Inclusions properties at 1673 K and room temperature with Ce addition in SS400 steel

Inclusion species formed in SS400 steel with Ce-addition was predicted by thermodynamic calculation. The analysis of the inclusion morphology and size distribution was carried out by applying Scanning Electron Microscopy (SEM) and Transmission Electron Microscope (TEM). Nano-Fe3O4 particles were also found in cerium-deoxidized and -desulfurized steel and their shapes were nearly spherical. The complex Ce2O3 inclusions covering a layer of 218 nm composed by several MnS particles with similar diffraction pattern. Most importantly, the complex Ce2O3 characterized by using TEM diffraction is amorphous in the steel, indicating that Ce2O3 formed in the liquid iron and then MnS segregated cling to it

Knowledge conversion processes and leadership : an exploratory study of Taiwanese managers

This research explored the extent to which different knowledge conversion processes require different kinds of leadership. The research was inspired by Nonaka and Konno (1998) and proposed that knowledge conversion processes may each require their own form of leadership because they are conducted under different bas or contexts. Vera and Crossan's (2004) work provided a foundation for this research through the argument that knowledge conversion processes need not only transformational but also transactional leadership. The leadership framework based upon transformational and transactional leadership was therefore adopted for the study. Semi-structured interviews and the Multifactor Leadership Questionnaire (MLQ), developed by Bernard Bass and Bruce Avolio to assess leadership under the transformational and transactional leadership framework, were used to gauge the opinions of participants about leadership and knowledge conversion processes. Scenarios/descriptions derived from Nonaka and Takeuchi (1995) were used to focus the mindset of the participants involved in the interviews and the questionnaire, which was administered at the time of the interviews to support triangulation. Findings suggested that knowledge conversion processes do not differ to the extent that they require both transformational and transactional leadership. However, qualitative evidence indicated that knowledge conversion processes were somewhat different in terms of certain dimensions of transformational leadership. These differences related to the need for a strong sense of purpose, a compelling vision of the future and long-termism in some but not all situations involving the leadership of knowledge conversion processes.EThOS - Electronic Theses Online ServiceGBUnited Kingdo