Search results

The purpose of this study is to outline the specific details and lessons learned during a cold case collaborative effort, which granted graduate students and a professor from the University of South Florida the opportunity to assist Pasco Sheriff’s Office in the investigation of a cold case homicide.

The collaboration between law enforcement and academics is a new and emerging strategy to investigate cold cases and identify the elusive offenders who committed these crimes. Such collaboration aids law enforcement by obtaining a force multiplier for investigative resources, accessing cutting-edge evidence-based research and cultivating innovative approaches to their work. For academics, such collaboration allows the unique opportunity to engage in translational criminology, which is an important and increasingly encouraged aspect of the field.

In this paper, the authors provide an overview of the process used to study this cold case as part of an experiential academic course, provide evidence-based research findings relevant to cold case investigations and outline the steps for others to replicate the efforts.

The authors describe in detail the process used to “work” the cold case, academic research that the authors found useful in understanding and investigating cold cases, important lessons learned and advice for future academics and practitioners who undertake an incredible collaborative effort such as this.

How often today do you hear a woman described as “pleasingly plump”? Never, because this is the “Fitness Generation.” In the past, a woman could be heavy (or zoftig), but today overweight women are just plain fat, ugly, and unhealthy. Even the euphemism “overweight” means “unhealthy.” It comes from “over the weight for maximum life expectancy”—or over the ideal weight determined by life insurance companies—and has extremely negative connotations itself.

In total, 19 practices of circular economy divided into three groups, internal environmental management, ecological design and investment recovery were studied in a local network composed of small companies and individual entrepreneurs related to common product and by-product flows. The paper aims to discuss these issues.

This research presents an applied nature, is characterized as exploratory and adopted the case study as a technical procedure using sources and methods of data collection. The primary data were collected through direct observation of the processes and semi-structured interviews with managers and owners.

The most widespread practices are related to product design. However, in most cases, the implementation was punctual and did not present continuous and corresponding actions, which highlights the embryonic contours of European Commission (EC) in the observed network. The practices from the management category were less observed, which revels the environmental variable is not included in the strategic business planning.

The research documents the application of CE practices in a local network and brings this current paradigm shift to the Brazilian context.

To overcome barriers to the implementation of EC practices, it is suggested to restructure commercial relations, to formulate public policies and to develop infrastructures that facilitate the materiality of flows and the market.

The study highlights the need of public policies that promotes cross-sectoral cooperation in accordance with NSWP objectives.

Despite the focus on EC implemented practices this study offers a framework of the research routes on the main barriers and suggests actions to overcome the challenges in the transition from the economy to the circular model.

The purpose of this article is to analyse the evolution of the concepts of organizational learning and the learning organization and propose guidelines for the future..

The evolution of organizational learning and the learning organization is analysed in the light of the three‐stage model of the evolution of concepts developed by Reichers and Schneider in 1990.

Based on the aforesaid model, the authors positioned these topics at the beginning of the second stage of evolution, a period characterised by evaluation and the attempt to add to the comprehension of concepts through empirical research and conceptual clarification. Faced with this finding, the authors argue that the development and consolidation of concepts is mainly a question of researchers' responsibility and suggest some key areas to guarantee their progress and their general acceptance in the future.

The use of a concept's life cycle stage model as a framework to analyse evolution of the concepts of organizational learning and the learning organization that allows comprehension of their pattern of development and, in consequence, provides a consistent basis to propose guidelines for their future development.

The primary purpose of this study is to explore the antecedents of interorganizational trust within an international joint venture (IJV) context. In exploring how interorganizational trust is developed during the course of managing IJVs, we will look at fair action as a key factor in building interorganizational trust. Based on the existing literature, we propose the fair joint decision‐making process, cultural adaptation and the fair distribution of bargaining power as being antecedents of interorganizational trust within the IJV context. After developing hypotheses about the relationships between these three antecedents and interorganizational trust as well as causal relations between the antecedents, an empirical study is conducted using a sample comprised of 109 IJVs located in Korea. The findings show that perceived fairness in the joint decision‐making process and the distribution of bargaining power directly affects trust‐building between IJV participants; and also reveal the indirect effects of cultural adaptation on the development of interorganizational trust.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

The purpose of this paper is to determine the antecedents of dynamic supply chain capabilities (DSCCs). The authors test entrepreneurial orientation (EO) and supply chain learning orientation (SCLO) as two antecedents of DSCCs.

The paper uses structural equation modelling to test a hypothetical model. Data are gathered from a survey of 275 operations managers in Pakistan’s turbulent manufacturing industry.

