Purpose – This paper aims to identify the antecedents of firm’s supply chain agility (SC agility) and how SC agility impacts on firm’s performance. Design/methodology/approach – Based on a comprehensive literature review, a conceptual model was proposed, in which the interrelated hypotheses were tested by structural equation modelling methodology using a dataset collected from 266 Chinese electronics firms. Findings – Initially, it was found that SC integration and external learning positively influenced SC agility. Second, the results indicated that firm’s performance is positively impacted by SC agility. Moreover, SC agility also fully mediated the effect of SC integration on firm’s performance and the effect of external learning on firm’s performance. Research limitations/implications – The generalizability of this research sample might be the major limitation of this study. Therefore, future research can adopt other industry sectors samples, such as automobile manufacturing, or other country samples to validate the research model. Practical implications – This research outlines strategies for better preparedness to achieve SCs to be agile which is a core competency of electronic firms in emerging market. Findings reveal that the external coordination practices – external learning and SC integration – are important factors of SC agility. In addition, the findings contribute to understanding the important role of SC agility in improving firm’s performance. Originality/value – This research examines the impact of two antecedents (i.e. SC integration and external learning) on SC agility and is the first empirical research to analyze the mediation effect of SC agility on the relationship between SC integration and firm performance and the relationship between external learning and firm performance.

Purpose The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience. Design/methodology/approach Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages. Findings The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different. Research limitations/implications The study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered. Practical implications Practitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications. Originality/value The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

Purpose – It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.\ud Design/methodology/approach – The theoretical background is reviewed covering literature on the subject of business process management, resourced-based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study-based research design. Data are collected from 37 organisations across Europe, classified according to their performance.\ud Findings – Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.\ud Research limitations/implications – Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.\ud Practical implications – The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between\ud short-term and future-oriented activities; exploit their managerial activities for multiple purposes;demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.\ud Originality/value – This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations

To date the natural-resource-based view has been an abstract phenomenon, primarily used by academics to explain competitive sustainable operations. This paper attempts to go beyond this, responding to the need for explanation of the practical existence of the four natural-resource-based view resources in industry. Assuming a critical realist qualitative approach, in-depth interviews with sustainability experts in UK agri-food are undertaken. Findings demonstrate the existence of pollution prevention, product stewardship and clean technologies, and align with Hart's (1995) conceptualisation of sustainability as competitive resources. Whilst the fourth resource, base of the pyramid, cannot be empirically verified, a fifth resource of local philanthropy is uncovered and contributes to the growing body of knowledge surrounding competitive social sustainability. Findings also challenge the hierarchal presentation of the naturalresource-based view to implicate a more cyclical uptake. Thus, in offering the first empirical explanation of the natural-resource-based view, this paper overcomes a theory-practice gap to elucidate the feasibility, orchestration and value of resources in competitive and sustainable operations.

The contribution of this study is an increased understanding of personal creativity and the innovation process in haute cuisine, a validation of the socio-cultural systems view of creativity and a model that accounts for the socio-cultural dimensions of haute cuisine. In this paper we discuss existing views that conceptualize creativity and innovation in this sector as a sequential developmental process following the principles of operations management. However, based on in-depth interviews with world-renowned chefs we argue for a systemic rather than sequential developmental process view. The reason for this is that the chefs interviewed understand the creativity à à à à à as an embodied experience à à à à à à innovation à à à à à à à greatly dependent on the perception, knowledge and value judgement of the testers from the leading restaurant guides. The main implications of the findings go beyond the haute cuisine sector and open areas for future research on creativity and intuition more generally.

Purpose This paper aims to develop frameworks to support implementation and competitive leveraging of distinct sustainable supply chain operations. This derives from conceptual definition of the dynamic capabilities required to support Hart’s (1995) natural-resource-based view resources in the supply chain. Design/methodology/approach This conceptual study uses qualitative content analysis to extract capabilities from review and analysis of literature related to natural-resource-based view (NRBV) and sustainable supply chain management. Intercoder reliability assessments support conceptual development of such capabilities into dynamic capability frameworks. Findings Specific interrelations between each NRBV resource and corresponding supply chain strategies are conceptualised. From this, capabilities are categorised to corresponding resources, dynamic capabilities activities and internal–external focus. This results in definition of 107 dynamic NRBV capabilities. Research limitations/implications Contributions are threefold: distinct frameworks for competitive sustainable supply chain management is offered; the NRBV benefits from enhanced practical guidance via the definition of its dynamic capabilities, addressing the theory-practice gap; and understandings of dynamic capabilities and their role in both the NRBV sustainable supply chain management is advanced. Practical implications This paper offers four frameworks to allow firms to tailor sustainability strategies to suit their needs and guide competitive leveraging. Definition of capabilities offers practical guidance to operationalise NRBV resources. Originality/value This is the first holistic interpretation of NRBV capabilities and explicit application of dynamic capabilities. This forms the basis of a broader research agenda for the NRBV in sustainable supply chain management.

In this article, the authors present a German Sense of Community (SOC) Scale for use in military settings. The scale is based on the translation and field-testing of an existing U.S.-based measure of neighborhood SOC (Peterson, Speer, & McMillan, 2008). The methodological intricacies underlying cross-cultural scale development are highlighted, as are the strategies used to overcome them. Administered in a navy context (n 5 270), the newly developed German measure improves the psychometric credentials of the existing scale by confirming the principal theory of SOC and its applicability across borders and contexts. Future research is encouraged to build on the strength and flexibility of the existing U.S. instrument for further cross-cultural scale development, thus enabling SOC theory to attain its full international potential. C

ObjectiveTo identify existing evidence on interagency collaboration between law enforcement, emergency services, statutory services and third sector agencies regarding people with mental ill health.DesignSystematic scoping review. Scoping reviews map particular research areas to identify research gaps.Data sources and eligibilityASSIA, CENTRAL, the Cochrane Library databases, Criminal Justice Abstracts, ERIC, Embase, MEDLINE, PsycINFO, PROSPERO and Social Care Online and Social Sciences Citation Index were searched up to 2017, as were grey literature and hand searches. Eligible articles were empirical evaluations or descriptions of models of interagency collaboration between the police and other agencies.Study appraisal and synthesisScreening and data extraction were undertaken independently by two researchers. Arksey’s framework was used to collate and map included studies.ResultsOne hundred and twenty-five studies were included. The majority of articles were of descriptions of models (28%), mixed methods evaluations of models (18%) and single service evaluations (14%). The most frequently reported outcomes (52%) were ‘organisational or service level outcomes’ (eg, arrest rates). Most articles (53%) focused on adults with mental ill health, whereas others focused on adult offenders with mental ill health (17.4%). Thirteen models of interagency collaboration were described, each involving between 2 and 13 agencies. Frequently reported models were ‘prearrest diversion’ of people with mental ill health (34%), ‘coresponse’ involving joint response by police officers paired with mental health professionals (28.6%) and ‘jail diversion’ following arrest (23.8%).ConclusionsWe identified 13 different interagency collaboration models catering for a range of mental health-related interactions. All but one of these models involved the police and mental health services or professionals. Several models have sufficient literature to warrant full systematic reviews of their effectiveness, whereas others need robust evaluation, by randomised controlled trial where appropriate. Future evaluations should focus on health-related outcomes and the impact on key stakeholders.