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Cross-functional integration has been an important factor for manufacturing firms' performance outcomes. The study aims to expand previous research by investigating the moderating role of goal-based incentive systems in the relationship between cross-functional integration and competitive performance.

Based on multi-source data from 269 manufacturing firms around the world, regression analysis is used to test the proposed research model.

The authors' findings suggest that cross-functional integration enhances manufacturers' innovation and operational performance. Moreover, cross-functional integration has a stronger impact on operational performance when firms implement a well-designed goal-based incentive system. However, the authors find that the goal-based incentive system does not moderate the relationship between cross-functional integration and innovation performance.

The study, by investigating the fit between goal-based incentive systems and cross-functional integration, provides practical insights into the ways that firms apply cross-functional integration and goal-based incentive systems to enhance competitive performance.

This paper explores what differentiates success from failure in post-acquisition integration. It seeks to overcome some of the limitations of previous research by adopting a more holistic and dynamic examination of the process and by focusing on aspects that can be readily applied in practice. Four cases of mergers and acquisitions (M&A) in the global automobile industry are examined using secondary data and taking a grounded theory approach. The four cases comprise two pairs of successes and two pairs of failures. Two of the pairs comprise established multinational companies, while two others comprise emerging multinational companies’ acquisitions of Korean automakers; in each case, there was one successful M&A and one failure. It is inducted that what differentiates the successful cases from the failures is their different approaches to two common tensions in post-acquisition integration, namely, their approaches to integration strategy and people issues. A two-level framework is proposed in which post-integration is managed simultaneously and dynamically at the strategic and people levels. These inductive findings, if verified by a more broadly based empirical examination, will extend M&A theory by providing a more integrated and dynamic approach to post-acquisition integration, in which strategic and people perspectives are jointly taken into account and interact with each other, thereby creating value for both acquiring and acquired firms.

Rapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.

Using a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.

The authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.

First, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

The purpose of this paper is to describe and analyse ways of organizing integrated care for older persons in Sweden during the past decade.

The data consist of 62 cases of development work, described in official reports. A meta-analysis of cases was performed, including content analysis of each case. A theoretical framework comprising different forms of integration (co-ordination, contracting, co-operation and collaboration) was applied.

Co-operation was common and collaboration, including multiprofessional teamwork, was rare in the cases. Contracting can be questioned as being a form of integration, and the introduction of consumer choice models appeared problematic in inter-organization integration. Goals stated in the cases concerned steering and designing care, rather than outcome specifications for older persons. Explicit goals to improve integration in itself could imply that the organizations adapt to strong normative expectations in society. Trends over the decade comprised development of local health care systems, introduction of consumer choice models and contracting out.

Most cases were projects, but others comprised evaluations of regular organization of integrated care. These evaluations were often written normatively, but constituted the conditions for practice and were important study contributions.

Guiding clinical practice to be aware of importance of setting follow-up goals.

Awareness of the risk that special funds may impede sustainable strategies development.

A theoretical framework of forms of integration was applied to several different strategies, which had been carried out mostly in practice. The study contributes to understanding of how different strategies have been developed and applied to organize integrated care, and highlights some relationships between integration theory and practice.

Given that a large proportion of refugees and forced im/migrants today are school-age, schools are widely assumed to be sites where integration will happen. How this integration will occur and whether education policies facilitate social cohesion is unclear. Focusing on California and Berlin as examples of politically left-leaning states that receive immigrants in substantial numbers, this chapter seeks to examine their immigration, integration, and education policies. Using an original conceptual framework, this chapter analyzes how relevant federal and state policies have evolved since the 1980s in these two contexts. This chapter considers integration to be the process by which immigrants identify with the receiving country (RC) and their previous contexts, provided that the RC is supportive and accepting. The goal of integration is less inequality along ethnic or cultural lines. By analyzing policies in terms of immigrant students’ identity formation and conceptions of equality, this chapter argues that the evolution of such policies in Berlin and California has not always been linear. Moreover, while both states consider diversity to be positive, their policies do not extend to facilitating a new culture that productively operationalizes the diversity of immigrant and non-immigrant students.

The purpose of this study was to present a conceptual analysis of how the issue of corruption in Ghana’s public sector can be curbed through an integration of individual (public sector worker) and organisational goals (the public sector itself). It further sought to explain this possibility by focusing on a goal integration process through transformational leadership.

To meet this end, the study conducted a review of literature on goal, goal-setting, corruption, employee motivation and transformational leadership to develop a conceptual framework to explain this link between goal integration through transformational leadership and corruption reduction.

Findings from this study showed that dissatisfaction with work (especially pay) amongst Ghana’s public sector workers is a major factor necessitating the emergence of corruption in the country. It is also shown in the study that through the transformational leadership approach, individual worker concerns such as concerns with pay (a facet of job satisfaction) when treated as an institutional concern and appropriately dealt with could curb corruption in the public sector.

