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This study aims to systemically evaluate morphological printing errors between computer-aided design (CAD) and reference models fabricated using two different three-dimensional printing (3DP) technologies with hard and soft materials.

The reference models were designed to ensure simpler and more accurate measurements than those obtained from actual kidney simulators. Three reference models, i.e. cube, dumbbell and simplified kidney, were manufactured using photopolymer jetting (PolyJet) with soft and hard materials and multi-jet printing (MJP) with hard materials. Each reference model was repeatably measured five times using digital calipers for each length. These values were compared with those obtained using CAD.

The results demonstrate that the cube models with the hard material of MJP and hard and soft materials of PolyJet were smaller (p = 0.022, 0.015 and 0.057, respectively). The dumbbell model with the hard material of MJP was smaller (p = 0.029) and that with the soft material of PolyJet was larger (p = 0.020). However, the dumbbell with the hard material of PolyJet generated low errors (p = 0.065). Finally, the simplified kidney models with the hard material of MJP and soft materials of PolyJet were smaller (p = 0.093 and 0.021) and that with the hard material of PolyJet was opposite to the former models (p = 0.043).

This study, to the best of authors’ knowledge, is the first to determine the accuracy between CAD and reference models fabricated using two different 3DP technologies with multi-materials. Thus, it serves references for surgical applications as simulators and guides that require accuracy.

The paper aims to clarify the relationships between various components of knowledge possessed by the members of system integration (SI) project team and the project performance of those team members. From this lessons are learnt on SI project management issues and managerial implications regarding team member knowledge management for project performance are provided.

The authors validated the model and tested the hypotheses using the structural equation model analysis LISREL.

Using data from 49 SI projects performed by a prominent consulting firm, the authors discovered a positive relationship between SI project team member knowledge and project performance. Notably, tacit knowledge was found to be influential, but explicit knowledge was not. The leadership capability of team leaders and the communication capability among team members were found to be important factors affecting project performance.

A limited number of SI projects were analyzed due to difficulties with project selection and frequent movement of consultants during the data gathering process. As a result, additional analyses considering project size and complexity were not performed. Project team members' personal knowledge obtained through experience in similar projects or similar industries is very important to improve SI project performance. Leaders of participating SI projects have to think over project team members' tacit product knowledge and tacit process knowledge when building their project's team.

The main contribution of this paper lies in the establishment of a causal relationship between SI project team member knowledge and project performance, as well as in the proposed managerial implications for SI project knowledge management.

This study aims to find how the turnover of host country nationals (HCNs) would be affected by the knowledge transfer from a headquarter to a subsidiary. Knowledge transfer in a multinational corporation (MNC) has been discussed as a critical factor in the MNC’s success. Because HCNs are essential to synergizing with a new knowledge inflow during this knowledge transfer process, their turnover entails negative consequences such as knowledge loss.

This paper empirically tests the unbalance between knowledge received (KR) and absorptive capacity (AC) as the most critical organizational predictor by using the secondary longitudinal records and survey data of 4,915 employees. Multilevel survival analysis is used to calculate the individuals’ turnover hazard.

While finding that the primary effect of transferred knowledge is to reduce turnover, the study demonstrates the unbalance between a subsidiary’s AC and KR increases the likelihood of HCNs’ turnover within the organization. The authors also recognize the possibility of nonlinear trends of KR and AC on the turnover hazard.

The authors answer how knowledge transfer shapes a subsidiary’s work environment to prevent or increase turnover, which has been barely examined for HCNs who comprise the crucial demographic group in knowledge transfer. To enhance the originality further, this study empirically observes the actual turnover of HCNs with a conceptually comprehensive view incorporating both learning and political approaches.