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Mergers and acquisitions (M&As) often lead to significant changes in the focal supply networks, hence disrupting firm-level relationships. Little is known about the supply network implications of M&As, which can be a major issue, especially for firms acquiring competitors that share suppliers, customers and associated resources. Using social capital as a theoretical lens, this research aims to investigate the implications of an acquisition on supply network relationships.

The acquisition of a large truck manufacturer by its competitor is investigated using an exploratory case study methodology. A total of 24 interviews were conducted across ten companies in the focal supply network with an analysis of financial data.

The findings from the study provide evidence that firms seeking to acquire such relationships cannot directly buy the social capital embedded within those relationships. They identify pre-acquisition characteristics and post-integration factors to understand how the supply network as a whole draws on the structural, cognitive and relational dimensions of social capital to address discrepancies in the merging network.

This study depicts an empirically grounded, theory-based account of a post-acquisition supply network integration process, showing how an M&A can drastically impact customer and supplier network relationships. The main contribution of this paper lies in extending our understanding of how social capital cannot be simply transferred from one organisation to another during an M&A. Rather, this work illustrates how social capital in supply networks is transformed by considering the pre- and post-acquisition social capital dynamics of the merging networks.

IN the October number of THE BRITISH FOOD JOURNAL, while disclaiming any intention of supporting or opposing any political party or any section of politicians, we stated our opinion that the fiscal policy which has been outlined before the country by Mr. CHAMBERLAIN is eminently one which requires to be put to the test of experiment and which cannot be profitably argued about upon theoretical bases. In connection with the allegation that by following the policy of leaving our doors open to those who shut their own doors in our faces, we are able to obtain goods at less expense than would be the case under other conditions, we pointed out that it would be well for the public to consider whether that which is so cheap may not also, to a great extent, be particularly nasty. The desirability of considering the nature and quality of so‐called “ cheap ” foods, supplied to us by various countriies without restriction, does not, as yet, appear to have entered the heads of those who have made matter for political controversy out of what is, in reality, a scientific question. The facts are not sufficiently known, or, in consequence of the proverbial carelessness of our generation, are not clearly appreciated. And yet, as it seems to us, some of those facts are of paramount importance to those who desire to study the subject in a calm and scientific manner and outside the region of political turmoil. What do we get from the various countries whose producers and merchants are free to “dump” their goods in this country without the restrictive influence of duty payments? Great Britain has made it known to all the world that “Rubbish may be Shot Here,” and we venture to say that the fullest advantage has been taken, and is taken, of the permission. From America, France, Germany, Italy, Holland, and Belgium, in fact from every producing country—including now even Russia and Siberia, we get inferior or scientifically‐adulterated articles which are sold to the public “ cheap.” Milk and butter scientifically adulterated, or produced under improper conditions in such a way that their composition becomes the same as physically‐adulterated products, condensed “milk” minus cream, cheese practically devoid of fat, or “ filled ” (as it is called) with margarine, all reach us in enormous quantities from most of our near and dear neighbours. Butter and certain wines and beers, loaded with injurious ‘ preservative” chemicals and the sale of which is prohibited in the country of production, are sent to the easily‐entered British “dumping‐ground” for the delectation of its confiding inhabitants. “Tinned” foods prepared from raw materials of inferior character or of more than questionable origin, are copiously unloaded on our shores to feed our complaisant population,—instead of being consigned to the refuse destructors which should be their proper destination; while, every now and then, when something worse than usual has been supplied, representative specimens of this delectable class of preparation are proved to have caused outbreaks of violent illness—those so‐called ptomaine poisonings which, of late years, have increased in number and in virulence to so distinctly alarming an extent. Flour made from diseased or damaged grain, or itself “ sick ” or damaged, and so “ processed ” as to mask its real condition; flour, again, adulterated with other and inferior meals, are “ goods ” supplied to us in ample amount for the benefit of those whose mainstay is some form of bread or flour‐food. The list might be continued literally ad nauseam.

Book review by William H. A. Johnson. Casson, Mark et al., eds. The Oxford Handbook of Entrepreneurship, New York, NY: Oxford University Press, 2006. ISBN 9780199288984

The purpose of the paper is to explore ways in which value pluralism in institutional learning‐technology strategy can be exposed and managed with the use of learning activities involving stakeholder groups across and between educational institutions.

The case‐study of a series of national workshops on technology strategy in the UK is situated against a broader model of “intervention points” in strategy development in institutions. The model is used to explain the rationale behind the workshops, and to situate their efficacy against the broader objectives of strategy development.

The workshops revealed significant areas of dissonance between the expressed values and priorities of different stakeholder groups within universities: particularly between the expressed wishes of learners, those of teachers and those of learning technologists. Revealing these value conflicts can be attributed to the particular ways in which the communications were managed using learning activities in the workshops.

The managed coordination of learning activities within and between stakeholder groups in universities can be effective in exposing the value pluralism that lies behind different approaches to technology. It is argued that, with more explicit identification of the tension between different stakeholder values, the likelihood of more realistic strategy development is increased.

The practical example of the case study has been used to articulate a deeper theoretical framework drawn from sociology. This framework has potential for use in situating a further range of strategic interventions in learning technology in the university, which extend beyond the scope of the strategy workshops.

The primary purpose was to learn about different variables of an integrated strategy associated with choosing to supply through business‐to‐business (B2B) intermediaries and apply the variables to a series of cases.

A literature review served as a basis to develop an integrated model. A combination of primary and secondary research was conducted to apply the concepts of the model to different internet trading exchanges.

