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In this chapter, we explore the effect of export exit on subsequent firm performance in a sample of 13,629 Belgian small and medium-sized enterprises (SMEs). We find that firms that stop exporting have lower profitability and profitability declines even further after they exit foreign markets. Firms that were highly dependent on revenues from exports and firms exiting multiple markets are more negatively affected, as reflected in lower post-exit survival rates and profitability. However, export duration or exiting institutionally distant markets does not have a significant impact on subsequent firm performance. Finally, although firm performance is negatively affected by exit, failed internationalization does not always lead to firm failure. Theoretical and practitioner implications are discussed.

Contemporary literature reveals that, to date, the poultry livestock sector has not received sufficient research attention. This particular industry suffers from unstructured supply chain practices, lack of awareness of the implications of the sustainability concept and failure to recycle poultry wastes. The current research thus attempts to develop an integrated supply chain model in the context of poultry industry in Bangladesh. The study considers both sustainability and supply chain issues in order to incorporate them in the poultry supply chain. By placing the forward and reverse supply chains in a single framework, existing problems can be resolved to gain economic, social and environmental benefits, which will be more sustainable than the present practices.

The theoretical underpinning of this research is ‘sustainability’ and the ‘supply chain processes’ in order to examine possible improvements in the poultry production process along with waste management. The research adopts the positivist paradigm and ‘design science’ methods with the support of system dynamics (SD) and the case study methods. Initially, a mental model is developed followed by the causal loop diagram based on in-depth interviews, focus group discussions and observation techniques. The causal model helps to understand the linkages between the associated variables for each issue. Finally, the causal loop diagram is transformed into a stock and flow (quantitative) model, which is a prerequisite for SD-based simulation modelling. A decision support system (DSS) is then developed to analyse the complex decision-making process along the supply chains.

The findings reveal that integration of the supply chain can bring economic, social and environmental sustainability along with a structured production process. It is also observed that the poultry industry can apply the model outcomes in the real-life practices with minor adjustments. This present research has both theoretical and practical implications. The proposed model’s unique characteristics in mitigating the existing problems are supported by the sustainability and supply chain theories. As for practical implications, the poultry industry in Bangladesh can follow the proposed supply chain structure (as par the research model) and test various policies via simulation prior to its application. Positive outcomes of the simulation study may provide enough confidence to implement the desired changes within the industry and their supply chain networks.

It is now forty years since there appeared H. R. Plomer's first volume Dictionary of the booksellers and printers who were at work in England, Scotland and Ireland from 1641 to 1667. This has been followed by additional Bibliographical Society publications covering similarly the years up to 1775. From the short sketches given in this series, indicating changes of imprint and type of work undertaken, scholars working with English books issued before the closing years of the eighteenth century have had great assistance in dating the undated and in determining the colour and calibre of any work before it is consulted.

Most professional buyers are expert at managing their key suppliers, often utilising thorough vendor assessments and closely monitoring delivery and product quality. Managing service providers is generally not given the same degree of attention, despite the fact that, like everyone else, they must provide value for money.

Asserts that although you cannot delegate quality, a large number of successful senior managers have achieved success through their ability to delegate, along with other important skills. Also, the commitment to quality cannot be delegated; it has to be engendered by a personal commitment, for example, visible encouragement and positive role modelling. Discusses how senior management needs to develop the right organisation, and set clear goals and objectives. Advises senior managers on investing in training and building a team, while offering a leadership in TQM role model. Concludes by emphasising the role of the senior manager and his approach and commitment to quality, asserting that enlightened leadership leads to company‐wide improvement.

Reports on a discussion with Ilford, manufacturers of photographic equipment and materials, on how their shift from an “adversarial” style of supplier management to a more integrated and interdependent relationship with key suppliers, has brought them benefits. Shows the benefits of a strong vendor programme. Describes how the company embarked on its quality improvement process. Discusses the establishment of the vendor programme. Concludes that the programme is now an integral part of Ilford′s TQM. Contends that working to achieve TQM at the customer and vendor ends of the business is accelerating the company′s rate of progress and benefiting all.

Discusses the principles of quality management as applied to the service industry. Considers the requirements of the product user, the elements of quality, management commitment and employee involvement, systems and processes and the importance of disciplined management, as well as a clear vision based on customer requirements. Concludes by asserting that the costs of poor service quality include reduced profits and lost business. Suggests that the benefits through total quality management are increased customer loyalty, higher market perception and long‐term business profitability.

Asserts that it is important that customer satisfaction is properly measured for it is the only way to ensure that the process is delivering the right results. Contends that the ultimate object of TQM is to improve quality for the customer and that it is through data that a company′s improvement plans can be adjusted according to customer needs. States that customer satisfaction indicates how well the organisation is progressing in its pursuit of total quality. Addresses the need for a constant measurement of internal and external customer satisfaction levels. Suggests that an organisation should involve senior managers in the process of measuring customer satisfaction, and that it should be continued in order to reap the real benefits, and to identify the real areas for quality improvement which will increase customer satisfaction and provide a base for long‐term profitability.

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.

EVER since those far‐off days when life was represented on this planet by nothing except a few primitive protoplasts gliding in a quiet pool, the earth has been subject to changes. Some have been as transient and unimportant as a French fashion while others endured as vast orientations of man's way of living.