How purchasing departments facilitate organizational ambidexterity

Companies must pursue both exploration and exploitation of supplier’s knowledge in increasingly competitive and complex production environments. This has been referred to as pursuing an ambidextrous supply strategy, extending the mobilisation of resources in pursuit of both aims beyond the borders of the lead manufacturer and into supplier organizations as well. Purchasing and supply management plays an increasingly central role in mobilizing and involving the suppliers in the pursuit of this agenda. The purpose of this paper is to contribute to the literature on organizational ambidexterity and operations management by exploring how purchasing departments contribute to the organizational pursuit of organizational ambidexterity. We explore practices followed by purchasing departments for mediating tensions between supply networks and organizational functions

Strategic adoption of logistics and supply chain management

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to develop a thorough understanding of the adoption of logistics and supply chain management (SCM) in practice, particularly at a strategic level, through an investigation of the four perspectives taxonomy of the relationship between logistics and SCM. Design/methodology/approach: Based on a comprehensive literature review, three specific research questions are proposed. The empirical work addresses these questions and comprised three phases: focussed interviews, a questionnaire survey and focus groups. Findings: The findings provide a usage profile of the four perspectives and indicate a divergence between the understanding and adoption of logistics and SCM principles and concepts at a strategic level in firms. The findings also identify the critical success factors (CSFs) and inhibitors to success in addressing this divergence. Research limitations/implications: The insights generated using the authors’ methodologically pluralist research design could be built upon to include case studies, grounded theory and action research. Replicating the research in other geographical areas could facilitate international comparisons. Practical implications: The findings allow practitioners to compare their perspectives on the relationship between logistics and SCM with those of their peers. The CSFs and inhibitors to success provide a rational basis for realising the strategic potential of logistics and SCM in practice. Originality/value: New insights are generated into practitioner perspectives vis-à-vis logistics vs SCM. A fresh understanding of those factors which drive and hinder the adoption of strategic SCM is also developed and presented

Unfit to Learn? How Long View Organizations Adapt to Environmental Jolts

Long view organizations have a technical core combining high levels of Woodwardian (1958) technological complexity and Thompsonian (1967) technological intensity. This significantly diminishes their capacity for operational flexibility and strategic adaptation. Little is known about how such organizations manage to learn from rare events. We shed light on this issue by reporting a thirteen-year longitudinal study of a major oil company, tracing its experiences with a socio-political crisis from original preparations to learnings that did not fully materialize until years after the event. We use three alternate templates to interpret the organization’s struggle to maintain its technical core under conditions of fierce contestation by changing constituent groups and dwindling public support: (1) a stakeholder template mapping shifts in the salience of constituent groups that punctuate long-standing negotiated equilibria; (2) a legitimacy template showing migration towards new forms of legitimacy while old forms crumble; and (3) a capability template highlighting how pre-existing stocks of capabilities hinder learning before being supplanted by new ones. These templates are tied together in a set of integrative propositions stating how long view organizations learn from rare events.Institutional theory;Alternate templates;Environmental jolts;Oil industry;Organizational learning;Resource-based view;Stakeholder theory

Diasporic and Local Mainstream Media as a Tool for Intercultural Integration? The Case of Latin American Communities in Italy

In Italy, communication research on the impact of media on immigrants’ integration dynamics has up until now privileged the sphere of national mainstream media. This paper takes into consideration the role of diasporic media as complimentary to perspective, by exploring the disposition of the two media fields towards the promotion of intercultural dialogue. In an attempt to assess whether there is in fact an intercultural media integration process occurring in both mainstream and Latin-America diasporic media players in Italy, this paper focuses on gathering evidence from the media pertaining to the society in general and from those created by and for immigrant communities. This evaluation aims to establish the degree to which majority and minorities take an interest in each other as well as the story telling they deploy or one another. Interculturalism and intercultural media integration are the main theoretical frameworks used to understand how intercultural dialogue is operationalized at the media level. Preliminary findings suggest a local mainstream media scene out of step with the de facto multicultural society, whereas only in some cases do Latin-American diasporic media demonstrate integrative potential capable of” bridging the gap” with the host society rather than merely fulfilling its ingroup “bonding” role

Urban tourism concept in developing countries: qualitative study to the case of Melaka City, Malaysia

Most of the literature on the urban tourism phenomenon is based on the experience of cities in developed countries (e.g. United Kingdom, Western Europe and Northern America), while the study of urban tourism in developing countries has received little academic attention. This gap requires more exploration due to the unique characteristics and development of cities in developing countries. Melaka City demonstrates the increasing profile of tourism as a key urban function and portrays the strong interest of government in using tourism as a development tool. In this context, a case study methodology has been employed and a qualitative method was chosen in which interviews were conducted for the research. Thus, this paper attempts to provide a better understanding of the phenomenon and the complexity of urban tourism based on qualitative approach. The key information sources are based on the perspectives or views of those responsible for tourism planning in the city

Introducing conflict as the microfoundation of organizational ambidexterity

This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time, they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative, or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of individuals, units, and organizations. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this article opens up promising research avenues to examine how organizations purposefully manage ambidexterity

Toward Better Defining the Field of Agribusiness Management

Agribusiness management, authority, bounded rationality, diversified growth, resources., Agribusiness, Resource /Energy Economics and Policy, Q1,

Establishing and developing strategic relationships - the role for operations managers

Purpose – The objectives of this paper are, first to identify, from the literature, the key themes in the management of strategic relationships, second to apply those themes to understand how exemplary organisations establish and develop strategic relationships and third to determine the role of operations managers in this process. Design/methodology/approach – This empirically based research comprised four phases; interviews with managers to identify exemplars, interviews with managers from 27 organisations, data analysis and testing of the findings. Findings – From a theoretical point of view, a revised definition of strategic relationships has been proposed. Many previously disparate elements of relationships have been brought together into seven dimensions of strategic relationships. The scope and nature of exemplary relationships have been captured within each of these dimensions identifying 24 elements, and suggested the key roles for operations managers in establishing and developing their strategic business relationships. Research limitations/implications – This research has responded to the call to help operations managers understand the skill sets required to help them establish and develop strategic business relationships. It has contributed to the growing literature on business relationships and also provided practical guidance for operations managers. The research has a number of inherent weaknesses including the interpretative nature of the analysis and that the interviews were only carried out with one party to the exemplary relationships. The focus of the research was limited to exemplary strategic relationships and the study was conducted in one sector, though a range of types of organisations were involved. Practical implications – From a practitioner perspective, the outputs from the research have been summarised into a number of guidelines which flesh out the role for operations managers looking to identify, establish, evaluate or strengthen their role in establishing and developing strategic business relationships. Originality/value – The paper provides an original and detailed perspective into the nature of strategic business relationships, irrespective of their position in the supply chain, and identifies how such relationships can be established and developed

Towards a dynamic learning perspective of entrepreneurship

This conceptual paper introduces a dynamic learning perspective of entrepreneurship that builds upon existing 'dominant' theoretical approaches to understanding entrepreneurial activity. As many aspects of entrepreneurial learning remain poorly understood, this paper presents key conclusions from in-depth empirical work and synthesises a broad range of contributory adult, management and individual learning literatures to develop a robust and integrated conceptualisation of entrepreneurial learning. Three interrelated elements of entrepreneurial learning are proposed - dynamic temporal phases, interrelated processes and overarching characteristics. The paper concludes by demonstrating how a 'learning lens' can be applied to create further avenues for research in entrepreneurship from a learning perspectiv