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In the context of the trade war in full swing, the global supply chain systems have experienced a serious shock and become very vulnerable. The purpose of this paper is to explore the intertwining effects between the export-supporting subsidy policy and the import-deterring tariff policy to develop better insights for trade policy-making under the intra-industry-trade (IIT) conflicts. The research results may provide the trade policy makers and international businesses with better insights in making rational trade policy and business decisions.

Two-stage game-/bargaining-theoretical models for the dual competing international supply chains with a unilateral/bilateral tariff imposing or subsidy implementing under six different scenarios of IIT conflict are developed, analyzed and compared. On this basis, the corresponding numerical analyses are conducted to assess the impact of the tariff and subsidy policies and derive the trade policy implications and business insights.

The research results indicate that: (1) the bilateral subsidy implementing from both governments is the best policy for all stakeholders in two countries, which would lead to the highest profits, social welfare and consumer surplus than those of the other scenarios; (2) the bilateral tariff imposing of both governments is the worst policy for all stakeholders in two countries, which would lead to the lowest profits, social welfare and consumer surplus than those of the other scenarios; (3) the fair trade scenario without tariff imposing and subsidy implementing turns out to be the second-best trade policy for the governments. Under the World Trade Organization rule and fair-trade principles, the bilateral subsidy policy is not allowed in most of the cases. Thus, adopting a fair-trade policy may be the most appropriate trade policy for two trading countries.

The modeling approach developed for this study is original and innovative due to the following characteristics. First, based on three trade policy alternatives – fair trade, tariff imposing and subsidy implementing – of two generic governments under IIT conflict, nine different combinations of three policy alternatives are defined. Second, excluding the symmetrical combinations, six IIT conflict scenarios under various tariff/subsidy policy pairs ranging from no conflict to high conflict are assumed for two dual competing international supply chains. Third, a novel two-stage game-/bargaining-theoretical modeling approach is applied to investigate the optimal/equilibrium decisions regarding pricing, ordering quantity and their critical economic outcomes for all possible trade policy scenarios. Fourth, this study lays down a research foundation for the future trade conflict study using a game-theoretical modeling approach.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

It is necessary to implement green supply chains. But green development needs to be gradual and coexist with ordinary products in the market. This paper aims to study the green and ordinary product pricing and green decision-making under chain-to-chain competition.

This paper considers consumers' multiple preferences and takes two competitive supply chains with asymmetric channels as the research object. Through the construction of the game models involving different competitive situations, this paper studies the pricing, green decision-making and the supply chains' profits, and discusses the impact of consumer green preference, channel preference, green investment and competition on the decision-making and performance. Finally, this paper further studies the impact of the decision structure on the environmental and economic benefits of supply chains.

The results show that consumer green preference has an incentive effect on the green supply chain and also provides an opportunity for the regular supply chain to increase revenue. Specifically, consumers' preference for green online channels improves the product greenness, but its impact on the green retailer and regular supply chain depends on the green investment cost. Moreover, competition not only fosters product sustainability, but also improves supply chain performance. This paper also points out that the decentralization of the regular supply chain is conducive to the environmental attributes of the green product, while the environment-friendly structure of the green supply chain is different under different conditions. In addition, the profit of a supply chain under centralized decision is not always higher than that under decentralized decision.

The novelty of this paper is that it investigates the pricing of two heterogeneous alternative products and green decision-making for the green product under the competition between two supply chains with asymmetric channels, in which the green supply chain adopts dual channels and the regular supply chain adopts a single retail channel.

This paper aims to explore optimal pricing policies and characteristics of a two-level dual-channel supply chain under price- and delivery time-sensitive demand. Besides price of the product, the delivery lead time is also a crucial factor in customers’ purchase decisions. A longer delivery lead time would diminish customers’ acceptance and faithfulness on the online channel, while a shorter delivery lead time would lead to incorporation of a substantial amount of logistics costs. In formulation of mathematical model, the effects of delivery lead time on the manufacturer and the retailer’s pricing strategies and profits in cooperative and non-cooperative dual-channel supply chain are explained analytically.

The analytical models are formed for both non-cooperative and cooperative scenarios under inconsistent and consistent pricing. The authors examine whether revenue sharing (RS) contract or delivery cost sharing contract can solely coordinate the dual-channel supply chain. If a single contract fails, then the combination of RS contract with delivery cost sharing to achieve channel coordination is discussed.

It is found that the RS or delivery cost sharing contract cannot coordinate the channel individually but revenue and delivery cost sharing contract jointly coordinate the channel. All analytical results are illustrated numerically, along with sensitivity analysis.

There are many correlated issues that need to be further investigated. First, one good extension to this research may include the consideration of the channel structure with competitive retailers. It will be interesting to analyze the performance of coordination mechanisms by considering the retailer as a Stackelberg leader in retailing.

