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The purpose of this paper is to present a conceptual framework on resilience types in supply chain networks.

Using a complex adaptive systems perspective as an organizing framework, the paper explores three forms of resilience: engineering, ecological and evolutionary and their antecedents and links these to four phases of supply chain resilience (SCRES): readiness, response, recovery, growth and renewal.

Resilient supply chains need all three forms of resilience. Efficiency and system optimization approaches may promote quick recovery after a disruption. However, system-level response requires adaptive capabilities and transformational behaviors may be needed to move supply chains to new fitness levels after a disruption. The three resilience types discussed are not mutually exclusive, but rather complement each other and there are synergies and tradeoffs among these resilience types.

The empirical validation of the theoretical propositions will open up new vistas for supply chain research. Possibilities exist for analyzing and assessing SCRES in multiple and more comprehensive ways.

The findings of the research can help managers refine their approaches to managing supply chain networks. A more balanced approach to supply chain management can reduce the risks and vulnerabilities associated with supply chain disruptions.

This study is unique as it conceptualizes SCRES in multiple ways, thereby extending our understanding of supply chain stability.

The purpose of this research is to examine leadership in an intermediary organization whose mission is to facilitate collaboration between large corporations and their smaller suppliers, a bridging organization.

A qualitative approach using a single case revelatory method was adopted. Data were collected from a bridge leader as well as 20 executives of companies involved in the collaboration.

The analysis revealed that the successful bridge leader tended: to build personal relations and goodwill as a way of creating personal obligations on the part of the stakeholders he led; championed the cause of the stakeholders and made their mission his/her own; created opportunities for individual and collective goal achievement; relied on symbolic behavior and ceremonies to reify the bridge mission; and engaged in frequent communication with a liberal use of humor and playfulness to make goals embraceable by the stakeholders in the collaboration.

This is a single case study and that limits the generalization of these findings. However, the findings provide some preliminary evidence to show that a lack of control of resources need not be a reason for leader non‐performance.

A bridge leader may substitute other influence strategies to compensate for the lack of direct positional power.

This study is one of the few that explicitly examines leadership in bridging organizations. The paper's understanding of this phenomenon is important because of the importance of bridging organizations to business and social innovation.

Greater resilience at individual, group and organizational levels better positions firms to counter threats to supply chain efficiency posed by sudden crisis or disruption. Focusing on engineering, ecological and evolutionary resilience types can help strengthen overall resilience by countering deficiencies within each form and exploiting potential synergies.

The purpose of this paper is to develop and empirically test a conceptualization of competitive aggressiveness (CA), a dimension of entrepreneurial orientation.

Structural equation modeling and hierarchical regression are employed on responses from 182 banks in the southwestern US Performance data on the banks are drawn from the US Federal Deposit Insurance Corporation's (FDIC's) Call reports.

The results indicate awareness, motivation and capability are antecedents of CA, which itself is positively related to increased market share and, in more dense markets, profitability.

Aggressive firms exhibit certain routines that can lead to competitive actions, which assists performance in some contexts. Managers who wish to increase (or decrease) their firms' overall competitive posture can encourage (or discourage) employees from performing competitive routines such as monitoring their rivals or talking about their rivals' strategies.

By developing CA' conceptualization, the study advances the understanding of the antecedents of competitive behavior and makes it easier to study competition in smaller firms.

Introduces librarians to popular culture studies and emphasizes the importance of collection development of popular culture materials, both primary and secondary. Provides strategies and identifies resources that can facilitate such collection development.

Over the years we have reported prosecutions where the defence has alleged, and with circumstantial support that the presence of a harmful foreign body in food was deliberate through the action of a single disgruntled employee or where the labour relations climate generally has been bad. It makes no difference to the manufacturer's responsibility—the offence is an absolute one—but occasionally courts have allowed it in mitigation. Sometimes, it has been the nature of the extraneous material, e.g. fragments of glass or metal, the like of which did not exist in the factory premises or plant. This may be taken as a symptom of the vandalism of the age, but more recently, two incidents have drawn attention to its dangers and provided a glimpse of the criminal mind which can inflict such injury on employers, and expose innocent consumers, of all ages, to possible harm.

Smedleys Ltd v. Breed effectively disposes of Section 3 (3), Food and Drugs Act, 1955 as a defence in law in what nowadays constitutes the commonest source of all food prosecutions, viz., foreign matter in food. Their Lord‐ships' judgment is indeed a brilliant exposition of the law on the subject, but the result of their dismissal of the appeal can only be seen, as one of their number stated, that local authorities and magistrates for all practical purposes can ignore the subsection, and from the numerous reports of legal proceedings, this is what they have been doing for many years. It was resurrected in a case, similar in circumstance to that in Smedleys, a couple of years ago, in respect of a snail in black currant jam, in which the snail and black currants were identical in size and appearance.

This paper aims to explain the dynamics of entrepreneurial decisions and actions (D&As) in the small and medium-sized enterprise (SME) growth process. The study focuses on the changing portfolio and relationship governance and captures these dynamics by using the concept of “enabling constraints” (ECs).

In-depth, long-term and multiple-case study method was adopted based on six high-growth SMEs. Pattern-matching and alternative template approach formed a basis for developing a research framework, further corroborated and advanced in the empirical study.

The research provides empirical evidence of ECs as entrepreneurial perceptions that both limit (constrain) the range of accessible options and facilitate (enable) new opportunities. This study’s results point to how owner-managers' judgments about growth motives and rationales constrain their choices and how they enable new directions, acknowledging the changing context.

This work contributes to the research on SME growth processes by specifying their dynamics in terms of a creative mutual causality. Here, D&As stem from entrepreneurs' perceptions that are affected by the context, with the latter also shaped by prior decisions and actions. This theoretical contribution has been synthesized in the form of a framework of ECs in the SME growth process with related propositions.

In an effort to restore investor confidence in the wake of recent financial reporting scandals, the Sarbanes‐Oxley Act of 2002 mandates that audit committees be fully independent and have at least one financial expert. The SEC adopted rules implementing these Sarbanes‐Oxley provisions. This paper contributes to the literature on the association between audit committee characteristics recommended by SOX and the likelihood of fraud in two ways. First, we focus on audit committee composition and the extent of the underlying nature of the firm (e.g., firm size, growth) and the contracting environment (e.g., managerial ownership, leverage) of the firm on the likelihood of fraud. In particular, we find that the likelihood of fraudulent financial reporting is negatively related to audit committee independence, number of audit committee meetings and managerial ownership and positively related to firm size and firm growth opportunities. Second, we separately examine firms with totally independent audit committees and fraudulent financial reporting. This sample is interesting because these are firms that had good corporate governance and yet still had fraudulent financial reporting. By separately examining firms with totally independent audit committees, we find that the likelihood of fraudulent financial reporting given a totally independent audit committee is inversely related to the level of managerial ownership and the number of audit committee meetings.