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The recent slowdown in the global economy has been a trigger for discontinuous change, prompting many organisations to re‐examine their collaborative strategies. This paper, focuses on the management of collaborative relationships in a period of discontinuity, presents, compares and contrasts three case studies, each of distinctly separate systems integrators from within the high technology sector in Ireland. The case data presented were gathered in 2001 as part of CO‐IMPROVE – an EU‐funded action research project focused on collaborative improvement within the extended manufacturing enterprise. This paper presents a cross case analysis that examines different choices faced by these systems integrators in their management of collaborative relationships with their supply bases.

Introduces the special issue of the papers presented at the 9th International EurOMA Conference, 2‐4 June 2002, Copenhagen, Denmark. The articles represent the wide variety of topics presented at the conference and also a common theme: “mew challenges in operations management”.

This paper examines the effect of institutional investors on the trading volume reaction to management forecasts of annual earnings. Based on a sample of forecasting firms between 1990 and 1992, institutional investors are examined as heterogeneous types, rather than as a single group as done in prior research. The findings contribute to the growing literature on institutional investor types in two ways: (1) institutional categories differ in their trading patterns, and (2) if the categories are classified into active and inactive types, then greater trading by active institution‐types signals greater investor‐level information asymmetries and greater trading by inactive institution‐types signals lower investor‐level information asymmetries. Overall, the results suggest that increased firm voluntary disclosures, as encouraged by the SEC and the AICPA, may be differentially informative to different types of investors.

The ability to imagine our world being arranged along different lines is the first step to achieving sustainability. This skill comes particularly easily to artists and designers, who have been trained to appreciate the unexpected connections among facts, ideas, and images. It also comes more naturally to young people. As designers and teachers, how can we help others take that first step? I argue that museums offer the right settings and tools for opening eyes to seeing new possibilities. Students' personal accounts of their experiences in an art museum demonstrate that private, focused encounters with artifacts from other periods and cultures can trigger the process of seeing the world from new angles. Providing opportunities for business leaders to replicate such experiences of wonder may offer a path to stimulating the innovative thinking so critical for a sustainable future. This chapter argues that cultivating both the imagination and moral artistry are vital to moving from sustainability to achieving sustainable value.

Miss Elizabeth Petree has been appointed Administrative Assistant to the Director of Aslib, and joined the staff in November. Miss Petree was Deputy Secretary of the College of General Practitioners from 1954 to 1964. She was earlier employed at the Royal Institute of International Affairs.

In 2009 Wikia was the Internet's largest for-profit provider of hosted open-source wikis, with over a million daily users. After five years of existence, the organization had supported a wide range of exploratory activities, experiencing both success and failure. With approximately $3 million of cash on hand, Wikia turned cash flow positive in 2009, with revenues of approximately $4.5 million, affording it time and flexibility to try new things. Some of the company's employees and investors suggested that Wikia should attempt to expand and market itself more aggressively, but which strategic direction should receive priority? The case presents many of the issues and tradeoffs facing CEO Gil Penchina as he formulates these priorities.

The case seeks to teach students about the general business challenges facing a new firm in the area of Web 2.0, also popularly known as social networking. The case also exposes students to wiki technology and how it facilitates collaborative behavior.

Unlike other types of corporate disclosure, corporate political disclosure (CPD), which is the disclosure of corporate political contributions and the related governing policies and oversight mechanisms, does not provide completely new information to stakeholders. Some of the information disclosed in CPD is available from other public records (e.g. the Federal Election Committee website or OpenSecrets website). Given this unique feature of CPD, it is interesting to investigate the cost and benefit tradeoff for firms of altering their CPD practice in response to policy and political uncertainty.

This study employs recently developed indexes of aggregate economic policy uncertainty (EPU) and a novel dataset of CPD transparency to examine the impact of EPU on CPD transparency and how the proprietary cost of corporate political activities moderates this association. The sample consists of S&P 500 companies from the 2012 to 2019 period.

The authors document that firms mitigate the heightened information asymmetry associated with higher aggregate EPU by increasing CPD transparency. The positive association between EPU and CPD is less pronounced for firms that are more sensitive to EPU, for firms that more actively manage EPU through corporate political contributions or lobbying activities and for firms that are followed by more analysts. The authors also find that more transparent CPD helps to mitigate the information asymmetry caused by heightened EPU. This study’s results hold when the authors control for other types of voluntary corporate disclosure.

This study contributes to the emerging literature on the determinants of CPD transparency by identifying EPU's positive impact on CPD transparency. This study also provides empirical evidence that the proprietary costs arising from the controversial nature of corporate political activities dampen firms' incentives to provide transparent CPD in response to heightened EPU, and that information on corporate political activities gathered and processed by financial analysts seems to lower the marginal benefit to companies of publicizing CPD on their own website.