A systematic literature review to integrate lean,agile, resilient,green and sustainable paradigms in the supply chain management

The main focus of this study is to conduct a systematic literature review to integrate lean, agile, resilient, green and sustainable (LARGS) paradigms in the supply chain (SC) domain. To achieve this aim, several research questions were designed: First, how to locate LARGS research in context of SC domain? For this, it is important to understand which types of research articles should be selected for the study? Further, where such studies were conducted (geographical location)? Second, what is the focus of research in LARGS paradigm in SCs? For this, it is important to study, which types of industries or sectors have been targeted in literature? In addition, which tools and techniques have been used mostly? Third, what are the current trends in the relationships of LARGS paradigms, among themselves, and with SC performance measures? Fourth, what are the emerging issues, unexplored areas in this field, based on these what could be future research avenues in this subject domain have been proposed? A total of 160 relevant articles published during 1999–2019 were used for analysis. Based on analysis, findings are summarised, and main research issues and possible future research directions in LARGS paradigms in SCs are highlighted.     

Multi‐faceted feedback for organisational heads for self and organisational development: experiences of school principals in India

The design and use of multi‐faceted feedback as a developmental tool for organisational heads is the focus of this paper. A customised feedback instrument was designed for school principals to enable assessment by self and various stakeholders. The instrument was designed to assess principals’ administrative, managerial and leadership competencies and school policies and systems that are designed, regulated, supervised and/or controlled by the principal. The multi‐faceted feedback made it possible to provide a comparison of principals’ own evaluation of their efficacy with reference to that of the relevant stakeholders. The feedback received is analysed and interpreted to aid in the preparation of a developmental plan for future action. Insights obtained from this experience are used to discuss issues in the use, design and administration of multi‐faceted feedback for organisational heads. The underlining concern is to fine‐tune each aspect of the feedback process to maximise gains for the receiver of the feedback and the organisation.     

Growing talent as if your business depended on it

Traditionally, corporate boards have left leadership planning and development very much up to their CEOs and human resources departments-primarily because they don't perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. That's a shortsighted view, the authors argue. Companies whose boards and senior executives fail to prioritize succession planning and leadership development end up experiencing a steady attrition in talent and becoming extremely vulnerable when they have to cope with inevitable upheavals- integrating an acquired company with a different operating style and culture, for instance, or reexamining basic operating assumptions when a competitor with a leaner cost structure emerges. Firms that haven't focused on their systems for building their bench strength will probably make wrong decisions in these situations. In this article, the authors explain what makes a successful leadership development program, based on their research over the past few years with companies in a range of industries. They describe how several forward-thinking companies (Tyson Foods, Starbucks, and Mellon Financial, in particular) are implementing smart, integrated, talent development initiatives. A leadership development program should not comprise stand-alone, ad hoc activities coordinated by the human resources department, the authors say. A company's leadership development processes should align with strategic priorities. From the board of directors on down, senior executives should be deeply involved in finding and growing talent, and line managers should be evaluated and promoted expressly for their contributions to the organization-wide effort. HR should be allowed to create development tools and facilitate their use, but the business units should take responsibility for development activities, and the board should ultimately oversee the whole system.     

Convergence (divergence) and the U.S. states

The purpose of this paper is to examine whether established trends in labor productivity convergence have continued among the contiguous states of the U.S. from 1969 to 1990. This paper brings new and additional state data to bear on the question of productivity convergence among the U.S. states. The findings indicate that when the state value-added is deflated by the state-specific price deflator, a dramatically different picture of productivity convergence emerges. The study also finds that there is less evidence of state productivity convergence once the peculiar behavior of mining or extraction industries is taken into account.     

A characterization of virtual Bayesian implementation

We provide a characterization of virtual Bayesian implementation in pure strategies for environments satisfying no-total-indifference. A social choice function in such environments is virtually Bayesian implementable if and only if it satisfies incentive compatibility and a condition we term virtual monotonicity. The latter is weaker than Bayesian monotonicity—known to be necessary for Bayesian implementation. Virtual monotonicity is weak in the sense that it is generically satisfied in environments with at least three alternatives. This implies that in most environments virtual Bayesian implementation is as successful as it can be (incentive compatibility is the only condition needed).     

A Theory of Endogenous Coalition Structures

Consider an environment with widespread externalities, and suppose that binding agreements can be written. We study coalition formation in such a setting. Our analysis proceeds by defining on a partition function an extensive-form bargaining game. We establish the existence of a stationary subgame perfect equilibrium for such a game. Our main results are concerned with the characterization of equilibriumcoalition structures. We develop an algorithm that generates (under certain conditions) an equilibrium coalition structure. Our characterization results are especially sharp forsymmetricpartition functions. In particular, we provide a uniqueness theorem and apply our results to a Cournot oligopoly.Journal of Economic LiteratureClassification Numbers: C71, C72, C78, D62.     

Characterization of additive cost sharing methods

The set of additive cost sharing methods when individual demands are integer valued and cost shares are non negative is characterized by its extreme points and by a network flow representation. The extreme methods allocate costs incrementally along a chain of demand vectors independent of the cost function. The result generalizes Wang’s characterization in that we do not assume the Dummy axiom.     

Strategic orientation and characteristics of upper management

Every organization reflects the background of its most powerful top managers; what the organization does and the way it carries out its functions could be explained, in part at least, by the profile of its upper echelon. The relationship between the strategic orientation of three tobacco companies, the proportion of executives recruited from outside the company and the proportion of executives from different functional backgrounds in the upper echelon of the companies is the focus of this paper.