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The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages.

Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS.

The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC.

Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC.

The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

The purpose of this paper is to analyze the current state of fabrication laboratories (Fab Lab), an international network of digital laboratories, which provides new technological tools for digital manufacturing that can be used from individual users, to small businesses and schools. The aim is to understand similarities and differences of skills, technologies used and customers served among the main European laboratories (Italy, France, Germany, the Netherlands and Spain) and the American ones.

Data from European and American Fab Labs were collected using a questionnaire survey performed on a total sample of n=493 Fab Labs. The administration of the survey took place through e-mail; 73 Fab Labs participated to the survey, reaching a total response rate of 14.81 percent.

The results show that Italian laboratories are characterized by ample space available, but limited capacity for investment in machinery and technology. European Fab Labs are similar to the Italian Fab Labs, while the American ones are more heterogeneous in size. However, a fact that emerges clearly from the results is how American Fab Labs are more important realities than European ones in terms of turnover and investments. They are more similar to businesses with an independent financial support.

The novelty of the study resides in the issue considered and the experimental techniques used. Some qualitative case studies have been developed in the field, but no previous quantitative analyses have been developed on a large sample of Fab Labs, developing comparisons between European and American realities of these digital laboratories.

Solid freeform fabrication (SFF) has the potential to revolutionize manufacturing, even to allow individuals to invent, customize, and manufacture goods cost‐effectively in their own homes. Commercial freeform fabrication systems – while successful in industrial settings – are costly, proprietary, and work with few, expensive, and proprietary materials, limiting the growth and advancement of the technology. The open‐source Fab@Home Project has been created to promote SFF technology by placing it in the hands of hobbyists, inventors, and artists in a form which is simple, cheap, and without restrictions on experimentation. This paper aims to examine this.

A simple, low‐cost, user modifiable freeform fabrication system has been designed, called the Fab@Home Model 1, and the designs, documentation, software, and source code have been published on a user‐editable “wiki” web site under the open‐source BSD License. Six systems have been built, and three of them given away to interested users in return for feedback on the system and contributions to the web site.

The Fab@Home Model 1 can build objects comprising multiple materials, with sub‐millimeter‐scale features, and overall dimensions larger than 20 cm. In its first six months of operation, the project has received more than 13 million web site hits, and media coverage by several international news and technology magazines, web sites, and programs. Model 1s are being used in a university engineering course, a Model 1 will be included in an exhibit on the history of plastics at the Science Museum London, UK, and kits can now be purchased commercially.

The ease of construction and operation of the Model 1 has not been well tested. The materials cost for construction (US$2,300) has prevented some interested people from building systems of their own.

The energetic public response to the Fab@Home project confirms the broad appeal of personal freeform fabrication technology. The diversity of interests and desired applications expressed by the public suggests that the open‐source approach to accelerating the expansion of SFF technology embodied in the Fab@Home project may well be successful.

Fab@Home is unique in its goal of popularizing and advancing SFF technology for its own sake. The RepRap project in the UK predates Fab@Home, but aims to build machines which can make most of their own parts. The two projects are complementary in many respects, and fruitful exchanges of ideas and designs between them are expected.

Drawing on goal orientation theory, this study intends to investigate whether, how and when developmental leadership influences employees’ feedback seeking behavior (FSB) and feedback avoidance behavior (FAB).

The authors used a two-wave survey of 416 full-time employees in China. The hypotheses were tested with path analyses.

Developmental leadership exerts a positive influence on employees’ FSB and a negative impact on FAB through learning goal orientation (LGO). Additionally, leaders’ high performance expectations (LHPE) not only strengthen the positive effects of developmental leadership on FSB but also intensify its weakening effects on FAB.

The findings enrich current understanding by associating developmental leadership with employees’ FSB/FAB, offering a new viewpoint on its positive impacts. This study also provides deeper insights into when the benefits of developmental leadership are intensified.

The purpose of this study is to understand the conditions in which subordinates, after making a mistake, are more likely to engage in feedback avoidance behaviour (FAB), a set of behaviours that could ultimately jeopardise patient safety in a health care context.

This study used a sample of 183 independent leader-subordinate dyads in the health care service sector. For this study, a multiple mediator model in which three types of conflict (task conflict, relationship conflict and process conflict) were tested and acted as mediating mechanisms that transmitted the effects of perceived dissimilarity to FAB.

The results supported the mediating role of two of the three forms of conflict and highlighted the consequences of dissimilarity between supervisors and subordinates in the healthcare setting.

