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The purpose of this paper is to report on the implementation of a physical activity (PA) scheme – Let’s Motivate (LM) – within private care homes (CHs) in Dumfries and Galloway (D&G), Scotland; aiming to provide an insight into the different factors which might contribute to its success and further sustainability.

A qualitative study is described in which one-to-one semi-structured interviews were carried out with eight key staff involved in implementing the project within two purposively sampled CHs; in order to explore their views and experiences of implementation.

The paper provides an insight into the different factors which stand to both promote and impede the successful implementation of LM, within the two CHs involved.

This paper explores a new and innovative PA initiative in CHs in D&G, Scotland. Studies exploring the factors which can both promote and impede implementation are important as they can help to usefully inform the implementation and sustainability of initiatives.

The purpose of this paper is to report and critically reflect on the methodological processes involved in a formal attempt to promote health and social integration in the rarely reported public health domain of physical activity promotion.

A quality improvement (QI) methodology was deployed, comprising three elements: a diagnostic tool that assessed strategic and practice positions; a half-day workshop that brought senior leaders together for to reflect this evidence; and a structured process that sought to generate proposals for future integrated action. A mixed-method evaluative approach was used, capturing insights of the integration processes via quantitative and qualitative data collection pre-event, in-event, immediate post-event and at six-month follow-up.

Insights suggested that despite some critical concerns, this QI process can be considered as robust, offering pointers to elements required to successfully promote integration in this domain, including the significance of leadership, the preparatory contribution of a diagnostic tool and position paper, the opportunities for active exchange and planning within a workshop situation and the initiation of a process of integrated work via tangible “pledges”.

The paper offers originality in two respects. Generally, it describes and reflects on the relationship between theoretical and empirical dimensions of a model of integration promotion. Specifically, in offering an account of integrative public health work across health service, local authority and third sector partners, it addressed an area that has received relatively limited prior attention.

The purpose of this paper is to explore the phenomenon of collaborative resilience through in-depth case study research in India. This study endeavours to identify and model the critical success factors of collaborative resilience.

Eight critical success factors of collaborative resilience were identified through literature search. Modelling and analysis of these factors was conducted using grey-based DEMATEL method. Data were collected from supply chain experts in Indian industries.

It was found that organizational factors like top management commitment and resilience system design exhibit highest causality on the entire system. Also, co-adaptive transformation and resilience goal alignment are most important for managers. Overall, this research provides a guideline and mechanism to build collaborative resilience in supply chains.

Through the identification of eight critical success factors, this research has related and grounded the concept of collaborative resilience into pre-exiting supply chain practices and concepts. Through rigorous quantitative modelling and analysis of these factors, this research provides a guideline to managers for building collaborative resilience in supply chains.

To the best of the authors’ knowledge, this is the first study that has proposed the concept of collaborative resilience in supply chain and has conducted empirical research on the phenomenon in India.

WHEN Mr. Auden writes: “Me, March, you do with your movements master and rock With wing‐whirl, whale‐wallow . . .”

The purpose of this paper is to explore the theme of dependence on mutual aid identified in a previous paper. It is a theme which to date, has had very little empirical attention, especially in a UK context.

A phenomenological approach was adopted. Interviews with service users, mentors and professional staff involved with the Learning to Live Again project were undertaken over a ten-month period of data collection. Thematic analysis was used to analyse the data.

It was found that service users with very little access to recovery capital or social support are at risk of developing a dependency on mutual aid. Dependence seemed to manifest itself in two different forms – those that over engaged with the project and those that under engaged with the project. Consequently, there were a cohort of service users identified that seemed to strike a balance with the project and their life outside the project that was “just right”. They were referred to as the “Goldilocks group”.

This paper explored a theme which has had very little attention paid to it. The theme of dependence on mutual aid will raise the awareness of such a threat, thus helping to identify those in treatment most at risk of developing dependency on mutual aid, thus detrimentally impacting on mental wellbeing.

