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This paper seeks to report the results of a study examining the effects of manufacturer-distributor relationships' governance structures (market governance, third-party enforcement of agreements and self-enforcing governance modes) on the distributor's willingness to collaborate with the manufacturer.

To test the hypotheses, survey data were gathered from 224 wholesalers from the food and beverage industry in Spain. Manufacturer-distributor collaboration refers to the possibility of sharing strategic information and encouraging creativity. Regression analyses illustrate the differences in the distributor's willingness to collaborate with the manufacturer under different governance scenarios.

The study illustrates that the greater the skill of the manufacturers and distributors in developing self-enforcing governance modes (e.g. bilateral formal safeguards and bilateral informal safeguards) that complement third-party enforcement of agreements (e.g. legal contracts), the greater the willingness of both to share strategic information and creativity will be. Furthermore, this investigation delineates the moderating effect of opportunism on the relationship between governance and the distributor's willingness to collaborate with the manufacturer. Finally, the results show that the distributor's willingness to share strategic information has an inverted-U relationship with creativity and innovation development in manufacturer-distributor relationships.

The study's findings allow firms to concentrate their efforts on the most relevant governance structures that minimize transaction costs and provide incentives to develop collaborative manufacturer-distributor relationships and create value for the customer.

The research acknowledges the multidimensional nature of collaboration and goes deeper into the need to share strategic information (external and internal strategic information) and the factors that compose the generation of creative ideas in the manufacturer-distributor relationship (knowledge-sharing routines, learning orientation, open-mindedness and management support). Additionally, although research on collaborative distribution channel practices has advanced over the past decades, the importance of governance structures to the development of collaborative practices has not been firmly established. The paper addresses this void in the literature by reporting the results of an empirical study examining manufacturer-distributor collaborations within the food and beverage industry in Spain.

The Brittelstand are innovative, family-owned firms that offer national and international opportunities in the United Kingdom (UK). These fast-growing businesses are customer-oriented and proud of family ownership and embeddedness of the businesses within communities. While Brittelstand firms are as likely to deploy open innovation models as non-Brittelstand firms, these firms' engagement with customers in regional and national markets and the ability to benefit from this collaboration contrasts with these firms' willingness to engage in open innovation.

Using longitudinal data and regression analysis on 13,876 firms with 24,286 observations over 2004–2020, the authors develop and test a theoretical framework of open innovation in the Brittelstand. The authors' model explains the willingness and ability of the Brittelstand firms to engage in open innovation and benefit from it.

The authors' results show that Brittelstand firms are less willing than non-Brittelstand firms to collaborate with customers and universities, contrasting prior research on family firms, and distinguishing the innovation model of the Brittelstand from a family business model. The Brittelstand firms who are able to engage in collaboration with customers in domestic markets will outperform the firms' non-Brittelstand counterparts in innovation outputs.

In line with other studies, this study is associated with several limitations that open opportunities for further research that replicate and/or extends this study. First, this study is unbalanced panel data and the fact that some firms appear in the model only once from 2004–2020. The longitudinal study will allow to enforce causality of the relationship and examines the dynamics of open innovation in the Brittelstand. Second, the indicator on the extent and mechanisms of collaboration with customers could be better explained and measured, for example, using a scale indicator instead of a binary variable for knowledge collaboration across different types of partners and four geographical dimensions.

First, Brittelstand firms who are less likely to employ open innovation models nationally and with customers. However, those Brittelstand firms who decide to collaborate with customers nationally are more likely to increase the innovation sales compared to those firms that do not engage in such collaborations? This is an interesting and unexpected finding, which means that low willingness of cross-country and cross-regional collaboration for Brittelstand firms is not optimal and engagement in collaboration with customers in domestic markets is beneficial for innovation. Managers and policymakers may use this finding to design and re-design open innovation strategies managers and policymakers with customers within and across regions in the UK. Second, managers may benefit from the integrated view on the two drivers of firm innovation – collaboration with customers and the local embeddedness of such collaboration.

The authors' results show that Brittelstand firms outperform the firms' non-Brittelstand counterparts by adopting an open model of innovation with customers in domestic markets. This means that the most dynamic and fast growing Brittelstand firms are those who collaborate with customers for new ideas and innovation.

This study describes the phenomenon of the Brittelstand and investigates the link between open knowledge sourcing across different geographical proximities and partners and innovation outputs. First, the authors contribute to open innovation and resource-based view (RBV) literature in family firms by theorizing and empirically testing the open innovation model for the Brittelstand firms. The authors also debate that the Brittelstand firms should overcome this inertia of willingness to collaborate across heterogeneous external partners and convert regional/national embeddedness of the firms with customers into strengths for greater product innovation. Second, the authors contribute to family business literature by explaining how and why the Brittelstand firms can achieve greater innovation outputs. In doing so, the authors draw on the concept of familiness and local embeddedness.

