About “strategy” and “strategies” in supply management

This article addresses the context and content of a generic supply strategy and discusses its strategy-making process. Building mostly on fundamental strategic management theories, the authors explain the role of supply strategy in its managerial context. In so doing, some light is shed on the meaning and use of the terms “strategy” and “strategies”. Also, a practical conceptual framework for supply strategy formulation is provided. The generic checklist, built by segmenting supply management decisions, is intended to guide supply professionals in addressing strategic issues to create value to customers, avoiding confusion and optimising resource allocation.     

Getting from “just-in-case” to “just-in-time”: Insights from a simple model

Many factory managers are hesitant about implementing a just-in-time system due to concern about the dip in productivity that occurs. Here, a simple analytic model is used to study the trade-off between disruption and learning/improvement on a production line. While simple, the model is shown to capture many of the effects of just-in-time mentioned in the literature.Using insights from the model, an attempt is made to identify those factors to which successful implementation of just-in-time is most sensitive.     

Repugnance for “menial jobs”

A man's sense of well-being and meaningfulness in work is not so much a matter of external circumstances—the kind of job he has—as it is of his deepdown belief that he is a worthy human being. If he lacks that, any job can seem dissatisfying and “menial.” Executives may suffer from this (or related behaviors) as much as assembly-line workers.     

Demise of “permanent employment” in Japan

The increasing volatility of industrial business cycles is forcing Japanese companies to institute a variety of human resource management methods which are eroding the principle of permanent employment. The transition from permanent employment to more flexible employment practices reviewed here is an example of how human resources can be managed to maximize a firm's competitiveness and effectiveness.     

Een toepassing van “importance sampling”

Summary This paper describes an experiment with “importance sampling”, to show how much reduction of the computation time and sample size can be achieved in comparison with the usual Monte Carlo method. A comparison is made between each of the three methods of “importance sampling” and the usual Monte Carlo method by the determination of the expression Of the three methods A, B and C the first one uses the shifted exponential distribution, the second one uses the gamma distribution, and the third one uses the exponential distribution with modified parameter. These three methods have all smaller variances, ranges and sample sizes than the usual Monte Carlo method. Their order of preference is A, B, C. With respect to computing time only the method A is significantly better. So only the method A is an improvement in respect of both the sample size and the computing time.     

“Want to” Versus “Have to”: Intrinsic and Extrinsic Motivators as Predictors of Compliance Behavior Intention

“Worthless,” “money burning,” or “black holes” is how media and professionals describe compliance practices today. Practitioners are unenthusiastic about control systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, testing the self‐determination theory in low and high hierarchical levels. Our findings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. However, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies. © 2015 The Authors. Human Resource Management published by Wiley Periodicals, Inc.     

“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.     

Does doing “good” always translate into doing “well”? An eco‐efficiency perspective

Does doing “good” always translate into doing “well”? Debate over the “value” of corporate social responsibility is high on the agenda of corporate finance research. Deeper understanding is required on managers' incentives to pursue and implement corporate social responsibility related strategies, as is more thorough comprehension of the effect of these strategies to firms' performance levels as well as shareholder and wider stakeholder valuations of the firm. This paper provides a new lens by approaching the subject from a different methodological paradigm, grounded in the performance benchmarking methods more commonly applied in operational research. In so doing, we provide novel evidence of the effect of corporate choices on environmental, social, and governance (ESG) strategic investment compliance (i.e., doing good) to firms' eco‐efficiency levels (doing well). In brief, our empirical findings suggest that ESG and firm's eco‐performance are nonlinearly related. Specifically, advanced ESG policies and disclosure levels are associated with a positive affect to firms' eco‐efficiency levels, but only up to a point, after which the effect becomes “neutral,” that is, ESG demonstrates a visible pattern of diminishing marginal returns. Thus, we may humbly conclude that a firm may “do well” by doing good, but it is not clear they should ever expect to “do great” just by “doing good.” The threshold at which this “neutrality” appears varies systematically with the characteristics of the sector in which the firm is operating, as well as dimensions of board diversity. Finally, it is evident that ESG implementation choices can be a source of managerial agency problems.     

Carbon risk management and corporate competitive advantages: “Differential promotion” or “cost hindrance”?

