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The purpose of this paper is to evaluate the effect of logistics collaboration, meetings, relationship history, and supplier selection on the logistics performance of shippers, carriers, and logistics services providers. Rather than focusing on collaboration and performance, the research provides a wide analysis of how logistics collaboration and performance interact with other organizational practices.

To investigate the interaction among the constructs, the authors proposed a structural equation model to understand the influence of meetings, relationship history, supplier selection, and collaboration on logistics performance. The data were obtained through a survey of 199 managers of Brazilian companies in the retail sector.

Supplier selection has the strongest effect on logistics collaboration, and relationship history has the strongest effect on logistics performance. Rather than meetings and operational features, the elements of interpersonal skills, organizational culture, and communication appear to be the most important contributors to logistics performance achievements; relationship history leads to better performance.

This study contributes to our understanding of how and with whom to collaborate by highlighting the relationships among supplier selection, relationship history, meetings, and logistics collaboration and logistics performance.

This chapter presents performance pedagogy as an interdisciplinary construct and potential bridge between history-based performance and classroom teaching. This chapter proposes Living History in the Classroom: Performance and Pedagogy's central theme: that storytelling and historical interpretation are effective teaching tools. These techniques are integral at many public history settings for on-site and outreach education; Freeman Tilden's foundational 1957 interpretive guidelines for America's national parks paired engagement with education and still influence the public history field. Yet, a review of related literature suggests that limited attention has been paid to translating these techniques for educators' use, whether as performers, as mentors for their students, or in collaborating with historic sites. The pedagogy inherent in storytelling and interpretive performance aligns with their potential instructional value, as has been documented for educator's performance pedagogy in the arts. Similarly, the continuing need to engage current and new audiences impacts how these organizations conduct educational programs and visitor attractions. In the same respect, PK-16 educators and administrators consistently seek best practices for engaging today's Generation Z students (born between 1997 and 2012) and the generation that follows, termed Generation Alpha (McCrindle, 2020). This chapter features a performance pedagogy model that combines historical and instructional objectives that draw from research and observation of first-person interpreters performing in teacher professional development workshops and the author's personal instructional and interpretive experience. This chapter contains a related interview with a noted historian-performer and for educators' use, a worksheet with guiding questions to create or analyze a historical character, educational content, related pedagogy, and key aspects of a performance.

Extant studies on the relational capital—performance benefits in buyer–supplier relationships (BSRs) give limited attention to the value of internal resources/capabilities possessed by each party, thus imply the universal benefits of relational capital regardless of a party's own abilities. To fill this gap in the literature, this paper aims to investigate whether and how a firm's operational efficiency moderates the relation between its relational ties with the largest customer and its performance outcomes.

This study employs a large panel data of US public firms and their major customer relationships for the period of 1980–2018 from Compustat and a two-stage least square regression to address endogeneity concerns.

The authors find that suppliers achieve different performance benefits and disbenefits from their relational ties with major customers depending on their own operational efficiency. Specifically, strong suppliers achieve higher market share and lower profitability as relational ties with major customers increase. In contrast, weak suppliers who develop high levels of relational ties with their major customers tend to increase their profit-generating potential, yet their market share declines. Thus, the findings suggest that suppliers make different trade-offs between profit enhancement and pie expansion depending on their operational efficiency.

As a secondary data study, this research relies on proxy measures to capture relational ties in BSRs. Although the validity of the proxy measures are well established in the literature, additional primary information on sample firms and their relationships may be able to identify other types of internal and external resources and capabilities that can be leveraged as relational capital.

Relational ties with major customers entail both relational capital and relational liabilities. Strong suppliers trade off their profit-maximizing potential for the pie expansion opportunity via sales growth to major customers. On the other hand, weak suppliers achieve higher profits from relational ties with major customers, but this benefit comes at the expense of pie expansion due to decreasing sales to major customers. Managers should be aware of performance trade-offs between profit enhancement and pie expansion depending on a firm's internal capabilities and carefully choose to develop and exploit relationship-based assets with customers depending on their performance goals.

The contrasting performance outcomes demonstrated by strong and weak suppliers in this study challenge the prevailing assumption about the broad performance benefits of relational ties in BSRs. To the best of the authors’ knowledge, this research is the first to empirically substantiate the contingency role of suppliers' operational efficiency in the relational capital—performance link.

The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support.

We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance.

High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences.

To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection.

Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

In developing countries such as India, start-ups play an essential role in “industrial output,” “Gross Domestic Product ” and “employment creation.” Evidence suggests that pandemics have risen over the last century due to rising global travel and assimilation, urbanization, alterations in land use, and significantly larger exploitation of the natural environment. These trends are likely to continue and intensify. These pandemic episodes affect businesses, especially start-ups. Supplier selection is among the vital critical elements that start-ups must include in start-ups' strategy procedures during the pandemic episodes. This study's focus is to “identify,” “analyze,” and “categorize” the factors affecting supplier selection in start-ups during frequent pandemic episodes like coronavirus disease 2019 (COVID-19).

