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It is argued that existing literature on knowledge management fails to combine inter‐and intra‐organizational knowledge transfers and also neglects the role of spatial proximity in face‐to‐face transfers of tacit knowledge. A model is developed that captures these variables in a dyadic transfer situation, and short cases illustrate aspects of the model. Suggestions are made on how the dyadic model may be developed to apply to interactions in networks of more than two actors.

The purpose of this paper is to understand how buyers and suppliers in supply chains learn to align their performance objectives and incentives through contracting.

Two longitudinal case studies of the process of supply chain alignment were conducted based on 26 semi-structured interviews and 25 key documents including drafts of contracts and service level agreements.

The dynamic interplay of contracting and learning contributes to supply chain alignment. Exchange-, partner- and contract framing-specific learning that accumulates during the contracting process is used to (re)design pay-for-performance provisions. Such learning also results in improved buyer-supplier relationships that enable alignment, complementing the effect of contractual incentives.

The study demonstrates that the interplay of contracting and learning is an important means of achieving supply chain alignment. Supply chain alignment is seen as a process, rather than as a state. It does not happen automatically or instantaneously, nor is it unidirectional. Rather, it is a discontinuous process triggered by episodic events that requires interactive work and learning.

Development of performance contracting capabilities entails learning how to refine performance incentives and their framing to trigger positive responses from supply chain counterparts.

The paper addresses supply chain alignment as a process. Accordingly, it stresses some important features of supply chain alignment.

To empirically examine the usefulness and value of supply chain mapping (SC mapping), which has been neglected despite its importance in research and practice.

Based on three combined theoretical perspectives, we conducted a case study on a car manufacturer's managers mapping their downstream supply chain (SC). We conducted semi-structured interviews and a mapping exercise with them, followed by a focus group.

We find differences between individual and corporate SC maps and between how managers define the outbound SC, the SC map they draw and what they say when mapping. The three theoretical perspectives allow us to enrich SC mapping thinking. We focus on boundary objects to formulate propositions. SC mapping and maps are discussed with respect to contemporary SCs and SCM.

Based on a single case study on one firm's outbound SC. Research could be expanded to the company's external partners and follow the development and use of maps in real time.

Highlights the usefulness and difficulties of SC mapping, for individuals and organisations. For the company, it opens avenues for further development and use of SC mapping to improve inter-functional and inter-organisational collaboration.

Confirms the need for SC mapping competences in SCM and consequently the usefulness of teaching SC mapping courses in logistics and SCM programs.

Highlights the usefulness of SC mapping and rekindles interest in SC mapping and maps in SCM. Introduces boundary objects into SCM research.

The purpose of this paper is to explore intra-firm coordination in temporary organizations (TOs). Specifically, it identifies and explains how operational coordination evolves over time in a particular TO: the 2016 Olympic Games Organizing Committee.

This is an immersive case study based on qualitative analysis and longitudinal fieldwork, which allowed the observation of operational coordination in real time. The main sources of data are participant observation, semi-structured interviews, and internal documents of the TO.

The findings suggest that operational coordination in TOs dealing with multiple and decentralized operations takes place through the combination of both formal and informal coordination mechanisms. Further analysis indicates a contingency logic in using these mechanisms, shaped by the presence of specific coordination challenges in different phases of work. Three main aspects influencing coordination are explored. First, it is suggested that TOs are inherently “hybrid.” That is, they comprise enduring as well as temporary and centralized as well as decentralized elements. These elements change over time. Second, a formal transition phase is explored: “venueization” – a phase between planning and operation in which centralized structural elements and processes are translated to operational units. Third, since TOs present emergence and dynamism, and related challenges across various phases of work, coordination is arguably contingent on the phase of the project.

Although the findings are limited to a particular empirical context, this paper offers theoretically new insights concerning the hybrid nature of processes in TOs, the contingent use of complementary coordination mechanisms, and the importance of the venueization phase, and provides a basis for future research into operational coordination in TOs.

