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The paper aims to present a solution which makes it possible to control and audit organizational transactions in real time, helping to determine the degree of reliability with which they are carried out, mitigating the organizational risk. This auditing is made at a very low level of organizational transactions executed and supported exclusively in a digital format, contrary to what happens in most monitoring of transactions, which occurs at a high level. Moreover, it describes the conceptual architecture of the solution, its components and functionalities as well as the development and technical issues which should be taken into consideration on the deployment and evaluation of the solution.

The work follows the design science methodology. It presents the problem and motivation of the investigation, the solution design and how it is being deployed. Furthermore, it presents the expected results based on the proposed architecture and on the results which are currently being achieved with the prototype implementation.

The prototype is being put into practice, thus the gathering of results and their evaluation is not yet complete. However, preliminary results are really satisfactory and very close to those expected and enumerated.

The research contributes to a new vision of organizational auditing focused on assurance services in transactions executed and supported in a digital format in compliance with the formalisms of a business ontological model of organizational transactions.

Classical transaction cost theory is not applicable to decisions on HRM or organizational design. This article overcomes such a fruitless situation. First on an operative level the two types of HRM and separately organizational transaction costs will be analyzed and then linked together in a substitutive or cumulative way. Second, transaction cost analysis is extended to the higher level of strategic HRM and organization design. There both types of transaction costs are linked again. Furthermore, they control types and size of HRM and organizational transaction costs on the operative level. As a decision base consequently both levels and both types of transaction cost should be analyzed and determined simultaneously.

Blockchain is a technical solution integrating multiple technologies, with the potential to overcome the drawbacks of organizational governance. Given the emergence and prevalence of blockchain, its importance for organizational governance has progressively increased. Therefore, this study aims to analyze how blockchain restructure organizational governance.

This study presents a structured systematic literature review of blockchain-enabled applications across diverse organizational governance models and several case studies to illustrate them. Based on the above analysis, governance mechanisms, transaction upgrading and challenges are proposed.

Based on the literature review and typical applications, the authors summarize the advances in the research on the theoretical and practical applications of blockchain in organizational governance. We also identify the influence mechanisms of organizational governance and investigate transaction upgrading based on blockchain. Finally, the authors discuss three types of challenges (i.e. administrative, technical and environmental) to the relationship between blockchain and organizational governance. Along with the development of blockchain applications, the impact of blockchain on organizational governance has progressed in both theory and practice. Therefore, these findings will have significant implications for both academics and practitioners.

This paper makes three key theoretical contributions: we review the literature on the impact of blockchain on organizational governance and present typical cases to illustrate it; propose four governance mechanisms for the application of blockchain in organizational governance; and propose an innovating-and-matching-oriented model of transaction upgrading based on blockchain.

This paper aims to strive to close the current research gap pertaining to potential implications of the blockchain for supply chain management (SCM) by presenting a framework built on four established economic theories, namely, principal agent theory (PAT), transaction cost analysis (TCA), resource-based view (RBV) and network theory (NT). These theories can be used to derive research questions that are theory-based as well as relevant for the industry. This paper is intended to initiate and stimulate an academic discussion on the potential impact of the blockchain and introduces a framework for middle-range theorizing together with several research questions.

This paper builds on previous theories that are frequently used in SCM research and shows how they can be adapted to blockchain-related questions.

This paper introduces a framework for middle-range theorizing together with several research questions.

The paper presents blockchain-related research questions derived from four frequently used theories, namely, PAT, TCA, RBV and (NT). These questions will guide future research pertaining to structural (PAT, TCA) and managerial issues (RBV, NT) and will foster middle-range theory development in SCM research.

Blockchain technology has the potential to significantly change SCM. Given the huge investments by industry, academic research is needed which investigates potential implications and supports companies. In this paper, various research questions are introduced that illustrate how the implications of blockchain on SCM can be investigated from different perspectives.

To the best of the author’s knowledge, no academic papers are published in leading academic journals that investigate the relationship between SCM and blockchain from a theory-based perspective.

This paper aims to explore effective supply chain principles, through the theory of transaction cost economics, as measures to improve current contingency pharmaceutical item shortfalls in the Air Force Medical Service (AFMS) Contingency Pharmaceutical Programme.

In this research, AFMS contingency pharmaceutical data was collected from various databases, including the Joint Medical Asset Repository, Medical Contingency Requirements Workflow and the Medical Requirements List. Through the methodology of cost-benefit analysis, alternative sourcing and fulfilment practices are evaluated.

The findings of this research indicate that the application of centralized purchasing principles, in an effort to leverage prime vendor contract fill rates for shortage items, can lead to 12%–17% increases in pharmaceutical material availability across the programme.

This research clearly shows that consolidating demand for shortage items across Active Duty War Reserve Material assemblages, though applications of centralized purchasing principles that leverage prime vendor contract fill rates, can lead to substantial increases in material availability at costs that justify the calculated benefits.

