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This paper aims to forecast the availability of used but operational electric vehicle (EV) batteries to integrate them into a circular economy concept of EVs' end-of-life (EOL) phase. Since EVs currently on the roads will become obsolete after 2030, this study focuses on the 2030–2040 period and links future renewable electricity production with the potential for storing it into used EVs' batteries. Even though battery capacity decreases by 80% or less, these batteries will remain operational and can still be seen as a valuable solution for storing peaks of renewable energy production beyond EV EOL.

Storing renewable electricity is gaining as much attention as increasing its production and share. However, storing it in new batteries can be expensive as well as material and energy-intensive; therefore, existing capacities should be considered. The use of battery electric vehicles (BEVs) is among the most exciting concepts on how to achieve it. Since reduced battery capacity decreases car manufacturers' interest in battery reuse and recycling is environmentally hazardous, these batteries should be integrated into the future electricity storage system. Extending the life cycle of batteries from EVs beyond the EV's life cycle is identified as a potential solution for both BEVEOL and electricity storage.

Results revealed a rise of photovoltaic (PV) solar power plants and an increasing number of EVs EOL that will have to be considered. It was forecasted that 6.27–7.22% of electricity from PV systems in scenario A (if EV lifetime is predicted to be 20 years) and 18.82–21.68% of electricity from PV systems in scenario B (if EV lifetime is predicted to be 20 years) could be stored in batteries. Storing electricity in EV batteries beyond EV EOL would significantly decrease the need for raw materials, increase energy system and EV sustainability performance simultaneously and enable leaner and more efficient electricity production and distribution network.

Storing electricity in used batteries would significantly decrease the need for primary materials as well as optimizing lean and efficient electricity production network.

Energy storage is one of the priorities of energy companies but can be expensive as well as material and energy-intensive. The use of BEV is among the most interesting concepts on how to achieve it, but they are considered only when in the use phase as vehicle to grid (V2G) concept. Because reduced battery capacity decreases the interest of car manufacturers to reuse batteries and recycling is environmentally risky, these batteries should be used for storing, especially renewable electricity peaks. Extending the life cycle of batteries beyond the EV's life cycle is identified as a potential solution for both BEV EOL and energy system sustainability, enabling more efficient energy management performance. The idea itself along with forecasting its potential is the main novelty of this paper.

Organizational Behavior and Strategic Management.

MBA, Management/Executive development programs.

This case study can be used effectively for understanding the nuances of employee loyalty, especially if there is a cost of employee loyalty. While Anand Finance is happy that its workforce has largely been loyal, the volatile, uncertain, complex and ambiguous times force it to chart new course of action. The newly appointed Business Head, Ashok Singh's challenges compound when he finds that there was not’t a single innovation or best practice adopted over the past three years. Given his mandate to make Anand Finance as the Walmart of financial services, can he aspire to rally the forces behind the new mission? This case study facilitates an interesting discussion on the significance of operational and strategic alignment at organizations in the backdrop of an interesting story of Anand Finance, one of the leading non-banking financial companies (NBFCs) in India. The non-alignment was noticed by Ashok Singh (Singh) who took over as the Business Head of Anand Finance. While the company boasted of long-standing employees, Singh was quick to notice that the company had been paying a cost for employee loyalty. What was the cost of employee loyalty? Singh could also sense that the company was in a state of active inertia. Expected to make Anand Finance Walmart for financial services by 2025, Singh had a big task at hand given the lack of strategic orientation of the employees. What would be the likely course of Singh's actions? As the case study deals with strategic dilemmas related to the organizational culture, it can be suitably used for organizational behavior and strategic management courses. This case study is meant highlight that even if an organization is operationally sound and successful, it cannot afford to be strategically disoriented, as its strengths may prove to be its weaknesses with changing business conditions.

At the end of this case discussion, the participants are expected to know the merits and demerits of employee loyalty and the implications of the same for organizational change; whether employees’ relatively longer stints at companies would contribute to active inertia (as defined by Donald N. Sull in Harvard Business Review article, “Why Good Companies Go Bad”); and the ways to align operational orientation with strategic mindset, especially in the case of employees who rose through the ranks and had been serving the company for relatively longer period.

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How and whether the rhythm, synchronization and sequence of firms' M&A and alliance activity over time impact firm performance is our core question. We seek to advance a temporal lens in the M&A and alliance discourse by explicitly incorporating time-associated theories, constructs and methods. A temporal view of M&A and alliance activity requires strategists to study fundamental questions related to when and under what conditions firms should accelerate, slow down and coordinate their M&A and alliance initiatives, whether firms' trajectory of M&A and alliance have discernible and distinctive patterns over time, and whether these initiatives demonstrate a temporal pattern that becomes an integrated part within firms' M&A and alliance routines that create a time-based source of competitive advantage. Using a sample of 57 small to medium-size firms in the global specialized pharmaceutical industry and their M&A and alliance activities for 19 years we find support for our temporal-based hypotheses.