Green innovation in supply chains is crucial for socioeconomic development and stability. Factors that influence collaborative green innovation in the supply chain are complex and diverse. Exploring the main influencing factors and their mechanisms is essential for promoting collaborative green innovation in supply chains. Therefore, this study analyzes how upstream and downstream enterprises in the supply chain collaborate to develop green technological innovations, thereby providing a theoretical basis for improving the overall efficiency of the supply chain and advancing green innovation technology.

Based on evolutionary game theory, this study divides operational scenarios into pure market and government-regulated operations, thereby constructing collaborative green innovation relationships in different scenarios. Through evolutionary analysis of various entities in different operational scenarios, combined with numerical simulation analysis, we compared the evolutionary stability of collaborative green innovation behavior in supply chains with and without government regulation.

Under pure market mechanisms, the higher the green innovation capability, the stronger the willingness of various entities to collaborate in green innovation. However, under government regulation, a decrease in green innovation capability increases the willingness to collaborate with various entities. Environmental tax rates and green subsidy levels promote collaborative innovation in the short term but inhibit collaborative innovation in the long term, indicating that policy orientation has a short-term impact. Additionally, the greater the penalty for collaborative innovation breaches, the stronger the intention to engage in collaborative green innovation in the supply chain.

We introduce the factors influencing green innovation capability and social benefits in the study of the innovation behavior of upstream and downstream enterprises, expanding the research field of collaborative innovation in the supply chain. By comparing the collaborative innovation behavior of various entities in the supply chain under a pure market scenario and government regulations, this study provides a new perspective for analyzing the impact of corresponding government policies on the green innovation capability of upstream and downstream enterprises, enriching theoretical research on green innovation in the supply chain to some extent.

The purpose of this paper is to examine public service motivation (PSM) and the connection with collaborative attitudes among a sample of homeland security actors representing the public, private, and nonprofit sectors.

This study examines relationships between measures of PSM and collaboration using original survey data and hierarchical multiple regression.

Findings reveal strong positive relationships between PSM measures and attitudes toward collaboration at the individual and organizational level.

Survey results are cross-sectional and are from respondents participating in a single state's homeland security summit.

It is expected that results can be used to enhance collaboration at the individual and organizational levels. At the organizational level, results can be used for matching individuals with collaborative opportunities. At the individual level, results can be used for enhanced self-reflection and effectiveness purposes.

This study provides insights on the relationship between PSM measures and collaborative attitudes. The research contributes to the body of scholarly work connecting PSM and correlates of interest.

The purpose of this research is to analyze and compares principal factors that contribute to successful public‐private partnerships and public works projects.

This study uses a qualitative analysis with in‐depth interviews and observation. Interviews are conducted with key individuals of two projects. Success factors are derived from literature review and modified through in‐depth interviews and comparative analysis.

Ten success factors are presented and analyzed: specific plan/vision, commitment, open communication and trust, willingness to compromise/collaborate, respect, community outreach, political support, expert advice and review, risk awareness, and clear roles and responsibilities. High degrees of commitment and shared vision between the client, architect, and contractor are shown to be important aspects for construction success as well as pairing factors of open communication and trust with high levels of compromise or collaboration.

The major limitation of this research is that it is confined to two case studies. Thus, the generalizability can be utilized for future reference. Further research might review various types of partnerships, such as design‐build relationships, construction manager at risk, or team‐building partnering for projects that may be blocked from the public sector, or public works development.

This study proposes two matrix frameworks to explore a more complete review of relationships of paired success factors. The frameworks view the interplay of how different combined levels or degrees of corresponding factors such as commitment and shared vision can help make a project more effective. These matrices create unique views of comparative factors developed as part of this research paper, which could be further investigated in future research.

This paper investigates effective human-robot collaboration (HRC) and presents implications for Human Resource Management (HRM). A brief review of current literature on HRM in the smart industry context showed that there is limited research on HRC in hybrid teams and even less on effective management of these teams. This book chapter addresses this issue by investigating factors affecting intention to collaborate with a robot by conducting a vignette study. We hypothesized that six technology acceptance factors, performance expectancy, trust, effort expectancy, social support, organizational support and computer anxiety would significantly affect a users' intention to collaborate with a robot. Furthermore, we hypothesized a moderating effect of a particular HR system, either productivity-based or collaborative. Using a sample of 96 participants, this study tested the effect of the aforementioned factors on a users' intention to collaborate with the robot. Findings show that performance expectancy, organizational support and computer anxiety significantly affect the intention to collaborate with a robot. A significant moderating effect of a particular HR system was not found. Our findings expand the current technology acceptance models in the context of HRC. HRM can support effective HRC by a combination of comprehensive training and education, empowerment and incentives supported by an appropriate HR system.

This study aims to compare the expectations of non-collaborating professionals and the actual opinions of collaborating professionals regarding success factors of horizontal logistics collaboration (HLC) and investigates the reasons behind the observed differences.

This study employs a mixed-method approach. First, a survey is conducted to collect data from two samples representing collaborating and non-collaborating industry professionals. Second, confirmatory factor analysis (CFA) is used to compare the measurement models from the two samples and identify their similarities and differences. Third, a Delphi study is conducted to identify factors limiting collaborative behavior.