Despite the often stated importance, little about top management's role in supply chain management (SCM) practices is known. The purpose of this paper is therefore to explore the role of top management in two retail companies that successfully utilise opportunities given by SCM practices.

As an empirical basis for the research, two Swedish retail companies are explored. Members of the top management teams have been interviewed about their role in the company and their priorities.

The top management role is described by introducing four archetypes; the supply chain thinker, the relationship manager, the controller and the organiser for the future.

This paper adds to existing theory by giving a more detailed description of top management's role in SCM practices, i.e. how SCM practices could actually be managed, and, in the extension, to the understanding for what is needed to implement more SCM practices in real existing companies and supply chains.

The purpose of this paper is to empirically explore supply chain integration (SCI) enabling practices, their benefits and barriers in a retail product returns process context.

The study adopts a case study research strategy. It draws on a single case, comprised of an original equipment manufacturer (OEM) and its two retailers. It utilizes an in-depth semi structured interviewing approach, combined with walk-through observations.

The study finds that management of retail product returns can significantly benefit both an OEM and its customers when appropriate SCI enabling practices are deployed. While these practices are similar to those in forward supply chain processes, barriers are driven by the characteristics of product returns processes.

The limitations of this study stem primarily from its methodological design. A single case research strategy provides a limited opportunity for external generalization of the research findings.

This study illustrates the value of SCI initiatives in product returns processes and informs managers ' decision making in the planning and execution of similar SCI implementations in product returns processes.

This research claims to be one of the first works that systematically and empirically explores SCI in reverse supply chain processes, as opposed to forward supply chain processes.

The purpose of this paper is to gather the current definitions of supply chain management in practical and analytical usage, to develop standards for assessing definitions and to apply these standards to the most readily available definitions of the term.

In this research, the authors gathered the current definitions of supply chain management in practical and analytical usage from journals, textbooks, universities, and industry associations and online.

The research ends with proposed definitions for consideration. Discussion and areas for future research are included.

Involved organizations, supply chain management programs in higher education, and professional and certifying organizations in the field need to meet and work together to research consensus on the final definition of the field, realizing that definitions can evolve, but also recognizing that a starting point is needed in this rapidly growing area.

The authors argue, quite simply, that a consensus definition of supply chain management is unlikely as long as we continue offering and accepting definitions that are technically unsound. Many of the current definitions violate several principles of good definitions. For these reasons, they are either empty, too restrictive, or too expansive. Until we come across or develop a definition that overcomes these limitations and agree on it, then we will still search for “the” definition without finding it. The field will become more crowded with definitions, but less certain, and progress will be restricted.

Theoreticians, researchers, and practitioners in a discipline require key terms in a field to share a nominal definition and prefer to have a shared real or essential definition. Yet in supply chain management, we find no such shared definition, real or nominal. Even the Council of Supply Chain Management Professional offers its definition with the caveat: “The supply chain management (SCM) profession has continued to change and evolve to fit the needs of the growing global supply chain. With the supply chain covering a broad range of disciplines, the definition of what is a supply chain can be unclear” (CSCMP, 2016).

This paper is a conversation piece which highlights the ways in which succession planning in large company might be handled. The discussion focuses on Christopher Oughtred the former Chairman of William Jackson Food Group, one of the largest family businesses in the UK. The paper aims to discuss these issues.

This paper presents a conversation with a panel of leading family business experts and a family business owner. The paper presents latest thoughts on family business research, insights into a real family business succession project and reflections from a former Chairman on the succession process.

Findings highlight possible stages and requirements of a successful transition and succession plan. Also suggestions for areas of further research are presented.

The conversation recorded in this paper represents a rare opportunity to obtain reflections and insights on a succession process and how it was managed in a large family business. The conversation also highlights the kinds of challenges often experienced by family businesses during transition and succession. As a case study this is an exemplar of how succession might be planned.