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Article
Publication date: 10 August 2015

Henry L. Petersen and Fred Lemke

– The purpose of this paper is to explore reputational risk that are borne in the supply chain and contribute to this contemporary but growing research stream.

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Abstract

Purpose

The purpose of this paper is to explore reputational risk that are borne in the supply chain and contribute to this contemporary but growing research stream.

Design/methodology/approach

First, a theoretical framework is provided to help in the characterisation of reputational risks and how they impact supply chain members that may be multiple tiers away from the manufacturer. Then, semi-structured interviews were conducted with practitioners who were familiar with reputational risks and who were engaging in varying mitigating techniques. Cognitive modelling was utilised to report the findings.

Findings

The practitioners in this paper were very familiar with the risks and were active in varying mitigating practices as budgets and resource constraints would allow. The brevity of the risks identified and the significance of specific risks with how they impact a reputation was revealed. Mitigation is an ongoing and haphazard process with very little information available as would be expected with a typical risk management approach.

Research limitations/implications

This paper serves to provide practitioners insight into the varying methods used by firms with supply chain members that number in hundreds. Based on our findings, a recommendation was made that utilise corporate social responsibility as a foundation that is proposed to address a number of risks including those related to price, availability and quality. The limits of this work are that it is specific to a select group of practitioners specialised in this area. Although the information is rich, it is not generalisable.

Originality/value

This paper makes a significant contribution to the literature by providing insight into the perceptions of practitioners who make decisions on mitigating reputational risks. The results suggest that this is a very new area of management that is striving to find a way to minimise their exposure.

Details

Supply Chain Management: An International Journal, vol. 20 no. 5
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 11 June 2013

Fred Lemke and Henry L. Petersen

In the supply chain context, professionals manage various risks that have the potential to disrupt supplies. Surprisingly, one kind of risk is often overlooked: reputational risk…

4941

Abstract

Purpose

In the supply chain context, professionals manage various risks that have the potential to disrupt supplies. Surprisingly, one kind of risk is often overlooked: reputational risk. It is critical to recognise the risk potential that impacts on the reputation of the organisation. Furthermore, managers require an appropriate tool set to control it. The present paper aims to have a twin focus: first, it will lay out the basic premises behind corporate reputation, reputational risk, and corporate social responsibility (CSR). Second, the practical implications will be addressed that lead to a substantial teaching component.

Design/methodology/approach

The present paper is based on two research stages. Initially, the authors adopted the “reflective practitioner” philosophy that aimed at discovering the common beliefs in practice that explain working processes and management thought. In particular, they explored the foundation of CSR, reputation and risk management with specialists in dedicated workshops (electronics, energy, life sciences, telecommunications and defence industries, located at different stages of the supply chain). To gain more insight, the authors subsequently conducted in‐depth interviews in these topic areas with key informants. The combination allowed them methodological triangulation.

Findings

Reputation can be created and controlled as soon as its nature is fully understood (Reputational Owner). Interestingly, it is a transceiving business phenomenon that crosses organizational boundaries. Spillover effects can thus be observed at all stages of the supply chain by mere business association (Reputational Borrower). Reputation can range from positive to negative extremes and needs to be managed. The results of the authors' exploratory work are presented as quotations to provide the substance of the current and relevant subject.

Research limitations/implications

The present work is exploratory in nature. Quantitative research methods are now required to validate and substantiate the findings.

Practical implications

CSR is a contemporary foundation to mitigate reputational risk throughout the supply chain. The authors outline the reputational risk factors in this context and the ways of managing those.

Social implications

In the market place, reputation is a reflection of the supply chain offering (products, services), communication (promotion, PR), and action (behaviour and views expressed). Consumers adopt supply chain reputation as a yardstick when making purchase decisions. It is therefore critical to manage reputational risk in the supply chain and this paper outlines the cause and effect relationships that this topic entails in modern society.

Originality/value

This paper discusses the importance of reputational risk in the supply chain. It also explains the ways it can be mitigated via CSR. This is the management baseline that adds tremendous value for theory builders and present and future managers. Having the education of Master students in mind, the authors outline three specific teaching units that bring the conceptual underpinnings alive in an interactive learning environment.

