Search results

The current study applied the concept of country image to a context of bilateral relations for two post-Soviet states to examine the impact of a mega sport event on the image of the host country Russia.

Surveys were collected before and after the World Cup to assess any changes among Georgians with regard to their views on Russia and intentions to visit.

The results showed a significant change in Russia’s pre-perceived cognitive image related to reputation, respect and development, as well as the emotional aspect and overall country image after the mega sport event. Interestingly, the affective image of Russia carried more weight in shaping the overall country image compared to the cognitive aspects, suggesting the increasing importance of emotional perceptions over beliefs. However, despite these changes, the study found that mega sport events did not significantly moderate the association between country image and behavior intentions in the context of Russo-Georgian hostile bilateral relations.

This study is one of the first examinations of the impact of hosting mega sport events in countries with hostile bilateral ties. The findings support that mega sport events can be an effective mechanism to gain soft power in that such events can arouse changes in people’s emotions and feelings towards the host country, even for those living in a country with a hostile relationship with the host country. The scope of applicability of these findings can be extended to other contexts, including future hosts of mega sport events in their geo-political contexts.

The global electronic equipment industry has evolved into one of the most innovative technology-based business sectors to transpire in the last three decades. Much of its success has been attributed to effective supply chain management. The purpose of this paper is to provide an examination of external risk factors associated with the industry’s key suppliers through the creation of Bayesian networks which can be used to benchmark external risks among these suppliers.

The study sample consists of the suppliers to seven of the leading global electronic equipment companies. Bayesian networks are used as a methodology for examining the supplier external risk profiles of the study sample.

The results of this study show that Bayesian networks can be effectively used to assist managers in making decisions regarding current and prospective suppliers with respect to their potential impact on supply chains as illustrated through their corresponding external risk profiles.

A limitation to the use of Bayesian networks for modeling external risk profiles is the proper identification of risk events and risk categories that can impact a supply chain.

The methodology used in this study can be adopted by managers to assist them in making decisions regarding current or prospective suppliers vis-à-vis their corresponding external risk profiles.

As part of a comprehensive supplier risk management program, companies along with their suppliers can develop specific strategies and tactics to minimize the effects of supply chain external risk events.

The literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.

The authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.

The authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.

The authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.