The findings and subsequent methodological discussions aim to provide practical guidance to retailers who are allowing customers to choose how, when and where they interact and purchase by offering a combination of websites (fully functional and mobile-enabled), catalogs and stores with increasing convergence of channels.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Previous studies have rarely integrated the financing modes of a capital-constrained manufacturer with the choices of online sales strategies. To address this gap, the authors study how a manufacturer selects optimal financing modes under different sales strategies in three dual-channel supply chains.

This paper considers three sales strategies, namely, combining a traditional retailer channel with one of the direct selling, reselling and agency selling channels, and two common financing modes, namely, bank financing and retailer financing. The authors obtain equilibrium outcomes of the manufacturer and traditional retailer and then provide the conditions for them to select optimal financing modes under three sales strategies.

The results indicate that the manufacturer’s financing decisions rely on the initial capital and interest rates, and the manufacturer selects retailer financing only if the initial capital is relatively larger. In terms of financing mode options, the retailer financing mode is more beneficial for the manufacturer under the three sales strategies. From the perspective of sales strategies, the direct selling model is more beneficial. In addition, the higher the consumer acceptance of the online channel, the more profits the manufacturer obtains.

This paper provides suggestions on how the capital-constrained manufacturer chooses financing modes and sales strategies.

This paper integrates the financing mode and different sales strategies to investigate the manufacturer’s optimal operational decisions. These sales strategies allow us to investigate the manufacturer’s optimal financing modes in the presence of both different financing modes and sales strategies.

Neo-institutional theories and their constructs have so far only received limited attention in supply chain management literature. As recent supply chain disruptions and their ripple effects affect actors on a broader institutional level, supply chains are confronted with multiple new and emerging, often conflicting, institutional demands. This study aims to unpack the notion of institutional complexity behind supply chain disruptions and present a novel institutional framework to lower supply chain susceptibility and increase supply chain resilience.

The authors identify the patterns of complexity that shape the supply chain susceptibility, namely, distance, diversity and ambiguity, and present three institutional responses to susceptibility to increase supply chain resilience, namely, institutional entrepreneurship, institutional alignment and institutional layering.

This paper analyses the current situational relevance to better understand the various and patterned ways how logics influence both supply chain susceptibility and the supply chain resilience. The authors derive six propositions on how complexity can be reduced for supply chain susceptibility and can be increased for supply chain resilience.

By expanding and extending research on institutional complexity to supply chains, the authors broaden how researchers in supply chain management view supply chain susceptibility, thereby providing managers with theory to think differently about supply chains and its resilience.

The emergence of new manufacturing technologies, spurred by intense competition, will lead to dramatically new products and processes. New management systems, organizational structures, and decision‐making methods will also emerge as complements to new products and processes. This paper attempts to investigate technologies, systems and paradigms for the effective management of networked enterprise (supply chain networks), especially long supply chains. In doing so, the paper presents not only an exhaustive literature review to identify the complexities, gaps and challenges associated with long supply chains but also the emerging enabling technologies to support these gaps and challenges.

The approach takes the form of an interview of industrials, researchers and a literature review.

“Competition in the future will not be between individual enterprises but between competing supply chains.” Business opportunities are captured by groups of enterprises in the same enterprise network. This is due to the global competition that forces enterprises to focus on their core competences.

The paper presents a vision of the future technical issues relating to long supply chains and an insight into the future scientific and industrial advances required to meet future market and public demands.

This research work highlights the research issues and discusses the key enabling features, which will need to evolve and be perfected in industry in the future manufacturing networked enterprises and especially long manufacturing supply chains.

The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains.

Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors.

The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices.

This study is limited to three tiers of the food and catering supply chains of UK Universities.

To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain.

A number of the SSCM practices studied address social sustainability.

No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations.

This study aims to examine the relationship between the three dimensions of intellectual capital (IC), i.e. human, social and organizational, and supply chain resilience (SCR) through testing a primary (mediation) and competing (moderation) model.

Structural equation modelling and regression analysis were used to test the mediation and moderation models using survey data from Chinese manufacturers.

Dual processes in which human, social and organizational capitals build SCR are revealed: all three IC components act as knowledge stocks for informing each other, and both organizational and social capitals act as intervention mechanisms that draw knowledge resided within individuals and collectively deploy/enrich such knowledge for responding to supply chain disruptions.

The empirical results provide useful and timely guidance to managers on how to leverage knowledge resources to develop resilience, which is particularly valuable in the current volatile environment.

By empirically testing both the mediation and moderation models, this study provides crucial evidence for advancing the understanding of how the three IC components may be managed to achieve SCR, which is of critical importance for addressing the many unprecedented disruptions facing global supply chains and economies.