and loss values.

Results give transformer designer clearer understanding of precautions that should be taken for avoiding high temperatures on the tank wall of a transformer.

This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and moderating effect on knowledge integration (KI) and leader–member exchange (LMX) is emphasized.

The conceptual model is built based on an exhaustive literature review and is empirically tested in terms of a sample of 341 Chinese individuals with TSI experience. Quantitative analysis was performed using a questionnaire with the bootstrapping method used to demonstrate the mediating effect of KI.

The empirical results of this study prove that KI mediates the relationship between KOL and TSI. The authors deduce that LMX moderates the positive relation between KOL and KI.

Few studies have investigated the innovation activities of technology standards from a temporary-team perspective. To the best of the authors’ knowledge, this is the first study to look into the underlying mechanism of KOL in TSI. This research deepens the analysis by introducing LMX’s moderating role in the innovation process of technology standards, thereby providing valuable insights for leaders of innovation activities of technology standards and illuminating new aspects of knowledge-intensive temporary-team management.

Marketing and consumer researchers have only recently been able to put videographic methods into their data collection and research representation toolkits. This paper provides an overview of these methods and offers some guidelines for their use.

We offer an overview of videographic methods that illustrates the considerable choice and diversity offered to budding videographers. With examples from different kinds of marketing and consumer research, from academia as well as marketing research practice, we survey, critique, and make recommendations about some of the best ways to use this method. We also promote current and existing venues for distributing videographic work.

We find videographic methods full of promise and in the early introduction growth stage in marketing and consumer research. Combined with decreases in the cost and availability of digital recording media, videography is ready for prime time.

Much observational data have been to a large extent “left on the table” because there have been no convenient, reliable, and cost‐effective ways to capture and analyze them and build them into our research theories and representations. In this paper, we present an overview and a set of detailed examples that help to develop, systematize, and begin institutionalizing videographic methods in consumer and marketing research. The result is consumer and marketing research more attuned to the lived realities of everyday consumption, and a broadened research toolkit to capture and expressively present these realities.

I want first to relate the Rules and their preparation to as wide a professional canvas as possible. Secondly, I intend to connect that relationship with the principles upon which the Rules have been based and upon which their structure has been built. And finally I would like to describe briefly how their value has so far been established and related to current library services.

Rating tools for the built environment were designed to engage consumers and enhance sustainability and resilience. However, the intended outcomes of these rating systems appear to have limited implementation in the residential new housing market in Australia. The purpose of this paper is to investigate consumers’ motivations and experiences who have purchased houses that are situated in a sustainability-based certified development and will have been required to comply with mandatory dwelling certification.

The paper explores the awareness and perception of sustainability ratings and whether the motivations for purchasing in the sustainably certified development have heightened their awareness of sustainability and the resilience of new housing. This has been investigated through a pilot study of consumers who have purchased land in a certified estate and built a new home, through an online survey.

The findings reveal that the rating systems are at present not having the desired influence as first thought; that is, to inform consumers of the sustainability of a dwelling or property and to instigate trust of the environmental credentials of the property.

This illuminating case study of participants who have purchased a sustainable rated development demonstrates that regardless of their concern for environmental issues, consumers have both low awareness and trust in the ratings. Despite this, consumers do seek value from these credentials to the overall property.

This study aims to illustrate the disconnect in engagement between developers, builders and new home buyers in relation to sustainability certification and implementation.

The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of employee involvement climate in these relationships is also investigated.

The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India.

Results reveal that empowering leadership positively affects both types of open innovation. Thus empowering leadership supports followers to seek, integrate and diffuse new ideas and knowledge to improve open innovation outcomes. Further, the mediating role of employee involvement climate is established for empowering leadership-inbound open innovation link. This suggests that an empowering leadership style creates an employee involvement climate that empowers employees and involves them in relevant decision-making which consequently enhances a firms inbound open innovation performance.

This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings.

The paper contributes to leadership and open innovation literatures and provides insights into how the practitioners can use an appropriate leadership style to maximize success in the open innovation paradigm. The study is one of the first to empirically shed light on this strand of open innovation research.

Organizational learning has long been recognized as an important determinant of organizational performance and sustainability. Existing research, however, has commonly viewed organizational learning as a single-level, top-down and organized organizational event initiated by the leader. This particular perspective may fall short of explaining the effect of employee spontaneous workplace behaviors on organizational learning. Thus, the purpose of this paper is to develop a multilevel theoretical model exploring how an employee’s upward helping and voice behavior foster organizational learning through developing leadership capital.

A conceptual analysis was conducted by incorporating relevant research.

This paper proposes the following. First, an employee’s upward helping increases a leader’s human capital and social capital. Second, the leader’s human capital and social capital enhance the employee’s psychological empowerment and knowledge leadership. Third, the employee’s psychological empowerment leads to employee voice behavior. Fourth, employee voice behavior strengthens knowledge leadership. Finally, knowledge leadership promotes organizational learning.

This paper provides a theoretical framework for future research attempting to understand organizational learning from a multilevel, bottom-up perspective. Practically, this paper offers several implications that help promote organizational learning through encouraging employee upward helping and voice behavior.

(Digital) servitization, referring to service-driven strategies and their increasing implementation in manufacturing, is one of the most rapidly growing areas in industrial service research. However, the cultural change involved in successful servitization is a phenomenon that is widely observed but poorly understood. This research aims to clarify the processes of social construction as manufacturers change their organizational culture to transform into industrial service providers.

This research takes a systematic approach to integrate disparate literature on servitization into a cohesive framework for cultural change, which is purposefully augmented by rationale culled from organizational learning and sensemaking literature.

The organizational learning framework for cultural change in servitization introduces a dynamic perspective on servitizing organizations by explaining social processes between organizational and member-level cultural properties. It identifies three major cultural orientations toward service, digital and learning that govern successful servitization.

This research contributes to the servitization literature by presenting a new approach to reframe and explore cultural change processes across multiple levels, thus providing a concrete starting point for further research in this area.