Noura Yassine and Sanjay Kumar Singh
The purpose of this paper is to investigate a supply chain consisting of a producer and multiple suppliers of a type of component needed for the production of a certain product…
Abstract
Purpose
The purpose of this paper is to investigate a supply chain consisting of a producer and multiple suppliers of a type of component needed for the production of a certain product. The effects of carbon emission taxes, quality of components and human inspection errors as well as the collaboration among the supply chain members are considered.
Design/methodology/approach
A mathematical model is formulated for a non-collaborative supply chain, and the optimal policy is shown to be the solution of a constraint optimization problem. The mathematical model is modified to the case of a collaborative supply chain and to account for inspection errors. Algorithms are provided, and a numerical example is given to illustrate the determination of the optimal policy.
Findings
This study offers a new conceptual and analytical model that analyzes the production problem from a supply chain perspective. Human resource management practices and environmental aspects were incorporated into the model to reduce risk, optimally select the suppliers and properly maximize profit by accounting for human inspection error as well carbon emission taxes. Algorithms describing the determination of the optimal policy are provided.
Practical implications
This study provides practical results that can be useful to researchers and managers aiming at designing sustainable supply chains that incorporate economic, environmental and human factors.
Originality/value
This study can be useful to researchers and managers aiming for designing sustainable supply chains that incorporate economic and human factors.
Details
Keywords
Daniel Rottig, Taco H. Reus and Shlomo Y. Tarba
This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but…
Abstract
This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.
Details
Keywords
Mia Hsiao-Wen Ho and Pervez N. Ghauri
Learning through international strategic alliances is usually influenced by dispersed locations and cultural difference between the countries of the two firms. This research…
Abstract
Learning through international strategic alliances is usually influenced by dispersed locations and cultural difference between the countries of the two firms. This research highlights the importance of contextual factors on learning through international strategic alliances. Based on an empirical study of 271 alliances, our findings reveal that successful alliance learning not only depends on the partner’s openness to share knowledge but also relies on the firm’s capacity to identify and absorb such knowledge. Institutional differences between the countries from where partner firms originate are considered to hinder the alliance learning by decreasing the firm’s absorptive capacity and by enhancing knowledge ambiguity. However, our research suggests that frequent direct communication and high levels of mutual trust and reciprocal commitment between partner firms positively moderate the noxious effects of institutional differences on the alliance learning process.
Details
Keywords
Although primarily treated as two distinct research streams, strategic alliances and mergers and acquisitions together occupy much of the strategic management discourse…
Abstract
Although primarily treated as two distinct research streams, strategic alliances and mergers and acquisitions together occupy much of the strategic management discourse. Alliances, in many cases, end in acquisitions as firms use alliances as intermediate strategic options to eventually acquire a partner. As the discipline of strategy matures and the frequency and the volume of inter-firm cooperation continue to rise, it is imperative to integrate these two research streams for a holistic understanding of the theory of the firm. The purpose of this conceptual piece is threefold. First, we review the extant studies that combine these two governance modes: alliance and acquisitions. Second, drawing on the dominant strategic management theories, we highlight how prior inter-firm alliances inform future acquisitions in terms of (a) pre-combination decisions, (b) post-deal integration processes, (c) alternatives and strategies, and (d) performance outcomes. Finally, in view of the emerging trends and evocative gaps, we offer a conceptual road map to encourage future theoretical development and empirical research.
Details
Keywords
Patia J. McGrath and Harbir Singh
Firms operate in a market for their corporate assets, wherein important assets being bought and sold are business units. This market is therefore a primary mechanism for firm…
Abstract
Firms operate in a market for their corporate assets, wherein important assets being bought and sold are business units. This market is therefore a primary mechanism for firm reconfiguration, and offers the opportunity for firms to gain performance advantage as they prepare for and engage in their boundary-changing moves. This paper focuses on resource reconfiguration between firms, and examines internally and externally driven sources of performance heterogeneity in firms’ use of the market for firm reconfiguration. Viewing between-firm resource reconfiguration through three theoretical lenses surfaces several potential avenues for firm differentiation. For one, the necessity of firms’ possessing capabilities to execute both sides of the external resource reconfiguration transaction – acquisition and divestiture capabilities – is revealed. For another, the institutional prerequisites that are needed in the operating environment for a firm to build a sustainable resource reconfiguration strategy are brought to the fore, and are well illustrated by the private equity industry. Lastly, the potential benefits of using the transactional view of firm scope to animate the study of external resource reconfiguration are raised. Taken together, these elements lead to a research agenda around resource reconfiguration across firm boundaries.
Details
Keywords
Extant research posits that mergers and acquisition (M&As) do not create value. Still many firms adopt expansion strategies such as alliances, joint ventures (JVs), and M&As to…
Abstract
Extant research posits that mergers and acquisition (M&As) do not create value. Still many firms adopt expansion strategies such as alliances, joint ventures (JVs), and M&As to grow and enhance their performance. Through performing a meta-analysis on 204 papers that assess the relationship between the three most prevalent expansion strategies formed by firms, alliances, JVs, and M&As and their different substantive and symbolic performance effects, this study contributes in two ways. First, it becomes clear that alliances and M&As enhance a firm’s substantive performance, while no positive performance effect is observed for JVs. In turn, all three expansion strategies boost a firm’s symbolic performance in terms of its legitimacy and status. Second, a distinction between their effects on a firm’s substantive performance in terms of their market-based and accounting-based performance shows that alliances and M&As both positively contribute to a firm’s accounting-based performance, while only the former spurs a firm’s market-based returns. This indicates that M&As have more long-term accounting-based performance effects compared to alliances and JVs, which suggests that in the long-term firms do best by expanding through M&As.