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Prior research into multinational enterprises’ (MNEs) entrepreneurial initiatives has drawn from various theoretical bases, including entrepreneurial cognition, knowledge-based view, and management control theory. Empirical studies and cases have consistently pointed to the temporal dimension, highlighting the dynamic elements of learning, capability development and evolution, and consequences of conflict. By incorporating theory on time use into the analysis, we develop a new theoretical insight regarding the temporal dimension of MNE entrepreneurial initiatives. Our analysis offers a basis for a more explicit focus on time use in studies of entrepreneurial initiatives in MNEs than has been offered to date. Implications for research and practice are discussed.

Building to order enables manufacturing to better respond to market conditions. The time lost between changes in customer preferences and product mix disappears and customer demand can both be anticipated and shaped by the sales system. An automotive build to order supply chain must be able to meet seasonality within markets, and understand the detailed demand volatility for certain elements of the complex product mix, from which much of the profitability is derived. Market responsive manufacturing entails adaptive and flexible production and supply capability in conjunction with real‐time market interaction through revenue management. The combination of late capacity setting and revenue management can enable the whole extended enterprise to operate as a single entity. This article outlines the demand volatility examined for automotive products, integrated revenue and demand management as a solution, and the subsequent order system investment requirements.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

Emailing does not preclude emotional exchange and many times it causes us to engage in spiralling exchanges of increasingly angry emailing. The purpose of this chapter is threefold: to explore how factors of temporality are related to anger when emailing, to model circumstances that protect against, but also ignite, anger escalation, and to raise a discussion for practitioners of how to avoid damaging email communication. By intersecting literature on communication, information systems, psychology and organisational studies, factors leading to an ‘emotional verge’ are identified and summarised in a model showing factors likely to prime, but also protect against, anger escalation.

Critical parameters of the MIL‐STD‐202 Method 208 and MIL‐STD‐883 Method 2003 component solderability tests were determined from laboratory experiments. Among the variables examined were steam ager atmosphere, steam ager water quality, component drying, flux quantity, static versus wave pots and visual inspection variability. The test results indicate that one of the most important variables is steam ager atmosphere. This was evaluated by vapour temperature vs metal coupon weight gain. Other critical parameters are the drying process and inspection method. Experimental data for some parameters suggest necessary changes to the relevant Military‐Standard test methods. These changes are proposed based on the experimental work presented, and would improve correlation of solderability test results between suppliers and users.

Displaying appropriate emotions enhances followers’ perceptions toward a leader. The present study examined the moderating effect of leader group-prototypicality on the relationship between leader’s emotion appropriateness and followers’ perceptions toward the leader (i.e., self-sacrifice intentions and effectiveness). Based on a set of 366 Malaysian students’ experimental survey responses, leader group-prototypicality emerged as a significant moderator. Specifically, the effect of leader’s emotion appropriateness was stronger for group-prototypical leaders than non-group-prototypical leaders. Hence, to enhance their perceived effectiveness, leaders should portray appropriate emotions and ensure that they are viewed as representative by their followers.

Previous research suggests that teams pace their change either internally to coincide with the midpoint, deadline, or task phases, or externally by entraining to exogenous pacers. Other research suggests that teams adapt to random environmental shocks. This paper investigates if, how, and when endogenous, exogenous, and random pacers affect the patterns of change in groups. We studied five software development teams during a turbulent two-year period. Our case studies and supporting analyses suggest that teams perform a “dance of entrainment”—simultaneously creating multiple rhythms and choreographing their activities to mesh with different pacers at different times.

The purpose of this paper is to: first, provide a systematic review of the drivers of retail on-shelf availability (OSA) that have been scrutinized in the literature; second, identify areas where further scrutiny is needed; and third, critically reflect on current conceptualizations of OSA and suggest alternative perspectives that may help guide future investigations.

A systematic approach is adopted wherein nine leading journals in logistics, supply chain management, operations management, and retailing are systematically scanned for articles discussing OSA drivers. The respective journals’ websites are used as the primary platform for scanning, with Google Scholar serving as a secondary platform for completeness. Journal articles are carefully read and their respective relevance assessed. A final set of 73 articles is retained and thoroughly reviewed for the purpose of this research. The systematic nature of the review minimizes researcher bias, ensures reasonable completeness, maximizes reliability, and enables replicability.

Five categories of drivers of OSA are identified. The first four – i.e., operational, behavioral, managerial, and coordination drivers – stem from failures at the planning or execution stages of retail operations. The fifth category – systemic drivers – encompasses contingency factors that amplify the effect of supply chain failures on OSA. The review also indicates that most non-systemic OOS could be traced back to incentive misalignments within and across supply chain partners.

This research consolidates past findings on the drivers of OSA and provides valuable insights as to areas where further research may be needed. It also offers forward-looking perspectives that could help advance research on the drivers of OSA. For example, the authors invite the research community to revisit the pervasive underlying assumption that OSA is an absolute imperative and question the unidirectional relationship that higher OSA is necessarily better. The authors initiate an open dialogue to approach OSA as a service-level parameter, rather than a maximizable outcome, as indicated by inventory theory.

The purpose of this paper is to explore the social process of Big Data and predictive analytics (BDPA) use for logistics and supply chain management (LSCM), focusing on interactions among technology, human behavior and organizational context that occur at the technology’s post-adoption phases in retail supply chain (RSC) organizations.

The authors follow a grounded theory approach for theory building based on interviews with senior managers of 15 organizations positioned across multiple echelons in the RSC.

Findings reveal how user involvement shapes BDPA to fit organizational structures and how changes made to the technology retroactively affect its design and institutional properties. Findings also reveal previously unreported aspects of BDPA use for LSCM. These include the presence of temporal and spatial discontinuities in the technology use across RSC organizations.

This study unveils that it is impossible to design a BDPA technology ready for immediate use. The emergent process framework shows that institutional and social factors require BDPA use specific to the organization, as the technology comes to reflect the properties of the organization and the wider social environment for which its designers originally intended. BDPA is, thus, not easily transferrable among collaborating RSC organizations and requires managerial attention to the institutional context within which its usage takes place.

The literature describes why organizations will use BDPA but fails to provide adequate insight into how BDPA use occurs. The authors address the “how” and bring a social perspective into a technology-centric area.