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Does internal integration extend to business continuity and to managing supply chain disruptions (SCDs)? Despite the voluminous literature on supply chain integration, evidence on its effectiveness on risk management and disruption response is scant. The purpose of this paper is to assess the effectiveness of business continuity management (BCM) and of supply chain involvement in BCM (SCiBCM) on reputational and operational damage containment in the face of SCDs.

This study draws on Simons’ Levers of Control framework to explain how the involvement of supply chain in BCM affects firm capabilities in containing damages caused by major SCDs. The authors develop and test hypotheses by analyzing large-scale questionnaire responses from 448 European companies.

Results of the data analysis suggest that BCM improves reputational damage containment, whereas SCiBCM improves operational damage containment. The findings also show that the significant effects of BCM and SCiBCM on reputational and operational damage containment, respectively, were amplified for the firms facing higher supply chain vulnerability. Post-hoc analysis further reveals the complementarity effect between BCM and SCiBCM for the companies exposed to high supply chain vulnerability.

Evidence on the effects of BCM and its internal integration on performance is limited. This study offers empirical evidence on the topic. Also, while supply chain integration can improve information sharing and coordination, some may not fully recognize its potential benefits in addressing SCDs. This study theoretically and empirically demonstrates the role played by internal integration, in the form of SCiBCM, in improving organizational damage containment efforts.

To effectively meet their social objectives, humanitarian organizations need to be more innovative and find novel ways to stay competitive. Yet there has been limited focus on innovation by humanitarian organizations. Part of the issue is the lack of new practices and novel approaches that can be used as benchmarks. This study focuses on food banks, a critical hub for the delivery of food in humanitarian supply chains and where the use of innovation seems to be more reported on.

Focusing on resource scarcity, a commonly referenced constraint by humanitarian organizations, the authors study how food and fund scarcity (versus abundance) influence the innovation efforts of twelve food banks in the United States. This study observes variations in behavior before and during the coronavirus disease 2019 (COVID-19) pandemic.

The authors find that food banks operating in high resource scarcity (food-scarce and fund-scarce) settings focus on process innovations. Food banks operating in low resource scarcity (food-abundant and fund-abundant) settings focus on product innovations. Food banks operating in food-abundant and fund-scarce settings focus on marketing innovations. Food banks operating in food-scarce and fund-abundant settings show the most extensive focus on innovation by relying on imitative innovations. The innovation focus for most food banks switches to process innovation during the COVID pandemic.

The study breaks down resource scarcity specific to food banks by differentiating food and funds, a novel approach to studying scarcity. Findings are novel as they suggest that operating context has a highly differentiating effect on what food banks focus on in terms of innovation. Operating context can lead to focus on process, product, imitative of market-related innovations. Finally, the study is novel because it explores how change in the environmental context due to disruptions can drastically modify the innovation focus of food banks.

The authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.

The authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.

Expert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.

Empirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.

Recent rapid pace in the introduction of innovations has made adopting new technologies, such as those used for electronic procurement, a routine practice. But successful technology adoption depends on a multitude of factors, including those related to the adopter, to the technology, to the provider and the network within which they operate. Without careful consideration of these factors, effectiveness of benchmarking of technology adoptions may be remiss of predictable outcomes. The paper aims to aid in understanding when and how benchmarking applies to technology adoptions by introducing a new conceptual framework.

The paper combines facets of established theories of innovation adoption to develop a new broad‐based framework. It then applies the framework to develop propositions on the adoption of two distinct types of e‐procurement technologies (EPT), namely electronic data interchange and online auctions.

Three prominent adoption theories that explain innovation adoption are highlighted and it is noted that while useful, on their own, these theories may have limited explanatory power. These paradigms are leveraged to develop an interlocked framework that helps better explain the factors that influence innovation adoption. The factors are categorized into four groups, namely that of the technology, the adopting firm, its trading partners and the network within which it operates.

The paper's conceptual hypotheses need to be empirically validated in a later study.

The paper suggests that application of proper benchmarking practices that are reflective of the technology, the adopter, the provider, and network factors.

This paper fulfils a need to study how benchmarking of innovation adoptions in general, and for EPT in particular, can be made more effective by applying a multi‐dimensional perspective on their adoption.

Viewing creativity through the theoretical lens of the resource‐based view, the paper attempts to answer a fundamental question: is design creativity a static or dynamic capability? If static, then firms need to acquire personnel who are already creative. If dynamic, then personnel's creative talents should be developed through training.

In an exploratory controlled experiment of 74 design engineers from ten firms, two forms of training emphasizing design creativity as static or dynamic capability were applied. Creative designs developed by the participants were judged by professionals inside each organization. Results were analyzed using structural equation modeling.

The exploratory findings support the notion that design creativity is a static capability. In tandem, support for design creativity as a dynamic capability, contingent upon personality traits is apparent. Training may help develop some people's creative skills.

Small sample size limited the ability to distinguish the significance of some effects. Further incubation time for training and an added evaluation step by the judges could have resulted in more apparent effects of training.

Finest candidates for recruitment and development may not be identified based on a limited set of characteristics. Selection should be based on a combination of criteria. To gain the most, training programs should be subject to the individuals' learning styles.

Design creativity should be considered as a static characteristic determined upon recruitment (buy), and as a dynamic one developed post hire (make). The exploratory findings suggest a combined buy and modify approach to design creativity.

The purpose of this study is to analyze the impact of web‐based electronic commerce (WEC) use on organizational benefits (OBE).

The researchers develop a research model based on a literature review. A large‐scale instrument was applied to empirically test the model. MANOVA was first used employing a general linear model. Then, univariate tests were performed to further analyze differences. The model was tested and validated using a sample of 180 firms in the USA.

The findings empirically tested that there is a significant positive impact of WEC use on OBE. Findings also demonstrated the multi‐dimensional nature of both factors.

This research develops and validates reliable measures for the WEC use and OBE. It also provides several indicators that can be used to measure the extent of usage of WEC for both transactional and strategic purposes, and OBE that span several dimensions, including information quality, business efficiency, and competitive advantage. These indicators can serve as benchmarks to evaluate the current state of a firm and help in setting future organizational goals, which can also help managers gauge the risks and benefits associated with WEC.

This paper contributes to the literature by providing evidence of the positive impact of WEC on OBE. It also develops and validates measures for all the constructs involved in the study that can be used in other empirical studies.

The aim of this paper is to investigate how a manufacturer's relationship with firms operating in different institutional logics can facilitate or hinder the outcomes of research partnerships.

The paper tests the study hypotheses based on a survey of 345 Chinese manufacturers.

Results reveal that a manufacturer's partnerships with private firms and government institutions are both directly related to the manufacturer's innovation performance. However, the effectiveness of the research partnerships depends on the different institutional logics within which these organizations operate.

This study used a binary variable to capture the existence or absence of the partnership types examined implying that this variable does not capture the quantity of R&D relationships the firm is engaged in or the time period of such engagements.

It is important for management to take into account the joint effect of both the firm and its partner's underlying institutional logics in establishing partnership relationships since the juxtaposition of different institutional logics can affect the outcomes of the relationship.

This research draws from institutional theory to contribute to knowledge in the area of innovation by emphasizing the importance of the overarching institutional logic on the effectiveness of different types of innovation‐driven research partnerships.