Given the strengthening of carbon regulations and the launch of emission trading scheme in China, companies are facing tremendous pressure to reduce carbon emissions, suggesting the necessity of understanding whether carbon risk management may affect corporate financial benefits. Therefore, this paper empirically demonstrates the influence of carbon risk management on corporate competitive advantages. We find that the relationship between carbon risk management and corporate competitive advantages is a “kuznets curve” that exists only among firms with weak product competition. And this relationship tends to be weakened in firms with a distant administrative hierarchy. We conclude that the influence of low carbon management on corporate competitive advantages is complicated and subject to the firm's political relevance.     

Goodness of fit tests for “Chimeric” alternatives

In this paper we discuss nonparametric goodness of fit theory for alternatives, which, in practical terms, manifest themselves not as a “smooth” and “small” deviation “everywhere”, but as still not big systematic “stains” or highly oscillating patterns as compared to the regular null hypothesis.     

Abraham de Moivre en zijn “Doctrine of Chances”

Summary ABRAHAM DE MOIVRE (1667 Vitry - 1754 London) was one of the foremost pioneers in the domain of the theory of probability. His principal contributions are laid down in his “Doctrine of Chances” (three editions, 1718, 1738, 1756). This classic work, almost forgotten, is now republished, as a splendid photographic reprint of the third (last) edition, by Chelsea Publishing Company of New York (1967). In this article we specially mention his original contributions respecting the problem of the duration of play, the theory and application of recurrent series, the theory of runs, and especially his extension of the value of BERNOULLI'S theorem by the aid of STIRLING'S theorem. In the last mentioned research DE MOIVRE obtained the equation for the curve of error, thus antedating LAPLACE by about 50 and GAUSS by 76 years. This important fact is discovered by KARL PEARSON in 1924.     

Spatial strategies of the “haredi” population in Jerusalem

The purpose of this article is to discuss the strategic behavior—spatial and social—of the “Haredi” (ultra-orthodox) Jewish population. This behavior is associated, in essence, with self-segregation and social isolation accompanied by spatial expansion.

This study deals with these processes in one of the largest concentrations of the ultra-orthodox Jewish community—the northern neighborhoods of Jerusalem. The Jewish ultra-orthodox community is characterized by its special interpretation of Jewish law (halacha) and by its high degree of cohesiveness. It tends to segregate itself from the Israeli population for two main motives. The positive one is the desire to create and maintain “cultural dominance” in a specific area in which the community lives and functions. This includes considerations of scale economies and concentration economies in the provision of the special goods and services which it consumes. The second motive, a negative one, is the desire to avoid some kinds of contacts and interactions with the various groups which do not observe Jewish law according to the orthodox conception. This is done in order to prevent the transfer of secular cultural values of western society into their domain.

The high communal cohesiveness, coupled with high population growth and a strong desire for self-territorial segregation, results in increased pressure on the urban residential space. The fear of social relationship—which may serve as agents for transferring social or cultural values—results in a high degree of intolerance toward the non-religious Israeli population. The contact lines between the two populations have become, therefore, confrontation areas which are characterized by territorial conflicts.

Study of the directions of the territorial expansion suggests what the spatial strategy of the ultraorthodox community is: to gain control of a whole, well-defined urban space in order to maintain cultural dominance in it, while assuring potential directions for expansion in the future. The relationships with the outside, non-religious population is built on a modus operandi principle: i.e. minimal and culturally neutral interactions.

This strategy is carried out through penetration and expansion tactics in a well-known process. These processes present important challenges for planning areas in which ultra-orthodox communities reside.     

Does “Health Promotion” Really Promote Health?

A bstract    In his comment on Victor Fuch's essay, the late Alvan Feinstein raised the question of whether government-sponsored programs of "health promotion" are always good for well-being.     

“Offshoring”: How big an issue?

Spurred by the political debate in the US and several high-profile corporate moves, "offshoring" has become a lively topic of discussion. This paper by Grant Colquhoun, Keith Edmonds and David Goodger tries to put recent developments in context and argues that "offshoring" should be seen as part of a long-standing and largely beneficial trend of international specialisation. In the short term at least, the transfer of service sector activities abroad is likely to involve relatively small numbers of jobs when compared to overall UK employment and labour market turnover. However, specific areas — such as call centres, back office functions and software programming — are expected to be increasingly affected, impacting upon regions of the UK with heavy exposure to those activities and giving rise to adjustment costs. In contrast, retailing, hotels and catering and personal services could well benefit from the move of low value-added jobs abroad. Overall, the impact of "offshoring" on the UK economy in terms of output and productivity should be positive.