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Under the guidance of Professor Wang Zhuquan’s channel-based working capital management concept, this paper, using a sample of A-listed companies from 2007 to 2013, aims to explore the possibility of measuring vendor relationships from the supply chain (channel) perspective for the first time, making universal testing for working capital management based on vendor relationships. Through systematically answering the question of who is the biggest beneficiary of working capital management based on vendor relationships and to discuss whether suppliers are more willing to provide “timely help” to weak enterprises or to exert an “icing on the cake” effect on strong enterprises, this paper provides a systematic explanation of the causes and economic consequences of working capital management based on vendor relationships.

The authors constructed three models to test the hypotheses of this study. Model (1) explores the cause of working capital management based on vendor relationship from three angles: market position, industry competition degree and property right. Models (2) and (3) examine the economic consequences of working capital management based on vendor relationship from the two aspects of alleviating financing constraints and improving enterprises’ sustained growth capability.

Working capital management based on vendor relationships has a more significant “timely help” effect on weak companies, which was proved by the inclination of companies with lower market positions, higher industrial competition and private ownerships to adopt working capital management based on vendor relationships. From the perspective of economic consequences, while China’s listed companies benefit generally from working capital management based on vendor relationships, the weak enterprises are the biggest beneficiaries. Based on vendor relationships, the weak enterprises can relieve financing constraints and improve continuous growth capacity. It provides further evidence that suppliers could provide “timely help” to weak enterprises.

The results of this study find that the competition between supply chains replaces the competition among enterprises, and suppliers are more willing to provide “timely help” to weak enterprises rather than to exert an “icing on the cake” effect on strong enterprises. In addition, the working capital management based on vendor relationships facilitates the cooperation of enterprises and suppliers and improves the overall efficiency of the supply chain.

The purpose of this paper is to find the key influence factors of executive compensation within China ports and listed shipping companies and provide some reasonable suggestions. Eventually, help to perfect the executive compensation evaluation mechanism against the background of new area.

Grey correlation analysis is an important part of grey system theory. Professor Liu Sifeng further studies the relationship between two sequences absolute increment on the basis of Deng’s degree and put forward the “Grey absolute correlation degree,” which is widely used in practice. In the study, on the basis of the area of the line between sequences size, it measures the correlation degrees of firm performance, executive stock holding, continuous growth capacity and other relevant factors of executive payment in China ports and listed shipping companies.

The paper concludes that the main factors influence CEO salary in China ports and listed shipping companies are return on equity and growth rate of fixed assets. However, the authors consider the frequent occurrence of executives’ corruption in China listed state-owned enterprise under the environment of financial and economic crisis, the authors argue that the significant influence of net assets attributed to shareholders cannot be ignored. In addition, cash flow in operating activities and executive stock holding both have relatively important effect on executive compensation.

This paper still has some limitations. First, it merely takes into account the financial indicators and ignores the influence of non-financial indicators to the performance evaluation of listed companies, such as: innovation ability, human capital and goodwill. Second, it has not considered the power consumption and other types of “invisible income” in the executive compensation structure, neither the influence of investing and financing activities on corporate performance. Consequently, these are likely to cause a certain deviation to the results of the study.

The outcome obtained in this paper can be provided for China ports and listed shipping companies to establish a reasonable executive compensation evaluation and incentive mechanism under the background of depressed shipping market.

This paper intends to use correlation analysis between firm performance, executive stock holding, sustainability and executive compensation in the new area of time, tries to make a greater contribution to the major component of salary policy and then make some suggestions on incentive supervising and restraining mechanisms for the ports and listed shipping firms in China.

Although scholars have done many studies about the association analysis of executive compensation and firm performance, they neglect the economic environment of industry. Meanwhile, considering the non-financial indicators and incomplete information, this paper studies the grey correlation analysis of executive compensation and influence factors in China ports and listed shipping firms under the background of the Chinese flagging shipping industry.

