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Past studies have paid extensive attention to investigate learning issues in individual, organizational and team contexts. Learning activities in the workplace, however, often occur in the interdisciplinary dyadic context. Hence, the purpose of this paper is to clarify what factors make interdisciplinary dyads lead to better learning effects. The authors attempted to clarify two major agendas: What knowledge factors (intellectual capitals) owned by the parties of the dyads can induce better learning effects? What contextual factors (learning tasks) can make better learning effects during the dyadic learning process?

To examine the previous agendas, the authors first conducted in-depth interviews and an exploratory survey so that a four-element dyadic intellectual capital (DIC) architecture was circumscribed: knowledge interdependency, expertise similarity, collaborative routines and mutual trust. Dyadic learning tasks were classified as exploitative and exploratory learning. The authors then sampled 248 respondents for the formal empirical survey to examine the relationship between DIC, dyadic learning tasks and knowledge sharing.

The statistical evidences confirmed the positive relationships between DIC and knowledge sharing, and the results also signified the previous relationships with a mediating effect from exploratory learning, while the effect of exploitative learning was not supported. Thus, only dyads (the two heads) with knowledge interdependency and mutual trust can make the exploratory task better than that of one individual (the one head).

This study provides a new insight into the learning issue with an interdisciplinary dyadic perspective to supplement the existing gap between academic efforts and learning practices in the workplace.

This paper aims to establish a two‐part research agenda for marketing in supply chain management (SCM) through the application of an interdisciplinary model, using marketing, operations, logistics/purchasing, and information technology as the nodes for a model.

After generating a list of the highly ranked and relevant journals in each of the four disciplines, an exhaustive search was conducted of the literature published from January 1999 through December 2002, using the keywords supply chain and supply chain management. The keywords were searched for in any field (i.e. title or abstract). The authors also conducted a Delphi study of experts to identify relevant journals in each field. The resulting articles were sorted by topic and mapped to one of the other remaining three functional disciplines. This yielded six intersections between functions, three of which are examined in this manuscript as dyads with marketing. Thus, it was possible to identify current overlap in topics researched and potential areas of overlap, representing opportunities for collaboration between the disciplines.

For simplicity and focus, this paper presents only marketing SCM research. The mapping process yielded: topics that are being researched from the marketing perspective but not in the IT, logistics, or operations perspectives; topics that are being researched from the IT, logistics, or operations perspectives but not from the marketing perspective; and similar (or identical) topics that are being researched from both the marketing and the IT perspective, the marketing and logistics perspective, and the marketing and operations perspective. Based on these mappings, an interdisciplinary research agenda for marketing SCM researchers was derived.

Using an automated extraction of articles from published databases by using keywords may present inconsistencies. The authors have attempted to minimize the inconsistencies by documenting the process and cross‐validating the work in each function with at least two of the research team independently extracting, categorizing, and mapping the articles. Another limitation that arose was in terms of language. Since the research team consisted of researchers from different functional areas, it had to address semantics issues as the study was conducted. The authors also limited the initial endeavor to mapping only as a dyad and only using dichotomous variables. Future work on this model may include an ordinal ranking system or multi‐function mapping.

This work presents a useful model for determining an interdisciplinary research agenda in marketing. Since business and supply chain integration are increasingly important, concepts in business, academic research should take an interdisciplinary approach, providing the prospects for richer and more applicable results. Interdisciplinary research can also help to combat the silos that people tend to work in, creating new knowledge.

This paper provides the example of a model for determining an interdisciplinary research agenda. Supply chain management has been co‐opted by almost every business discipline. There is much to be learned by working together to bring new ideas and knowledge to bear on the issues related to managing the supply chain.

Dyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown about their benefits and drawbacks. In order to understand their potential impact, we conducted a review of literature evaluating dyad leadership models in health systems.

Our narrative review began with a search of PubMed, CINAHL, Web of Science and Scopus using key terms related to dyads and leadership. The search yielded 307 articles. We screened titles/abstracts according to these criteria: (1) focus on dyadic leadership model, i.e. physician–nurse or clinician–administrator, (2) set in health care environment and (3) peer-reviewed with an evaluative component of dyadic model. This yielded 22 articles for full evaluation, of which six were relevant for this review.

