No abstract

The circular economy (CE) is increasingly being seen as a way in which organizations and economies can become environmentally sustainable. In this context, a key challenge facing multiple‐stakeholder collaborations in circular supply networks (CSNs) is the need to coordinate activities, as well as to monitor and benchmark sustainability performance. The limited formal analysis of CE production dynamics and performance indicators of activities in the CSN has contributed to these challenges. To address this we develop an economic model of material flow in a CSN that incorporates multiple stakeholder effects, and two novel performance indicators that: (i) estimate the joint effects of the speed of recycling, and the effectiveness of collection and conversion of recycled material on production; and (ii) a measure of the upper bound production possibilities for a given recyclable material cycling through a CSN. These indicators will be informative for monitoring, benchmarking and incentivizing performance across CSNs and informing public policy debates and strategies.

No abstract

PurposeTo validate conceptual frameworks for strategic management development. Also, to test the hypothesis that the objectives and design of a strategic management development programme need to match the organisation's level of commitment to strategic management and the degree of maturity of its strategic management processes and competencies, in order that the programme can be effective in enhancing the strategic capability of the organisation.Design/methodology/approachEarlier work by the author (based on literature review and one case study) had generated two conceptual models which could help in the understanding of strategic management development. One provides a life‐cycle typology matching an organisation's level of commitment to strategic management with the design of an effective strategic management development programme. The second provides a causal network showing how strategic management capability may be developed. In this paper case study research is reported from six organisations to provide data, which are mainly qualitatative, to test the hypothesis and conceptual models.FindingsBoth the life‐cycle typology and the conceptual models are supported by the further case study work. It was also found that the dominant strategy‐making mode in the organisation can influence the potential for strategic management development. Where the command mode of strategy making is dominant the strategic aspects of a management development programme are inhibited because this is not consistent with the command culture.Research limitations/implicationsThe generalisability of the findings is constrained by the small sample size of six organisations. However, given the paucity of theory in the field of strategic management development, the findings contribute to the conceptual understanding of this subject.Originality/valueThe models proposed give insights into the complexities of strategic management development and can be used to inform analysis and planning of more effective strategic management development interventions.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Client-based management qualifications have been a big growth area in the 1990s. However, doubts have been raised about their academic and pedagogic validity. This paper explores the issues, and reports on a survey of large employers in the UK. Evidence of further growth potential is reported. A consideration of the design and delivery issues leads to guidelines for quality assurance for these programmes. These guidelines help overcome the objections raised about client-based management qualifications. A typology of course-based management education and development programmes is also created.