After a diagnosis of the existing management control systems (MCS) at a wind‐farm company, the paper seeks to develop a balanced scorecard (BSC) in order to enable the organization to compress and streamline management decision making and to show what is to be taken into account for a successful implementation of this framework.

An action research study, using Otley's performance management framework – to get a comprehensive view of MCS, identify strengths and weaknesses of the systems in place, and then develop a BSC – was conducted to the attainment of useful empirical knowledge, and to help achieve effective change within the organization.

The paper identifies the main issues related to performance measurement and presents a BSC designed for a wind‐farm company.

A comprehensive guide of the balanced scorecard methodology is described, including how the concept can be customized to the wind‐farm industry. The paper is especially of interest for practitioners.

The contribution of this paper is threefold. First, the paper describes how the BSC concept can be improved through customizing the normal four perspectives, by including additional perspectives that provide awareness about stakeholders, such as suppliers, community and government. Second, the research provides practical guidelines to design a performance measurement model, considering the organization's stakeholders and the strategies to ensure that value is created for them. Finally, and for the first time, the paper provides a systematization of the key performance indicators for a wind‐farm organization.

In the process of fostering economic development, many governments, especially those of a small economy, such as Singapore, Taiwan, and Hong Kong, had taken a leading role in managing their economies, in spite of the free-market rhetoric that some of them have made. The purpose of this paper is to examine the reasons and the effects of government involvement in the economy.

In this paper, the causes and effects of cooperation and conflict between government and business in economic development are examined from a theoretical perspective, particularly with references made to East Asian economies.

Government interventions lead inevitably to both cooperation and conflict with the private sector.

The strategies for dealing with problems arisen from such relationship are also examined.

This paper links the theories and concepts from a variety of sources to offer a coherent picture of business-government relationship that is helpful for examining other studies on this topic from a broad perspective.

Despite being a global public–private partnerships (PPPs) leader, India faces a vast PPP divide at a sub-national level, wherein a few states receive the majority of PPP projects, whereas other states face severe issues in attracting PPP investments. This necessitates the identification of factors that make some states attractive to PPP investors. The purpose of this study is to construct a “PPP readiness index” at the Indian state-level, which aims to assess the readiness of states for the diffusion of PPPs.

Using a quantitative method on secondary data, the study scores 17 Indian states on dimensions such as experience with PPPs, physical infrastructure, financial sector development, market conditions, institutional quality and political stability and fiscal constraints for each of the years during 2009–2018. Principal component analysis is used for assigning weights to the dimensions, thereby arriving at the composite index.

Results highlight that Tamil Nadu and Maharashtra offer the most favorable environment for PPPs to flourish. In contrast, Jharkhand and Bihar are laggards because they score the least and have limited PPP experience.

The index will assist the private sector in conducting a comparative analysis between state-specific PPP arrangements, thereby enabling them to make informed decisions prior to forging PPP arrangements. Further, the index will help the state governments in improving their PPP readiness by following the policies of the leading states.

Improvement in PPP readiness of the states will enable higher PPP investments in infrastructure, thereby reducing infrastructure deficits. This, in turn, will lead to economic growth, development and an improvement in the quality of life.

To the best of the authors’ knowledge, this is the first study that comprehensively analyzes the PPP readiness at a sub-national level in India.

The purpose of this study is to investigate how cross-functional integration supports the execution of the demand-side processes and its effects on both the demand and supply-side processes.

A case study was conducted including a Brazilian multinational manufacturer in the automobile industry and some of its suppliers and dealers. 17 interviews were conducted. A theoretical framework is proposed containing five basic elements, they are: characteristics of the demand/supply processes; involved functions; integration factors; context influencers and impacts of integration on demand and supply processes.

The findings present three demand-side processes (Product Launch, Marketing and Sales and Demand Planning) that demonstrated a greater need for cross-functional integration in the studied case, mainly through informal integration factors.

The empirical results of this study have methodological limitations due to the use of the case study method. Future research should analyze the effects of other context influencers (e.g. natural catastrophes, civil wars and low level of unemployment) on cross-functional integration.