The findings can help practitioners understand and identify the challenges embedded in temporary contexts and develop coordination strategies accordingly.

This study explains how operational coordination takes place in TOs enabled by formal and informal mechanisms, which are contingently combined over time through particular coordination strategies.

As businesses worked towards Y2000 compliancy and checked their sources of supply, the mechanisms and nature of relationships in the supply chain were exposed. A multi‐case study methodology of four UK‐based SMEs and one large multinational company was undertaken to exploit this time‐window. Although the Y2000 problem was to some extent unique, it is only one of many potential environmental changes that organisations, particularly businesses, have to respond to in the rapidly changing future. Thus any lessons that can be learned from studying this event could provide useful information for future significant environmental changes; changes to trading and market environments; changes to employment law. Whilst the terms “supply chain” and “supply chain management” are universally adopted, their meaning and actual application is less certain. This paper explores the limited but diverse multidisciplinary literature and the “theory/practice” gap in the area of supply chain management and the impact on the supply chain of preparing for the Year 2000.

The authors apply topic sentiment analysis (several relatively new text analysis methods) to the study of public opinion as expressed in social media by comparing reactions to the Trayvon Martin controversy in spring 2012 by commenters on the partisan news websites the Huffington Post and Daily Caller.

Topic sentiment analysis is a text analysis method that estimates the polarity of sentiments across units of text within large text corpora (Lin & He, 2009; Mei, Ling, Wondra, Su, & Zhai, 2007).

We apply topic sentiment analysis to public opinion as expressed in social media by comparing reactions to the Trayvon Martin controversy in spring 2012 by commenters on the partisan news websites the Huffington Post and Daily Caller. Based on studies that depict contemporary news media as an “outrage industry” that incentivizes media personalities to be controversial and polarizing (Berry & Sobieraj, 2014), we predict that high-profile commentators will be more polarizing than other news personalities and topics.

Results of the topic sentiment analysis support this prediction and in so doing provide partial validation of the application of topic sentiment analysis to online opinion.

This paper proposes a new approach to operations and supply strategy in the light of recent developments in the analysis of the respective roles of products and services in delivering benefits to customers.

Reviews and synthesises concepts from operations management (OM), marketing, economics and related areas. Examples of product and service combinations are considered, drawing attention to the ways in which services may be distinguished from products. An institutional basis for defining services is favoured over IHIP. A corollary of this is how services are made tradable: the modularity theory of the firm is used to do this. The paper then outlines, considers and compares various approaches to the combination of products and services: “service‐dominant logic”, support services, product‐service systems, systems integration, performance‐based logistics, bundling and, finally, the notion of “the offering”.

It is found that the notion of the business model is useful as an integrating concept. This focuses on four areas: network structure, how transactions are made, how revenue models and incentives interact and how capabilities are accessed. Implications for future research in OM are considered.

Hitherto, operations strategy (OS) has concentrated on intra‐firm capabilities, which is only part of one of the four areas identified. Therefore, an extensive agenda for research into inter‐firm capabilities and the other three areas identified is presented.

This is among the first papers in OM to break completely with IHIP as a basis for service definition and to work through the implications for OS. It is also the first to develop systematically an understanding of how the emerging concept of the business model can inform OM.

This paper is the first in a regular series of articles in JFBM that will share “a conversation with” thought leaders who are active in the family business space. The world of family business is, like many other arenas, constantly evolving and as the authors learn more about how and why families “do business” the approaches and tools for working with them also evolve. The purpose of this paper is to stimulate further new research in areas that practically affect family businesses and to “open the door” to practical insights that will excite researchers and provide impetus for new and exciting study. The specific purpose of this paper is to explore “what is strong governance.” There has been much interest in governance lately yet there is a tendency to treat governance in a formulaic way such that, at the moment, the notion that every family business must have a family council or a formal structure in order to be considered “effective” and “successful” predominates. The authors’ panel challenges and discusses this notion drawing on the experience and knowledge as family business advisors, consultants and owners.

