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PurposeThe purpose of this paper is to understand the implications of outsourcing at the operational planning level, i.e. how the operational planning function is complicated owing to the strategic outsourcing decisions that have been made in the past.Design/methodology/approachFirst, a literature review on outsourcing is conducted. Second, two case studies at three pharmaceutical companies are conducted to gather insights into the planning of outsourced operations.FindingsThe paper finds that nothing has been documented in the literature on outsourcing at the operational planning level. Moreover, a number of implications of outsourcing at the operational planning level are discussed. One of the main insights is that in an outsourcing relationship, the order process consists of different, hierarchically connected, decisions in time, hence requiring a richer and more developed communication and ordering pattern than is commonly assumed.Research limitations/implicationsThe results seem to be generalizable to the pharmaceutical industry. However, future research should determine whether these results replicate in other industries.Originality/valueThe literature on outsourcing has mainly focused on the strategic outsourcing decision. The paper contributes to a better understanding of the implications of outsourcing at the operational planning function, which has not been studied before.

PurposeThe paper seeks to analyze the evolution of competitive advantage using both "classic" and "extended" resource‐based theory (RBT). The aim is to examine the different ways in which "classic" and "extended" resource‐based advantage develops and how they might combine to create long‐term advantage.Design/methodology/approachA single case study method is used to examine the process by which competitive advantage has accumulated over a 50‐year period at Food Services Group Inc., a highly successful food service company based on the West Coast of the USA with an annual growth rate currently running at 10 percent.FindingsPreliminary conclusions suggest support for the sequential, iterative, and slow‐cycle development model associated with proprietary bounded resources and, the strategic resource‐rigidity paradox. The work also highlights preliminary evidence for a faster cycle development process possible with inter‐firm resources associated with extended resource‐based theory (ERBT) and, long‐run sustainable advantage requiring synchronization and integration of both bounded and relational resources.Originality/valueThis is the first rich empirical study of the way competitive advantage evolves using both RBT and ERBT. The research provides insights into how organizations can combine both classic and extended resources in seeking to establish competitive advantage. It illustrates how unbounded external resources, such as the role of suppliers engaged in new product development, can create an initial advantage for firms who then build on this by investing in bounded resources such as specific skills within their organization.

Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLab
The paper explores the authentic leadership in learning organization in Slovenian business environment. The purpose of the paper is to present relationship between authentic leadership and learning organization. Main research thesis is focused on characteristics of authentic leadership in company HERMES SoftLab. The main thesis of this paper is that authentic leadership in learning organization enables the growth of leaders in organizational surroundings through a constant dedication to authenticity and organizational learning that will be explored through the qualitative research method of case study research approach. Key research finding is that authentic leaders can be identified in company HERMES SoftLab and that there is a mutual influence between learning organization and authentic leadership. Therefore, the main research finding is that the learning organization leverages the authentic leadership, which in turn leverages the learning organization.

PurposeThe purpose of this paper is to address a research gap relating to the understanding of how one type of manufacturing flexibility – mix flexibility – is achieved during day‐to‐day operations.Design/methodology/approachConstructs from coordination theory are used in order to understand the way in which physical manufacturing resources are coordinated during daily operations to produce a company's product mix. A multiple case study methodology is used to investigate the applicability of these constructs in the flour milling industry. Subsequently, a conceptual framework is proposed which captures the coordination mechanisms used in the achievement of mix flexibility.FindingsThe paper finds that mix flexibility requirements influence how a company achieves mix flexibility. Further, the findings indicate that, at an operational level, mix flexibility is achieved via the use of coordination mechanisms to manage specific dependencies relating to mix flexibility requirements.Research limitations/implicationsMix flexibility achievement was studied in a single industry. Future research can test the applicability of the conceptual framework in other manufacturing settings.Originality/valueAn empirical contribution to the study of manufacturing flexibility achievement has been made, where the application of constructs from coordination theory presents a novel approach to the study of manufacturing flexibility achievement.