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The aim of this paper is to present ex‐post and ex‐ante analysis of the outcomes of ICT adoption in six food processing SMEs based on needs analyses conducted through business diagnostics.

Six food processing SMEs were selected and subsidized to introduce ICT on condition that the SMEs agree to conduct business diagnostics to identify ICT needs, adopt ICT capabilities recommended, agree to outcomes being monitored and the findings being published.

Two amongst the six rigorously selected SMEs did not complete the project citing resource constraints, reveals constraints experienced by SMEs in adopting “new” technology. Four SMEs that completed the project achieved increased operating efficiency or business growth, demonstrating the benefits of ICT adoption. The study concludes that rigorous business analysis is an important precursor to ICT adoption initiatives and SME resource constraints in such initiatives can be successfully overcome through enterprise‐government‐university partnerships.

A longitudinal study, a larger sample size and quantitative data gathering would embellish the findings.

ICT adoption is a cost‐efficient strategy to facilitate business growth and profitability in SMEs. Because many SMEs may not have appropriate technical and managerial capabilities, enterprise‐government‐university partnerships are a useful model to undertake such initiatives. Knowledge and methodology from this study could inform public policy action to encourage “new” technology adoption by SMEs.

The paper presents a project completed through intervention methodology (selectively recruiting SMEs, diagnosing business and strategic intents, identifying ICT capabilities needs, assisting SMEs adopt customized ICT capabilities) and tracking the outcomes

The purpose of this paper is to review and discuss a distribution outsourcing alliance between a small‐to‐medium scale food processor and a national distributor of frozen and chilled food products. The paper discusses the influence of market dynamics, core and differentiated competencies and strategic intents on alliance formation and operations in the small‐to‐medium scale food enterprise sector.

The dyadic relationship of a small‐to‐medium scale food processor and its distributor is investigated through reviewing past studies of processor‐distributor alliances, conducting in‐depth face‐to‐face interviews with senior managers in both firms, and reviewing documents and correspondence between the firms.

The partners do not complement their core and differentiate competencies to achieve greater customer value creation through a joint enterprise business model. The alliance focuses pre‐eminently on short‐term sales development and cost savings targets. Non‐achievement of these targets adversely influences partners' trust and commitment to the alliance. A significant strength of the alliance is its capacity to identify customer needs and use this knowledge to speedily develop and introduce new products. In its present form this alliance is unsustainable. The partners should adopt a new philosophy and vision to pursue an alliance that will use their core and differentiated competencies more effectively.

To generalise the findings and inform theory building, the research has to be replicated in other businesses and market environments. The findings are specific to the market environment and strategies of a single small‐to‐medium scale food processor and a single national distributor of frozen and chilled foods. Multi‐case studies in multi‐contexts (capturing varying sizes of business, industry sectors, target market segments, competitive environments and market environments) have to be completed to enable generalisation and theory building.

This paper demonstrates the disadvantages of pursuing distribution outsourcing alliances with a short‐term and enterprise level perspective. The case study provides real life evidence of the benefits of pursuing distribution outsourcing alliances based on a joint enterprise philosophy.

This paper contributes to knowledge on distribution outsourcing alliances, a topic that several recent studies have identified as not having been explored in great detail in extant supply chain studies.

The purpose of this paper is to review and discuss the role of the project champion and the project champion's experience in a business capacity building project in the Former Yugoslav Republic of Macedonia. The project champion mentored and fostered joint enterprises between and across actors engaged in the production, processing, distribution, retailing and exporting of lamb meat and cheese derived from sheep milk. The article aims to analyse and compare the experiences and knowledge from this project with that of knowledge in extant studies on demand chain integration and inter‐firm alliances.

A case study was crafted from information accessed from the project champion, key informants and information about the project presented in the web sites of the United States Agency for International Development and the project champion. The experiences presented in the case study were critically examined and evaluated with the findings in extant studies on inter‐firm alliances.

Demand chain strategy based on customer orientation and seamless integration of all actors in the value chain through a joint enterprise fosters relationship bonding, structural cohesion and transaction efficiencies. The role of a third party project champion in facilitating and mentoring the value chain actors contributed to the success of the joint‐enterprise.

The findings are based on a single case study, the unique characteristics of the study context limits the scope of generalising the findings.

Knowledge from this study is transferable to other industry sectors and can also be adapted in other environments in which individual small‐to‐medium‐scale enterprises experience competency and capacity constraints in developing their business.

Adopts a whole‐of‐chain capacity building approach. The dynamics of the study context (small‐to‐medium scale enterprises in all segments of the chain, niche high value products, transitional economy which recently adopted a free enterprise business model) are unique and this influenced project initiatives and outcomes. The study provides valuable insights into developing small‐to‐medium‐scale food enterprise capacity building projects.

This paper aims to trace the evolution of nationality‐based business organisations in Malaysia and review whether national culture, as determined by the nationality‐based work values, beliefs and orientations of the owners and managers of organisations, influences the values, orientations and practices of organisations.

In‐depth literature review and “key‐informant” surveys, based on which a structured questionnaire was developed. After pre‐testing and finalisation, questionnaires were administered by fax on 1,248 Malaysian organisations selected through systematic sampling. The survey generated 376 usable responses. After testing for non‐response bias, usable responses were subjected to common factor, reliability and canonical correlation analysis.

