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This article works on two axes: first, employing queer archiving to push at the parameters of what might "count" as asexuality, and second, addressing feminist and queer inattentiveness to asexuality through rethinking queerness from asexual perspectives. We argue that an attunement to asexual "resonances," however subjective and impossible to measure, makes possible the imagining of a queerly asexual archive, an archive that troubles current understandings of both asexuality and queerness. Throughout, we make two central contributions that challenge both queerness and asexuality. First, we assert that where there is queerness, there is also asexuality. Second, we seek to demonstrate the pervasiveness of asexuality, not by proving its statistical significance, but by shifting away from identity toward a broader understanding of asexuality.

PurposeThe purpose of this paper is to examine the role of two moderators of the relationships between affective conflict and cognitive conflict and team performance: the cultural context and the level of team‐oriented behaviors.Design/methodology/approachSurvey questionnaires were administered to a sample of 143 Mexico‐ and US‐based learning teams. Regression analysis was used to test hypotheses.FindingsIn both cultural contexts, cognitive conflict more positively affected performance when team‐oriented behaviors were high. This effect was stronger for Mexican teams. Affective conflict more negatively affected performance in Mexican teams than US teams, particularly when team‐oriented behaviors were high.Practical implicationsThe results have implications for managing conflict to improve team effectiveness in the USA and in Mexico and for training managers who work across these cultural contexts.Originality/valueThe paper demonstrates the joint role of the cultural context and team behaviors in how conflict influences team performance.

Informational faultlines, the alignment of team member task-related attributes to form subgroups, are important in explaining team performance. Although informational faultlines may promote specialization and division of labor, they may also increase communication and coordination costs. Integrating work on the categorization-elaboration model, social identity theory, and contingency theory, we posit that facets of a team's external environment moderate the effects of informational faultlines on performance. Using a sample of 380 top management teams, we examine moderation effects of environmental dynamism, complexity, and munificence. We find that informational faultline strength positively affects firm performance under low environmental dynamism, high complexity, and high munificence, but it negatively affects firm performance under high environmental dynamism, low complexity, and low munificence. We discuss the implications of our findings for theory and practice.

Purpose
This paper aims to develop and test a model of buyer–supplier relational investment that links supply chain integration (SCI) to supplier flexibility performance (SFLEX) advantages in different manufacturing environments. Relational stability (RS) and information quality (IQL) are viewed as key indicators of intermediating commitment investments in supplier relationships to help support supplier accommodations for special requests for order flexibility. The model is applied to investigate the relative importance of manufacturer relational investments with suppliers in both make-to-stock (MTS) and make-to-order (MTO) production environments.


Design/methodology/approach
A survey of 206 US manufacturing firms was used to test the proposed research model using structural equation modeling and multiple-group analysis techniques.


Findings
Social exchange investments in relationship stability and information quality are found to fully mediate the positive performance relationship between supply chain integration and supplier flexibility performance for manufacturers. However, the relative importance of each form of investment in enhancing supplier flexibility performance varies based on the buyer's (manufacturer's) order fulfillment environment (make-to-stock versus make-to-order).


Originality/value
The proposed model may assist manufacturers make more informed relational exchange investments and supply chain configuration decisions that most conducive to enhancing supplier flexibility performance for different production environments.