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Recent catastrophic events have disrupted supply chains around the globe, causing practitioners and academics to look more closely at recovery strategies. Recent examinations of supply chain disruptions focus primarily upon the recovery process and its impacts on firm performance. However, less is known about how supply chain disruptions affect business-to-business (B2B) relationships. This study uses interview data from senior supply chain managers to explore how a firm's disruption recovery processes affect supply chain relationships. Results suggest that firms desire supply chain partner participation in the recovery process and value interpersonal characteristics, including honesty, accessibility, and responsiveness.

PurposeThe purpose of this study is to evaluate the performance effects of information exchange by observing actual information exchange between industrial trading partners. Information exchange facilitates coordination through sharing both order cycle and enhanced information. Increased exchange may lead to closer relationships with the expectation of improved performance. This study moves away from perceived measures of information exchange and firm performance by integrating two datasets: one capturing historical firm performance and the second capturing electronic information exchange data.Design/methodology/approachQuantitative data of electronic information exchange between firms are observed and compared with operational performance results. Longitudinal regression analyses are conducted using data gathered from an electronically‐mediated industrial exchange network. This unique dataset provides distinct insights into the application and performance outcomes related to information exchange.FindingsResults show that information characteristics vary by firm and the position of the firm within the supply chain. Manufacturers benefit from exchanging more basic information and from stability in their trading partner portfolio. Retailers enhance performance when there is more turnover in their trading partner portfolio and when information is exchanged reciprocally with suppliers.Practical implicationsResults from this study provide insight into the potential performance outcomes of sharing information within industrial relationships. The study demonstrates how greater information exchange changes the nature of supply chain relationships. Closer supply chain relationships may improve firm performance, but the extent of this varies based on the firm's position within its supply chain. Consequently, firms should consider the strategic implications of the way in which they exchange information with their trading partners.Originality/valueThis study contributes to the literature by identifying and testing specific information characteristics using actual observed exchanges of information between firms. The data set supports the measurement of information exchange between multiple firms and trading partners which allows for testing at a level of granularity beyond existing studies.

Purpose This research aims to investigate how team support and cohesion channel the effects of relationship conflict and its management on team productivity. Design/methodology/approach Questionnaire data were sampled from students working in groups to design software systems for companies. Structural equation methodology was used to estimate the proposed model. Findings The results indicate that the mediators (team support and cohesion) positively affect each other and team performance. The results support that the effects of conflict and conflict management on team performance are mediated by team support first and then indirectly through team cohesion. Research limitations/implications This paper empirically establishes the mechanisms through which conflict and its management affect team performance. The following limitations should be considered when generalizing the results of the study: team-level phenomena were assessed using perceived measures of individual team members and an academic setting was used for data collection. Practical implications The findings indicate that team support plays an important role in protecting the team from the negative effects of conflict and that team support contributes to the development of team cohesion. Originality/value This work is one of the first to evaluate the mechanisms of team support and cohesion through which team conflict and its management affect team performance.

where he has taught business communication courses since 2014. Graham, who has a Master's degree in communications from The American University, has co-authored several articles in non-technical skills and has taught English, journalism and business communications courses at Towson University and Towson University. After a successful career in journalism and marketing, Graham launched Bigger Pie Strategies, a marketing company formed in 2010, and co-founded Serious Soft Skills, an education and training company, in 2017.

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This article examines the performance implications of information exchange in industrial supply chains. While existing literature has addressed the critical role of information exchange in supply chain integration, existing studies fail to address the specific characteristics of information exchange that affect performance. Through a transaction cost economics theoretical lens, hypotheses are developed and tested to explore the effects of information volume and information diversity on firm performance. The hypotheses are tested using an original dataset of twenty-three manufacturing firms that exchange information with their trading partners using an electronic intermediary. Results indicate a positive relationship for information volume and a negative relationship for information diversity as related to firm performance.