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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.

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 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.

The conclusion of the Cold War's U.S.‐Soviet superpower rivalry may have ended the threat of a global nuclear military confrontation involving these powers. It did not, however, result in the termination of international regional conflicts or of military threats to U.S. national security. The collapse of a world political and strategic system ostensibly polarized between two ideologically contrasting superpowers has resulted in the emergence of numerous threats to regional and global order.

The purpose of this paper is to provide industry insights on the business models, practices, and capabilities that suppliers need to deliver cost‐effective information technology (IT) outsourcing services from rural locations within the USA. As rural outsourcing has not yet been studied by academics, many questions have not yet been answered. How can suppliers attract enough talent to rural areas to make rural outsourcing viable? How can suppliers scale operations? Will the value proposition attract serious clients? An ongoing research project was launched to answer these and other questions about rural outsourcing. This paper aims to report on the first set of findings based on four case studies.

This paper reports on the results from four case studies of rural outsourcing suppliers. In total, 35 semi‐structured interviews were conducted with founders, executives, delivery center managers, and delivery team members and a visit was made to a rural delivery center owned and operated by each of the four suppliers.

After comparing and contrasting the value propositions, location strategies, human capital development, and scalability of operations across the cases, in general, it was found that rural outsourcing suppliers position their value proposition as lower in price than urban outsourcing but higher in value than offshore outsourcing. Rural outsourcing suppliers achieve this value proposition by locating delivery centers in low‐cost areas and by recruiting, developing, and retaining a high‐performing workforce. Rural suppliers scale operations either by building multiple, small‐sized delivery centers or by building one large delivery center.

There are still many aspects of this phenomenon that warrant additional study. The paper identifies areas of future research pertaining to client experiences, competition from large suppliers, government support, and rural outsourcing in countries outside the USA.

The paper identifies five lessons for practice: rural outsourcing works best when clients engage a team to deliver a service; rural outsourcing is not freelance outsourcing or staff augmentation; rural outsourcing addresses an unfilled gap in a client's sourcing portfolio; rural outsourcing suppliers will continue to move up the value chain; and most rural outsourcing suppliers operate best on a sell‐build sequence, so clients should plan ahead.

This paper reports on industry insights from one of the first known, ongoing academic studies of rural outsourcing.

This paper analyses Environmental Sustainability (ES) policies of the hotel industry in New Zealand (NZ) and compares them with a recognised global standard – the Global Reporting Initiative (GRI).

The study considered ES policies of ten major hotel groups (consisting of 208 accommodation providers) in NZ and employed content data analysis using Leximancer software to identify the themes relating to ES and benchmark them against the GRI standards.

Firms in the sample are lagging behind in regard to ES practices in comparison to GRI. Firstly, they did not follow the global standard guidelines strictly in reporting their environmental impact; secondly, they have not quantified the impact or related reductions to environmental damage and thirdly, they did not cover all relevant impact areas as outlined by the GRI in reporting some ES initiatives already in place.

The research findings are based on the content data from websites and their executions were not validated. In addition to GRI, there could be other global organisations that can be used for future research.

This study confirms the prior research findings on environmental impact in NZ, induced by tourism-hospitality sector, and provides an opportunity for the practitioners to reflect upon and develop environmental policies in line with global practices such as GRI.

Prior studies on analysing ES of the businesses in the hotel industry are scarce. To the best of our knowledge, no prior study has attempted to analyse online content data of the NZ hotel industry to examine sustainability policies and practices and compare them against any global standard.

This paper employs three months of observations sampled at 60‐second intervals to analyze the behavior of two basket indices from the emerging Athens Stock Exchange: the General Index of the Main (Listed) Securities Market and the Index of the Secondary (Unlisted) Securities Market. The empirical analysis employs robust regression using dummy variables to uncover a rich variety of time‐of‐day regularities in the first four moments of the distribution of returns, the tail behavior, and the dynamic and cross‐dynamic behavior of the two markets. Markets tend to behave differently during their opening and closing, while results are invariably sensitive to outliers. Overall, the results are comparable to those reported for developed equity markets. However, in contrast to other studies, we find no conclusive evidence of long‐memory in either the mean or variance process. ARMA models of seasonally differenced absolute returns were used as a simple but effective way of dealing with the strong regularity in volatility.