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The author attempts to examine the existence and pattern of coalitions in international relations across countries, and investigates whether international relations of coalition partners influence a country's enaction of agricultural non-tariff measures (NTMs).

The author adopts a machine learning technique to identify international relation coalition partnerships and use network analysis to characterize the clustering pattern of coalitions with high-frequent records of global event data. The author then constructs a monthly dataset of agricultural NTMs against China and international relations with China of each importer and its coalition partners, and designs a panel structural vector autoregressive (PSVAR) model to estimate impulse response functions of agricultural NTMs with regard to international relation shocks.

The author finds countries to establish coalition partnerships. Two major clusters of coalitions are noted, with one composed of coalitions primarily among “North” countries and the other of coalitions among “South” countries. The United States is found to play a pivotal role by connecting the two clusters. The PSVAR estimation reveals reductions of NTMs against China following improved international relations with China of both the importer and its coalition partners. NTM responses are more substantial for measures that are trade restrictive. These results confirm that coalitions in international relations lead to coordination of agricultural NTMs.

The author provides international political insights into agricultural trade policymaking by showing interactions of NTM enaction across countries in the same coalition of international relations. These insights offer useful policy implications to predict and cope with hidden barriers to agricultural trade.

Although the alignment between mission statement and leadership practices leads to higher employee performance, it is unclear how the alignment is linked with employee work engagement (EWE), and this vague linkage is a significant research gap in internal branding. Therefore, the current study aims to focus on management mission alignment as perceived by employees as an antecedent of EWE, and clarifies its related mechanism for EWE.

The current study uses survey data (n = 150) from the airline industry and analyzes the data by adopting structural equation modeling.

Employee perception of management mission alignment affects EWE directly and indirectly through emotional exhaustion and organizational identification. Also, employee mission engagement can enhance the effect of management mission alignment on EWE.

The current study makes three contributions to internal branding and employee engagement literature. First, as a response to the need to investigate a driver of EWE, it identifies management mission alignment as an initiator of EWE. Second, as an effort to elucidate the unclear mechanism for EWE, it demonstrates three different processes for EWE, represented by the three theories, including job demand-resource theory, conservation of resource theory and social identity theory. This sheds light on the process where management mission alignment has influences on EWE. Third, it proposes employee mission engagement as an employee mission-related factor that can moderate the effect of management mission alignment on EWE.

For the last four decades, the alignment of strategy and digital technology has persisted as one of the most critical and bothersome issues for senior government executives. Against this backdrop and drawing on the fruits of an extended program of collaborative research between 1995 and 2020, this chapter draws attention to how government organizations foster effective alignment and how this is achieved through four distinct cycles of alignment work. Considering that this work is heavily people- and organization-centric, the chapter calls for greater involvement of organization development and change scholars and practitioners in this important area of organizational life and work.

Drawing on established alignment and architectural theory, this paper seeks to present the argument that an organisation's enterprise architecture can enable the alignment of business strategy and information systems and technology (IS/IT).

The paper presents a detailed case study of the Australian Bureau of Statistics (ABS), where a high degree of alignment and international recognition of excellence in business and enabling IS/IT performance are documented.

The ABS enterprise architecture was developed in 1999‐2001 and describes the organisation's physical business and IS/IT elements, and the connective relationships that inform the alignment condition. The ABS architecture is robustly holistic in form, and is characterised by a strong and equal focus on business operations, the deliberate inclusion of an IS/IT governance framework, the structuring and hosting of corporate information for business delivery, and the efficient reuse of IS/IT components.

The ABS case study also examined empirically the social aspects and formal mechanisms of organisational alignment, and shows how a formal enterprise architecture mechanism can integrate into a successful alignment process.

Risk is primarily managed by developing the right strategies. Effective alignment of lean and agile strategies is always challenging for practitioners to create firm’s competitiveness. The purpose of this study is to comprehend the behavior of these fundamental supply chain (SC) strategies by using the Triple-A framework.

Sample data is collected from 257 SC professionals serving in manufacturing firms through a self-administered structured questionnaire. The statistical technique used to perform hypotheses testing is structural equation modeling.

This study discloses a few critical attributes of lean and agile strategies while attempting to create strategic alignment and gain maximum benefits out of it. One of the key findings is that a lean strategy finds it challenging to create adaptability. However, better alignment among the market priorities and operational capabilities may improve risk management capabilities.

This study posits various vital insights for strategy-makers. For instance, it is advised to the operations managers that lean resources are usually never capable of adopting change but can be aligned with the market changes to create a SC risk management capability for the firm.

This is an original research with various useful insights for SC operations strategy-makers and academic researchers as it reveals a key empirical evidence of past vital concepts.

When coping with uncertainties, three characteristics distinguish firms: agility, adaptability and alignment (triple-A). Based on significant field research, the triple-A highlights the significance of coordinating agility, adaptability and alignment. Start-ups are facing a lot of challenges in this turbulent environment. However, this sector is undergoing a major transformation. Agility, adaptability and alignment concepts have had a major influence on the supply chain, but their implementation in start-ups has been less visible. This paper aims to identify, analyze and categorize the enablers for agility, adaptability and alignment in start-ups using the total interpretive structural modeling (TISM) approach.