This paper explores the emergence and coordination of synchrony in networked groups like those that develop integrated product platforms in collaborative ecosystems. While synchronized actions are an important objective for many groups, interorganizational network theory has yet to explore synchrony in depth perhaps because it does not fit the typical diffusion models this research relies upon. By adding organizationally realistic features – sparse network structure and intentional coordination – to the firefly model from theoretical biology, I take some first steps in understanding synchrony in organizational groups. Like diffusion, synchrony is more effective in denser networks, but unlike diffusion clustering decelerates synchrony’s emergence. Coordination by a few group members accelerates group-wide synchrony, and benefits the coordinating organizations with a higher likelihood that it converges to the coordinating organization’s preferred rhythm. This likelihood of convergence to an organization’s preferred rhythm – what I term synchrony performance – increases in denser networks, but is not dependent on tie strength and clustering.

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

This paper aims to use the institutional and information-processing perspectives to explore their association with between internationalization and the Penrose effect phenomenon for business groups (BGs).

The authors use ordinary least squares regression models to test arguments about data pertaining to 101 Taiwanese BGs’ foreign direct investments.

The results indicate that greater levels of depth and scope in the process of internationalization during one period may negatively affect rates of growth in the following period. The results further demonstrate that institutional distance moderates the relationship.

Using the perspective of information-processing demands, the authors provide alternate explanations regarding the relationship between the process of internationalization (depth, scope and rhythm) and the Penrose effect.

Owners and managers should focus on both the depth and the scope of internationalization. BGs are likely to incur high dynamic adjustment costs, which then limit the rate of BGs’ growth. Managers should balance international market uncertainty with current managerial resources when determining how deeply and broadly to expand internationally and where to enter. In addition, as recent major panel studies suggest, management capabilities and practices can improve significantly, which has a positive effect on firm growth and performance. This does require the careful development and acquisition of the managerial resources needed for internationalization.

Digitally oriented firms are faced with new opportunities and risks in today’s ever-changing world. Drawing upon organisational entrainment theory, this study investigates how supply chain (SC) entrainment improves the effects of digital orientation on firm performance through absorbing risks and exploiting opportunities.

Survey data were collected from 307 Chinese manufactures and analysed using structural equation modelling and regression analysis.

The results show digital orientation absorbs risk through evoking three SC entrainment dimensions (i.e. internal entrainment, entrainment with customers and entrainment with suppliers). Entrainment with customers and suppliers mediate the relationship between internal entrainment and firm performance. An opportunity exploitation mechanism is evidenced by the moderating effects of internal and external entrainment on the relationship between digital orientation and firm performance.

The empirical findings provide timely insights for managers to fully harness the benefits of digital orientation by using SC entrainment, i.e. to match the tempo and pace of internal and external cyclical activities to reduce the risks and increase the benefits of adopting advanced digital technologies. The authors show managers how to adjust their organization’s actions to keep tempo and synchronous phase with their SC partners.

The study introduces and conceptualizes a construct (i.e. SC entrainment) to understand how risks and opportunities arising from digital transformation can be addressed to maximize the value of advanced digital technologies.

This chapter explores a common, but typically overlooked urban practice: smoking outside the workplace. This activity is analysed as an attempt to create marginal spaces of brief retreat from the acceleration and agitation of the workplace. By talking to smokers about what drives them into the street, and capturing smokers photographically, we discover that these people are seeking moments of breakaway from the dominating involvement of the commercial city. The practices we observe in this chapter are typical of what Erving Goffman refers to as ‘away’ activities: strategies for briefly escaping from the absorption of all-consuming social situations. We conclude by asking whether these urban pauses could be stretched to a point where they challenge the compulsion of the overwrought rhythmic order of the capitalist city.

Firms operate in a market for their corporate assets, wherein important assets being bought and sold are business units. This market is therefore a primary mechanism for firm reconfiguration, and offers the opportunity for firms to gain performance advantage as they prepare for and engage in their boundary-changing moves. This paper focuses on resource reconfiguration between firms, and examines internally and externally driven sources of performance heterogeneity in firms’ use of the market for firm reconfiguration. Viewing between-firm resource reconfiguration through three theoretical lenses surfaces several potential avenues for firm differentiation. For one, the necessity of firms’ possessing capabilities to execute both sides of the external resource reconfiguration transaction – acquisition and divestiture capabilities – is revealed. For another, the institutional prerequisites that are needed in the operating environment for a firm to build a sustainable resource reconfiguration strategy are brought to the fore, and are well illustrated by the private equity industry. Lastly, the potential benefits of using the transactional view of firm scope to animate the study of external resource reconfiguration are raised. Taken together, these elements lead to a research agenda around resource reconfiguration across firm boundaries.

This chapter explores the writings of Pakistani sociologist Hamza Alavi, especially on the post-colonial state, ethnicity, peasantry and kinship relations. In contradistinction to most (partial) uptakes of Alavi, I evaluate his work as a whole in order to shed light on its continuities and discontinuities. I demonstrate both the strengths and pitfalls of Alavi's theorisation of the post-colonial state, mode of production and ethnicity by placing him in context of wider Marxist debates at the time. I then suggest that Alavi's other work (e.g. on the peasantry and kinship relations) may serve to complement the weaknesses of the former. Thus, by reading Alavi contra Alavi, I advocate for an ‘integral’ perspective on the relations between civil and political society, arguing for a conjunctural awareness of mediations between the same, and their imbrications with differentiated relations of class, ethnicity and kinship.