A routing and location model for food waste recovery in the retail and distribution phase

This paper presents a routing and location (R&L) model able to help design an efficient reverse logistics channel for food waste, with particular attention to the waste generated at the retail stage of a food supply chain (FSC). The model, developed in Microsoft Excel^TM, is detailed along with its application in the Emilia-Romagna region of Italy, which is currently the location of a research project aimed at finding alternative ways to recover food waste rather than disposing of it in landfill sites. Several analyses are carried out exploiting the model, to derive some findings about the economic profitability of setting up a reverse logistics channel to recover food waste in the targeted region, and divert it to alternative use. As there are currently no studies that examine the problem of recovering food waste in Italy, this paper is expected to represent an interesting addition to the literature on this issue.     

The Determinants of Technology Adoption in Italian Manufacturing Industries

The adoption of new technologies in Italian manufacturing industries is analysed using data for 13,334 firms selected from the 1990–92 Community Innovation Survey. The determinants of technology adoption are analysed in an econometric framework (logit model) which is a general test of different theoretical explanations of technological diffusion. We particularly refer to the rank, epidemic and information effects which significantly affect the use of new technology in Italian manufacturing industries. We use a set of explanatory variables which enables us to set up a well specified empirical model and to use odds ratios to determine the effect of their changes on the adoption probability, thus giving a more precise picture of the determinants of technology adoption.     

Risk Sharing and Institutional Quality: Evidence from OECD and Emerging Economies

In this paper, we investigate the impact of institutional quality on risk sharing across Organisation for Economic Co-operation and Development (OECD) and emerging economies (EMEs). It has been found that the quality of institutions and risk sharing are significantly interrelated among OECD members (mostly through credit market channel), but not for the EMEs. Our results are consistent when we control for pre- and post-GFC periods. The reason why the impact of institutional quality on risk sharing is limited among EMEs might be due to the significant monetary injections from advanced economies in the form of remittances and financial aid which might understate other factors that influence risk sharing.     

Marketing in SMEs: the role of entrepreneurial sensemaking

Marketing literature has emphasized the factors hampering marketing planning and strategizing in small firms, in particular resource scarcity, lack of specialized structures and competences. Recent streams of literature in entrepreneurial marketing have nonetheless shown that small firms do engage in peculiar marketing strategies and activities that do not necessarily reflect codified processes observed in large organizations. Within this line of research, the article aims at contributing to extant theory in entrepreneurial marketing placing under scrutiny the generative moments of marketing strategies in small firms. Through the integration of literature in entrepreneurial marketing and in entrepreneurship and through the analysis of four case studies, the article proposes a conceptual framework that emphasizes the centrality of entrepreneurial sensemaking in small and medium-sized enterprises?? marketing strategies. We posit that entrepreneurs are engaged in the construction of interpretive frameworks that, when explicated and made accessible to consumers and stakeholders, legitimate novel business ideas and logics. These interpretive frameworks structure the content and processes of marketing activities. Theoretically, the article aims at contributing to the debate on marketing in small businesses shedding light on the processes underlying the formation of marketing strategies. Propositions are offered to guide future empirical research based on the proposed conceptual framework.     

Exploring a possible route through which training affects organizational performance: the case of a Greek bank

Despite the dithyramb on training found throughout the literature, its impact on organizational performance still remains a ‘black box’ yet to be unlocked. Indeed, neither the intervening process nor the factors that mediate training effectiveness have been substantively explored or linked together in a framework. In this paper, gaining insights from the concept of the balanced scorecard and using the service profit chain as a strategy map, an attempt is made to formulate a casual linkage value chain that highlights one possible route through which training can impact organizational performance. Using a predictive design, data were collected from multiple sources (employees, customers, and the bank's financial records) and raters from a sample of 30 branches of a Greek bank. The findings confirmed a framework illuminating a value exchange process ignited by training. More precisely, the results suggested that a formal, structured, and long-term approach to training, as well as certain pre- and post-training conditions and activities, improve training effectiveness by creating positive perceptions about the training's value. The generated for employees value results to higher levels of job satisfaction which boosts employee loyalty, creating in this sense value for the organization. This value is reflected to customers, in terms of better service quality, and reciprocated to the organization through higher customer satisfaction and branch loyalty leading to improved profitability at the branch level.     

Lead time reduction through ICT application in the footwear industry: A case study

This paper analyses some relevant supply chain management issues for Italian firms operating in the footwear industry. The analysis is carried out on representative firms, located in a specialized regional district with a high density of shoe manufacturing companies. Companies were experiencing substantial problems in the management of supplier relationships, as well as in the commercial/distributive channel. Specifically, synchronization issues in the logistics pipeline were weakening firms’ lead time performances.The case study presented strives to highlight the critical points in the set up of the supply chain management programme, as well as the main results obtained. The case study also shows that the adoption of tailored Information and Communication Technology (ICT) tools has the potential to save significant lead time in supplier/buyer relationships. From the case study, generalities can be drawn and transferred to the footwear industry.     

Does ignoring multidestination trips in the travel cost method cause a systematic bias?

The present paper demonstrates that treating multidestination trips (MDT) as single-destination trips does not involve any systematic upward or downward bias in consumer surplus (CS) estimates because the direct negative effect of a price increase (treating MDT as a single-destination trip) is offset by a shift in the estimated demand curve. Still, ignoring MDT can greatly underestimate or overestimate the CS. In addition, we demonstrate that there is a sound theoretical basis for using preference information for allocating travel costs between different sites included in the MDT package. A novel extreme value approach is proposed, which does not require any overly restrictive assumptions about consumer preferences. This approach is applied to the zonal travel cost model of the Bellenden Ker National Park, Australia. Parametric and non-parametric estimation techniques are used for calculating CS estimates, and the effects of different MDT treatments and estimation methods are compared.     

Managing multiple forms of strategic training fit through the Balanced Scorecard

Although the literature recognizes training as an essential driver of organizational effectiveness, little is still known about how to explicitly focus and align training to organizational strategic priorities. This note proposes a model that bridges the strategic human resource management (SHRM) literature and the Balanced Scorecard (BSC) literature – which is one of the most widely recognized strategic performance evaluation approaches intended to foster organizational alignment by translating the firm's strategy into a multidimensional set of financial and non‐financial measures. After having briefly discussed the main differences between the return on investment (ROI) model, which represents one of the major attempt to make training strategic within the existing evaluation research, and the BSC model applied to training management, this note highlights multiple forms of strategic training fit and suggests how to manage training through various scenarios of BSC development. Specifically, the note illustrates four forms of strategic fit – the vertical fit, the horizontal inter‐functional fit, the horizontal intra‐functional fit and the human capital readiness – and discusses their pursuit in terms of six scenarios of training management through the BSC. The note expands some exploratory empirical evidence on the feasibility and usefulness of training scorecards (i.e. the application of the BSC to training) in order to develop some theoretical insights and practical guidance on how they can be leveraged to foster the strategic alignment of training.