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The purpose of this paper is to investigate why and how universities in the Glasgow region sought to leverage the 2014 Commonwealth Games to achieve their own benefits.

An in-depth qualitative case study, utilising documentary evidence and in-depth interviews, was employed to examine how Glasgow universities leveraged the Games, and the outcomes they sought.

Universities sought to leverage the 2014 Commonwealth Games to garner a range of benefits, including increased brand awareness, student and staff development opportunities, new or improved infrastructure, and strengthened stakeholder relationships. Leveraging strategies included developing relationships with other Games’ stakeholders to establish and participate in collaborations, committees, and research consortia, hosting ancillary events, and hosting teams on training camps. However, data revealed substantial barriers to effective leveraging, such as insufficient resourcing and lack of leadership, and consequently several interviewees conveyed a sense of missed opportunities.

The results can inform universities located in host regions about the opportunities and challenges to strategically leveraging an event. Also, if event organisations understand the leveraging ambitions of event stakeholders, such as universities, they can better facilitate and manage their relationships with such stakeholders to maximise event benefits in the host region.

This research considers the leveraging activities of a previously un-researched event stakeholder group (universities) that have the potential to deliver benefits that reach students, staff, and industry interest groups in event host communities. The knowledge contributed could aid universities in future event host regions to strategically leverage to maximise the benefits of major sport events.

According to the most recent theories, the competitiveness of organizations is based on the development of competencies. Core competencies result from greater mastery than competitors of organizational abilities valued by customers. This paper seeks to investigate how a more thorough integration of the supply chain may be associated with greater mastery of operational competencies.

The study is based on a mail survey carried out among Canadian manufacturing companies.

The statistical analyses identified four clusters of respondents with regard to their supply chain management practices. These practices may be either distant or integrated with upstream or downstream partners. The other component of the study made it possible to identify four operational competencies – i.e. cost, delivery, logistic services, and design. It was observed that the group with the most highly integrated supply practices mastered an operational competency in logistic services.

The limited size of the sample and its regional character may limit the generalization of results. The study will therefore be reproduced in other regions of the world.

Very little research has been done on the impact of supply chain management on operational competencies. Using the results of an empirical study, the paper provides a better understanding of the relationship between supply chain management practices and the development of operational competencies. It also offers a somewhat different view of the concept of supply chain integration.

The purpose of this paper is to assist a manufacturer with a process to measure the level of preferred supplier status (PSS) of its key suppliers along the timeline.

In measuring the PSS, the prominent preferred supplier enablers (PSEs) were identified and were broadly categorized under manufacturer’s interest component, common interest component and supplier’s characteristic component. These PSEs were further analyzed by using fuzzy analytic hierarchy process, Euclidean distance measurement and grey relation analysis methods. In order to demonstrate the application and utility of the proposed approach, a case study conducted in an Indian automotive component manufacturing company has been presented.

By applying the proposed methodology in a case company, the PSSs of five of its key suppliers were measured and then the suppliers’ characteristic scores were determined. Based on these scores, a preferential status plot of the suppliers was developed. Through the status plot, the manufacturer was suggested with whom the proposed initiatives can be productive and with whom the manufacturer has to appeal for improvement strategies.

Since the methodology was tried in the Indian manufacturing environment, the emphasis laid on the PSEs and in turn the measurement of PSS may not address the concern at large.

Measuring PSS would not only earn competitive advantages for the manufacturers but also facilitate the evolution of competitive suppliers.

Measuring PSS along the time would assist a manufacturer to effectively manage the preferences given to its suppliers and thereby enhance the supply base contribution in the value addition process.

Buying firms involve suppliers early in New Product Development (NPD) projects to benefit from their capabilities. The authors investigate the joint impact on project performance improvement, of the social capital established throughout the project, and the strategic preferred buyer/supplier statuses awarded prior to the project, from the buyer's perspective.

The authors propose a conceptual model underlining the complementary contribution to project performance of social capital dimensions and of preferred partners' statuses resulting from social exchange expectations. The model is analyzed with Partial Least Squares using 80 responses of purchasers and R&D managers involved in collaborative NPD projects with suppliers.

The relational capital built during the project has a positive central role, with a direct impact on NPD project performance and mediating effects through cognitive and structural capitals. The preferred partners' statuses have strong direct impacts on performance, and mediating effects that do not completely supplant the social capital's contribution.

The implications for the efficient management of supplier involvement are twofold. First, the authors encourage strategic investments of buying firms to acquire preferred buyer's status and to support preferred supplier programs. Second, the authors alert them on the importance of establishing trust and shared cognition during the project.

This study captures NPD project performance from the social angle of buyer–supplier relationship management. It demonstrates the complementarity of relationship management at the strategic and operational levels, before and during the project unfolding.

Dual Diagnosis Anonymous (DDA) is a peer-led programme developed in the USA, which aims to address mental and addictive disorders in an integrated manner. This study is part of a mixed-methods evaluation of the first DDA pilot in the UK, and the purpose of this study is to explore the impact and mechanism of change of the programme through the perspective of DDA attendees, facilitators and the funding commissioners.

Six DDA members were interviewed three times over a period of 12 months, the facilitators were interviewed twice and the commissioner was interviewed once. The qualitative longitudinal data were analysed using a trajectory thematic analysis.

DDA attendance was perceived to have had a positive impact on five main areas: acceptance of self, of others and from others; social functioning; self-development; recovery progression; and feeling of hope. The possibility of addressing both mental health and addiction at the same time was a key factor in the recovery process. The facilitators observed that DDA had contributed to integrate members into employment and education, while the commissioner stressed the importance of joint commissioning and sustainability.

The longitudinal approach provided a unique insight into the recovery process of DDA members. Being able to address the mental health as well as the substance use problems was considered to be a fundamental strength of DDA in comparison to the single purpose peer-support fellowships.

In the present scenario of e‐globalization, small scale industries (SSIs) are considered engine for economic growth all over the world. After markets globalization, SSIs are facing many pressures and constraints to sustain their competitiveness. The purpose of this paper is to examine various issues in context of Indian SSIs such as nature of pressures and constraints, competitive priorities, competencies development, areas of investment, and their relationship with performance.

For collecting data, a questionnaire‐based survey was conducted. In total, 75 valid responses were received. Statistical analysis of data acquired from survey is done by reliability test, t‐test, and correlation analysis.

Cost reduction, quality improvement, and delivery in time have emerged as major challenges for SSIs. Market research, welfare of employees, and research and development are found as major areas for investment. Use of information technology, training of employees, and research and development has significant relationship with performance.

Organizations should develop their strategies after analysing business environment and SSIs should utilize their resources judiciously. However, it is felt that this study can be further explored by considering other aspects of strategy development such as human resource, vendor development, organization culture, etc.

Findings and issues of the paper will be highly useful for SSIs in framing their strategies, and academia for further research in the context of changing market scenario.

This research examines the impacts of ISO 9001 certification on lean manufacturing (LM), supply chain relationship (SCR) and their sub-constructs

Data was collected from 516 manufacturers in Thailand. Structural equation modeling was applied to analyze the hypotheses

It was found that ISO 9001 certification significantly affects overall LM, its facility and quality sub-constructs, overall SCR, its supplier coordination, customer collaboration and customer coordination sub-constructs. ISO 9001 has insignificant impacts on production, purchasing and distribution of LM, and supplier collaboration of SCR.

This study is one of the first research to present insights into the impacts of ISO 9001 as a certificate rather than as a set of management practices on LM, SCR and their sub-constructs