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The purpose of this paper is to develop a simple, easy to implement powder delivery strategy for solid freeform fabrication (SFF) processing.

A specially designed “tower nozzle” located at the center of the processing area dispenses the feedstock powders continuously and uniformly onto the processing area, where powders accumulate progressively as a flat powder bed. During the dispensing, powders are selectively consolidated by melting and solidification using a laser beam which was scanned in a predefined pattern using a galvo‐mirror scan head.

Experiments performed with AISI H13 steel show that the tower nozzle powder delivery strategy is suitable for SFF processing.

Both powder delivery and laser consolidation are performed simultaneously and without interruption with simple apparatus. No powder delivery scrapers or rollers are used.

The main characteristics of a prototype tower nozzle and the typical processing conditions used to form thin wall AISI H13 steel shapes are presented.

In the preceding two sections of this volume, we have examined some of the foundations of global leadership as well as cross-cultural perspectives. In this section we examine some of the processes, practices and developmental issues surrounding global leadership. As noted in the introduction to this volume, the placement of chapters in one of the three sections was somewhat arbitrary since all three sections are interrelated. The chapters in this section – by Elaine B. Sloan, Joy F. Hazucha and Paul T. Van Katwyk; John Hofmeister and Sarah Parker; and by Don D. Davis and Janet L. Bryant – could easily have been included in the Foundations section. The chapters by Joseph J. DiStefano and Martha L. Maznevski and by Linda E. Laddin could easily have been included in the Cross-Cultural Perspectives section. As we review these chapters, we will draw attention to the interrelationships with the other two sections.

Many consumer-focused corporate social responsibility (CSR) studies suggest a positive link between the responsibility demonstrated by a company and consumers’ intention to favor the company in their purchases. Yet an analogous causal effect between corporate social and financial performances is not evident. This chapter conceptualizes how social desirability and cynicism contribute to the discrepancy between consumers’ attitudes and their actual purchase behavior, and analyzes why consumer choices indicated in surveys do not consistently convert into actions.

We develop a conceptual framework based on hybrid choice modeling to estimate the impact of two new variables, Corporate Social Desirability and Corporate Social Cynicism, on CSR research. The model presented synthesizes research findings from the fields of CSR and psychology with a discrete choice methodology that allows inclusion of psychological aspects as latent variables.

The goal of the framework is to bridge the gap between choices stated by consumers in CSR surveys and their actual choices by quantifying and extracting the effects of biases that otherwise threaten the validity of such survey results. As the next step, the practical value of the model must be evaluated through empirical research combining a CSR choice study with social desirability and cynicism measurement.

The framework proposes a novel way of controlling CSR surveys for potential biases created by social desirability and cynicism and enables quantification of this impact, with potential application to other fields where psychological aspects may distort research results. Future empirical evidence based on the framework may also offer new insights into the mechanisms by which the two biases distort findings.

Unless one keeps rowing the boat forward, the current will take you backward. You cannot stand still, only go forward or backward (An Old Chinese Proverb).The currents of globalization continue to accelerate. As the old Chinese proverb says, you cannot stand still in the face of these currents, only go backward or forward. In the face of the multiple currents driving globalization, the accelerated movement toward market economies globally, the continued geo-political flash points and risks globally, the weakening of confidence in corporate governance globally, the continued derailment of leaders globally, all beg for deeper understanding of global leadership processes. All involved in delivering, developing and studying global leadership need to be rowing faster and smarter and with better conceptual, measurement and behavioral tools and processes.

Unless one keeps rowing the boat forward, the current will take you backward. You cannot stand still, only go forward or backward. An Old Chinese Proverb.Our objectives in this series include discussing new and refined theories, models, metrics, insights and approaches, i.e. “oars and rudders” that will enhance our individual and organizational effectiveness in leading into the rapid and dynamic currents of globalization. Our objectives also include hearing from academics and practitioners from multiple cultures and settings. We believe we have accomplished these objectives. Our authors include leading researchers and theorists from universities in China, England, Hong Kong, Korea, Netherlands, New Zealand, Switzerland, and the United States. Our authors also include thought leaders from leading global corporations such as Royal Dutch Shell and Merrill Lynch, and leading leadership development organizations including Personnel Decisions International (PDI) and the Center for Creative Leadership (CCL). Such diversity of perspectives has provided a needed and stimulating set of new or refined “oars and rudders” for our ongoing voyage in global leadership.