To be agile, responsive and innovative seems to have become prerequisites for long-term growth and success for any organisations operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. This paper argues that such prerequisites, in turn, are dependent on the organization's abilities to harness team-level entrepreneurial behaviours, talents, quick and effective decision-making and related actions as drivers of continuous strategic agility and innovation through an effectively managed HRM process. It illustrates this argument by conducting a synthesized review of the literature streams of entrepreneurial team and strategic agility and developing a conceptual framework that links them together. Rooted in the micro-foundational perspective, this paper examines the relationship between key conceptual dimensions of entrepreneurial team and strategic agility; exploring the connections between these two literature streams. Our review postulates the potential value from a crossfertilization approach and points out the future research directions through which these literature streams might be advanced collectively. Our paper sheds light on the relationship between strategic agility and HRM through the lens of managing effective entrepreneurial teams in differing contexts.

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Purpose The purpose of this paper is to examine the self-declared sustainability initiatives of the world’s four largest chocolate manufacturers (Ferrero, Mars, Mondelez and Nestlé) and the measures they take to tackle social problems within the context of establishing sustainable sourcing of cocoa in Ghana and the Ivory Coast. Global cocoa supply chains are under continuous media and public scrutiny. Recent incidents of malpractice in supply chain management have left global chocolatiers vulnerable in terms of how they deal with social issues across their global supply chain networks. Critics have argued that there is a lack of consistency and transparency between what companies say and do in upholding sustainable practices across their supply chains. Design/methodology/approach The authors draw from the sustainable supply chain literature to develop our theoretical parameters and undertake a case-based analysis of the existing sustainability practices of these chocolatiers. Using the insights from this analysis, the authors propose a conceptual framework for a rigorous comparative assessment of self-declared sustainable sourcing initiatives of global agricultural supply chains. The methodology is qualitative and the research method is a secondary-data case study. Findings Four main parameters were identified and used to compare self-declared initiatives, namely: social sustainability certification from respectable bodies; code of conduct for suppliers; partnerships with the primary supply chain stakeholders; and supplier collaboration programme and improvement initiatives. The case companies chosen have implemented several initiatives, but the most prominent seem to indicate the reliance on third-party certification. Not all companies adopted a supplier code of conduct. The partnerships and collaboration programmes with different associations are presented as efficient for companies as well as farmers. Improvements in the conditions of farmers are advocated as a key result. Research limitations/implications This paper is based on self-declared secondary data. Subsequently, it is possible that the case companies did not document some practices; or that companies do not do what they claim. Practical implications This paper provides a comprehensive framework for agricultural businesses to compare their sustainability efforts and improve the performance of their supply chains, particularly those who belong to the cocoa supply chains. The proposed framework allows an assessment of initiatives at policy, strategic, tactical and operational levels to improve social sustainability of supply chains. Social implications This paper may help companies to think more clearly about greater transparency and provide the impetus for dealing more effectively with serious social issues in agricultural supply chains such as: child labour, child trafficking, modern slavery, etc. It may also instruct consumers to better understand what companies do as part of their sustainability agenda, alongside the communication of other features of their products, such as quality. Originality/value The framework adds value by providing a novel way to systematically compile and analyse data around self-declared sustainable initiatives. Actors within agricultural supply chains can use the framework to assess and drive their sustainability efforts and practices, leading to ways to improve the social performance of their global supply chains.

Process-based international strategy studies are few in the service sector, and even fewer in the case of professional services. This paper presents a qualitative study which examines international network dynamics, practices and processes of small advertising agencies (SMAs). Using case studies of four SMAs, a conceptual framework pertaining to their international evolution is examined, exploring how they moved from their initial triggers to internationalise, their early internationalisation phase and further internationalisation. In the main, the paper contributes towards unravelling how SMAs exploit their network relationships for international advantage. The findings show that while network structure and ties represent a valuable intangible resource for SMAs, they are also unique for each firm and change continuously with their evolving strategic priorities. In so doing, such ties have varying influence on the pace, pattern and direction of internationalisation. Relevant literatures on the manufacturing and service experiences of small firm internationalisation are drawn from and extended where appropriate.

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