Based on these findings, the study recommends that leaders in Ghana’s public sector (both political and administrative) must exhibit qualities of transformational leaders to foster individual and organisational growth as a means to curb corruption in the sector. The study also recommends that training programmes be organised for leaders to equip them with the needed knowledge and practice of transformational leadership. Furthermore, the study recommends that further studies could be done by other researchers on the training programmes that could be useful in equipping these leaders, as well as how and when to organise these programmes.

The study is novel in that it demonstrates the relevance of integrating individual and organisational goals through the application of the transformational leadership concept as a tool for reducing corruption in Ghana’s public sector.

Regionalisation in education has gained increased interest and importance because of the increasing collaborations among neighbouring nations. Definitions of the term vary, and more so the regionalisation practices and initiatives of higher educational institutions. In the Philippines, the emphasis on regionalisation has become even more pronounced with the Association of Southeast Asian Nations (ASEAN) Integration Vision. This vision of the ASEAN is geared towards enhancing regional collaboration and the creation of an ASEAN identity and puts education at the forefront, considering it as a strategic objective to achieve the region’s development agenda of economic, social and cultural growth. It becomes of paramount importance then to examine how regionalisation in education is understood by university constituents, its manifestations in terms of institutional activities and especially, how the ASEAN Integration shapes these initiatives and constructions of regionalisation. The paper aims to discuss these issues.

Using a multiple case study design that looked at three higher education institutions (HEIs) in the Philippines, this study found that regionalisation is associated and interchanged with internationalisation in terms of purpose, goal and activities, but is differentiated in dimensions of geographical location and orientation.

Institutional initiatives pertaining to regionalisation were largely functional and mostly open and soft collaborations. The ASEAN Integration creates an ASEAN-centric consciousness, and functions as an opportunity for expanding partnerships, institutional niches and programmatic initiatives; and for legitimising regionalisation and internationalisation goals.

These definitions and approaches to regionalisation have significant policy implications as HEIs strive to respond to the challenges of the Integration.

This study aims to reveal the impact of the “Conference on the Future of Europe” (which was officially launched on May 9, 2021 and lasted for one year) on the European Union (EU) integration. The ultimate goal of the integration movement in Western Europe was defined in the founding agreements as political integration through the strengthening of economic cooperation among member states. It is a fact that very important steps have been taken toward this goal until today. The first of the two main trends that dominate European integration is deepening, which refers to diversifying the areas of cooperation, and the second is enlargement, which means increasing the number of member states by the participation of new ones. Theoretically, there are almost a dozen scenarios for the future of the EU. However, taking into account the EU's internal problems and developments in the current international political system, the strongest scenario emerges as intertwined flexible integration. Indeed, developments in today's world call for a revision of the EU's geopolitical perspective. In addition to the internal factors shaping the future of the EU, the roles of the United States, which is its strategic partner, and China, which has risen to become its largest trading partner, are also important in the international political system. Likewise, there is no doubt that the developments in the Maghreb and Mashriq countries as well as Russia and Turkey will affect European integration.

The paper seeks to develop a framework for sales and operations planning (S&OP) that is based on previous literature and company interviews. It is designed to help managers understand how effective their S&OP processes are and how to progress to advanced stages.

The S&OP literature, is reviewed and the results of a number of company interviews are presented. These lead to a new framework, with descriptions of each stage, and to implementation insights for managers.

After highlighting key dimensions for establishing a firm's S&OP maturity on a five‐stage framework and, with the use of this framework, exploring in a preliminary way the relationship between firm size or process type (job shop, batch flow, continuous flow, etc.) and its degree of S&OP plan integration, little apparent relationship was found. However, the data suggest that business processes are enablers of S&OP plan integration, but that information technology is not clearly so.

The results are based on a thorough review of the literature and on 15 in‐depth company interviews. Because the sample size is small, the results should be considered to provide only preliminary insights.

Managers can use the framework to assess their S&OP process maturity. To advance to higher S&OP integration, managers should focus on leadership of business processes that can enable effective S&OP plan integration. These processes include organizational structure, meetings and collaboration across functional areas, and performance measurements. Information technology tools may also be enablers, but they do not appear to be the primary drivers.

The framework separates business processes from information processes. It is quite extensive and therefore provides managers with an indication of the maturity of their S&OP processes. Also presented are insights into an intuitive, albeit challenging, process for advancing through the stages of maturity. Finally, a perspective on the future of S&OP integration is suggested that is focused on optimizing profits rather than myopically maximizing revenues or minimizing costs.

An aspect of globalization is the creation of macro-regions through integration. A macro-region is a territorial unit created through the process of cooperation, cohesion, and integration. Areas of integration can be political, economic, and social. An example of a macro-region is the European Union (EU). For EU member states and for acceding countries economic integration means accepting EU rules and regulations. The rationale behind these laws and rules is to increase economic, financial, and trade cooperation among partner countries. To increase the viability of this macro-region, the EU, has emphasized the need for social integration, which is the expansion of self-identification by individuals from viewing themselves as citizens of a country to a broader European identity, a citizen of Europe. This paper evaluates the impact of joining the European Union on the labor markets of Central and Eastern Europe countries, an economic integration; and the parallel expansion of the citizens’ identity expanding to include a European self-image, a social integration.