The findings suggest that the weaker direct effects of EO, in comparison to the indirect effects, indicate that an SCLO mediates the relationship between EO and DSCCs.

It is widely accepted that firms do not compete with each other, instead, it is end-to-end supply chains that fight for market dominance. Many scholars use the dynamic capabilities view to understand supply chain level competition. However, the dynamic capabilities view is firm-centric in its examination of how companies transform internal resources to compete in the external environment. The theoretical contribution of this paper is a roadmap of how to build dynamic, supply-chain level and capabilities by determining the key antecedents. This paper explains that DSCCs emerge when buyers and suppliers share strategic orientations. Firms with an EO and the ability to learn with supply chain partners are well-positioned to develop DSCCs. This provides a new angle to theory testing by indicating that dynamic capabilities are enabled by an EO and an ability to learn with supply chain partners.

Managers are given the building blocks of DSCCs, starting with fostering an entrepreneurially-oriented mindset in the company and then learning with supply chain partners. Entrepreneurially-oriented managers are encouraged to take risks and co-develop innovative ideas with suppliers during the supply chain learning process.

This study is one of the earliest efforts to determine the strategic orientations that antecede the emergence of DSCCs.

The purpose of this paper is to explore the relevance for sociologically minded planners and policy analysts of the neglected moral dimension of wicked problems.

A review of the literature on the wicked‐tame problem distinction reveals three critical deficiencies: a fixed focus on dynamic complexity; a neglect of the applied knowledge market and the assumption that wicked problems, in time, are tamable. These deficiencies, in light of the call to dialogue and participation in working through wicked problems, result in four interrelated normative problems.

These normative problems are the: responsibility nexus; risk of false assurance; politics of urgency; and claim to be on the knowledge frontier.

Addressing these normative problems in working with wicked problems requires less marketing of the silver bullet elements of the solution and more attention to that portion of the wicked problem which still requires attention.

This is the first work to return to Churchman's call to policy analysts, planners and designers to take the moral dimensions of wicked problems in hand when working with intractable network‐based problems requiring ongoing client/user participation.

Alliances have been the focus of research studies often because they offer an attractive alternative to traditional arrangements. With a global economy, rapid product cycles, capital constraints and advances in technology, no one firm has all the capability to maintain and grow market share. Factors such as these are leading firms to consider different forms of partnerships including alliances. Contemporary alliance research is often segmented by types of arrangements, durations, returns, failures and best practices. Studies that evaluate and rank specific alliance criteria are somewhat limited. To explore specific alliance risk and value variables a study was conducted at a large manufacturing organization with extensive alliance history. A questionnaire was developed and distributed that contained both ordinal and scale rankings of specific alliance value and risk criteria. The aggregate responses were prioritized and a weight was assigned allowing for quantitative assessment for both alliance value and risk. The information was later converted into an alliance value/risk check sheet to be used to rank multiple projects.

The aim of this study is to provide a methodical, analytical, and focused review of international strategic alliance (ISA) studies examining empirically behavioral attributes' performance outcomes.

This study centers on an integrative analysis of 41 studies investigating the performance relevance of behavioral attributes. After developing a conceptual framework, which included two categories of these attributes – relationship capital (i.e. trust and commitment) and exchange climate (i.e. cooperation, communication, and conflict reduction) – the methodologies of the studies were profiled and their empirical findings aggregated. The accumulated effect of each behavioral attribute on performance and extent to which this effect varies in relation to ISA geographic location and type and study operating period was examined.

The review suggests that while there are direct links between behavioral aspects and alliance performance, the strength of these varies across the two categories. Of the relationship capital and exchange climate aspects, commitment and cooperation, respectively, prove most consistently positively linked to performance. Still, the results for all the behavioral attributes appear more consistent when taking the study context into consideration.

Empirical research on behavioral attributes' links to alliance performance is still at an early stage of development and assertions concerning relationship management offering the key to ISA success are somewhat premature. Improvements need to be made in terms of conceptualizations, research designs, and analytical techniques used if the field is to build concrete theory on the subject.

It would appear that the behavioral paradigm can be relied on to pay‐off in alliances involving only DC partner firms and/or a cooperative agreement structure, but should be applied more cautiously and selectively in LDC‐DC and/or formal joint venture partnerships.

This is the first review exercise focused on providing fine‐grained insights covering the complexity of the burgeoning literature on the behavioral paradigm's performance relevance in ISAs.