Search results

The purpose of this paper is to understand the effects of the customer company governance into supplier actors' experiences.

Comparative case study of four strategic networks and 16 partnerships. Research approach is twofold: in the first phase of analysis, the governance concerning each partnership is analyzed. In the second phase, the supplier actors' experiences are analyzed in the context of the customer governance. Data of this research consist of 13 customer and 16 supplier interviews.

First, the analysis showed that the strong use of authority in the situation of a dependent supplier and a committed actor leads to a negative experience of unreasonableness. Second, in the same situation, high social governance, with other mechanisms used only weakly, leads to a highly positive experience of reasonableness. Third, in intermediately governed partnerships, the supplier actors are basically satisfied with the partnership, but discuss and to some degree question the nature of the relationship as a partnership.

On the basis of this research it is suggested that a deeper and longitudinal study of the effects of supplier actors' experiences should be conducted.

Customers should develop a conscious network strategy, as it is suggested that governance effects on the experiences could further affect suppliers' commitment, loyalty and learning.

A new research setting within the new institutional theory, which adds value by discussing the relationship between the customer governance and supplier actors' experience.

The area of behavioural phenotype research and related clinical practice is now recognised as one of high relevance to all practitioners who help people with learning disabilities, whatever their age. Knowledge continues to accumulate rapidly regarding aspects pertaining to aetiology, likely developmental, emotional and behavioural challenges, useful multidisciplinary interventions and supports and long‐term prognosis. This paper reviews the concept, its history and recent developments, focusing on those aspects which are of particular importance to clinical and other care and support professionals and their clients. There is a continuing need for widespread dissemination of the large body of relevant information, and its application to practice in order to maximise benefits for people with learning disabilities and their families.

The purpose of this paper is to examine the key recommendations of early practitioners of purchasing management regarding supplier relationships and how policies and practices for obtaining lower unit prices affect buyer‐seller relationships.

The paper reviews the seven earliest books published on purchasing in the period 1915‐1940, and contrasts with common purchasing practices currently used by large corporations.

The logical, practical recommendations made by purchasing managers in the early 1900s differ markedly from the imprudent practices used by the managers of most large corporations today.

Research is limited by the inability to speak to deceased authors/purchasing practitioners cited to gain their venerable insights on the longevity of value‐destroying dysfunctional purchasing practices.

This paper shows how the common purchasing performance metric and the zero‐sum policies and practices used to obtain lower unit prices degrade buyer‐seller relationships and contribute to regression in the practice of purchasing and supply chain management, as well as in business overall.

This paper will be helpful to academics who study purchasing history as well as current purchasing and supplier relationship management practices. Practitioners will benefit by becoming reacquainted with sensible practices long known to result in more favorable outcomes.

The purpose of this paper is to develop a conceptual framework for the analysis of supply network disruptions and present a number of propositions to define a future research agenda. In doing so, it draws on a review of the literature regarding supply chain disruptions; relationship formation and evolution; and network formation and evolution.

The literature review combined traditional contextual analysis with citation analysis and co‐citation, assuming a multi‐level, multi‐theoretical perspective.

The findings highlight a paucity of empirical research regarding supply chain disruptions assuming a network perspective, highlighting the dynamic nature of networks and emphasising the difference between supply chain disturbance and disruption.

The paper stops short of testing specific hypotheses, providing a conceptual framework and a series of propositions from which testable hypotheses can be developed. The necessity of assuming a dynamic, multi‐level, multi‐theoretical perspective highlights the difficulties of empirical research in this area. However, the significance of understanding the network context of disruption and its connection to the securing of appropriate responses and ultimately reasonable mitigation is unavoidable.

The ability to understand the implications of network structure and network relational dynamics in the context of disruption will enable managers to respond appropriately to disruptive supply chain events. This capability will assume increasing importance in the vulnerable and sensitive global economy.

The paper's specific consideration of disruption (as opposed to disturbance), and the necessitated speed of response leads to the development of several disruption‐specific propositions and the development of a new research agenda.

Global and interconnected supply chains are increasingly exposed to systemic risks, whereby individual failures propagate across firms, sectors and borders. Systemic risks have emerged from the decisions of individual firms, e.g., outsourcing and buffer reduction, and are now beyond their control. This paper aims to identify appropriate approaches to mitigating those risks.

Systemic risks require analyzing supply chains beyond a dyadic perspective. This study approaches the problem through the lenses of complex systems and network theories. Drawing on the lessons learned from other systemic-risk-prone systems, e.g. energy and financial networks, both in research and practice, this study analyzes the adequate level of governance to monitor and manage systemic risks in supply chains.

The authors argue that governance institutions should be mandated to overview and reduce systemic risks in supply chains from the top down, as central bankers do for the financial system. Using firm-level data and tools from network analysis and system dynamics, they could quantify systemic risks, identify risk-prone interconnections in supply chains and design mitigating measures. This top-down approach would complement the bottom-up supply chain management approach and could help insurers design policies for contingent business interruptions.

Instead of looking at supply chains purely from the firms’ angle, the perspective of insurers and governments is brought in to reflect on the governance of risks.

The purpose of this study is to understand the bi-directional causal relationship (regular and reverse causation) between employee well-being and organizational health, which is grounded in the micro-foundations of institutional theory.

In this study, employee well-being has two facets: work engagement and burnout. The positive aspect of employee well-being has been conceptualized by work engagement, whereas the negative aspect has been conceptualized with the help of burnout. As concurrent triangulation method was adopted, the qualitative data, as well as quantitative data, was collected from various laboratories of Council of Scientific and Industrial Research – an Indian research and development organization.

The findings did not show the existence of a symbiotic relationship between employee well-being and organizational health. The findings indicated the existence of a significant positive relationship between organizational health and employee well-being, but the reverse effect was found to be non-significant. This shows that when organizational health is good, employees’ health will also be good but not vice versa.

This study shows that health is not a static state, and so, at any given point in time, employee well-being cannot have a positive relationship with organizational health. Employee engagement helps enhance organizational health, whereas burnout can hinder organizational health if not properly mitigated.