Details

Supply Chain Management: An International Journal, vol. 18 no. 4
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 30 October 2009

Herbert Kierulff and Henry L. Petersen

There are many reasons why companies drift – or plunge – into financial disaster. Factors such as market share loss, excess debt, management problems, technology changes or credit

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Abstract

Purpose

There are many reasons why companies drift – or plunge – into financial disaster. Factors such as market share loss, excess debt, management problems, technology changes or credit fluctuations can all play roles. In fact, the number of risks facing corporate officers is enormous today and simply keeping abreast of it all is a colossal task. As a result, not all managers and firms can cope, often resulting in a turnaround situation. The purpose of this paper is to highlight what sets successful turnarounds apart from failures and the most frequent underlying causes of the problems faced by companies in turnaround situations.

Design/methodology/approach

This paper makes use of previous literature and work with clients to identify a relevant top ten list of management practices for keeping companies out of trouble.

Findings

The academic and professional literature on turnarounds leaves many unanswered questions with respect to what sets successful turnarounds apart from failures. This paper describes ten basic lessons the authors have learned in turning around companies that managements can use to keep their companies healthy.

Originality/value

This paper sets the stage for identifying fundamental, but often overlooked, management practices that lead to financial crisis. Given the disparity in the literature on turnaround success‐rates, the authors suggest that this paper contributes to this literature and also provides unique and timely advice for practitioners.

Details

Journal of Business Strategy, vol. 30 no. 6
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 4 May 2012

Randal S. Franz and Henry L. Petersen

The purpose of this paper is to explain people's divergent perceptions of companies' corporate social responsibility (CSR) activities in order to help organizations strategically…

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Abstract

Purpose

The purpose of this paper is to explain people's divergent perceptions of companies' corporate social responsibility (CSR) activities in order to help organizations strategically manage their global responsibilities.

Design/methodology/approach

Combining institutional theory and role‐theory, the authors examine how people's expectations for the role of business (RoB) in society define the standard by which corporate activities are judged. Where conformity to institutional models confers “legitimacy” and compliance to social scripts constitutes “appropriate” behavior, the authors contend that congruence with RoB expectations is what defines corporate responsibility. This research utilized a quasi‐experimental method to explore the effects of stakeholder status and individuals' RoB expectations on their assessments of CSR activities.

Findings

Significant differences were found between stakeholder groups on all but one of the CSR activities scales. Of substantially more impact, subjects' RoB expectations were found to significantly shape their assessment on all CSR activities scales. A factor analysis of the RoB items identified five dimensions to the role business plays in society, which together define a holistic model for global responsibility.

Research limitations/implications

Subjects were recruited by convenience and randomly assigned to the four experimental conditions, so they are not representative of the general population. Future research would benefit from cross‐cultural, longitudinal and qualitative explorations into people's RoB expectations.

Practical implications

The five RoB components provide managers with a tool to strategically manage a multi‐dimensional portfolio of corporate CSR activities.

Originality/value

This research applies role‐theory concepts to the study of CSR, thereby introducing some emergent, situational, negotiated and idiosyncratic dynamics to our understanding of global responsibility.

Available. Content available
1906

Abstract

Details

Supply Chain Management: An International Journal, vol. 18 no. 4
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 18 April 2022

Quyen Le, Alireza Vafaei, Kamran Ahmed and Shawgat Kutubi

This paper aims to examine the association between busy directors on corporate boards and accounting conservatism.

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Abstract

Purpose

This paper aims to examine the association between busy directors on corporate boards and accounting conservatism.

Design/methodology/approach

The authors use a sample of 500 firms listed on the Australian Security Exchange from 2004 to 2019. The busyness of non-executive directors is proxied by three indicators. For accounting conservatism, the authors use both conditional and unconditional accounting conservatism via asymmetric timeliness of earnings, accrual-based loss recognition, cumulative total accruals and book-to-market ratio. The authors cluster the standard errors at the firm level to compensate for potential residuals’ dependency and heteroscedasticity, in addition to analysing the main models using year and industry fixed effects (Petersen, 2009). Separately, the authors look at the impact of female busy directors on firms’ adoption of conservative accounting methods. Both propensity score matching analyses and Heckman (1979) two-stage approach systematically address endogeneity issues.

Findings

The presence of busy directors on boards leads to greater unconditional conservatism and less conditional conservatism. The relationships between busy female directors with both conditional and unconditional conservatism remain consistent with the main findings.

