Search results

Prior investigations concerning misalignment resulting from journal deformation typically relied on predefined misaligned angles. Nevertheless, scant attention has been devoted to the determination of these misaligned angles. Furthermore, existing studies commonly treat the journal as rigid under such circumstances. Therefore, the present study aims to introduce a framework for determining misaligned angles and to compare outcomes between rigid and flexible journal configurations.

The bearing forces are considered as an external load leading to journal deformation. This deformation is calculated using the finite element method. The pressure distribution producing the bearing force is solved using the finite difference method. The mesh grids in the finite element and finite difference methods are matched for coupling calculation. By iteration, the pressure distribution of the lubricant film at the equilibrium position is determined.

Results show that the deformation-induced misalignment has a significant influence on the performance of the bearing when the journal flexibility is taken into account. The parametric study reveals that the misalignment relies on system parameters such as bearing length-diameter ratio and static load.

The investigation of this work provides a quantification method of misalignment of hydrodynamic bearings considering the elastic deformation of the journal, which assists in the design of bearing in a rotor-bearing system.

The peer review history for this article is available at: https://publons.com/publon/10.1108/ILT-10-2023-0337/

The purpose of this study is to examine the relationship between the corporate social responsibility (CSR) performance of job-hopping executives at their former and subsequent firms.

We conduct regression analyses using a sample of firms listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2020 to examine whether CSR performance is similar from one firm to the next as executives switch jobs.

We find a positive relationship between the CSR performance of former and subsequent firms under job-hopping executives. This relationship is the strongest in the year of the job switch; it weakens in the second year and eventually disappears in the third year. In addition, we show that this relationship benefits different CSR stakeholder groups and is contingent on executive and subsequent firm attributes and job-hopping characteristics. Furthermore, we demonstrate that firms that hire a new chief executive officer from a firm with a strong track record in CSR, the new firm experiences a significant surge in CSR performance compared with firms that do not experience such a shock.

This study has implications for executive hiring decisions.

This study extends the understanding of CSR determinants through the lens of inter-organisational ties associated with job-hopping executives.