The results highlight that joint planning, willingness to work together, team spirit, adequate communication and cross-functional meetings helped the studied organizations to achieve competitive advantages and improve their performance.

This study provides a theoretical framework that helped to improve the understanding of the interrelationships between demand management constructs and cross-functional integration factors. There are indications that a political–economic crisis has stimulated the existence of a willingness to work together and group spirit among employees who remain in the organization after mass dismissals. This climate of cooperation helped to increase the agility and resilience of the studied supply chain, which is currently affected by a changing market.

This study aims to present a case study about the Team Around Me (TAM) model of case coordination which was developed by Fulfilling Lives Islington and Camden (FLIC) as an action experiment. The model is a standardised tool for running case conferences for clients experiencing multiple disadvantage (MD).

Deploying a case study approach, this study explores why a TAM-coordinated approach is beneficial for people experiencing MD.

The authors explore why the need for effective case coordination is integral for clients experiencing MD, and how current structures fail to facilitate effective case management. The authors put forward an argument for the four core principles underpinning the TAM model: strengths-based, action-focussed, systems thinking and client involvement. The barriers to embedding and upscaling this approach are discussed, alongside the obstacles presented by the wider system that prevent wider implementation.

The TAM model is a new approach to case conferences, designed and upscaled by FLIC, and has since been adopted across two London boroughs, and training has reached services across the UK. This paper highlights the need for innovative approaches to case coordination that centre client involvement, promote a strengths-based approach and recognise system blockages as a key barrier to client progress.

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

The subjects considered in this research paper form the basic prerequisites for improving the effectiveness of organizational development. The author assumes that the effectiveness of any process depends on the size of the reserve of capacity of the resources used in the process (for details, see Appendix). The purpose of this paper is to determine the conditions for the effectiveness of improvement projects.

The author has constructed an algorithm (called ABC) to control the capacity of resources. With its help, the author defines the strategy for improvement in an organization. The basic principle of this strategy is continuous improvement, and tactics to control resources refers to the ABC algorithm.

The author shows that continuous improvement is a prerequisite for the effectiveness of this strategy. It is shown that the features of this strategy reflect sustainable development of the organization. Along with the algorithm ABC, it forms a basis for the sustainable development strategy. The author shows conditions for effectiveness and explains how the strategy shapes the sustainable development of the organization. The author also explains why commitment of top management is necessary, what it is, and how it can benefit the organization.

This effort is symbolized by the involvement of resources in projects conducted to improve organizational functions. The result of the capacity growth is increased ability to confront new challenges.

The author claims that the strategy for sustainable development is shaping the conditions for a gradual increase in the capacity of the resources used in the improvement process. The growth in resource capacity in the repeatedly run improvement projects can serve as a model of organizational learning. The learning process requires effort.

This study examines challenges to the retrospective financial evaluation of continuous improvement (CI) activities. Through a review of the literature and active engagement with CI implementations, we identify several issues that may lead to divergence between operational and financial assessments. Out of this conflict emerges a set of concepts that we find important − the delineation of soft versus hard capacity benefits, the distinction between capacity used and capacity paid for, and the data gaps that relate to these benefits – and recognize operational improvement and financial improvement as distinct, yet interrelated, theoretical constructs. This study helps explain a series of persistent gaps in the management accounting literature: Conflict between operations and accounting managers, the divergent perspectives of Johnson and Kaplan after their publication of Relevance Lost (Johnson & Kaplan, 1987), and the need for both operational control (including detailed capacity control) and accounting control in CI firms. Instead of one control system being at odds with the other, or co-existing despite each other, each of these systems support a different component of the financial improvement process. Operational control systems in CI firms emphasize non-financial information and social and behavioral controls that empower decision-making by employees, while accounting control systems seek to motivate and translate operational gains into financial gains. Soft and hard benefits linked to capacity play an integral role in understanding the difference in focus of each control system, while data limitations help to explain why these systems remain loosely coupled in practice (or absent, as seems to be the case with detailed Capacity Management Systems).