Purpose This paper aims to investigate how restraining forces and driving forces impact SC collaboration in the context of Nigeria. Design/methodology/approach A qualitative approach was adopted. Using semi-structured interviews, data was obtained from manufacturers and third-party logistics providers in Nigeria’s food and beverage sector. The data was analysed using the thematic analysis method. Findings Interesting findings were revealed regarding how some underlying forces impact SC collaboration. These findings were categorised into internal, SC and external environment level factors. However, certain forces were also identified at these distinct levels which can sustain the collaboration between SC partners in emerging markets such as Nigeria. Research limitations/implications The issues highlighted in this paper create opportunities for future studies to dig deeper into the concept of SC collaboration in emerging markets. Future studies may find other unique contextual factors which may influence SC collaboration asides from those identified in this paper. Practical implications This research aids managerial understanding of the restraining forces and drivers of SC collaboration in an emerging market. The research also provides new insights on how to manage SC collaboration in emerging markets. Originality/value Many studies on supply chain management have wholly focussed their attention on developed countries, often neglecting emerging markets such as Nigeria in the discourse. Although SC collaboration has been well researched, the study attempts to shift the attention to the most populous country in Africa. With the help of the force field theory, this research reveals new insights on the restraining forces and drivers of SC collaboration, offering the foundation for a new line of research on this subject in emerging markets.

Fairness is an important topic that forms part of an organization's sustainability practice and agenda, particularly from a social dimension. However, past studies have rarely considered the role of fairness as a driver of sustainability in multi-tier supply chains. The purpose of this paper is two-fold. First, it examines the impact of fairness perceptions on the relationship between multi-tier supply chain partners. Second, it investigates the dynamics of on-going fairness formations in different stages of the vibrant multi-tier supply chain relationship development process. These gaps have been addressed by reporting the findings of a qualitative research. Primary data was obtained from 18 procurement and supply practitioners of buying firms and their top tier-1 & 2 suppliers. Findings show that fairness perceptions have an impact on collaborative activities between multi-tier supply chain partners. These collaborative responses such as information sharing, joint relationship effort, and dedicated investment can also impact critical aspects of the multi-tier supply chain relationship such as trust, commitment, satisfaction, and conflict resolution. The findings show that multi-tier supply chain partners have different expectations but usually evaluate fairness at the review phase of the relationship development process. These considerations offer theoretical and practical guidance towards the advancement of sustainable multi-tier supply chain relationships.

Purpose The purpose of this paper is to explore ways in which learning and development (L&D) professionals use reflective practice to promote the function of L&D and their own professional growth. The claim that L&D practitioners need to develop their reflective ability to make sense of their own practice is well-argued in the literature, but few studies focus on an in-depth individual self-reflection and its impact on professional growth. Design/methodology/approach An autoethnography and reflective practice design was deployed. The data was collected by sending a semi-structured, pre-set question as a ‘reflective conversation’ to an L&D manager and a 10-hour tape recording of personal reflection over three months.[AQ1] Data was sanitised, transcribed and edited, and a narrative data analysis method was used to analyse the data developed into reflective narratives. Findings The authors find that reflective practice emerges through gradual reflective patterns that define the circumstances surrounding the reflection, the content, exploration and interpretation and confirming the fulfilling of the reflection. Originality/value This paper offers the journey of an L&D manager working in the hotel industry in India. Through a set of reflective practices, including introspection and reflexivity, the manager considers the changes she has experienced. The paper contributes to the literature on reflective practice based on promoting the L&D function as an essential part of the horizontal integration of human resource management in organisations. Theoretical and practical implications are discussed.

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PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.