The Jatropha biofuels sector in Tanzania 2005–2009: Evolution towards sustainability?
In: Research Policy, Band 40, Heft 4, S. 618-636
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In: Research Policy, Band 40, Heft 4, S. 618-636
In: Futures: the journal of policy, planning and futures studies, Band 40, Heft 7, S. 613-629
In: The journal of development studies, Band 39, Heft 3, S. 129-154
ISSN: 1743-9140
In: International journal of operations & production management, Band 38, Heft 1, S. 211-229
ISSN: 1758-6593
PurposeThe purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance).Design/methodology/approachA cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations.FindingsThe findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways.Research limitations/implicationsThe responses were all from young executives who had four years' work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research.Practical implicationsThe results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention.Originality/valueThis paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.
In: Employee relations, Band 46, Heft 9, S. 115-140
ISSN: 1758-7069
PurposeOrganizations are increasingly joining inter-organizational networks to foster sustainable employability for their employees. The purpose of this study is to identify the factors and mechanisms central to their success as experienced by key stakeholders.Design/methodology/approachAn explorative, qualitative approach was adopted, using four focus groups with network coordinators (N = 18) and HR professionals (N = 14). Fourteen Dutch inter-organizational networks were represented. Respondents were recruited through purposive and snowballing sampling techniques. Thematic analysis was applied using open coding to generate themes.FindingsThe results of this study outline environmental, structural, and inter-personal factors and mechanisms that contribute to the success of inter-organizational networks that aim to foster sustainable employability for their employees. The environmental factors and mechanisms consist of challenges stemming from the labor market. The structural factors and mechanisms include: a network's flat structure, flat fee, lack of informal rules, the allocation of roles and expectations for stakeholders and shared network activities. Lastly, the inter-personal factors and mechanisms are: communication among stakeholders, establishing reciprocity, interaction and collaboration between stakeholders, the valuation of trust, a convivial culture and shared vision among stakeholders. The dynamics between these factors and mechanisms are compared to other forms of inter-organizational networks. Furthermore, several recommendations for network coordinators and practitioners regarding the development of networks are presented.Originality/valueThis study provides insights into the factors and mechanisms that are regarded by stakeholders as influencing the success of inter-organizational networks in their ability to foster sustainable employability for workers. We have identified a unique model that captures this new way of inter-organizational collaboration and builds on insights from literature on collaborative governance regimes, institutional fields and entrepreneurial ecosystems. Specifically, the model provides a framework that consists of environmental, structural and interpersonal factors and mechanisms for network success. This study increases our understanding of how collaborative efforts can be fostered beyond organizational boundaries and existing Human Resource Management practices.
In: Development in practice, Band 16, Heft 5, S. 425-440
ISSN: 1364-9213
In: International journal of human resource management, Band 29, Heft 13, S. 2106-2136
ISSN: 1466-4399