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The purpose of this paper is to develop strategies of re-imaging the Rosetta historic district through choosing the suitable uses and their specific locations in compliance with the urban design fabric of the historic core. These strategies are to be fulfilled using Space Syntax as an urban analysis tool, in the context of “connectivity analysis.”

The research methodology follows the combined strategy between three methods of research: a SWOT analysis, to reveal the historic core status; an experimental research approach, which stimulates the chosen area via Space Syntax; and the third is a case study of the Rosetta historic core.

The re-usage of the Rosetta old core was not originally planned as commercial and to host movable vendors, but the core was forced to adapt afterwards to suit this usage, while the Souk and those big new residential building urban blocks have clearly deformed the historic image of the Rosetta historic core. Moving from one space to another, it was found that well-connected spaces have higher movement density, such as Al Souk Street, while less dense spaces can tolerate more movement without conflicting with highly dense ones. The existing commercial activities can be classified into movable activities – which can be easily relocated – and shop-based, which need a developmental approach in their original locations. The disconnected district can be used as a commercial zone for the movable vendors, to which human flow can be successfully directed in order to reduce the density in the more connected spaces.

The research value lies in exploring how to re-image urban heritage via relocating the places reused with unsuitable activities through Space Syntax.

The purpose of this paper is to develop an existing collaborative research methodology process (Sabri, 2018), contextualise it for application in humanitarian supply chains and test it empirically.

Building on collaborative research methodology and humanitarian supply chain literature, the Sabri’s (2018) collaborative research methodology process is further developed to comprise eight phases of collaborative research contextualised for the humanitarian supply chain domain. The process is applied in a collaborative research case of academia–practitioner knowledge co-creation in a humanitarian supply chain setting, focussing on environmental sustainability improvement. The collaborative case analysis suggests a number of refinements to the elements of the process. This study undertook two cycles of academia–practitioner collaborative research.

In testing the process, a noticeable improvement in the collaboration among different humanitarian stakeholders was observed, leading to improved stakeholder management. The implementation improved the sustainability awareness and social inclusion of the affected population. Rurality, remoteness, security issues and resistance of field staff against change were among the main challenges for supply chain researchers to engage in collaborative research in the humanitarian domain.

The paper addresses the rigour‒relevance‒reflectiveness debate in the humanitarian supply chain domain. A collaborative research methodology process derived from action research is further developed using humanitarian literature, and then it is applied in a humanitarian logistics case focussed on environmental sustainability. The present collaborative research process facilitates engaged scholarship among the humanitarian stakeholders, as the researchers’ roles move from observatory to participatory knowledge broker.

The purpose of this paper is to develop exploratory propositions and a conceptual framework on the interaction between organisational structure (decision-making centralisation and internal coordination) and the relationship between supply chain fit and firm performance.

Through a case study, two corporate groups with distinctive organisational structures were examined; both are undergoing a critical moment of changes to their top management and are reshaping their corporate and supply chain strategies. Data on decision-making centralisation, internal coordination mechanisms, supply, demand and innovation uncertainties, and supply chain strategies were collected from key respondents.

The analysis conducted suggests the need to consider the joint interaction between organisational structure and supply chain fit in offsetting the implications of a potential misfit on firm performance. Furthermore, the context sensitivity of a supply chain is often overlooked, hence simply modifying supply chain strategy does not necessarily lead to a variation in firm performance.

This research is of particular importance to most organisations in the testing times of uncertainty in the global landscape. It guides supply chain practitioners to better understand which elements of the organisational structure interact with the uncertainty of supply, demand and innovation.

This paper is one of the first to investigate the interaction between elements of organisational structure and supply chain fit and identify decision-making centralisation and coordination as the internal uncertainty factors that are most relevant to supply chain fit research. A conceptual framework has been built for future testing, in which the organisational structure moderates the relationship between supply chain fit and firm performance.