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Family-owned micro enterprises operating within the informal sector of most developing countries provide millions of citizens with a livelihood and are the economic backbone of many communities. Yet, the turbulence that emanates up or down respective supply chains following a disaster can cause these entities to fail. This study develops a model that recognises the relative weakness of micro enterprises to such disaster-related shocks. The model proposes that micro enterprises can moderate the effect of such shocks by creating resilience through cognitive preparation, continuous learning, and the generation of various forms of social capital (cognitive, relational, and structural). The propositions for the model are established through an extensive literature review, coupled with examples drawn from the documents of humanitarian agencies performing disaster relief work in India. This model also serves as a preliminary basis with which to derive metrics to set benchmarks or to assess the viability of a micro enterprise's ability to survive disaster-related shocks.

This paper profiles the literature on international operations management (IOM) from 28 leading operations management, international business, and management journals over the years 1986–1997. Trends in the frequency of IOM articles published and in topical coverage are identified based on research appearing in the journal set reviewed. A framework is developed and presented for classifying the IOM research literature by topical area and scope. Based on the articles reviewed, IOM research is found to focus most on industrialized countries and regions. There is need for empirical studies that span a wider range of countries in order to glean broader insights and to develop generalized theories of international operations management. A number of issues are identified for possible future research. The IOM literature from the journal set is reviewed and the comprehensive set of bibliographic references included provides both academicians and practitioners with a useful source of information to draw from. As identified, much of the work in international operations management seems motivated by a desire to provide firms with an economic benefit. While this is undoubtedly worthwhile, the objective of IOM research could be broadened to encompass social and economic goals of non‐profit organizations as well as international agencies such as the United Nations.

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Purpose – Organizations are implementing sustainability initiatives in different countries with varied socio-cultural systems. The literature on sustainability, however, does not present a clear picture of how national culture can influence interpretations of the meaning of sustainability and how these differences in interpretation can result in different sustainability practices. The purpose of this paper is to build upon the current literature by identifying mechanisms (i.e. sustainability beliefs and perceptions) that mediate the relationship between national cultural values and organizational sustainability initiatives. Design/methodology/approach – The authors examine the literature on culture and sustainability practices, and develop a conceptual model that identifies how cultural values influence the sustainability initiatives of organizations. Several propositions are identified that specify relationships among the constructs, and guidelines are provided for testing the model in future research. Findings – The model posits that national culture influences sustainability beliefs and perceptions, which in turn influence the quantity and scope of sustainability initiatives. The relationship between sustainability beliefs and organizational sustainability initiatives is moderated by sustainability orientation and organizational capacity. Originality/value – The model can help researchers and practitioners better understand the meaning of sustainability in the context of international business by identifying the mechanisms that explain the link between culture and sustainability. It can also help researchers generate hypotheses for future research. Finally, the model can guide multinational corporations attempting to drive sustainability programs through their subsidiaries as well as international developmental agencies trying to develop programs in partnership with local non-governmental organizations (NGOs).