Through “literature review” and “experts' opinion” from various start-ups in India, ten affecting factors were identified. Total Interpretative Structural Modeling (TISM) and Cross-Impact Matrix Multiplication Applied to Classification (MICMAC) were employed to analyze the interrelationship among the factors affecting the supplier selection on start-ups during frequent pandemic episodes, and these factors were ranked as “autonomous,” “independent,” “linkage,” and “dependent” factors.

The findings show that “performance history,” “service levels,” “technical capability,” and “financial stability” are the most critical factors affecting the supplier selection on start-ups during frequent pandemic episodes. The next importance should be safety and environmental concern” and “quality.”

The factors affecting supplier selection on start-ups during frequent pandemic episodes are the current focus of this study. This study is mainly performed on Indian start-ups and can be extended to other countries.

The start-ups can rely on this study to clearly understand the factors affecting the supplier selection on start-ups during frequent pandemic episodes.

There is no research regarding factors affecting supplier selection on start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to supplier selection in start-ups. This gap inspired the present study, which employs the “Total Interpretive Structural Modeling (TISM)” technique to uncover supplier selection determinants and investigate hierarchical interconnections among factors influencing/affecting supplier selection in start-ups during frequent pandemic episodes.

This study examined several factors related to the brand loyalty exhibited by fans of the Chicago Cubs major league baseball team. A total of 371 patrons of a restaurant located in Wrigleyville were surveyed prior to Cubs games at Wrigley Field. Working from a tripartite model of brand loyalty, it was predicted that, compared to less loyal fans, die‐hard (extremely loyal) Cubs fans would demonstrate different attitudes and behaviors regarding the Chicago Cubs. Several hypotheses were developed and tested using descriptive statistics, cross‐tabulations, and ANOVA procedures. Significant differences between the two fan groups were found in the areas of brand loyalty, baseball knowledge, childhood exposure to Cubs’ games, frequency of Cubs’ game attendance, and likelihood of purchasing Cubs paraphernalia. A variety of managerial implications are drawn from the results and future research suggestions are provided.

This paper analyses public sector accounting and organisation reforms, focusing on the departments in charge of defence, military procurement and war between 1850 and 2000 in Britain. Over this period, three parliamentary acts, resulting from a power struggle between the Treasury and Parliament, produced the shift between two institutional logics: probity (spending properly) and performance (spending well). The purpose of this paper is to describe how the acts produced a shift between two institutional logics.

The authors adopt Quattrone’s (2015) procedural notion of institutional logics and the consequent concept of “unfolding rationality”. Using documents from the National Archives, the authors analyse three reforms: The Exchequer and Audit Departments Act 1866 (towards probity), The Exchequer and Audit Departments Act 1921 (towards performance) and the National Audit Office Act of 1983 (towards performance and probity).

For a long time, the actors narrated in this story argued and acted as if probity and performance were incompatible. The two are now treated as compatible and equally important. Before that, the “incompatibility” was a rhetorical, or “procedural”, device. The authors argue that a procedural rather than substantive notion of institutional logics is more suitable to explain the trajectory that was the result of constant negotiation among actors.

The study might contribute to the understanding of the increase in national defence-spending at continental level and the call for a common European Union (EU) military procurement strategy that followed the invasion of Ukraine. The war could produce changes in what is a traditional tension between two logics: sovereignty or efficiency.

The originality of this paper stands in highlighting the link between the institutional logic of public-administration accounting and military history. This link emerges also thanks to a very long time-horizon. Additionally, from a theoretical viewpoint, the authors have put Quattrone’s approach to the test in a context very different from the original one (the Jesuit order).

The purpose of this article is to provide further insights into the adoption of enterprise resource planning (ERP) systems and the impacts on organisational performance. It aims at challenging existing claims of ERP vendors with regard to the benefits of their products and at providing evidence of the benefits of bundling ERPS with supply chain management systems.

A survey was conducted to collect data on several aspects of organisational performance in companies that adopted ERPS and/or SCMS and the respective control groups. Financial key performance indicators were used to measure overall firm performance and the supply‐chain operations reference model to operationalise performance at the business process (supply chain) level.

The key results contradict the claims of ERPS vendors insofar as no significant performance differences were found between ERPS adopters and non‐adopters, either at the business process level, or at the overall firm level. While it could be confirmed that the longer the experience of firms with ERPS, the higher their overall performance, no evidence was found of a similar effect on business process (supply chain) performance. Only those ERPS adopters that also adopted SCMS achieved significantly higher performance at the business process level.

Despite the small size of the SCMS user sample, the results do provide some important insights into the relationships between ERPS, SCMS and performance which might encourage both researchers and practitioners in that field to critically reflect on the “optimal” mix of modules and software packages within increasingly diverse forms of enterprise systems.

Although standardized testing of K-12 student knowledge and understanding garners considerable attention, few observers profess satisfaction with the assessments in place. In this exploratory paper, we report on the data gathered from an open-ended email survey of small, convenience samples of teachers and researchers. Although no clear consensus about alternative assessments of students’ historical knowing and understanding emerged, we argue that the potential for a consensus exists. Any emergent consensus, however, must be negotiated with several issues in mind.