Even though there are significant differences in how business entities (delineated on the basis of the national culture of owners and managers) organise and conduct their operations, these differences cannot be attributed to the beliefs and orientations of the owners and managers of these organisations. Significant “cultural” differences are evident across organisations owned and managed by individuals of one nationality and significant “cultural” similarities are evident across organisations owned and managed by individuals of different nationalities. Many other factors such as the legal, economic and regulatory context of the organisation influence its values, orientations and practices more profoundly than the national culture of its owners and managers.

Interfacing managers should not stereotype the values, orientations and behaviours of organisations with which they interact based on knowledge about nationality‐based beliefs, behaviours and orientations of the owners and managers of organisations.

Provides a challengingly different perspective from the conclusions in some of the most authoritative studies on nationality‐based organisational beliefs and culture.

To identify and analyse the beliefs of value‐chain intermediaries regarding the production and marketing of food products conforming to environmentally sustainable standards.

The methodology was in‐depth, semi‐structured, face‐to‐face interviews with senior managers of food companies across the value chain.

In Australia, the demand for foods that are produced under environmentally sustainable standards has been slow to take‐off because customers do not perceive these products as offering any special benefits; customers distrust the claims made by organisations; these products are much more expensive than traditional products, and the implementation of environmental standards is expensive. Customers claim that the use of different terminologies such as organic, green and environmentally friendly in promoting food products is confusing.

Findings are not generalisable because the study is based on a small sample.

Value‐chain intermediaries are unlikely to voluntarily adopt environmental standards because of low demand for such foods and the high costs of adopting and monitoring environmentally sustainable production and marketing regimes.

The story supports previous research findings from the USA and EU.

The purpose of this paper is to analyse and review whether national culture influences organisational beliefs about and behaviours to trans‐national alliance partners.

Reviewed extant studies on national culture, organisational culture and business‐to‐business relationship. Using information from the literature review and key informant surveys, a survey instrument comprising of close‐ended questions was developed. The questionnaire was sent to the Chief Executives Officer's of 1,248 organisations identified through systematically selecting every third organisation in the sampling frame. Two weeks later, universal reminders were sent to all 1,248 organisations. The data from 376 fully completed questionnaires returned were analysed through exploratory factor analysis and canonical correlation analysis.

National culture influences beliefs about and behaviours to trans‐national alliance partners. However, beliefs and behaviours are also influenced by the complex inter‐relationships between relational constructs such as trust, commitment, co‐operation, dependence, communication and compatibility. Often, compatibility is not only influenced by national culture but also by the size, business activity and how the organisation is incorporated.

Beliefs about and behaviours to trans‐national partner organisations are not solely influenced by national culture. It is the outcome of complex and diverse social, political, economic and organisational factors and how these factors influence orientations to issues such as trust, commitment, co‐operation and communication.

Explores a hitherto under‐researched theme on trans‐national business alliances, the influence of the national culture of organisations on various relational issues discussed in business‐to‐business relationship studies. The study consolidates knowledge from three streams of literature (national culture, organisational culture and business‐to‐business relationship), often handled as disparate sources of knowledge.

To investigate, analyse and identify the reasons for contradictory conclusions in past studies of country of origin (COO) influences on buyers' beliefs and purchase intentions.

A review of 96 published studies, discussions and commentaries, with separate sections relating to methodological an contextual issues, the latter in separate sections relating to national cultures and stereotypes, cross‐cultural differences, product‐brand‐market‐segment variations, hybridisation, and price and communications strategies.

Study contexts and methodologies varied significantly, often without an explicit rationale, and were judged inappropriate in some cases. Conflicting findings seem to be largely the result of this variation.

The observed variations and contradictions hinder generalisation and theory building. COO studies should be pursued from a target customer perspective and should adopt a comprehensive approach that incorporates the influences, interactions and potential interconnectedness of factors such as brand names, hybridization of offerings, communication and promotional activities, customer characteristics and market dynamics.

Marketing practitioners cannot treat COO as a self‐contained marketing and marketing communications strategy, but need to consider the effects, interactions and interconnectedness of other influences on customer beliefs and buying intentions. A more integrated approach is urgently required. The Norwegian Seafood Export Council's success in exporting to Taiwan offers a case example of effective implementation of COO strategy.

A wide‐ranging evaluation of the frequently flawed research studies available as the basis for developing theory and practice with respect to the role and effect of COO in marketing.

Builds on past studies in the USA and assesses the market potential for functional goods through investigating consumer needs and attitudes. Aims to add to past research through: assessing consumer knowledge and beliefs on nutrition and diet‐health relationships; analysing the influence of such knowledge and beliefs of information and sources of information; and evaluating the effectiveness and implications of government preventative health campaigns on purchase behaviour. Concludes that issues regarding personal and national health are extremely important because of the financial costs and human suffering that could be involved; and that functional goods, as a relatively new phenomenon, still need to be examined further with regard to their influence on trust and legitimacy in buyer behaviour.

This article is a case study of a small‐scale family enterprise which successfully introduced a new crop, adopted new farming methods, formed a research, development and marketing alliance with a major international company, and fostered R&D alliance with several government organisations. The study was completed through reviewing government, consultant and industry reports, and in‐depth face‐to‐face interviews of key informants in industry and government. The findings showcase the importance of entrepreneurship (ingenuity to seize opportunities, effectively use personal contact networks, take risks, experiment through trial and error learning, adapt and, notwithstanding immense barriers, to continue with the venture) and a supportive national culture in fostering innovation and business development.