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The purpose of this paper is to investigate the supply chain management (SCM) skills that support the sensing and seizing of opportunities in a changing business environment.

Based on the previous literature on the T-shaped model of SCM skills, data were collected through a mail survey among Australian business executives. The resultant skill sets are grouped along factors that support the sensing vs seizing of opportunities.

Interestingly from an SCM perspective, functional logistics-related skills are important to maintain competitiveness but are not the ones contributing to a firm’s ability to sense opportunities and threats, and to seize opportunities in a changing business environment. The authors, therefore, support the notion that supply chain managers should be managers first. Factual SCM knowledge is the solid basis, but otherwise only an entry requirement in this field.

Problem-solving skills, along with forecasting and customer/supplier relationship management, stand out as important components that support the ability of supply chain managers to sense and shape opportunities and threats in a turbulent business environment. This focus would tend to suggest the importance of supply chain integration and collaboration as management approaches. Other SCM skills from warehousing and inventory management to transportation and purchasing are more prevalent for maintaining competitiveness.

The results of the survey and the consequential analysis indicate that the content of tertiary-level educational programmes should be significantly reviewed to deliver two distinct (but partially overlapping) streams that focus on the generalist and functionalist managers who must work together in the management of the increasingly global and complex supply chains.

Functional skills often form the basis of training and education programmes for supply chain managers. Whilst these form the solid foundation for their jobs, they are entry requirements at best. In a changing business environment, other skills are needed for success. Given that turbulence is becoming the norm rather than the exception, this finding necessitates rethinking in training and education programmes, as well as in the recruitment of supply chain managers.

Testing the T-shaped model of SCM skills from a dynamic capabilities perspective, the results of the factor analysis lead to a regrouping of skill sets in terms of sensing and seizing opportunities in a turbulent business environment.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

International financial markets are rapidly becoming a single global market. For these markets, most large institutional users are not satisfied with the existing levels of disclosures by multinational firms. One purpose of this research study was to investigate existing footnote disclosure practices for H‐Shares in Hong Kong. Another purpose was to determine if the existing financial statement disclosures for H‐Share companies are comparable to the other companies traded on the HKSE. This study classified, summarised and analysed financial statement disclosures for H‐Share Hong Kong companies. In a recent US study, Barth and Murphy (1994) developed a framework to analyse the required footnotes for companies in the United States. This study uses a similar approach to examine the situation in Hong Kong. However, there are some significant differences. The Barth and Murphy study is extended to include the review of actual disclosures in Hong Kong financial statements. In this way, this project attempts to determine if existing disclosures for Hong Kong H‐Share companies can be classified according to the purposes identified in the US study and by a review of Hong Kong standards. Descriptive statistics are provided for all disclosures. The results indicate that similar purposes have been met for both H‐Shares and other Hong Kong companies traded on the Hong Kong Stock Exchange.

Traditional utility analysis only calculates the value of a given selection procedure over random selection. This assumption is not only an inaccurate representation of staffing policy but also leads to overestimates of a device's value. This paper presents a more accurate method for computing the validity of a selection battery for when there are multiple selection devices and multiple criteria. Application of the method is illustrated using previous utility analysis work and an actual case of administrative assistants with eight predictors and nine criteria. A final example also is provided that includes these advancements as well as other researchers' advances in a combined utility model. Results reveal that accounting for multiple criteria and outcomes dramatically reduces the utility estimates of implementing new selection devices.

Recent climate change projections estimate that the average summertime temperature in the southern part of Great Britain may increase by up to 5.4°C by the end of the century. The general consensus is that projected increases in temperature will render British dwellings vulnerable to summer overheating and by the middle of this century it may become difficult to maintain a comfortable indoor environment, if adaptation measures are not well integrated in the design and operation of new dwellings, which are likely to remain in use beyond the 2050s. The challenge is to reduce overheating risks by integrating building and user adaptation measures, to avoid energy intensive mechanical cooling. Developing guidelines and updating building regulations for adaptation, therefore, requires an understanding of the baseline scenario; i.e. the performance of existing buildings in future climates.

This paper aims to investigate the performance of new-build multi-occupancy British dwellings for human thermal comfort in the present-day and projected future climates in four regional cities: Birmingham, Edinburgh, London and Manchester. Evaluations are carried out by a series of dynamic thermal simulations using widely adopted threshold temperature for overheating, as well as adaptive thermal comfort standards. This study thus offers a unique perspective on regional variations of performance and provides a clearer snapshot because of the use of more appropriate adaptive comfort standards in the evaluations. Finally, the paper sheds light on possible personal and building adaptation measures to alleviate overheating risks.

The purpose of this paper is to discuss two important behaviors related to job mobility in the IT profession, namely, changing jobs to move to another organization (turnover) and changing the profession entirely (turnaway), during a national crisis. Based on the theoretical foundation of the push–pull–mooring perspective, a research model is developed that includes professional self-efficacy (PSE), job insecurity (JI) and job satisfaction (JS) as important antecedents.

Using a positivist approach and a survey method, the authors analyzed data from IT professionals from different economic segments in Brazil. Data collection occurred in two distinctive moments of the largest crisis in modern Brazilian history – a pre-awareness moment (first half of year 2015) and a crisis-conscious moment (first half of year 2016).

The findings reveal that PSE negatively influences JI and positively influences JS, JI positively influences turnaway intention, and JS negatively influences both turnover intention and turnaway intention. The effect of the national crisis was observed in that it further accentuated the intention of IT professionals to leave the profession. Another effect was related to age, as older professionals are less willing to turn over but more willing to turn away.

Besides developing a parsimonious model to study both the intention to leave the organization and the intention to leave the profession, the study sheds light on how IT professionals react to economic crises and how the reaction varies by age.

The study puts to question the common belief that IT professionals are secure in the job market due to high demand for their skills and investments made by organizations to keep them on the job. Employers must pay attention to JI and turnover/turnaway intentions.

This study is among the few to study JI and aspects of the theory of human migration in IT. It is also possibly the first to discuss the effects of a national crisis on the mobility patterns of IT professionals.

One feature of Utilitarianism that provides its link to rational decision making is that the basic principle of utility demands that one maximize the good. One can disagree about what exactly the good is – perhaps it is pleasure, autonomy, beauty, or some set of items on a list mixing a variety of intrinsic goods. However, whatever the good turns out to be, we ought – morally – to maximize it. A failure to maximize the good is seen as not only a moral failure but also a rational one. So, for example, suppose that a friend of yours offers you a choice between $100 and $10. Most would hold that the rational thing to do is maximize the good and take the $100, all other things being equal. The person who took the $10 option would be considered irrational and imprudent. Maximizing or optimizing one's finances, all other things being equal, would be prudent, but the general point about maximizing carries over to the moral area. What one ought to do, morally, is maximize the good. In the moral area, this means maximizing human well-being, impartially considered. The above illustration is an artificial one, and real life introduces all sorts of complexities such as how to weigh disparate goods and how to deal with risk and uncertainty. However, the basic point that one ought to maximize the good, or do the best one can, stands.

While the common suggestion in leader-member exchange (LMX) research is that there is a strong relationship between LMX and performance, a closer look at these studies reveal that the performance measures in the majority of studies are primarily subjective in nature such as performance reviews. Relatively few studies examine the LMX-objective performance (OP) relationship. The findings from those studies are not consistent subjective performance studies. While most LMX studies are conducted in a work environment, this paper adds to the literature by examining this in a higher education. The findings indicated a significantly positive regression coefficient between Professional Respect and midterm grades. Based on the results, the authors introduce the idea of the “peer leader effect” and discussed the development of peer leaders.

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.