These six articles contribute an assessment of (1) teamwork and communication perceptions and their changes through dyad implementation, (2) dyad model functionality within the health system, (3) lessons learned from dyad model implementation and (4) dyad model adoption and model fidelity.

Research in this area remains nascent, and most articles focused on implementation over evaluation. It is possible that some articles were excluded due to our methodology, which excluded nonEnglish articles.

Findings provide guidance for health care organizations seeking to implement dyadic leadership models. Rigorous studies are needed to establish the impact of dyadic leadership models on quality and patient outcomes.

This review consolidates evidence surrounding the implementation and evaluation of a leadership model gaining prominence in health care.

This paper aims to extend the consideration of distributed leadership in health-care settings. Leadership is typically studied from the classical notion of the place of single leaders and continues to examine distributed leadership within small teams or horizontally. The purpose is to develop a practical understanding of how distributed leadership may occur vertically, between different layers of the health-care leadership hierarchy, examining its influence on health-care outcomes across two hospitals.

Using semi-structured interviews, data were collected from 107 hospital employees (including executive leadership, clinical management and clinicians) from two hospitals in Australia and the USA. Using thematic content analysis, an iterative process was adopted characterized by alternating between social identity and distributed leadership literature and empirical themes to answer the question of how the practice of distributed leadership influences performance outcomes in hospitals?

The perceived social identities of leadership groups shaped communication and performance both positively and negatively. In one hospital a moderating structure emerged as a leadership dyad, where leadership was distributed vertically between hospital hierarchal layers, observed to overcome communication limitations. Findings suggest dyad creation is an effective mechanism to overcome hospital hierarchy-based communication issues and ameliorate health-care outcomes.

The study demonstrates how current leadership development practices that focus on leadership relational and social competencies can benefit from a structural approach to include leadership dyads that can foster these same competencies. This approach could help develop future hospital leaders and in doing so, improve hospital outcomes.

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on the varient approach to theory building and testing. In particular, we offer four simple, yet comprehensive theories to account for individual behavior, interpersonal relationships, group dynamics, and collectivized processes in organizations. In each case, two constructs, their association, and the levels of analysis of their operation are proposed. While the four theories proposed here are simple notions, they can explain a variety of complex phenomena and behavior in organizations.

Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.

The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.

The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.

In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

The purpose of this paper is to explore how companies approach the management of cyber and information risks in their supply chain, what initiatives they adopt to this aim, and to what extent along the supply chain. In fact, the increasing level of connectivity is transforming supply chains, and it creates new opportunities but also new risks in the cyber space. Hence, cyber supply chain risk management (CSCRM) is emerging as a new management construct. The ultimate aim is to help organizations in understanding and improving the CSCRM process and cyber resilience in their supply chains.

This research relied on a qualitative approach based on a comparative case study analysis involving five large multinational companies with headquarters, or branches, in the UK.

Results highlight the importance for CSCRM to shift the viewpoint from the traditional focus on companies’ internal information technology (IT) infrastructure, able to “firewall themselves” only, to the whole supply chain with a cross-functional approach; initiatives for CSCRM are mainly adopted to “respond” and “recover” without a well-rounded approach to supply chain resilience for a long-term capacity to adapt to changes according to an evolutionary approach. Initiatives are adopted at a firm/dyadic level, and a network perspective is missing.

This paper extends the current theory on cyber and information risks in supply chains, as a combination of supply chain risk management and resilience, and information risk management. It provides an analysis and classification of cyber and information risks, sources of risks and initiatives to managing them according to a supply chain perspective, along with an investigation of their adoption across the supply chain. It also studies how the concept of resilience has been deployed in the CSCRM process by companies. By laying the first empirical foundations of the subject, this study stimulates further research on the challenges and drivers of initiatives and coordination mechanisms for CSCRM at a supply chain network level.

