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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations. To do so, this research has been primarily founded upon Hayes et al.’s (2005) operations contribution model for differentiating between different levels of operations’ contribution, and secondarily on the theory of constraints philosophy to explain the perceptions of constraints found at each level – current and future.

An open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using the relational content analysis to identify a parsimonious set of perceptual growth-impeding constraint categories. The most popular transitions were identified and a correlation of frequency rank orders between “perceived current” and “perceived future” constraints categories was calculated, and likely transitionary paths for growth are discussed. Three SME case studies were documented in related action research to contextualise survey findings.

The most popular transition was from “neutral” to “leading”. A lack of people capability was perceived to be the most commonly reported growth-impeding constraint category, followed by a combined lack of process competence and product and service innovation, further followed by a lack of skills in information technology automation. In addition, a new conceptual model has been generated inductively to address shortcomings found in the original operations contribution model (Hayes et al., 2005) during its application to UK SMEs. The new model is referred to in this paper as the “Operations Growth Rocket”.

This research only used data from UK SMEs.

This work should help SME owner-managers to overcome growth-impeding constraints that act upon their operations and assist them to develop more effective actions and paths to increase the contribution levels made by their operations. This in turn should support growth of their organisations. Findings will also inform teaching about more effective operations management in SMEs.

This work should help UK SMEs to grow, which in turn will strengthen the UK economy.

A novel approach and new data from 208 SMEs modify a classical operations contribution model (Hayes et al., 2005). This is achieved by considering transitionary paths to be meta-categories continua abstracted from constraint categories combined with case data for moving towards higher levels of operations contribution, rather than using discrete growth-impeding and growth-constraining “levels”. This research has inductively generated a new version of the classical contribution model that should be more suitable for stimulating growth in (UK) SMEs.

The purpose of this study is to compare different models integrating the TOC and Lean approaches.

The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements.

The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other.

This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms.

This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Ingenuity can be viewed as the use of creativity to develop innovation within constraints. The authors investigate how entrepreneurial ingenuity is enhanced by self-imposed ethical constraints, by using a case study of sustainability-driven technology enterprises in an emerging economy. The authors find that self-imposed ethical constraints can enhance entrepreneurial ingenuity because they encourage entrepreneurs to solve more complex problems as a result of considering the impact of the business on a more diverse set of stakeholders. The aim of this study is to show that while additional resources are normally considered an advantage, a dearth of resources can be a source of competitive advantage leading to ingenuity. By self-imposing ethical constraints, founders increase engagement of stakeholders who shape the firm’s industry toward greater sustainability knowledge.

The authors used semi-structured interviews which are typically the most important data source in the Gioia methodology because they provide both retrospective and present accounts by individuals experiencing the phenomenon of theoretical interest (Gioia et al., 2012). The authors focused on founders at each enterprise who had sufficient knowledge to speak comprehensively and authoritatively about their organizations. The goals of the semi-structured interview protocol were to focus on the research question, avoid the use of terminology that could lead interviewees in their answers and maintain flexibility to explore spontaneous themes during the interviews.

The authors examined the influence of entrepreneurial ingenuity on the creation of knowledge in an organization's environment. They defined entrepreneurial ingenuity as a type of organizational ingenuity (Lampel et al., 2014a, 2014b) and by focusing on the role of ethical constraints, examined the conditions under which it is influenced. They emphasized that ethical constraints warrant consideration in the knowledge management process (Rechberg and Syed, 2013) because they can stimulate entrepreneurial ingenuity. The authors also investigated the relevance of ethical constraints for founders of social enterprises in Brazil, an emerging economy of growing interest to knowledge management scholars.

This study brings the following three main contributions. First, by incorporating the scope of social entrepreneurship, the research contributes to the perspective that both ethics and innovation can positively coexist within an organization while contributing to knowledge management creation and success (Borghini, 2005; Schumacher and Wasieleski, 2013). Second, the authors establish ethics as an important type of constraint that can spark ingenuity and help break through the constraints of bounded awareness for knowledge management (Kumar and Chakrabarti, 2012). Third, by highlighting the role of self-imposed ethical constraints, this study helps answer a recent call for research on “entrepreneurial actions that benefit others” (Shepherd, 2015, p. 490) addressing “What are the constraints that disable or obstruct an organization’s normal routines from alleviating human suffering?..It could be less about whether it is good or bad to ignore constraints and more about which constraints are ignored and which are abided by” (Shepherd, 2015, pp. 499, 501, emphasis added).

In this study, the authors show that entrepreneurs facing ethical dilemmas experience a unique cycle of equilibration, essentially throwing customary norms of equilibrium into disequilibrium. Treating ethics as both a lever and a constraint allows a more unique set of problems to be solved through knowledge management and entrepreneurship, so solutions to these problems can themselves become new sustainability-driven businesses.

This study opens up several opportunities for future research. The authors conducted a study with five sustainability-driven enterprises from Brazil. New research may benefit from examining a larger number of organizations in other countries to investigate potential environmental differences that affect ingenuity and knowledge management. This study highlights the notion of ethical constraints as enabling mechanisms, and thus self-imposed ethical constraints merit a more systematic consideration as a key additional factor that may inspire disruptive innovation (Christensen, 2013), blue-ocean strategy (Kim and Mauborgne, 2004), as well as value-creation for stakeholders (Tantalo and Priem, 2016).

