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Considering the last-mile delivery service supply chain as a social-ecological system rather than just a firm-based service system, this research exploit the COVID-19 pandemic disruption to investigate how the supply chain develops resilience from a viewpoint that integrates a social-ecological perspective with the traditional engineering one.

This research adopt a multi-case study approach using qualitative data collected via semi-structured interviews with executive-level managers from nine leading UK last-mile delivery companies. Data analysis is guided by a research framework which is developed by combining the social-ecological perspective with the structure–conduct–performance paradigm. This framework aids the investigation of the impacts of external challenges on companies' resilience strategies and practices, as well as performance, in response to disruptions.

The research identifies three distinct pathways to resilience development: stabilization, focussing on bouncing back to the original normal; adaptation, involving evolutionary changes to a new normal; transformation, involving revolutionary changes in pursuit of a new normal-plus. Three strategic orientations are identified as operating across these pathways: people orientation, digital orientation, and learning orientation.

In contrast to the manufacturing supply chain focus of most current research, this research concentrates on the service supply chain, investigating its resilience with a social-ecological perspective alongside the traditional engineering one.

How is moral legitimacy established in pluralist contexts where multiple moral frameworks co-exist and compete? Situations of moral multiplexity complicate not only whether an organization or practice is legitimate but also which criteria should be used to establish moral legitimacy. We argue that moral legitimacy can be thought of as the property of a dynamic dialogical process in which relations between moral schemes are constantly (re-)negotiated through dynamic exchange with audiences. Drawing on Boltanski and Thévenot’s ‘orders of worth’ framework, we propose a process model of how three types of truces may be negotiated: transcendence, compromise, antagonism. While each can create moral legitimacy in pluralistic contexts, legitimacy is not a binary variable but varying in degrees of scope and certainty.

This study investigates (1) the processes through which social enterprises develop resilient organizational logics and (2) the key resilience factors in the organizational logics of successful social enterprises. The organizational logic is conceptualized here as the dynamic system of roles, rules and social expectations that result from the organization's business model, impact model and organizational form.

This study adopts an inductive approach to identify emerging resilience factors and processes in an exemplary case of social entrepreneurship (a work integration venture). The longitudinal data collection on this case took place from 2011 to 2016, based on approximately 440 h of participant observation and 10 semi-structured interviews.

The inductive analysis suggests that social enterprises develop resilient organizational logics through multi-level recursive processes of bridging institutional work. These processes enable the development of an organizational logic that is internally robust while linking distant practices, needs and expectations. The authors conceptualize these characteristics into a novel construct, the organizational logic's bridging power, which is operationalizable through two dimensions (hybridity-based and cocreation-based bridging power) and five sub-dimensions.

Like in all inductive studies, further research is needed to validate the proposed model. The new proposed construct “organizational logic's bridging power” is, interestingly, a meta-theoretical concept encouraging cross-fertilization between the literature on institutional logics and that on value cocreation.

The process development model proposed by this study highlights the importance of network-level institutional work for developing cocreation-based resilience. Furthermore, this study shows how institutional theories could be complemented with other bodies of knowledge in order to understand social enterprise resilience.

Introducing a new regular page listing reports, publications and training materials of relevance to readers. If you come across new publications, training materials, websites or other resources that might be of interest to other readers, please send details to Tracey Austin e tracey.austin1@btopenworld.com

The article examines the use of MUDs (Multi‐User Dungeon) / MOOs (MUDs Object Orientated) in on‐line teaching and learning. They allow computer based communication in real time, in an environment defined in a central database. Examples are in use at CoMentor and Diversity University. University of Leeds has been using an experimental MOO to run IT user support sessions at one of its remote sites, the University teaching hospital. The article describes this service, and gives an example of a typical interaction. The article concludes by reflecting on the benefits and limitations of the technology in teaching and learning.

Supply chain management is becoming critical as firms recognize that competition is shifting from company versus company to supply chain versus supply chain. Two important factors in building successful supplier relations are (1) defining criteria to select and evaluate suppliers and (2) involving suppliers in important, inter‐company decisions. This research describes the relationships between these factors and supplier performance and between supplier performance and manufacturing performance. It develops and administers a large‐sample survey and uses factor analysis to develop measures for the importance of supplier‐selection criteria, supplier involvement, supplier performance, and manufacturing performance. The results indicate that importance of supplier‐selection criteria and the use of supplier involvement have direct and significant impacts on supplier performance and that supplier performance has a direct and significant impact on manufacturing performance.

The early institutional theory literature highlighted religion as a core societal institution that influences the behaviours of individuals and organisations. Yet to date, religion has remained relatively unexplored in the management and organisational theory literature. This chapter draws on the idea of homophily – similarity breeds connection to explore a peculiarly instructive case focussing on how religion might influence employees’ trust in the CEO in the Nigerian context – generally assumed to be a religious society. The qualitative study employed a multiple case study design with 40 interviewees from two private sector organisations. The study found religion to be instrumental in developing trust relationships. However, contrary to the idea of homophily, it is not religious similarities per se that influence employees’ trust in the CEOs. Instead, employees’ trust is predicated upon them attributing inherent to the CEOs. Therefore, the study provides theoretical and practical insights into how institutional logics, specifically religious logic, influence employees’ behaviours.

This paper aims to report findings of a service evaluation using a human rights-based approach in the training and education of staff in palliative settings.

A non-randomly sampled, uncontrolled, pre- and post-test design. Data was collected at three points over a six-month period during the period April 2017 to September 2019. As a service evaluation no ethical approval was required. Consent was implied by self-completion and submission of questionnaires. In total, 1,402 people attended the training, 480 completed pre- and post-training questionnaires (146 completed the questionnaire at six months), with 86 completing a questionnaire at all three data collection points.

Findings show increased levels of self-reported knowledge and confidence at two weeks and six months post-training. Implementing human rights in the workplace is complex. Difficulties maintaining knowledge and keeping up to date with changes in legislation and traditional ways of working were cited as barriers to service users’ human rights.

More evaluation is required to ensure the positive elements in this evaluation can be applied more widely.

Human rights education has a contribution to make in supporting staff to manage the challenges involved. It may also increase the complexity of decision-making. Training needs to incorporate systems wide approaches and its benefits measured.

The aim was to provide staff with the knowledge to make objective and proportionate decisions about personalised care. The assumption was this would help improve the experience of end of life care.

This is the first evaluation in the UK that we are aware of that has examined the impact of human rights education on end of life care.

James March argued that irrational approaches to problem solving and foolishness can be useful for addressing complex problems. Grand challenges are complex problems that often involve “guarded societal institutions” – societal beliefs and practices guarded by political or commercial powers. To explain how organizations with impossible goals dismantle such institutions by mobilizing irrationality and foolishness, we develop a process model which is illustrated with the case of People for the Ethical Treatment of Animals. Our main contribution is to expand James March’s ideas on logics of action and organizational intelligence to advance a novel perspective for tackling big societal problems. We argue that foolishness is not only a means for finding distant solutions to complex problems but also a means for generating sustained motivation, well-being, and ideas that spark debate and lead to the questioning of taken-for-granted societal beliefs.