One of the noteworthy limitations of this study was that this study used cross-sectional time-lagged data. Future research should use a more rigorous longitudinal approach such as a cross-lagged design (Whitman et al., 2012) to explore the dynamic nature of dyadic relationships over time.

An important implication of our study results suggests that health care leadership development training should provide opportunities to increase awareness of the tendency of leaders to treat subordinates perceived as dissimilar more negatively.

These results contribute to our understanding of the interpersonal processes between subordinates and their supervisors, which could have a significant impact on organisational outcomes in the health care setting.

This paper proposes to use Muther’s systematic layout planning procedure as the infrastructure to solve a fab layout design problem. A multiple objective decision making tool, analytic hierarchy process, is then proposed to evaluate the design alternatives. The proposed procedure is illustrated to be a viable approach for solving a fab layout design problem through a real‐world case study. It features both the simplicity of the design process and the objectivity of the multiple‐criteria evaluation process as opposed to existing solution methodologies.

Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is among one of them. When building a state-of-the-art 300 mm/130 μm FAB, it is common to find hundreds of action items to complete in order to comply with the customer's (auditor) expectations toward 5S practice. The purpose of this paper is to assist wafer fabrication managers in allocating the limited resources on 5S practice to the places that are valued most by their customer.

This study proposes an application of the Kano model with a modified customer satisfaction coefficient (CS coefficient) to effectively prioritize thousands of action items for a wafer fabrication.

Some new discoveries associated with shop floor management that may be neglected by academicians and practitioners are presented here. Surprisingly, greatly substantial non-linear contributions of attractive to-scene management are revealed with little efforts on the 5S practice. These attributes prove to be impressive to customers and typical instructions beneficial to future 5S practice are embraced as well.

A real case drawn from a 300 mm semiconductor wafer FAB in Taiwan is analyzed to demonstrate the effectiveness of this approach.

From the adoption of this proposed methodology, an influential set of specific required checkpoints for 5S practice is transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritized for semiconductor wafer fabrication under resources constraints to cater the customer's 5S expectations and to generate more attentions in building-up a much more robust scene management.

Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is one of them. In order to comply with customer (auditor) expectations toward 5S practice, this paper assists wafer fabrication managers in allocating the limited resources to places that are valued most by their customer. The paper aims to discuss these issues.

This paper applied Yang's refined Kano model to Ho's 5S checklist to prioritise these checkpoints for a FAB. An empirical study based on Ho's 5S checklist from experienced internal auditors (respondents) to prioritise 5S activities was explored to justify its feasibility for a FAB and importance-satisfaction for customer.

An empirical study in a case FAB demonstrated how the refined model prioritised 5S activities based on Ho's 5S checklist. The result of this study further showed that quality attributes possess different identities, which could offer management more framable scopes to implement 5S practice and sustain 5S scene management.

Since this empirical study was focused on a 300-mm wafer fabrication company, the results and findings may not generally explain other wafer-size fabrications.

This study was applied to a real-world case of a newly built 300-mm semiconductor fabrication in Taiwan. It is a straightforward bridge to link a methodology in a practical manner to disseminate information to both researchers and practitioners.

From the adoption of the refined Kano model, specific required check points for 5S practice are transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritised for semiconductor wafer fabrication under resources constraints to cater customer's 5S expectations and to generate more attention in building-up a much more robust scene management. This paper provided a systemic way to prioritise 5S activities for a semiconductor wafer fabrication.

The purpose of this paper is to consider the interaction among shop floor control (SFC) strategies (order review/release, dispatching, and rework strategies) and its impact on the performance of wafer fabrication. How to select a suitable set of SFC strategies in wafer fabrication is the main topic.

The paper tried to find the better combination of these strategies by specific performance indicators. A virtual wafer fab is built based on a real case in Taiwan and used for simulation test. Seven ORR rules, eight dispatching rules, and three rework rules are considered in the simulation test.

The paper finds that the performance of most ORR strategies will be improved when combined with suitable dispatching and rework strategies. But no single strategy can satisfy all performance indicators.

The performance of most ORR strategies will be improved when combined with suitable dispatching and rework strategies. No single strategy can satisfy all performance indicators. In practice, we should choose SFC strategies carefully based on the system conditions. Furthermore, ORR, dispatching, and rework strategies cannot be separately considered. Instead, they should be combined and integrated for improving the system performance.

Simulation tests and statistical analysis are done for three kinds of SFC strategies on a virtual wafer fab. The suitable combinations of SFC strategies for different performance indicators are suggested in this paper. The selection of ORR, dispatching and rework rules in wafer fabrication are discussed in the paper.