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This research aimed to measure the influence of resource dependency (trading and/or shareholder's dependencies) squad age structure by building archetypes to identify strategic dominant schemes.

Based on the Ligue 1 football clubs from the 2009/2010 season to the 2018/2019 data, the authors use the k-means classification to build archetypes of resource dependency and squad structure variables. The influence of resource dependency on squad structure is then analysed through a table of contingency.

Firstly, the authors identify archetypes of resource dependency with some clubs that are dependent on the transfer market and others that do not count on sales to balance their account. Secondly, they provide different archetypes of squad structure choices. The contingency between those archetypes allows to identify three main strategic schemes (avoidance, shaping and adaptation).

The research tests an original relationship between resource dependency of clubs and their human resource strategy to respond to it. This paper can help to provide detailed profiles for big clubs looking for affiliate clubs to know which clubs have efficient academy or player development capacities.

Developing appropriate conflict management strategies (CMSs) is important for a firm to achieve better relationships with its supply chain partners. However, the literature has rarely considered how firms may simultaneously adopt various CMSs to address interfirm conflicts. Accordingly, this study aims to identify manufacturers' CMS archetypes with their main suppliers based on interfirm interdependence structure, further examining the relationship between various CMS archetypes and exchange performance.

First, the authors theoretically propose a manufacturer's CMS archetypes configured with Rahim's five CMSs based on interfirm interdependence structure. Second, cluster analysis with data from 200 Chinese manufacturers is used to generate a manufacturer's actual CMS archetypes. Third, the authors analyze the relationship between interfirm interdependence structure and Rahim's five CMSs as well as that with the new configured CMS archetypes. Finally, the authors use Analysis of Variance (ANOVA) to compare exchange performance disparities among manufacturers using different CMS archetypes.

First, cluster analysis results show that three archetypes – cooperative, competitive and cooperative-competitive CMS – emerge during interfirm conflict management. Second, regression analysis shows how interfirm interdependence structure can affect manufacturers' choice of different CMSs and CMS archetypes. Third, ANOVA results indicate that when addressing interfirm conflicts, the strong cooperative, strong competitive and strong cooperative-competitive CMS archetypes can help manufacturers get good relationship satisfaction with main suppliers. Regarding supplier opportunism, while both strong cooperative and strong competitive CMS archetypes are effective at restraining opportunism, the cooperative-competitive CMS archetype may trigger higher levels of supplier opportunism.

This study enriches the interfirm relationship management literature and provides insights for manufacturers to better address interfirm conflicts.

Systems thinking calls for a shift of our mindset from seeing just parts to seeing the whole reality in its structured dynamic unity and interconnectedness. Systems thinking fosters a sensibility to see subtle connections between components and parts of reality, especially the free enterprise capitalist system (FECS). It enables us to see ourselves as active participants or partners of FECS and not mere induced factors of its production–distribution–consumption processes. Systems thinking seeks to identify the economic “structures” that underlie complex situations in FECS that bring about high versus low leveraged changes. A system is strengthened and reinforced by feedback of reciprocal exchanges that makes the system alive, transparent, human, and humanizing.

In Part I, we explore basic laws or patterns of behaviors as understood by systems thinking; in Part II we examine the basic archetypes or structured behaviors of systems thinking; in both parts we strive to see reality through the lens of critical thinking to help us understand patterns and structures of behavior among systems and their component parts. In conclusion, we argue for compatibility and complementarity of critical thinking and systems thinking to identify and resolve management problems created by our flawed thinking, and sedimented by our wanton assumptions, presumptions, suppositions and presuppositions, biases, and prejudices. Such thinking will also identify unnecessary economic and political structures of the self-serving policies we create, which imprison us.

Innovation ecosystems (IEs) have attracted the attention of policymakers and researchers because of their potential to positively affect territories, creating shared value. However, due to the fragmentation of IEs, how this happens in different IEs has been explored only partially. This research aims to bridge this gap, aiming to support policymakers in understanding how to foster shared value in diverse IEs.

The paper identifies, based on the literature, two “drivers of aggregation” of IE's actors as key dimensions characterizing shared value in IEs, namely physical proximity and dominant issue. If these are combined, three archetypes emerge: Hub- and Chain-Driven, Place-Driven, Competence- and Issue-Driven IEs.Then, elements useful for understanding shared value creation in these archetypes are framed and studied in real cases.