Practical implications

This paper provides useful insights for shareholders, regulators and accounting standards setters to better evaluate busy directors’ effectiveness in monitoring firms’ financial reporting quality. Directors and the companies themselves can refer to the authors’ findings to decide the best structure for their boards and committees, considering their specific monitoring requirements. Given that no mandatory restriction has been legislated, improved policies or new ones will ensure that busy directors can effectively fulfil their duties.

Originality/value

This research contributes to the broader research theme by examining the influence of directors’ quality on financial reporting conservatism. It also contributes to the ongoing debate in the corporate finance literature regarding the experience and busyness hypotheses of directors with multiple directorships. Additionally, this research adds value to gender diversity research by finding evidence that female busy directors follow the same pattern of reporting conservatism as male busy directors.

Details

Meditari Accountancy Research, vol. 31 no. 4
Type: Research Article
ISSN: 2049-372X

Keywords

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Book part
Publication date: 4 December 2020

Brandon Randolph-Seng, John Humphreys, Milorad Novicevic, Kendra Ingram and Foster Roberts

Scholars have begun calling for broader conceptualisations of moral disengagement processes that reflect the interaction of dispositional and situational antecedents to a

Abstract

Scholars have begun calling for broader conceptualisations of moral disengagement processes that reflect the interaction of dispositional and situational antecedents to a predilection to morally disengage. The authors argue that collective leadership may be one such contingent antecedent. While researching leaders from the Gilded Age of American business history, the authors encountered a compelling historical case that facilitates theory elaboration within these intersecting domains. Interpreting evidence from the embittered leader dyad of Andrew Carnegie and Henry Clay Frick, the authors show how leader egoism can permeate moral identity to promote symbolic moral self-regard and moral licensing, which augment a propensity to morally disengage. The authors use insights developed from our analysis to illustrate a process conceptualisation that reflects a dispositional and situational interaction as a precursor to moral disengagement and explains how collective leadership can function as a moral disengagement trigger/tool to reduce cognitive dissonance and support the cognitive, behavioural, and rhetorical processes utilised to justify unethical behaviour.

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Article
Publication date: 8 June 2015

Daniel A. Wren

The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L

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Abstract

Purpose

The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L. Gantt’s chart concept.

Design/methodology/approach

Archival records and secondary sources in English and French.

Findings

Developed to meet the shipbuilding and use needs for the Great War (World War I), the Gantt chart was disseminated through the work of Wallace Clark during the 1930s in numerous public sector and private organizations in 12 nations. The Gantt concept was applied in a variety of industries and firms using batch, continuous processing and/or sub-assembly lines in mass production. Traditional scientific management techniques were expanded for general management, such as financial requirement through budgetary control. Clark and his consulting firm were responsible for implementing a managerial tool, the Gantt chart, in an international setting.

Research limitations/implications

Some firms with which Clark consulted could not be identified because the original records of the Wallace Clark Company were disposed of by New York University archival authorities. Industries were identified from the writings of Pearl Clark and Wallace Clark, and some private or public organizations were discerned from archival work and the research of French and British scholars.

Originality/value

This is the first study of the diffusion of a managerial tool, developed in America by Henry L. Gantt, into Europe and Britain through the contributions of Wallace Clark.

Details

Journal of Management History, vol. 21 no. 3
Type: Research Article
ISSN: 1751-1348

Keywords

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Article
Publication date: 1 February 2002

Peter B. Petersen

Just‐in‐time (JIT) production methods were popularized by the excellent results achieved by Japanese industry. When it became evident during the 1970s that the Japanese were…

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Abstract

Just‐in‐time (JIT) production methods were popularized by the excellent results achieved by Japanese industry. When it became evident during the 1970s that the Japanese were gaining markets previously dominated by Americans, there was considerable interest in learning how Japanese industry operates. Then, during the early 1980s, Toyota’s highly effective JIT production system had a particular appeal to Americans who were trying to understand Japanese production methods. While Taichi Ohno, creator of Toyota’s production system, credits Henry Ford as the originator, it is now known that Ernest Kanzler, one of Ford’s subordinates, played a major role in developing JIT production methods. This article reports Ford’s and Kanzler’s contributions and explores the possible influence that Frederick W. Taylor may have had on the development of this approach at the Ford Motor Company.

Details

Management Decision, vol. 40 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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Book part
Publication date: 19 January 2005

Gordon Mulligan, John Carruthers and Meagan Cahill

Abstract

Details

Urban Dynamics and Growth: Advances in Urban Economics
Type: Book
ISBN: 978-0-44451-481-3

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