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The purpose of this paper is to develop a methodology for evaluating the quality of an organization’s performance management system.

The paper presents a theoretical development based in extant literature, using a field study to illustrate the application of the methodology in assessing the quality of the performance management system of the case company.

The study presents performance management systems as a network of interconnected elements instead of elements that follow a lineal sequence. The more consistently aligned the elements of this network, the more likely it is to be able to influence behaviours and decisions in desirable ways.

The development requires its use by practitioners and researchers assessing the performance management systems of organizations to assess further implications. It stresses the need to differentiate the purpose of performance management systems from the objectives of the organization.

The tentative application of the methodology suggests that it provides a helpful tool for practitioners and researchers to assess the functionality of systems in place and to identify opportunities for improvement.

The methodology overcomes the two limitations of previous studies. First, it uses a holistic approach and does not focus on specific tools; second, it assesses the quality of the system, not from future company results that might be influenced by other variables, but from the consistency and alignment of the elements of the system.

As sport gradually becomes a full‐scale business, a debate about the applicability and appropriateness of measures of performance has emerged. The purpose of this research is to analyse how the special features of sport businesses influence the performance management system of a sports merchandiser.

The research work examines a case study of a sports retailer that manages the merchandising and image rights of a major European football club. It was conducted using Otley's performance management framework.

It was found that organization objectives were clearly known by all managers at all levels, despite not articulated in explicit statements, but conveyed in less formal ways. The main finding is to explain how a performance management system can be structured to effectively respond to the sports setting in which the company operates: constant meetings, shared values, information exchange and fast response to events substituted planning and forecasting.

The nature of the case study research method limits the generalizability of findings. Research in performance measures must have a holistic approach.

Managers can use this comprehensive framework to analyse the consistency of their performance measurement systems and to identify opportunities for improvement. Also, understanding how this organization was successful in communicating objectives and values can be of help.

The paper analyses a performance management system within the special features of sport‐related businesses.

THE American magazine Business Week recently dealt with the problem of work study in white collar areas and in the course of the article made the following comment: ‘The real impact of computer technology on work measurement and performance standards will come when it can take over more of the functions of the industrial engineer.’

THIS country is suffering from a serious shortage of skilled workers. This fact was brought into sharp focus when John Brown, the famous shipbuilders, announced two weeks ago that it had been necessary for them to decline a £5 million order because of a lack of labour in the steel and allied trades. The firm and the size of the potential order ensured national attention, but it cannot be accepted as an isolated instance. When the Ministry of Labour tells us that although 3,124 mostly skilled men entered shipbuilding and marine engineering during the last five weeks for which figures are available, but that there remained 2,860 unfilled jobs, or that 3,264 taken into metal manufacturing left 4,637 vacancies, there is need for concern and investigation.

To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model.

This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model.

This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model.

This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

Studying the role of advertising music (ad music) in a retail context can be an emergence of new marketing practices. The purpose of this paper is to identify the potential usage and utility of ad music as an atmospheric stimulus in contrast to music (retail music) as an atmospheric stimulus. This paper also aims to provide a model, which depicts how ad music could be an alternative to retail music in retail settings with regard to consumers’ attitudinal influence and its optimistic correlation with related marketing outcomes.

The paper reviewed the literature related to the role of retail music as an atmospheric stimulus and studies related to the role of music in the ad.

Advertising music as an atmospheric stimulus is more likely to influence consumers’ attitude towards advertising music, towards advertising and towards the advertised brand. Contrary to retail music, advertising music as an atmospheric stimulus may help a consumer for ad recall, ad message/brand information recall, brand recall, brand identification and brand recognition. Consequently, advertising music may always have an advantage over retail music with regard to purchase intent, brand choice and financial return.

This work may encourage the advertisers for the proper usage of ad music as an atmospheric stimulus that may holistically magnify the saliency of advertising theoretically and practically.

This study is a novel attempt to conceptualise the potential scope of utilisation of ad music in the retail context.

In most economies, there are rules from the market regulators or government to sell at an equal wholesale price (EWP). But when one upstream channel is facing a negative demand disruption and another positive, EWP can create extra pressure on the disadvantageous supply chain partner, which faces negative disruption. The purpose of this study is to analyse the impact of EWP and the scope of the discriminatory wholesale price (DWP) during disruptions.

For the study, the authors used a dual-channel supply chain consisting of a manufacturer, online retailer (OR) and traditional brick-and-mortar (BM) retailer. Stackelberg game is used to model the interaction between the upstream and downstream channel partners, and the horizontal Nash game to analyse the interaction within downstream channel partners. For modelling asymmetric disruption, the authors took instances from the lock-down and post-lock-down periods of the COVID-19 pandemic, where consumers flow from BM retailer to OR store.

By analysing the disruption period, the authors found that this asymmetric disruption is detrimental to the BM channel, favourable to OR and has no impact on the manufacturer. But with DWP, the authors found that the profit of the BM channel and manufacturer can be increased during disruption. Though the profit of the OR decreased, it was found to be higher than in the pre-disruption period. Under DWP, the consumer surplus increased during disruption, making it favourable for the customers also. Thus, DWP can aid in creating a win-win strategy for all the supply chain partners during asymmetric disruption. Later as an extension to the study, the authors analysed the impact of the consumer transfer factor and found that it plays a crucial role in the optimal decisions of the channel partner during DWP.

Very scant literature analyses the intersection of DWP and disruptions. To the best of the authors’ knowledge, this study, for the first time uses DWP as a tool to help the disadvantageous supply chain partner during asymmetric disruptions. The study findings will assist the government, market regulators and manufacturers in revamping the wholesale pricing policies and strategies to help the disadvantageous supply chain partner during asymmetric disruption.

Global entrepreneurship study is primarily concerned with why, when, and how entrepreneurial opportunities are discovered and exploited in the global market. The purpose of this paper is to present a framework for pursuing global entrepreneurship where supply chain management (SCM) can often serve as a platform for resource acquisition, market development, and risk mitigation.

This paper presents a case study to show how SCM is utilized by entrepreneurs in China for developing two formats of entrepreneurship: domestic private companies through horizontal supply chain clustering and vertical (forward and/or backward) supply chain extensions. In particular, the paper explores firm‐level behavior in supply clusters to discern patterns at the collective level of supply clusters.

Entrepreneurs rely on their existing supply chain networks to pursue new venturing opportunities. Two types of supply chain expansions (horizontal supply chain clustering and vertical supply chain extensions) are found in China. Competitive rivalry in this paper of supply clusters is found to demonstrate “co‐opetition” (collaboration amongst competitors).

This paper's theoretical framework offers unique perspectives towards global entrepreneurship, and is empirically supported by numerous real business examples. The paper integrates SCM with international entrepreneurship and identifies two distinct patterns that are evident in China. In particular, the paper describes the specific contexts in which each of the two patterns is successful. These patterns provide valuable guidance for future Chinese entrepreneurs interested in globalization. The paper is a harbinger to future research on collective behavior of competitors in supply clusters. This could potentially redefine competitive rivalry (in Porter's 5‐forces) in more cooperative terms.