Results reveal that aggregation drivers affect shared value creation, which differ among archetypes: in Competence- and Issue-Driven IEs alignment is challenged by the low physical proximity, which in Place-Driven IEs is high, but not enough to grant shared value; in Hub- and Chain-Driven IEs, the hub is the orchestrator, representing both a driver and a risk.

Differences in shared value creation processes relate to the set-up of the IE, which has relevant implications for policy definition. In Competence- and Issue-Driven IEs, policies at diverse levels align in funding and promoting the IE; in Place-Driven IEs, policies support anchors' development on-site; in Hub- and Chain-Driven IEs, policies, sometimes absent, should foster partnerships for projects for the territory, IE's enlargement and resilience.

This study aims to investigate different types of platform providers (PPs) to gain a deeper understanding of the characteristics and underlying logic of this group within collaborative consumption (CC). As CC occurs with three groups of actors (PP, peer service provider and customer) and is predominantly viewed from the customer perspective, this study offers insights from the under-researched PP perspective.

This research applies a multiple case study approach and analyzes descriptively and thematically 92 cases of CC PPs gathered through the Crunchbase database.

The authors derive four archetypes of CC PPs, namely, the hedonist, functionalist, environmentalist and connector, that differ in their offered values, dominating motives and activities across industries.

The authors conceptualize CC by clearly describing the four archetypes and their characteristics. However, further research would benefit from including databases other than Crunchbase.

PPs need to understand their value offerings and customer preferences to develop convincing value propositions and offer engaging activities. PPs would benefit from a more active social media presence to build strong relations with customers and peer service providers to effectively communicate their values.

The paper is pioneering as it encompasses the perspective of CC PPs and operationalizes the concept of CC. The authors address the lack of research on CC by conducting an extensive case study.

This study aims to understand independence in internal auditing by investigating how internal auditor independence is constructed when analysed in its corporate governance context.

A critical discourse analysis (CDA) of the corporate governance reports of Swedish large stock market listed non-financial companies, for three consecutive years, is undertaken, using a theoretical lens of organisational embeddedness and operational coupling to understand independence as a situated practice.

The study develops four archetypes of internal auditor independence – autarchic, instrumental, symbiotic and subservient – and discusses each archetype's implications for independence, related to tripartite relations with management and the audit committee, regarding who has the mandate to direct work and how the work is done. It finds that internal auditors always have a capacity to be independent. Although they are not independent in relation to agents in the subservient archetype, they are independent of those down the organisational chain of command, suggesting independence is both situational and relational.

The analysis contributes a novel approach to the literature and develops a conception of independence using the dimensions of embeddedness and coupling. The archetypes offer an analytical framework for future studies on independence.

Internal auditors may understand their practice differently through the archetypes that result from this study.

Internal auditors' power relations within corporate governance further an understanding of the pressures on internal auditors and their role.

This study contributes new knowledge on the situatedness of independence by showing how internal auditors are embedded and coupled helps build their independence.

This study examines whether different strategy archetypes deploy specific performance metrics to support their strategic goals and priorities. If so, does alignment of strategy and metrics positively impact organisational performance?

The conceptual framework and hypotheses are couched in Contingency Theory. The role of business strategy as a moderating variable is tested using MANOVA, followed by post hoc pairwise comparisons. The results are based on cross-sectional survey data from 372 manufacturing and service organisations in Italy.

The overall contingency effect of business strategy in selecting and deploying performance metrics and their effect on organisational performance is supported. However, the group-wise post hoc analyses show support only for Prospectors but not for Defenders and Analysers.

This research lends further support in favour of the Contingency Theory from a new geographic context (Italy) that there are no universally best performance metrics that drive organisational performance. However, more research is needed to understand why the theory only holds for certain strategic archetypes and not across all archetypes.

Managers can direct resources and effort towards designing and deploying the “right” type of performance metrics suitable for their strategic orientation and thus optimise organisational performance.

