There are still barriers preventing Black disabled children and their families from accessing short break services. The paper highlights results of two studies highlighting some…
Abstract
There are still barriers preventing Black disabled children and their families from accessing short break services. The paper highlights results of two studies highlighting some of these barriers, together with messages for front‐line staff and managers of children's services.
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In this article, we return to a piece of work we did with two NHS trusts in the mid 1990s that focused squarely on tackling institutional racism. We do this for two reasons…
Abstract
In this article, we return to a piece of work we did with two NHS trusts in the mid 1990s that focused squarely on tackling institutional racism. We do this for two reasons. First, because we feel that the current context for equalities may be obscuring the need to continue to find ways to tackle institutional racism. Second, we brought together very achievable survey and group work techniques in a co‐produced process, which makes tackling institutional racism less laden with rhetoric and much more of a practical proposition. This article articulates a three‐staged approach to identifying racism operating inside the trusts, an appraisal of the experience of black patients and the development of learning groups. In these learning groups, black and white practitioners and managers engaged with each other on their impacts and relationships with black patients, thereby changing their practices with all patients. What achieves equality of health service response from this experience is the creation of an environment in which practitioners can become self‐motivated in re‐working ‘with and for themselves’ the way they work with patients based on a recognition of racial identities in service relationships.
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Walter Odongo, Manoj Dora, Adrienn Molnár, Duncan Ongeng and Xavier Gellynck
A good supply chain relationship quality (RQ) is a crucial precursor for any stable exchange relationship which ensures relationship continuity. Although empirical research…
Abstract
Purpose
A good supply chain relationship quality (RQ) is a crucial precursor for any stable exchange relationship which ensures relationship continuity. Although empirical research suggests that strengthening RQ improves supply chain performance (SCP), most studies have focused on dyadic business relationships. To fully understand the relational behaviour of a firm embedded in a supply chain, we need to look beyond the dyad into triads. The purpose of this paper is to investigate how SCP is influenced by RQ in a triadic agribusiness supply chain.
Design/methodology/approach
Evidence is drawn from a quantitative survey of 150 agribusiness firms in the maize supply chain in Uganda. Data were collected in triadic context from 50 direct supply chains each composing of a supplier, focal firm and customer. Multi-group structural equations modelling (SEM) was used to assess the differences in perception on the influence of RQ on SCP amongst the supply chain members.
Findings
Results provides empirical support for the positive influence of RQ on SCP. SEM reveals differences in perception between the upstream and downstream and amongst the supply chains members. While focal firms considered conflict, coercive power, commitment and trust to be important; suppliers considered trust, dependency and non-coercive power; and customers considered trust, dependency and coercive power to be important RQ factors affecting SCP.
Practical implications
For agribusiness managers to enhance business performance there is need to cultivate strong and mutual relationship with supply chain members. It is also important to know how to handle conflicts and use of power so as to realise the benefits of supply chain relationships.
Originality/value
The paper is novel in that it assesses SCP in a triadic context in an agribusiness sector from a developing country context. The authors used novel approaches including analysis of a triad, and multiple groups SEM to assess perceptions of each supply chain member’s.