Horizontal collaboration in logistics: decision framework and typology

Logistics service providers become increasingly aware of the need to collaborate to face challenges such as globalization and the heightened expectations of customers. This paper focuses on horizontal cooperation between logistics service providers in road transportation and introduces two novel conceptual models. Firstly, a decision framework for the development and management of horizontal logistics alliances is presented. This framework provides support to logistics service providers considering horizontal collaboration and allows for the analysis of the decision process underlying horizontal logistics alliances. The cyclical framework consists of five stages and attributes a central position to continuous evaluation. Secondly, an easy-to-use typology is proposed which defines six horizontal collaboration types based on their activity scope and degree of structural intertwinement. The typology provides logistics service providers with insights in the various horizontal collaboration types, including some key management questions. Both models are validated by knowledgeable practitioners and are applied to two real-life case studies.     

Bridging between the regional degree and the community approaches to rurality—A suggestion for a definition of rurality for everyday use

The territorial approach to rural development highlights the role of local actors, networks, culture, nature and landscape amenities. The Organization for Economic Co-operation and Development (OECD) definition of rurality is, however, not capable of dealing with local and community definitions of rurality, which vary from study to study. In everyday life, physical planners, rural policymakers and local rural actors need a consistent definition of rurality. The reason is that structural reforms have led to larger administrative units that have less experience-based knowledge about the individual rural communities within a municipality than do local authorities. In this article, we propose a consistent definition of rurality that is easy for physical planners, rural policy makers and local rural actors to understand and apply in everyday use. In addition, our definition will be able to deal with both the regional and the community approach to rurality. This definition is based on an interdisciplinary literature review that starts with land cover and geographical mapping. The definition is then applied to the case of Denmark.     

Comprehensiveness versus Pragmatism: Consensus at the Japanese–Dutch Interface

abstract    By comparing the views of managers working at the interface of two consensus-oriented societies, Japan and the Netherlands, we show important differences between the consensus decision-making processes as seen by Japanese and Dutch managers. These differences relate to how complete the agreement of opinion should be in order to speak of consensus, with the Japanese managers demanding a more complete consensus than the Dutch. The processes and conditions that Japanese and Dutch managers see as leading to consensus also differ. Japanese consensus is based on a more ordered, sequential process than Dutch consensus. Our respondents differed deeply regarding the role of the hierarchy in their own and the others' consensus processes, with both Japanese and Dutch managers seeing their own consensus process as less hierarchical. Our findings show that the concept of consensus is interpreted quite differently by Japanese and Dutch managers. This is an important warning for companies operating at the interface of these two societies. More in general our research illustrates the usefulness for international management research of detailed comparative studies focusing not on stark contrasts but on more subtle differences between management practices.     

Multicointegration in Stock-Flow Models

Multicointegration, in the sense of Granger and Lee (1990), frequently occurs in models of stock-flow adjustment and implies cointegration amongst I(2) variables and their differences (polynomial cointegration). The purpose of this article is two-fold. First, we demonstrate that based on a multicointegrated vector autoregression (VAR) two equivalent error correction model (ECM) representations can be derived; the first is expressed in terms of adjustments in the flows of the variables (the standard I(2) ECM), and the second is expressed in terms of adjustments in both the stocks and the flows. Secondly, we apply I(2) estimation and testing procedures for multicointegrated time series to analyze data for US housing construction. We find that stocks of housing units started and completed exhibit poly- nomial cointegration (and hence the flows are multicointegrated) and the associated ECM's are estimated. Lee (1992, 1996) also found multicointegration in this data set but without explicitly exploiting the I(2) property.     

Defining Respectful Leadership: What It Is,How It Can Be Measured,and Another Glimpse at What It Is Related to

Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership (N ₁ = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviors. Furthermore, to also harness this comprehensive repertoire for quantitative organizational research, we undertook two more studies (N _2a = 228; N _2b = 412) to empirically derive a feasible item-based measurement of respectful leadership and assess its psychometric qualities. In these studies, we additionally investigated the relationships between respectful leadership as assessed with this new measurement and employees’ vertical and contextual followership as assessed via subordinates’ identification with their leaders, their appraisal respect for their leaders, their feeling of self-determination, and their job satisfaction.