The impetus for this particular conversation is a result of a brainstorming conversation that Lorna Collins and Barbara Murray held in February 2014 where they focussed on “how JFBM can encourage and stimulate researchers to engage in aspects of research that makes a difference to the family business in a practical way.” This paper reports a conversation between Barbara Murray (Barbara), Ken McCracken (Ken) and Martin Stepek (Martin), three leading lights in the UK family business advising space, all of whom have been involved in running or advising family businesses for more than three decades, held in August 2015. The conversation was held via telephone and lasted just over 60 minutes. Lorna Collins acted as moderator.

Strong governance is not just about instituting a “family council” or embedding formal governance mechanisms in a family business. Evolutionary adaption by family members usually prevails such that any mechanism is changed and adapted over time to suit and fit the needs of the family business. Many successful family businesses do not have recognized “formal” governance mechanisms but, it is contended, they are still highly successful and effective. Future areas of research in governance are also suggested.

This paper contributes to the family business discourse because the debate it reports challenges the basic assumptions upon which much consulting and advisory practice is conducted. It also challenges the notion of “best practice” and what is “new best practice” and how is it that any “best practice” is determined to be “best.” Furthermore, the panel provides insights in to the “impact of family dynamics on governance” and “the impact of family dynamics on advisors.” The paper content is original in that it provides an authentic and timely narrative between active family business practitioners who are also scholars and owners.

The purpose of this paper is to present an empirical study of supply chain flexibility, asking: what specific inter‐firm practices are used to achieve increased flexibility in buyer‐supplier pairs and in the wider supply chain or network, and how do these practices and effects interact?

The approach taken is a qualitative study of a network of 16 inter‐related manufacturing companies. Semi‐structured face‐to‐face interviews with senior representatives from each company.

A wide range of supply chain flexibility practices are identified, some confirming existing research, some additional. These are grouped into ten categories, and two over‐arching themes are found. First, firms use various forms of outsourcing and subcontracting to reduce their own need for internal flexibility. The second related insight is that, having externalised the need for flexibility, firms improve flexibility of the whole chain by engaging in committed relationships with counterparts. The authors term the ability to change counterparts “configuration flexibility” and the ability to change the timing, volume and design of supply “planning and control flexibility”. Therefore, it is suggested that firms make complex trade‐offs between the two in the interest of achieving overall supply chain flexibility. These are presented in a model to allow for future refinement and testing.

Supply chain flexibility is a strategic objective, but is not achieved by all members of supply chains aiming for as much flexibility as possible on all dimensions. The identification of the supply chain flexibility practices provides a starting point for further theoretical developments as well as for practice. In particular, further work is required to understand the interplay between the two types of flexibility identified.

Study of inter‐connected supply chains, model linking practices to performance, and the main notions of configuration and planning and control flexibilities.

For many years I lived among debilitating violent conflict in Northern Ireland. My experience of working in other conflict-related zones such as Haiti, Nicaragua, Gaza, the Balkans and the Ukraine has demonstrated to me the commonality of the human experience of violence. Knowing the effects is one thing; knowing how to heal them is another.

Addressing circumstances related to violent conflict and its impact can take many forms. The one I have chosen to rely upon most often has been clean language interviewing. I call upon this method in situations that demand high levels of sensitivity for the safety of the local people and my personal safety. For example, when working with people with a history of violence who initially perceive me to be of a particular worldview unrelated or even antagonistic to their own.

Impartiality is imperative when working with groups of opposing views. Clean language interviewing, used in a sympathetic manner, is a practical way for me to demonstrate neutrality to others even in the most challenging of situations and it allows me to engage with people and their desires, beliefs and values.

Having the ability to ask searching questions that are challenging and yet non-confrontational has been an important resource for me as a facilitator and participatory action researcher (Snoddon, 2005, 2014). In this chapter I share some of these experiences using a case study of my work with Haitian armed gangs. My aim is to take you into the world of conflict resolution where credibility can rest on your very next question.