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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09600039510089703. When citing the article, please cite: Marcel Mourits, Joseph J.M. Evers, (1995), “Distribution network design: An integrated planning support framework”, International Journal of Physical Distribution & Logistics Management, Vol. 25 Iss: 5, pp. 43 - 57.

Introduces the concept of service‐oriented agile logistics and presents a generic apparatus for the design of such systems. An analysis of future communication‐based logistics leads to the logistic control and engineering system SERVICES. The logistic system is conceived as a “society” of interacting “self‐responsible intelligent service‐producing actors”, where services or functions are taken as the system‐base. This means that, instead of working with process‐modules, the development of a service‐oriented information‐system primarily works with service‐modules that program the operational interaction between client, service‐producer and possibly sub‐contracted service‐producers. From this the supporting execution‐control in the context of the service‐producing units can be deduced. A case study of a high‐performance deep‐sea container terminal is given. This shows that the function‐programming system of SERVICES is generic, adequate and effective and that it favours distributed control.

Discusses the design of large‐scale distribution networks which entails taking decisions on a large number of issues that are all closely interrelated, making it difficult to develop a competitive distribution strategy. Many support systems for distribution planning have been developed, but, they do not facilitate a coherent approach to the design process. Presents a logistic planning system that provides dedicated support for all issues involved in distribution planning. The foundation of which is an integrated planning support framework. Proposes that small models dedicated to only part of the total design process provide the best support for logistic planning and that such models encapsulated in a framework lead to optimal system design. Suggests that when the support system is applied to strategic/tactical distribution planning, the design process requires less time and less expert capacity, while resulting in a more competitive logistic supply chain.

During the 2020 election cycle, 2,276 super PACs spent over $2.1 billion in federal elections. This chapter argues that changes made to the US campaign finance system brought about by the Citizens United v. FEC (2010) and SpeechNow.org v. FEC (2010) cases have destabilized the American political system by fueling tensions between right-wing and left-wing populist factions and by contributing to congressional corruption. By moving away from the political corruption standard and toward the free speech standard in Citizens United, polarizing wealthy mega-donors and dark money sources have come to play a dominant role in congressional elections. These cases also helped to contribute to a two-tiered campaign finance regulatory structure that distinguishes between campaign contributions given directly to federal candidates and political money contributed to super PACs to support or oppose federal candidates. In the 2020 congressional elections, PACs and super PACS outspent both major party candidates combined in 35 House and Senate races. Super PACs are serving as “shadow parties” by targeting competitive races for the purpose of swaying partisan control of Congress. This study also shows that an exceedingly high percentage of super PAC money is spent on negative advertising that further divides rather than unifies the nation. This chapter also highlights the corrupting influence of congressional leadership PACs and examines how super PACs have enabled foreign and dark money sources to illegally influence congressional campaigns.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

SMEs especially those in developing countries face a number of challenges that affect their performance and survival in the long run. One of the challenges that has not been widely explored is that of SME supply chain performance. This study attempts to examine the relationship between collaborative relationships and SME supply chain performance in Uganda. SME supply chain performance is an important area because SMEs account for a large percentage of the private sector. Our study established that collaborative relationships explained 29.5 per cent of the variation in SME supply chain performance. Information sharing and incentive alignment were found to be significant predictors of SME supply chain performance while decision synchronization was not a signification predictor. These findings are important and raise implications for theory and managers of SMEs in Uganda.