Each trade exchange offers a different set of customers and suppliers vying for business opportunities. There are no common platforms for software and hardware. If a small company is interested in trading through an internet exchange, they want to select based on the variables identified that best meet their needs and integrate with their business strategy.

The focus was on industrial products and may not be applicable to consumer products.

Suppliers must carefully operate in the future by evaluating each customer and determining which trade exchanges will provide them with the greatest benefit at the lowest cost. The infrastructure investment is an unavoidable cost that cannot be forgone unless the supplier wants to discontinue providing to most of its customers. The supplier needs to look at all aspects identified in the integrated business model and the foundation and facilitation for success lie in the information management of the entire entity.

This paper takes the existing body of knowledge and applies it to the development of an integrated e‐business model for industrial suppliers used to compare different internet trading exchanges.

The primary purpose of the research was to determine whether automotive manufacturers integrate multiple manufacturing initiatives and whether performance measures were impacted directly by these initiatives.

A mail survey questionnaire was used to gather data about the attitudinal attributes associated with implementing multiple manufacturing initiatives (i.e. ISO 9001, ISO 14001, lean manufacturing) and changes in key performance measures, both financial and nonfinancial. Descriptive statistics were utilized to gain a better understanding of the level of implementation of specific initiatives. Different forms of regression analysis were used to try to locate a statistically significant predictive model.

Two surveys of automotive suppliers were conducted during early summer 2001 and 2002 to gather information about multiple initiatives, customer mandates, and performance measurement. The results indicate that suppliers are not integrating the initiatives or linking them to financial and/or nonfinancial performance measurements. It was intended to develop a predictive model linking the implementation of multiple manufacturing initiatives and the impact on changing in performance measures. No statistically significant model was discovered. However, and not surprisingly, the level of implementation of different initiatives varies from one organization to another.

The size of the sample could pose a limitation in terms of generalizabiity. Also, this study was applied to specifically to the automotive supply parts industry and it could be applicable to other manufacturing supply chains.

Automotive industry suppliers have been faced with multiple, mandated requirements from the original equipment manufacturers. Continuing pressures to reduce price, improve quality, while producing an environmental friendly product using lean manufacturing practices has placed a financial strain on suppliers operating with thin profit margins. Are these initiatives being integrated into the overall business strategy and what impact are they having on performance measures? Based on the research, it did not appear to be well integrated. Additionally, a comparative analysis was conducted to note differences between senior management and middle management/professional staff. It was not surprising to find that senior management has higher expectations and opinions regarding implementation levels and performance.

The information in this study is particularly useful to manufacturers or others implementing standards or methodologies and to understand whether there is a direct impact on performance measurements.

Radio frequency identification (RFID) is increasingly being presented as a technology with the potential to improve supply chain performance, but empirical evidence from early adopters is sparse. This paper aims to rectify this scarcity and contribute to a more informed discussion in and between academic and practitioner communities.

The paper is based on a conceptual model of factors influencing the success of adoption efforts. It then reports the results of a survey of 612 European supply chain managers, focusing on the 128 respondents who have begun RFID trials.

A significant influence on operational deployment is the presence of mandates from key customers requiring the technology's use. Customer mandates also impact the anticipated benefits of a faster sales cycle and of enhanced systems integration, though the relationships are complex. By contrast, greater cost reduction benefits are anticipated in two industries where mandates are less common – industrial goods and logistics. Perceived organizational innovativeness positively impacts anticipated ROI from RFID. Companies adopting a “slap and ship” approach are less likely to anticipate pricing benefits than those integrating RFID into enterprise systems.

The limitations of the paper include the limited sample size of early adopters. In addition, qualitative research is needed into RFID supply chain applications and into different approaches to IS integration of RFID, to inform future survey work.

This paper informs supply chain managers and senior decision makers who are examining the potential of RFID technology. It offers guidance on what issues to look for when adopting this technology, approaches to take and the benefits that might be accrued.

This paper offers a contribution to understanding the current status of the adoption of RFID in European supply chains. This understanding is put in the context of the wider literatures on supply chain management and the adoption of information systems and technology.

This COQ project was originated with the objective of investigating measures of the cost of quality in engineering departments. The goal was to identify existing measures of the cost of quality in engineering operations and to recommend measures for possible use for the engineering unit of the client organization. To this end, information was obtained from the literature and telephone interviews with quality practitioners from major US corporations. Identifies a number of engineering measures of the cost of quality. More important, however, was the discovery that specific measures used to ascertain COQ were only part of what was needed. Also very important are the processes used to identify these measures and the requirement that engineering units tailor‐make a COQ programme. Describes the findings from a few of the interviews conducted as part of this project.

The purpose of this article is to address the importance of storytelling in the twenty‐first century business context where the emphasis has shifted from the trainer to the learner, from the producer to the consumer and from the leader to the follower! The article underlines the human side of management business and introduces the ancient tool “storytelling” for inspirational leadership.

The article aims to provide the author's insight and practical advice on storytelling in leadership communication rather than a theoretical approach. The insights are also supported exemplifying real life storyteller leaders.

The article provides insights about how storytelling skill supports leaders in their communication. It suggests that leadership communication should focus not only in the content of the message but also the context as well. It also recommends leaders to excel at the art of metaphor to become a skillful storyteller leader.

The opinions expressed in this article represent the author's own point‐of‐view.

The article includes implications for developing the storytelling skills of leaders which is required in order to establish a sustainable leadership communication in the fast pace of change of the twenty‐first century business context.

The article includes implications for authentic leadership with its approach to address the human aspect of management.

This article addresses the need for leaders to study how storytelling can be used as a tool in their leadership communication.