Results invite companies to break the “silos” of their activities in CSCRM, embracing the whole supply chain network for better resilience. The adoption of IT security initiatives should be combined with organisational ones and extended beyond the dyad. Where applicable, initiatives should be bi-directional to involve supply chain partners, remove the typical isolation in the CSCRM process and leverage the value of information. Decisions on investments in CSCRM should involve also supply chain managers according to a holistic approach.

A supply chain perspective in the existing scientific contributions is missing in the management of cyber and information risk. This is one of the first empirical studies dealing with this interdisciplinary subject, focusing on risks that are now very high in the companies’ agenda, but still overlooked. It contributes to theory on information risk because it addresses cyber and information risks in massively connected supply chains through a holistic approach that includes technology, people and processes at an extended level that goes beyond the dyad.

Existing descriptions of trust in health care largely assume a straightforward association between a patient’s relationship with a regular provider and his or her trust in health care. I extend status characteristics theory (SCT) and social identity theory (SIT) to suggest greater variability in this association by investigating the role of social differences between patients and their regular providers. Whereas the SIT extension predicts lower trust in dissimilar than similar dyads, the predictions from the SCT extension depend on status in dissimilar dyads. Further, research examining how social differences in patient–provider dyads shape trust largely emphasizes racial differences, but the theories implicate gender differences too.

I analyze a longitudinal dataset of patient–provider dyads offering a conservative test of the extensions.

Results generally support predictions from the SCT extension. Specifically, patients’ status based on differences in either race or gender: (1) is inversely related to their trust in health care and (2) influences the resiliency of their trust, whereby the degree health care met prior expectations matters less (more) for the trust of low (high) status patients than equal status patients.

When patients and providers differ on both race and gender, findings sometimes depart from predictions. This indicates differences in two social categories is a unique situation where the contributions of each category are distinct from that of the other.

This research extends SCT to explain greater variability in the connection between patient–provider dyads and trust in health care, while also showing how gender compares to race.

The purpose of this paper is to review a typology of branding that identifies four perspectives on branding: corporate perspectives, consumer perspectives, cultural perspectives and critical perspectives. This typology helps organise and synthesise the growing interdisciplinary literature on brands and branding, and sheds light on the various ways corporate brands work.

A brief synthetic review of branding is offered, along with contemporary examples of emerging aspects of the four branding perspectives.

The four perspectives demonstrate the growing interdisciplinary interest in brands. They also signal a move away from a focus on the brand-consumer dyad, towards broader social cultural and theoretical concerns. Studies that extend brand research into cultural and historical realms may provide an essential bridge between our understandings, on the one hand, of value residing within the product or producer intention, and on the other, value created by individual consumers or brand communities.

The insights from this review may shed light on a number of branding research areas, including studies on corporate marketing, cultural heritage brands and strategic brand communication.

The paper illustrates how complex branding has become and offers conceptual tools to think about and guide branding from multiple points of view.

This paper provides a selective overview of important recent developments in corporate marketing and brand research over as well as a look at visual aspects of four perspectives of branding as a complement to corporate branding research. The typology of brand perspectives helps organise and illuminate a burgeoning brand literature, and provides an interdisciplinary framework for understanding brands.

Non-traditional performance indicators have gained broad acceptance in recent years. We continue this discussion and contribute to the knowledge base by employing trust and commitment as two critical intangibles existing between organizations that directly and indirectly influence performance metrics. Each interorganizational contact creates a transactional history that influences cumulative perceptions of trust, that then guide outcome behavior. Using an interdisciplinary foundation, we test a causal model where formal and informal interorganizational relationship structures impact trust and commitment, which then stimulates performance outcomes. The healthcare industry provides the field context where we empirically test our model. A survey was administered to physician practice professionals to measure the theoretical dimensions of the dyad's relationship structure, including antecedents to the mediating variables, trust and commitment, and the resulting outcome constructs. Results demonstrate that relationship dynamics are vital drivers of tangible outcomes. Trust and commitment emerge as variables to be explicitly managed to improve performance.