The results show that collaborating professionals exhibit lower levels of joint relationship efforts and trust than expected. This is primarily due to inadequate information sharing, poor collaboration formalization and the absence of a clear costs and benefits allocation mechanism.

The findings indicate that, in HLC, managers should give high importance to facilitating timely and complete information exchange, putting in place an acceptable costs/benefits allocation mechanism, formalizing the collaboration and prioritizing integrity over competency when selecting partners.

To the best of the authors’ knowledge, this is the first study that shows the existence of differences between industry professionals' pre-collaboration expectations and the actual experiences in HLC. This is also the first study that points to the exact HLC enablers that fail in practice and the barriers responsible for it.

The study explores the possibility of developing a valid scale for integrated management of heritage sites to bring a holistic approach to heritage properties' conservation practices.

The study followed the exploratory sequential method. An in-depth interview was adopted for exploring indicators, and a questionnaire survey was administered for descriptive analysis.

Cultural resources conservation strategies have been analyzed from a tourist, local communities and stakeholder's perspective with local-specific indicators. The study indicates that a multi-dimensional approach that integrates tourists, local communities and other stakeholders-based indicators can be developed at the destination level for the integrated management of heritage properties. Tourist-centric, local community-specific and stakeholder-oriented approaches could act as catalysts for more pragmatic conservation practices in the local areas based on the site-specific indicators.

The study is limited to lesser-known heritage sites located in the southern provincial states of India. The technical conservation strategies on the structure and architecture are not part of the study. Theoretical implications on the study of this kind can contribute to the literature as it throws light on future studies seeking local-centric conservation and management practices of heritage sites hitherto less explored in the domain of conservation science. The scale provides insight into the appropriate form of intervention that the local communities, tourists and other stakeholders can do at the heritage sites, hence the possibility of garnering the attention of other discipline strivings towards the conservation of heritage sites and to apply along with other relevant variables. It is expected that the study might expedite the knowledge accumulation in conservation science.

The scale can be used in a similar context for the integrated management of heritage sites. The study can assist the policymakers and planners in seeking the support of stakeholders, local communities and tourists for the implementation of heritage conservation and management programs. Such a local-centric management strategy promoting responsible consumption and production could contribute to SDG 12. Further, the study can also contribute towards SDG 11.4, which calls for strengthening the effort to protect and safeguard cultural and natural heritage. This scale can be a tool for destination management organizations (DMOs) to understand the level of intervention of local communities, tourists and other stakeholders at the heritage site.

The integrated management approach of heritage conservation immensely helps the lesser-known heritage sites the world over as such structures are out of the focal point of government funding and other conservation efforts. The synergy of the integrated approach could protect lesser-known unfunded heritage sites, and thereby, the cultural reflections of the community concerned can be made available for future visitors’ consumption.

The study attempted to understand the conservation approaches for lesser-known heritage sites with the support of both demand and supply-side stakeholders. Such a collaborative approach is the first of this kind in the conservation of heritage sites in India.

The purpose of this paper is to establish the factors affecting the selection of a suitable partner city for resilience building at the national level.

An exploratory sequential research was adopted using New Zealand as a case study. Data were collected through focus groups and semi-structured interviews and subsequently validated through an online survey.

The study confirmed that the criteria for selecting partner cities for collaboration and knowledge sharing on resilience were similarity of hazards, geographic proximity, city resources and priorities, resilience performance, city size and demographics, previous relationship, willingness to collaborate and similar industries.

The findings of this paper will help guide cities that are interested in developing national-level resilience partnerships through the process of selecting the most suitable partner cities.

Despite the existence of international intercity resilience networks, there is a lack of information on the criteria affecting the selection of suitable resilience partner cities at the national level. This paper addresses this gap and offers informed decision-making criteria for cities to consider.

The authors analysed fairness as an antecedent of trust to understand how trust building can be actively managed to facilitate collaboration in buyer–supplier relationships.

A case study was employed to buyer–supplier relationships of five organic food companies from three different sectors. The research was developed with data collected in 2022 through qualitative research interviews and analysed using a structured content analysis. A practitioner workshop served to complement findings and confirm the interpretation of data by discussing interview results from a managerial perspective.

A conceptual model based on organisational trust and justice theory was developed to examine causal relations between fairness and trust. Findings show that perceived distributional, procedural and interactional fairness mutually interact with the perceived trustworthiness of business partners and that both contribute to building personal, organisational and institutional trust. Qualitative data support the conceptual model and show that trust is a valuable relational resource that affects relationship quality and the willingness to collaborate and to take risks in times of uncertainty.

High trust levels developed through positive fairness perceptions can lower risk perceptions whilst increasing the willingness to collaborate in supply chain relationships. This can help deal with market uncertainties.

Through the lens of organisational trust and justice theory, this study extends the literature on collaboration in supply chains by including a comprehensive view on the formation of trust in business-to-business (B2B) relationships.