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The purpose of this paper is to understand conflicts that emerge between managers of buying and supplying firms when a personal relationship (friendship, etc.) is present between them in the supply chain context.

This research uses a case study methodology and relies on data obtained from 30 qualitative interviews with managers of buying and supplying firms, having a personal relationship within inter-firm relationships to promote the interest of the firm.

Results from this study reveal conflicts between managers of buying and supplying firms due to the presence of a personal relationship between them. Specifically, results suggest that managers face ego conflict, supplier’s selection conflict and conflict on accepting late deliveries when they rely on personal relationships, which are themselves embedded within inter-firm relationship.

This study has some limitations. First, this study examines behavioural patterns in Australian cultural context. Second, results of this study are not generalizable to a broader population.

Firms can use the findings to understand conflicts, which arise between managers of buying and supplying firms, as a result of a personal relationship between them in the supply chain.

This is, perhaps, the first study contributing to the supply chain relationship literature by unveiling conflicts between managers of buying and supplying firms, when a personal relationship is present between them.

This study aims to understand the practices and perceptions of education for sustainable development (ESD) in the university classrooms of Malaysia, exploring how holistic, pluralistic and action-oriented approaches to ESD were linked to their knowingness, attitudes and behavior regarding sustainability.

The perceptions of 2,678 students and 1,013 teachers from a range of undergraduate and postgraduate courses at four Malaysian universities were surveyed. Their views of ESD and sustainability consciousness (SC) were recorded on five-point Likert-type scales, and the resulting data was investigated using descriptive and analytical statistics.

Holistic, pluralistic and action-oriented approaches to ESD teaching and learning were widespread in Malaysian universities, with significant associations found between ESD approaches and SC. While all three approaches enhanced each aspect of SC, the results indicated the need to develop action-oriented approaches more fully.

This research underlines the importance of sustainability education in the context of higher education. It provides empirical evidence for developing action-oriented approaches to ESD and confirms the utility of holistic content and pluralistic pedagogy to the teaching and learning of sustainability.

This paper explores the steps/countermeasures taken by buying and distributing firms to address supply chain disruptions caused by COVID-19.

This study employs a multiple case study methodology and conducts 36 semi-structured interviews with senior managers of nine different firms producing, procuring or distributing products from China and other highly impacted South Asian regions (Pakistan, Sri Lanka, India).

Results reveal that buying firms are moving to agile production, focusing on tier-1 supplier risk, enhancing inbound material visibility and temporarily closing production facilities to respond to the challenges posed by COVID-19. Furthermore, distribution centres are modifying their inventory policies, evaluating alternative outbound routes and sources of supply to manage disruptions caused to their business operations amid COVID-19 outbreak.

Supply chain firms can use the countermeasures provided in this study to mitigate the impact of COVID-19 and make the best out of this pandemic.

This study contributes to the supply chain literature by exploring the countermeasures taken by firms to mitigate the impact of COVID-19. In particular, this study explores such countermeasures from the perspective of two different entities (buyers and distributors) along the supply chain. Firms can use the countermeasures highlighted in this study to mitigate the impact of COVID-19 on the supply chain.

The purpose of this paper is to unveil negative outcomes associated with an absence of guanxi in a buyer–supplier relationship in Chinese logistics industry.

This study uses a case study methodology using 16 semi-structured interviews with managers engaged in the process of buying and selling logistics services in China.

Based on the qualitative interviews, managers experience lack of trust, lack of communication flow and reduced business volume when guanxi is absent in a buyer–supplier relationship in the Chinese logistics industry.

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to Chinese business culture only.

Firms can use the findings from this study to understand the consequence they can face when guanxi is absent in a buyer–supplier relationship.

This study attempts to offer a balanced perspective on the role of guanxi in a buyer–supplier relationship, particularly in the Chinese logistics industry, by considering how an absence of guanxi generates negative outcomes for firms.

The purpose of this paper is to develop a standardized, psychometrically sound instrument for the emerging construct of change recipient proactivity (CRP), using a deductive approach.

Using a systematic item-development framework as a guide (i.e. item generation, questionnaire administration, item reduction and scale evaluation) and based on a sample of 414 white-collar employees, this paper discusses the development and validation of an instrument that can be used to measure change recipient’s proactive behavioral responses to planned change efforts.

Results suggest that our proposed CRP scale is internally consistent (reliable) and valid in that it is conceptually distinct from, yet empirically correlated with neighboring constructs such as affective commitment to change, readiness for change and proactive personality.

The findings illustrate that change recipients can demonstrate proactive behaviors in response to change efforts. However, this study’s contribution is only a first step, requiring further theoretical and methodological refinement of the scale in different contexts.

The deductive nature of our study resulted in a comprehensive and domain-specific scale assessing recipients’ proactive responses to organizational change efforts. This opens doors to empirical studies on examining the conditions under which change recipients “may” step outside the boundaries of passivity to respond positively and proactivity to organizational change efforts.

This paper explores the steps/countermeasures taken by firms to address supply chain disruptions in the wake of COVID-19.

This study employs a case study methodology and employs 46 semi-structured interviews with senior managers of the three buying firms, four distribution centres and four supplying firms based in four countries (Pakistan, Sri Lanka, China and India).