Resources are critical to both knowledge management and entrepreneurial activity and have been examined from numerous perspectives (Alvarez & Busenitz, 2001; Barney, Wright, & Ketchen, 2001; Moustaghfir and Schiuma, 2013). Entrepreneurs following a creation strategy depend less on accumulating existing knowledge and resources before beginning, and more on forming new knowledge or relationships that do not yet exist. They do this through a process of entrepreneurial trial and error (Alvarez & Barney, 2007, 2010). From a knowledge management perspective, individual knowledge sharing through both experimentation and learning by doing provide consistently high levels of knowledge sharing (Burns, Acar and Datta, 2011). This research emphasizes that constraints, such as limited resources and self-imposed ethical standards, can be a source of advantage leading to ingenuity and knowledge creation.

This study aims to empirically study the effect of process constraints and the combinative effects of different constraints on enterprise digital transformation.

This paper selects the World Bank's business environment survey of Chinese enterprises in 2012 as the research sample to empirically study the effect of process constraints and different kinds of constraints on enterprise digital transformation.

The authors find that process constraints have an inverted U-shaped effect on enterprise digital transformation and that employee digital literacy plays an intermediary role in this process. That is, process constraints have a too-much-of-a-good-thing effect on employees' digital literacy, which further affects enterprise digital transformation. The increase in the number of input and output constraints will make the inverted U-shaped relationship between the process constraint and digital transformation steeper.

The constraints faced by enterprises are everywhere and of many kinds. This paper not only discusses the influence of process constraints on enterprise digital transformation but also analyzes the interactive influence of different kinds of constraints on enterprise digital transformation and explores its micromechanism. This approach is helpful for enterprise managers in thinking about how to make full use of different kinds of constraints to activate the power of enterprise digital transformation, regard constraints as challenges and opportunities, and use them to stimulate the ability to improve the resource integration and utilization.

To effectively meet their social objectives, humanitarian organizations need to be more innovative and find novel ways to stay competitive. Yet there has been limited focus on innovation by humanitarian organizations. Part of the issue is the lack of new practices and novel approaches that can be used as benchmarks. This study focuses on food banks, a critical hub for the delivery of food in humanitarian supply chains and where the use of innovation seems to be more reported on.

Focusing on resource scarcity, a commonly referenced constraint by humanitarian organizations, the authors study how food and fund scarcity (versus abundance) influence the innovation efforts of twelve food banks in the United States. This study observes variations in behavior before and during the coronavirus disease 2019 (COVID-19) pandemic.

The authors find that food banks operating in high resource scarcity (food-scarce and fund-scarce) settings focus on process innovations. Food banks operating in low resource scarcity (food-abundant and fund-abundant) settings focus on product innovations. Food banks operating in food-abundant and fund-scarce settings focus on marketing innovations. Food banks operating in food-scarce and fund-abundant settings show the most extensive focus on innovation by relying on imitative innovations. The innovation focus for most food banks switches to process innovation during the COVID pandemic.

The study breaks down resource scarcity specific to food banks by differentiating food and funds, a novel approach to studying scarcity. Findings are novel as they suggest that operating context has a highly differentiating effect on what food banks focus on in terms of innovation. Operating context can lead to focus on process, product, imitative of market-related innovations. Finally, the study is novel because it explores how change in the environmental context due to disruptions can drastically modify the innovation focus of food banks.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

The aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import and export shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is and to-be models within business process management (BPM).

The analyses considered the following perspectives: (i) in the stage of the process identification, the definition of the problem was carried out; (ii) in the stage of the process discovery, ocean department was divided into ocean export/import operation departments; ocean export/import operation were divided into freight collect/prepaid operation processes; ocean export/import logistics activity groups were broken down into sub-activities for freight collect/prepaid operation; the logistics activity groups and their sub-activities were defined; each sub-activity as either operation or documentation process group was classified; the durations of sub-activities were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities were aggregated; the duration of the logistics activity groups and the sub-activities for per job were calculated; the cumulative workload of logistics activity groups and sub-activities were calculated; the duration of sub-activities for per job as operation or documentation departments were calculated, (iii) in the stage of the process analysis, cumulative ocean export/import workload as operation or documentation for freight collect/prepaid were calculated; duration of activity groups and sub-activities for per job as operation or documentation were calculated; cumulative workload activity groups and sub-activities as operation or documentation were calculated, (iv) in the stage of the process redesign, cumulative workload, process cycle time as operation and documentation group and required labor force were calculated; the process cycle time of the theoretical, the as-is model and the to-be model were calculated: (i) the theoretical minimum process cycle time without resource were calculated by the critical path method (CPM), (ii) the process cycle time of the as-is model perspective with the 1 person resource constraint and (iii) the process cycle time of the to-be model perspective with the 2-person resource constraint were calculated by the resource constrained project scheduling problem (RCPSP) method.

The methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.

This study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is and to-be models to maritime logistics. The as-is and the to-be models of the BPM methodology were applied in maritime logistics.

This methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.