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This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all aimed at increasing a firm’s financial outcomes. In a turbulent environment, firms require resilience in their supply chains to prepare for potential changes, detect changes and respond to actual changes, thus providing superior value.

Using survey data from 77 firms, this study develops scales for preparedness, alertness and agility. It then tests their hypothesized relationships with a firm’s financial performance.

The results reveal that the three dimensions of supply chain resilience (i.e. preparedness, alertness and agility) significantly impact a firm’s financial performance. It is also found that supply chain preparedness, as a proactive resilience capability, has a greater influence on a firm’s financial performance than the reactive capabilities including alertness and agility, suggesting that firms should pay more attention to proactive approaches for building supply chain resilience.

First, this study develops a comparatively comprehensive definition for supply chain resilience and explores its dimensionality. Second, this study provides empirically validated instruments for the dimensions of supply chain resilience. Third, this study is one of the first to provide empirical evidence for direct impact of supply chain resilience dimensions on a firm’s financial performance.

In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility.

A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings.

The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters.

First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.

The purpose of this research is to investigate the causal mechanisms that explain the relationship between the long-term buyer–supplier relationship and buyer performance. Building on the growing body of research on social capital in supply chain management (SCM), the authors examine how a buyer achieves superior performance in forming the enduring partnership with a supplier through two different forms of supplier embeddedness: buyer–supplier dyadic embeddedness and supplier external embeddedness.

The bootstrapping method is utilized in data analysis to examine the mediating effects of the two different forms of supplier embeddedness simultaneously on the linkage between the duration of buyer–supplier relationships and buyer performance outcomes.

The authors find that the two forms of supplier embeddedness serve as distinct conduits for the buyer to translate the long-term buyer–supplier relationship into performance effectiveness. Notably, dyadic embeddedness only mediates the linkage between the duration of buyer–supplier relationships and buyer economic performance, while supplier external embeddedness solely mediates the linkage between the duration of buyer–supplier relationships and buyer innovation performance.

This study empirically demonstrates that different forms of supplier embeddedness may benefit a buyer differentially when directed at distinct performance goals. If a buyer can leverage both buyer–supplier dyadic embeddedness and supplier external embeddedness, the buyer will overcome value creation limitations of social capital from a single source, obtaining more comprehensive performance benefits sought by developing long-term buyer–supplier relationships.

The purpose of this paper is to measure and examine the relationships between market power, scale economy and productivity for several important food and tobacco industries in China.

The model applied in this paper is based on Hall’s framework (Hall, 1988, 1990) and Klette (1999). The paper relaxes the assumption of constant returns to scale, and estimates market power and rate of returns to scale simultaneously, and then employs a covariance approach to examine the relationship between market power, scale economy and productivity via an unbalanced panel data at firm level.

Empirical results indicate that all the selected seven food industries are characterized with significant market power, especially for China’s cigarette industry whose markup is as almost five times as the smallest one. In addition, China’s soybean and cigarette sectors are manifested to have scale economy, with return to scale being larger than 1, while the other five sectors are proved to have decreasing returns to scale. Empirical results also provide evidence to support significant negative correlations between market power and scale economy in all sectors, and negative correlations between market power and productivity in most of the selected sectors. While more heterogeneous relationship between scale economy and productivity are found across the selected sectors.

This paper contributes to examine the relationship between market power, scale economy and productivity empirically for Chinese food manufacturers using a firm-level unbalanced panel data. Results which coincide well with the reality provide policy implication on understanding the situation of market structure for China’s food and tobacco industry.

The purpose of this paper is to estimate oligopsony power in the upstream factor market and oligopoly power in the downstream product market. On this basis, the paper intends to examine the effects of both oligopsony and oligopoly power as well as ownership on technical efficiency which were rarely discussed in previous studies.

First, based on the stochastic frontier production function, the paper constructs a new model that is capable to estimate oligopsony power for each observation. Second, the paper employs the popular dual stochastic frontier cost function to estimate marginal cost as well as oligopoly power. Then, the system GMM method with different sets of instrumental variables is applied to test the effects of the two-sided market power and ownership on technical efficiency.

Using unbalanced panel data at the firm level, the paper demonstrates that oligopsony power is significantly variant across different sectors. The most notable point is that oligopsony power in China’s soya and peanut oil industries is negative, while that in pork and beef industries is much stronger than those in other industries. In addition, state-owned enterprises (SOEs) are found to be less technically efficient in most of the selected industries, while SOEs with higher oligopsony power tend to be more technically efficient than non-state-owned enterprises(NSOEs), which is consistent with the quiet life hypothesis.