This is a rare study that tests the moderating role of business strategy using all four strategic archetypes of the Miles and Snow typology. It deploys both financial and non-financial measures and uses a very large sample of both manufacturing and service organisations from a relatively unexplored region of the world. The study provides additional evidence in favour of the Contingency Theory whilst advocating for more research to refine our understanding of why the contingency perspective is not so important for firms that are not the first-in.

The purpose of this paper is to understand how supply chain actors in an Italian cashmere supply chain reacted to dependence and power use during the Covid-19 crisis and how this affected their perceptions of justice.

The research took a case study approach exploring issues of dependence, power and justice in a multi-tier luxury cashmere supply chain.

The authors found two types of dependence: Craftmanship-induced buyer dependence and Market-position-induced supplier dependence. The authors also identified four key archetypes emerging from the dynamics of dependence, power and justice during Covid-19. In the repressive archetype, buying firms perceive their suppliers as dependent and use mediated power through coercive tactics, leading the suppliers to perceive interactional, procedural and distributive injustice and use reciprocal coercive tactics against the buying firms in the form of coopetition. In the restrictive archetype, buying firms that are aware of their dependence on their suppliers use mediated power through contracts, with suppliers perceiving distributive injustice and developing ways to circumvent the brands. In the relational archetype, the awareness of craftmanship-induced buyer dependence leads buying firms to use non-mediated power through collaboration, but suppliers still do not perceive distributive justice, as there is no business security or future orders. In the resilient archetype, buying firms are aware of their own craftmanship-induced dependence and combine mediated and non-mediated power by giving the suppliers sustainable orders, which leads suppliers to perceive each justice type positively.

This paper shows how the actors in a specific supply chain react to and cope with one of the worst health crises in living memory, thereby providing advice for supply chain management in future crises.

This study aims to develop a taxonomy of organizations according to business process orientation (BPO) maturity and investigate the difference between clusters in terms of performance outcome.

A survey of various organizations in Indonesia is conducted. The main variables are critical practices (CPs) as the measurement variables of BPO maturity and performance outcome. Cluster analysis is performed to obtain an empirical taxonomy of the organizations. ANOVA test is used to test if there are statistically different performance outcomes across different clusters.

Cluster analysis resulted in six archetypes labeled according to their characteristics: Beginners, Non-technical, Domestics, IT laggards, Excellers, and Champions. The ANOVA test results show that the archetypes with high CPs tend to have high perceived performance results.

This study is limited because the authors use a single dataset from organizations in Indonesia. Further study involving more organizations will be beneficial to validate and enrich the taxonomy of organizational archetypes.

Results of the study can be used as a benchmarking tool by organizations to identify their positions against other organizations and set their areas for improvement. It can also help them identify a roadmap for improvement that will benefit their organization.

Using the CPs as a measure of BPO enables the authors to identify supplier orientation and information and technology (IT) implementation as the primary differentiators within the taxonomy. The use of IT differentiates the bottom, middle and top clusters.

This research aims to model the existing system of destination competitiveness, identifies leverage points and develop revised model to achieve sustainable competitiveness.

System dynamics is used as method of modeling destination competitiveness. Structure of model utilizes 9-factor model as reference. Leverage points are identified using system archetypes. Revised model is built with resource-based view (RBV). Case study was conducted in Samosir, Toba Lake. Data used are secondary data and results of in-depth interviews.

There are 3 sub-systemic characteristics (archetypes) that hinder competitiveness. They are limit to growth quality gap, fix that fails infrastructure and promotion, tragedy of common lake pollution. Destination was unable to meet tourist expectations. Tourists spending decreased, demand size was small. Industries are unable to increase capabilities. Professionals, entrepreneurs, local workers, supporting industries are less interested in entering industry. Government policies do not match with destination's needs. Lake as main attraction is getting polluted. To achieve sustainable competitiveness, destination must utilize their valuable, rare and inimitable (VRI) resources and capabilities to design unique experiences for tourists, hence sustainable.

Government policy should be shifted to prioritizing development of valuable, rare, inimitable and well-organized resources and capabilities of destination, to produce unique tourist experience and achieve sustainable competitiveness.

Methods and findings, combining system dynamics, system archetype, 9-factor model and RBV to achieve sustainable competitiveness is novel and can enrich tourism sustainable competitiveness theory/concept.