In addition to the scheduled interview, a closed-ended questionnaire was used to collect data. To identify how the factors interact, the TISM technique is used, and the Matriced’Impacts Croises-Multipication Applique’ and Classment method is used to rank and categorize the agility, adaptability and alignment enablers.

This study identified ten agility, adaptability and alignment factors for start-ups. It has been found that the key importance should be given to management involvement, conflict management, collaboration and information integration.

This study primarily focused on the agility, adaptability and alignment factors in start-ups.

This study will help academics and key stakeholders understand the aspects that lead to agility, adaptability and alignment in start-ups.

Agility, adaptability and alignment concepts have had a major influence on the supply chain, but their implementation in start-ups has been less visible. Therefore, this is a novel attempt in this industry’s agility, adaptability and alignment.

The paper uses theoretical conceptions of power and orchestration to analyse the role of the Corporate Reporting Dialogue on the global standardisation of sustainability reporting.

The paper adopts an interpretive approach and draws on a qualitative dataset derived from interviews, documentary analysis and observation.

The paper traces how the Corporate Reporting Dialogue was orchestrated by the International Integrated Reporting Council, with the objective of aligning sustainability reporting standards, but moved to become a vehicle for orchestrating standards consistent with the recommendations of the Task Force for Climate-Related Financial Disclosure. Collaboration between the Dialogue's five most active bodies forged the blueprint adopted by the International Sustainability Standards Board's vision of sustainability reporting that prioritised reporting only on those socio-ecological issues deemed to materially affect future enterprise value.

The paper explicates the role of collaborative initiatives in the standardisation of sustainability reporting and shows how these initiatives act as vehicles to subtly undermine the GRI position (presented as one standardiser amongst many whose vision appears as an outlier, despite its position as the dominant sustainability reporting standardiser), and establish the prioritisation of a sustainability reporting worldview based on investor-oriented enterprise value creation. The case also draws attention to the specific orchestrators involved in establishing this prioritisation, and reveals the influence of philanthropic foundations. In doing so, it extends our understanding of legitimacy generation in standard-setting by showing how collaborative initiatives offer private standardisers another means to generate input legitimacy for what, in this case, represented a vision of reporting at odds with most sustainability reporting practice. Finally, the paper extends the sites of power to collaborative initiatives and details the mechanisms through which covert power is exercised but also masked where orchestrators use convening power, funding and membership choices to define the boundaries of discussion by influencing who participates, what is on the agenda and what activity is undertaken. Rather than viewing standardisation as a simple pursuit of conquest between individual standardisers, the paper considers how collaboration provides the opportunity for assimilation.

The purpose of this paper is to establish definitions and dimensions of Triple-A supply chain (SC) variables based on a literature review and to validate a Triple-A SC measurement model using a worldwide multiple informant sample.

Following a literature review, Triple-A SC variables (agility, alignment and adaptability) are conceptualized and a list of possible items is created for their measurement. An international 309 plant sample is used to validate the convergent and criterion validities of the composites proposed to measure Triple-A SC.

Contributions to the literature: clarification of Triple-A SC variable concepts; identification of key dimensions of Triple-A SC variables; development of a validated Triple-A SC measurement scale for future empirical research and industrial applications.

A rigorously validated instrument is needed to measure Triple-A SC variables and enable researchers to credibly test theories regarding causal links between capabilities, practices and performance.

Proposal of a scale for use by managers of different functions to analyze Triple-A SC deployment in the company.

The only Triple-A SC scale used in the previous literature has serious limitations: scales were not taken from an extended literature review; data were collected from single respondents in a single country. This is the first validated Triple-A SC measurement model to overcome these limitations.

To be successful in the rapidly changing global business environment, supply chains (SCs) must be agile, adaptable and aligned (Lee, 2004), a practice known as Triple-A. Therefore, the purpose of this paper is to investigate the dimensions of Triple-A SCs and their concurrent impact on all three Triple-A components.

The relationship among these factors is analyzed through Smart PLS-structured equation modeling (PLS-SEM) for which data have been collected from 243 SC professionals working in manufacturing organizations.

The findings of this study reveal that the relationship between visibility and adaptability are directly significant but that the negative relationship between velocity and alignment is insignificant; however, indirectly these relationships have a positive impact using the mediating effect of agility over visibility and adaptability, velocity and alignment. However, the relationship of flexibility over SC Triple-A is positively significant, visibility over agility and alignment is positively significant and velocity over agility and adaptability is also positively significant, and each impact agility over adaptability and adaptability over alignment which is significant.

There is a shortage of empirical studies to date that empirically provide evidence of possible relationships among Triple-A and its key dimensions when attempting to obtain Triple-A. This is the first authenticated Triple-A SC conceptual framework that provides direction to better understand the dimension and significance of Triple-A.