Reflections on longitudinal action research with the English National Health Service

This paper reflects on a longitudinal collaborative action research programme between the Centre for Research in Strategic Purchasing and Supply and the UK National Health Service Purchasing and Supply Agency that has operated since 1995. During the collaboration, research has changed practice and practice has changed research. A framework for analysing change is introduced as a means of examining how supply strategy has changed during the course of the research. The framework is applied to three supply strategy cases of prosthetics, clinical waste and cardiology, illustrating how practice and research have changed and influenced the production of knowledge over time. The methodological, theoretical and managerial implications of such longitudinal action research programmes are reflected on.     

Efficiency,economy and effectiveness—but what about ethics? Supreme audit institutions at a critical juncture

Ethics is increasingly recognized as one of several important dimensions of performance. Yet, performance audit, or value-for-money audit, as conducted by supreme audit institutions (SAIs), does not typically include this dimension. Instead, the focus is on the classical ‘three Es’ (efficiency, economy and effectiveness). The reluctance to address issues of ethical misconduct has taken the audit practice of SAIs to a critical juncture, where the legitimacy of these audits ultimately is at stake. This paper explains why SAIs need to add a fourth ‘E’— ethical audit. Possible implications are discussed.     

The Performance of State–Owned Enterprises Revisited

Many theoretical and empirical studies look at the ownership–performance relationship. So far, the literature in finance and in accounting mainly refers to the property rights, agency and public choice theories. Despite the fact that the results of these studies are more or less conclusive, it is usually considered that the private enterprise performs better than the state–owned enterprise. In this article, we argue that these studies suffer from one major limitation. They do not recognize that the goals of the state–owned enterprise are different from the ones espoused by the private firm. Using a sample of state–owned entreprises and private firms for the period 1976–1996, we present empirical evidence that the state–owned enterprises, when their main goal is to maximize profit, perform as well as the privately owned enterprises. Therefore, the alleged under–performance of the state–owned enterprises may only be the result of pursuing other goals while the poor quality of public managers may be another urban myth.     

Persistent myths about emergency seed aid

Seed interventions are the major agricultural response during emergency and recovery phases of humanitarian relief. They are implemented by diverse agencies, and widely promoted: for instance the FAO alone managed 400 such projects between 2003 and 2005. However, seed aid suffers from a lack of critical attention, perpetuating widespread myths among practitioners, policymakers, and the larger humanitarian community. This paper challenges five predominant myths about seed aid: (1) seed aid is needed whenever food aid is; (2) seed aid can do no harm; (3) disasters wipe out seed systems; (4) effective implementation is a straightforward logistical exercise, and; (5) improved seed is the best form of aid. These myths are juxtaposed with recent empirical work across a range of countries, particularly in Eastern and Southern Africa. The perpetuation of such myths highlights a serious absence of scrutiny of emergency seed aid, and helps explain why such aid is repeated year after year in many sites, with little apparent positive effect. The paper argues that the invisibility of seed aid is a major cause for the lack of oversight and concludes that donors and farmer beneficiaries must become centrally involved in seed aid governance.     

Co-innovation in networks of resources — A case study in the Chinese exhibition industry

This work explores how network partners collaborate to innovate and innovate to collaborate and thereby achieve value. The innovation processes analyzed are within an IJV in the Chinese exhibition industry. The findings highlight that the IJV's development of a successful trade show resulted from effective co-innovation by partners which enabled the exploitation of opportunities in an industry characterized by rapid growth and continuing structural change. Partner co-innovation enabled evolving strategic and operational capabilities which has led to continued and growing market success. This co-innovation involved the targeted co-mingling of partner resources which creates value that motivated continued cooperation. The effectiveness of the partners' activities is evidenced by the growing size and prestige of their large-scale trade show as well as the expansion of the IJV into other endeavors. The paper concludes by considering the way these innovative processes can be applied in other contexts.