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This article proposes a conceptualisation for supply strategy – an explanation for how organisations arrange and conduct themselves within modern economic environments, in order to satisfy markets in the long and short terms. After an explanation of the emerging global environment within which organisations must compete, the previous approaches to explaining this area of business are explored and found to be insufficient for the new context. There follows a conceptualisation and an account of new, supporting research – a Delphi survey, conducted to test, extend and validate some of the features of the concept. Finally, some suggestions are made for the further development of supply strategy as a useful subject area for managers and researchers.

This paper extends previous literature on the greening of supply chains by giving explicit consideration to two main areas – the role of risk, and the motives for undertaking different sorts of environment‐related supplier initiatives. A model is presented which describes the extent and type of environment‐related supplier initiatives that may be undertaken by firms as a result of the interaction of the perceived losses to the firm associated with inaction, and the actual level of strategic purchasing in the firm.

For those who like certainty, now is not a good time to be in logistics management ‐ for those who relish challenges, there are plenty to be had. There are challenges not just to the old certainties, but the new certainties which replaced them. Companies have, in recent years, looked to Japan for inspiration, only to find the Japanese economy beginning to falter. Japanese management practices were endorsed by, and imported into, many Western organizations and, when these transplanted practices failed to work, cultural difficulties were cited. It then becomes something of a shock, for example, to see the keiretsu distribution system fall into disrepute, and lean production methods become modified or abandoned by those who developed them.

This study aims to examine publications of supply chain management (SCM) researchers from across the world and maps the leadership role of authors and institutions based on how prolific they are in publishing and on network measures of centrality while accounting for the quality of the outlets that they publish in. It aims to inform stakeholders on who the leading SCM scholars are, their primary areas of SCM research, their publication profiles and the nature of their networks. It also identifies and informs on the leading SCM research institutions of the world and where leadership in specific areas of SCM research is emerging from.

Based on SCM papers appearing in a set of seven leading journals over the 15-year period of 2001-2015, publication scores and social network analysis measures of total degree centrality and Bonacich power centrality are used to identify the highest ranked agents in SCM research overall, as well as in some specific areas of SCM research. Social network analysis is also used to examine the nature and scope of the networks of the ranked agents and where leadership in SCM research is emerging from.

Authors and institutions from the USA and UK are found to dominate much of the rankings in SCM research both by publication score and social network analysis measures of centrality. In examining the networks of the very top authors and institutions of the world, their networks are found to be more inward-looking (country-centric) than outward-looking (globally dispersed). Further, researchers in Europe and Asia alike are found to exhibit significant continental inclinations in their network formations with researchers in Europe displaying greater propensity to collaborate with their European-based counterparts and researchers in Asia with their Asian-based counterparts. Also, from among the journals, Supply Chain Management: An International Journal is found to exhibit a far more expansive global reach than any of the other journals.

The journal set used in this study, though representative of high-quality SCM research outlets, is not exhaustive of all potential outlets that publish SCM research. Further, the measure of quality that this study assigns to the various publications is based solely on a publication score that accounts for the quality of the journals, as rated by Association of Business Schools that the papers appear in and nothing else.

By informing the community of stakeholders of SCM research about the top-ranked SCM authors, institutions and countries of the world, the nature of their networks, as well as what the primary areas of SCM research of the leading authors in the world are, this research provides stakeholders, including managers, researchers and students, information that is helpful to them not only because of the insights it provides but also for the gauging of potential for embedding themselves in specific networks, engaging in collaborative research with the leading agents or pursuing educational opportunities with them.

This research is the first of its kind to identify and rank the top SCM authors and institutions from across the world using a representative set of seven leading SCM and primary OM journals based on publication scores and social network measures of centrality. The research is also the first of its kind to identify and rank the top authors and institutions within specific areas of SCM research and to identify future research opportunities relating to aspects of collaboration and networking in research endeavors.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

Within the supply chain the need for much closer, long‐term relationships is increasing due to supplier rationalisation and globalisation and more information about these interactions is required. The research specifically tested the well‐accepted Williamson's economic organisations failure framework as a theoretical model through which long‐term collaborative relationships can be viewed.

An exploratory research project was designed and carried out on a self‐selected census of 54 monopolistic relationships representing £575.8 m annual spend on equipment and associated services within the UK defence procurement organisation (a 10 per cent sample). Its aims were to understand the relationship dynamics within long‐term, sustained monopolies and to determine if generic success factors could be found to assist managers to break out of the essentially negative situation. A triangulated data capture approach was employed using both quantitative and qualitative methods from both the industry and MoD sides of each relationship and the research instruments concentrated on the five dimensions of the theoretical model with questions grounded in the literature.

The study demonstrated that the theoretical model could provide powerful insights into the research subject and especially revealed the important part played by co‐operation, co‐ordination and collaboration (C³ behaviour) in reducing the inherently negative effects of close proximity and limited choice relationships.

The research has used a narrow view through a specific theoretical model lens to achieve a broad understanding of business relationships within a single, albeit large, organisation.

Managers can reduce sources of frustration that generate negative behaviours by taking joint actions. Central to achieving this is C³ behaviour where setting synchronised objectives, pursuing joint approaches to service and product delivery, lowering costs and risks and promoting measures to support the growth of trust appear to be the best ways of halting negative behaviour spirals.

The prime contribution of this exploratory research is the exposure of relationship dynamics within a large sample of long‐term, collaborative supply chain business dyads using an integrated application of Williamson's organisations failure framework.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.