and trust ( Christopher, 2005 ). Cousins (2002) outlined four distinct relationship types as being most effective for win-win relationships, depending on the level of strategic collaboration needed: traditional, opportunistic behaviour, strategic collaboration and tactical collaboration.
Supply chain simulation
Simulation software is a very powerful tool in highlighting the importance of collaboration to SCM, while also educating students on the high levels of risk involved due to supply chain complexity. A supply chain is stochastic and dynamic in nature
expertise within the domain; its community , the relationships that members build with each other through engaging in joint activities and discussions that enable them to learn from each other; and its practices , which are comprised of a shared repertoire of stories, tools, and approaches to addressing recurring problems ( Wenger, 2011 ). In a community of practice, learning therefore takes place through a dynamic web of complex social relationships ( Lave and Wenger, 1991 ; Wenger, 2011 ). More than being the acquisition of a commodity (i.e. ‘knowledge’), learning is
Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York: McGraw Hill, 2012
research, they believe this study’s unique 360° view will enable HR professionals to significantly increase their levels of competence and contribution. The authors’ ability to distil complex findings through years of experience and translate compelling evidence into practical guidelines, usable tools and common-sense advice is what makes this book both relevant and impactful.
Six core competencies have been identified; Strategic Positioner, Credible Activist, Change Champion, HR Innovator and Integrator, Capability Builder and Technology Proponent. Some competencies
. This paper addresses this knowledge gap by exploring whether there is any benefit to Irish owned SMEs of adopting a formal innovation process.
The paper is structured as follows. First, the literature on innovation processes and managing the innovation process across Hansen and Birkinshaw’s innovation value chain (IVC) (2007) is reviewed. Then, the research method is outlined. To gather data on Irish-owned SMEs, an online innovation audit tool was developed by the lead author. The tool was developed as part of this study and provided firms with the opportunity to
Robert J. Galavan, Denis Harrington and Felicity Kelliher
in its sights not just value creation, which could form the basis of the social ethic, but also value capture. When value capture and value creation occur together it creates a mutually fulfilling cycle in which businesses are repaid for the value created. A business good is created from a social good and the market is seen to be an effective tool of society. However, the strategic objective of competitive advantage is explicitly to create a market failure – a market failure driven by the monopolistic capability of a firm which is then leveraged to capture a
Graham Heaslip, Robert Galavan and Anne Sigismund Huff
approximated to an extent, such that learner/practitioners are enabled to learn from their own and each other’s experience of addressing issues in relation to IT management.
Future research – challenges and opportunities
The fundamental issues for management education can only be addressed when we take a step back to define what it is we are trying to achieve through our business schools and then considering the means of enacting these objectives. Core to this is the conflicted identity of the business school as a tool of business or a tool of society. It is our
additional signposts for the collection and analysis of data during a SAP-based study. The following sections provide an overview of each of these integral constructs.
Strategy practices are viewed by Jarzabkowski and Whittington (2008 : 101) as involving the ‘various routines, discourses, concepts and technologies through which this strategy labour is made possible – not just obvious ones such as strategy reviews and off-sites, but also those embedded in academic and consulting tools (Porterian analysis, hypothesis testing, and so on) and in more material
Social media are used by organisations for marketing, advertising, public relations, recruitment, research, product/ service testing and review, idea generation, feedback, and occasionally, complaint handling ( Aggarwal et al., 2011 ; Aral et al., 2013 ). However, this has ‘barely scratched the surface of what is coming and what is possible’ ( Aral et al., 2013 : 3). There is ‘growing importance of social media as a strategic tool among organisations’ ( Parveen, 2012 : 3), as it can revolutionise how organisations engage with the market and
in the context of family businesses. Ransburg, Sage-Hayward, and Schuman duly address this knowledge vacuum in presenting family business HR strategies, supplemented by frameworks and tools for managing such strategies effectively.
Family businesses are synonymous with long-term strategic thinking ( Miller and Le Breton-Miller, 2005 ). Ransburg, Sage-Hayward, and Schuman suggest that a thoughtful, holistic approach to human resources– and its continuous evolution– is a critical contributor to long-term success in family business, more so when compared to any
advanced understanding about the complexities and tensions surrounding employment regulation and management policy ( Farndale et al., 2011 ). Colquitt (2001) shows that an employee will determine the fairness of management policy in line with what procedures are in place. Frenkel et al. (2012) report that effective HR policies foster positive perceptions of justice. Near et al. (1993) report validity in the justice theory concept as a tool to analyse the reactions of both the employer (e.g., the recipient of a public disclosure) and the employee (e.g., the whistle