This paper sheds light mainly on three aspects. First, it proposes a new model to estimate oligopsony power for each single firm. Second, it tests the effect of oligopsony power on technical efficiency. Third, it distinguishes the differential effect of oligopsony power on technical efficiency between SOEs and NSOEs.

One of the agency conflicts between investors and managers in fund management is reflected by risk‐taking behaviors led by their different goals. The investors may stop their investments in risky assets before the end of the investment horizon to minimize risk, while the managers may do so to entrench their reputation so as to pursue better opportunities in the labor market. This study aims to consider a one principal‐one agent model to investigate this agency conflict.

The paper derives optimal asset allocation strategies for both parties by extending the traditional dynamic mean‐variance model and considering possibilities of optimal early stopping. Doing so illustrates the principal‐agent conflict regarding risk‐taking behaviors and managerial investment myopia in fund management.

This paper not only paves the way for further studies along this line, but also presents results useful for practitioners in the money management industry.

According to the theoretical analysis and numerical simulations, the paper shows that potential early stop can make the agency conflict worsen, and it proposes a way to mitigate this agency problem.

As one of the exploratory studies in investigating agency conflict regarding risk‐taking behaviors in the literature, this study makes multiple contributions to the literature on fund management, asset allocation, portfolio optimization, and risk management.

Best-value supply chains characterized by agility, adaptability, and alignment, have become a crucial strategic means for firms to create and sustain competitive advantage in today’s turbulent environment. The purpose of this paper is to investigate linkage between best-value supply chains and firms’ competitive performance.

In Study 1, survey data from 76 firms is used to test the impact of the three qualities of best-value supply chains on firms’ competitive performance. In Study 2, to test if a firm’s competitive advantage can be sustained through building best-value supply chains, a long-run performance analysis is conducted, which is based on a stock portfolio of firms identified from the American Marketing Association’s annual list of “Supply Chain Top 25.”

The results of Study 1 indicate that the three qualities of best-value supply chains are positively related to firms’ competitive performance. The results of Study 2 show that firms having best-value supply chains generate significant and positive abnormal returns for shareholders over time.

This is a multiple-method research, providing two-level empirical evidence to the investigation of theoretical linkage between best-value supply chains and firms’ competitive performance.

Exit strategies are critical for external private equity holders, such as venture capitalists and business angels, to receive investment returns successfully. The paper models the exit decision as a fixed date with the option to exit early, and develop an approach to help private equity holders determine an optimal early exit region based on a target equity value and the time remaining.

The paper sets up a continuous time model to derive analytical solutions and apply simulations to numerical examples in this study.

By numerically analyzing the nature of the solution the paper illustrates that a higher return drift of the investee company, a lower return volatility of the investee company, and a higher target return of the private equity holder results a smaller early exit region.

This study helps determine the optimal time of stopping investments, and provides venture capitalists with a usable way to make exit decisions.

The purpose of this paper is to develop an instrument to measure supply chain agility.

The development of this supply chain agility scale utilizes an examination of supply chain agility literature, experience surveys, and expert judges. The result is a 12‐item instrument with six dimensions.

The instrument has been rigorously tested and validated, which generates a high degree of confidence in the scale's validity and reliability.

This paper fulfills an identified need for the development of an empirically validated instrument to measure supply chain agility. This reliable and validated instrument enables and facilitates future studies in the supply chain agility research stream.

Corporate risk management is one of the critical concerns of managers when they make investment allocation decisions among multiple projects. The purpose of this paper is to address corporate investment issues illustrated by target‐beating in capital budgeting, and further discuss their applications in financial management, especially in venture capital finance.

Value‐at‐risk, a typical down‐side risk measure which is considered more appropriate for economic agents, is applied to the analysis. Probability theory and optimal control methodologies are used to derive analytical solutions.

By maximizing the probability of beating a pre‐determined target, an analytical optimal corporate investment allocation strategy is presented, and the corresponding probability and expected earliest time of success derived.

Various types of utility functions of economic agents and other dynamic downside risk measures can be considered in future research along this line.

This paper paves the road for applications of continuous‐time downside risk in making corporate investment decisions, especially in the field of new venture finance.

As one of the early studies investigating optimal investment decisions in continuous‐time downside risk‐based capital budgeting system, this project sheds light on corporate risk management, and provides risk‐averse decision makers with an effective tool.