The purpose of this paper is to explore the connection between social capital, transaction costs, and organizational outcomes.

The study is based on a survey of 176 employees of a high‐tech manufacturer of electronics located in the Mid‐Atlantic region of the USA. The survey included three self‐report measures: social capital, transaction costs, and organizational outcomes. Self‐report items were used to measure three dimensions of social capital: structure, relationships, and communication. Transaction cost items measured information exchange, problem solving, conflict management, and behavior regulation. Questions measuring organizational outcomes included quality, change, equity, and fairness.

The central finding of this research is the significant association between social capital and both transaction costs and organizational outcomes. As expected, trust served as a predictor of both transaction costs and organizational outcomes. In addition, the social capital components of access, timing, and network ties were significantly associated with transaction costs and organizational outcomes.

The items used to measure the communication dimension of social capital did not demonstrate sufficient reliability to be entered into the analysis.

The results suggest an alternative approach to considering the connection between communication management and organizational achievement. This approach, also, theoretically centralizes communication and communication related concerns as foundational for social capital analysis.

This study offers a valuable alternative theoretic approach to understanding the impact of communication on organizational affairs.

As global economic systems become increasingly more complex and dynamic and the universal language of historical accounting is being profoundly altered, the theory and tools we use in neo-classical economics, traditional finance, and valuation are beginning to prove inadequate to the tasks being required of them. Hence, there is a need to consider new avenues of thought and new tools. In this conceptual chapter, I explore the use of real options “in” engineering systems design as a means to achieve more rigorous and insightful results in the design and valuation of economic systems, particularly that of the firm. In the process, I gain further insight into the causes and cures for systemic disturbances generated by the presence and selection of real options in economic systems.

The purpose of this paper is to discuss the governance mechanism of overcoming or solving three problems: cooperation problem, coordination problem and appropriation problem. Also to raise the value chain cost efficiency and to elevate the value chain competitive advantage.

The methodology is the experimental study. The authors design an experience simulating the transaction process across firms to explore the separate and joint governance effects of trust and incentive on the cost of value chain.

According to the experimental results it is found that the high level of trust between firms and the incentive based on the joint interests of value chain can effectively mitigate or avoid the cooperation, coordination and appropriation problems, and thus have significant governance effects on the cost of value chain. Incentive is out of effect when a much lower level of trust across firms exists, which reflects that there is a significant complementary relationship between trust and incentive mechanisms.

The research limitation is that the practical experience and the cognition of experimenters of the researchers will influence the conclusion of the experiment, so the research on the influences of other factors must be deepened.

The paper's value is in setting out a value chain cost management theory frame, demonstrating trust and incentive as two kinds of governance mechanism in the value chain cost management mechanism, adopting experiment method to verify the above theory, and providing the relevant behavior evidence for future research.

As outsourcing continues to grow, supplier management becomes critical to the success of manufacturing firms. Transaction cost economics (TCE) suggests that firms should choose supplier governance mechanisms to ensure fulfillment of contractual obligations and safeguard against opportunism for their outsourcing activities. Accordingly, the purpose of this paper is to examine how buying organizations govern supplier contracts to improve manufacturing competitiveness and financial performance. The relative effectiveness of two primary governance mechanisms, contractual governance (CG), and relational governance, are examined.

Expanding upon previous studies, this study delineates three relational governance mechanisms (negotiation efficiency (NE), problem solving relations, and information sharing (IS)) that are conceptually, statistically and pragmatically different. Based on the TCE literature, a conceptual model is developed to decipher the relationships between pre-contract conditions (supplier asset specificity and environmental uncertainty (EU)), governance mechanisms, performance ambiguity (PA), and performance. Using the data collected from 987 firms, the statistical results present several important findings that would advance current theory and practice in outsourcing.

The authors find empirical support for the effects of contractual and relational governance in improving manufacturing and financial performance. The governance of supplier contracts clearly facilitates manufacturers’ ability to leverage their resources to improve performance. The relative effectiveness of these two governance mechanisms is related to the levels of EU and supplier asset specificity. Relational governance displays greater influence on performance than CG does. However, CG appears to be complementary to relational governance.

The interplays between supplier asset specificity and EU should be examined in the future. The relationships among NE, IS, and problem solving should also be examined to facilitate the development of relational governance.

Managers should be aware of the situational performance of governance mechanisms. Moreover, it is important to realize how differently each of the three relational governance mechanisms and CG contribute to performance.

This study extends the academic discussion of supplier governance by investigating the alignment of governance mechanisms (relational governance and CG) with pre-contract conditions to reduce PA and, thereby, enhance manufacturing performance. Under the theoretical framework of TCE, the direct and indirect effects of pre-contract conditions and governance variables are fully examined and discussed. Moreover, relational governance involves multiple mechanisms that are conceptually and pragmatically different, and future studies should not treat it as one single construct.