Results reveal that manufacturers are refining production schedules to meet the production challenges. Distributors are working with secondary suppliers to meet the inventory shortage. Finally, supplying firms are evaluating the impact of demand, focusing on short-term demand-supply strategy, preparing for channel shifts, opening up additional channels of communication with key customers, understanding immediate customer’s demand and priorities and finally becoming more agile.

There are some limitations to this study. First, the results of this study cannot be generalized to a wider population. Second, this study explores the interpretations of senior managers based in four Asian countries only.

Supply chain firms can use these findings to understand how COVID-19 is affecting firms. Firms can also use the suggestions provided in this study to mitigate the impact of COVID-19 and make the best out of this pandemic.

This study contributes to the supply chain disruption literature by exploring the robust countermeasure taken by supply chain firms amid COVID-19 outbreak. In particular, it explores such countermeasures from the perspective of three different entities (buyer, supplier and distributor) based in four different countries in the South Asian region.

The purpose of this paper is to explore the antecedents of top-down knowledge hiding in buying and supplying firms.

This study uses a multiple case study methodology by considering four UAE-based firms and further employing 20 semi-structured interviews with managers of buying and supplying firms having a local and foreign nationality.

Based on the qualitative interviews, senior managers were found to be intentionally hiding knowledge from their managers based on five individual, three interpersonal and two firm-level reasons.

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioural patterns with respect to United Arab Emirates culture only.

Firms can use the findings of this study to understand what really motivates senior managers to intentionally hide knowledge from their subordinates. Also, this study provides some constructive guidelines to firms/senior management, which can discourage the culture of knowledge hiding in firms.

This study contributes to knowledge management literature by revealing multi-level and multi-faceted antecedents of top-down knowledge hiding in buying and supplying firms in the supply chain context.

The purpose of this paper is to explore the disruptions caused to supply chains by COIVD-19 as well as steps/countermeasures taken by firms to address such disruptions.

This study employs 46 semi-structured interviews with senior managers of the three buying firms, four distribution centers and four supplying firms based in four countries (Pakistan, Sri Lanka, China and India).

Results unveil that manufacturing firms are facing limited production and delays in procuring goods and services, while distribution centres are facing inventory shortages. Furthermore, supplying firms are facing increased lead times amid the COVID-19 outbreak. In addition, each affected entity has employed specific strategies to address these disruptions. For instance, manufacturing firms are refining their production schedules based on the inventory, getting better visibility to their suppliers’ performance and developing new inbound routes to meet the production challenges. They are also assessing the tier-1 supplier’s risk and activating the relationship with secondary suppliers to address the procurement issues. Second, distributors are modifying inventory policies to meet the inventory shortage. Finally, supplying firms are developing alternative outbound logistics to meet the growing demand.

There are some limitations to this study. First, the results of this study cannot be generalized to a wider population. Second, this study explores the interpretations of senior managers based in four Asian countries only.

Our study contributes to the supply chain literature by exploring the disruptions caused by COVID-19 to the supply chain operations. It also contributes to theory and practice by articulating the strategies adopted by firms to address such disruptions. Firms can use the steps highlighted in this study to mitigate the impact of COVID-19 on the supply chain disruptions.

The purpose of this paper is to understand conflicts that develop between managers and their respective firms when a personal relationship is present between managers of buying and supplying firms in the Chinese logistics industry.

This research uses a case study methodology to allow for an assessment of the conflicts that emerge between managers and their respective firms when a personal relationship is present between them.

The findings reveal conflicts between managers and their respective firms as a result of personal relationship between managers buying and selling logistics services in China.

This study uses semi-structured interviews with Chinese senior managers to explore intra-organizational conflicts, which develop as a result of personal relationships embedded within buyer–supplier relationships. The generalizability of the findings will have to be empirically examined in future research.

Chinese firms can use the findings to understand conflicts, which arise between managers and their respective firms when a personal relationship is present between managers engaged in the process of buying and selling logistics services.

A notable gap in buyer–supplier relationship literature, specifically in Chinese business culture, is an unfulfilled need for research examining intra-organizational conflicts, when a personal relationship is present between managers of buying and supplying firms in the logistics industry. This paper addresses this gap.

The purpose of this paper is to explore how knowledge hiding affects buyer-supplier relationship performance in the supply chain.

This study uses a multiple case study methodology. Overall, 26 semi-structured interviews (13 dyadic interviews) with managers of buying and supplying firms (who have been a victim of knowledge hiding) were undertaken.

Based on comprehensive data analysis, results reveal seven factors that adversely affect buyer-supplier relationship performance (lack of trust, lack of cooperation and lack of commitment). In addition, results reveal that such factors reduced the firm’s business performance in terms of low-quality products, increased lead time and higher costs.

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only.

Firms can use the findings from this study to understand how knowledge hiding in a buyer-supplier relationship adversely affects a buyer-supplier relationship performance.

A considerable weakness in buyer-supplier relationship literature is a need for a study examining how knowledge hiding harms buyer-supplier relationship performance in the supply chain. This paper addresses this gap.