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This study aims to examine small-firm shifts in behavior during major supply chain disruptions that change supply chains permanently. The study focuses on small to mid-sized enterprise (SME) responses to suppliers’ opportunistic behaviors within a larger disruptive environment. The study addresses two broad research questions: how do small businesses adapt to supply chain disruptions, and under what conditions are such adoptions warranted?

This study used mixed methods, a qualitative netnography and a quantitative analysis of survey data. It tested a model based on responses from members of an online business-to-business community. The model development was driven by the findings from netnography and two theoretical lenses.

The responses suggested a strong relationship between the two theoretical approaches. The conditions described by the resource-based view (RBV) of the firm led to many real options. Supply chain disruptions and deceptive suppliers triggered rapid adaptation through traditional marketing tactics and strategies. Changes in the supply chain, and place, led to responses in price, promotion and product. Respondents hoarded, developed relationships with new, nonopportunistic suppliers and changed prices, products and product mixes. They developed cooperative relationships – coopetition – to deal with shared problems.

This study interprets supply chain disruptions through the lens of marketing in SMEs; it combines qualitative and quantitative methods to better understand supply chain disruptions in a marketing context; it applies the real options theory and the RBV of the firm to marketing in the context of supply chain disruptions, and it reflects real-time small-firm behavior in a crisis.

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).

Chester Barnard’s The Functions of the Executive (1938) represents a book of historical significance to the study of management. Using the fundamental principles that Barnard outlines, an application of these principles is made to the area of strategic management. The analysis focuses specifically on two main areas: the movement from a static to a dynamic model and the role of the environment. Highlights the importance of returning to the work of early writers and their contribution to the future development of management disciplines.

To outline the critical role of the sporting context in traumatic experiences, exploring sport as a catalyst to traumatic experiences and as part of the recovery process. In doing this, the chapter also aims to review the qualitative literature on trauma and provide recommendations for future research directions.

The chapter begins by asking two key questions: what silences some stories of trauma in sport and what stories are valued above others? In answering these questions, the qualitative literature is discussed with particular reference to how voice is given to stories of trauma.

Trauma may be silenced by the particular norms and values that exist within sport, creating a culture in which athletes and coaches alike fear to speak out. As a consequence, trauma stories are not voiced but avoided, a strategy that is not conducive to good mental health. The difficulties in coping with trauma may then become ameliorated by the dominance and expectation of stories of growth through adversity.

Creative strategies for allowing athletes to voice stories of trauma are discussed, including the use of visual and written methods.

Professional wrestling is a multi‐million pound industry. Loyal fans watch events and buy merchandising. However, even the participants admit that the results are pre‐arranged, with writers producing the stories and the characters for those involved. In other words, the whole phenomena is manufactured. The spectators are aware of this, and still continue to offer their support. This study looks at the ways in which the industry seeks to entertain these fans and offer them the product that will maintain their interest and their attention and ensure that they will continue to pay regularly so as to maintain the industry’s profitability.

This chapter will develop an understanding of what the logical conclusion of having English football clubs primarily existing as businesses: namely, those instances where clubs are treated not as community institutions but as any other business with set assets that can be disposed of at a profit. There is an unfortunate history of clubs being owned based on the value of the assets they possess (such as their stadium or training), a trend that has only seemed to accelerate in recent decades. The various forms asset stripping takes can be explored by examining what happened to clubs like Blackpool FC and Wimbledon FC, as well as many others. This chapter is an exploration of what happens when the entity that fans assume is something more than a business is dismantled for profit, the harshest of reality checks, and a reminder that football clubs in these contexts are little more than business assets.

This paper sets out to understand how immigrants to Canada (specifically Hong Kong immigrants) deal with competing senses of their situation in deciding how or whether to adjust to their new environment. In particular, the purpose of this paper is to focus on the “in-between state” of mind where individuals try to manage competing senses of their experiences in Canada.

The authors draw on critical sensemaking (CSM) in the study of the micro-processes of identity work at play among a group of 19 Hong Kong Chinese skilled immigrants to Canada.

The study’s findings indicate that immigrant experiences are often filtered through the competing sensemaking of the immigrants themselves and those of the so-called “host” community. As the study of Hong Kong immigrants suggests, this can lead to confused and compromised experiences of being an immigrant in the Canadian context.

The study was confined to immigrants to Canada from Hong Kong. Further study of different immigrant groups may throw light on the extent to which competing sensemaking is related to cultural differences that affect not only the distance in understanding but the management of that distance.

The paper contributes to the diversity management literature and practice through understanding immigrants’ identity construction and its oscillations, influences, and restrictions as agency in context.

The paper helps diversity managers, policy makers, and social activists to understand the role of sensemaking when providing social and structural support in workplace contexts.

The study reveals the importance of sensemaking in the experiences of immigrants to Canada. In particular, it broadens knowledge of the problems of adjusting to a new (national) environment from structural constraints to micro-processes of making sense. In the process, the study of the management of competing senses of an environment contributes to the development of CSM with the focus on, what we call, the state of in-betweeness.