Suchergebnisse

Humanitarian logistics is a young science and complex discipline compared to business logistics because not only are actors in that arena compelled to work with outmost speed in interrupted environments having undetermined demand, they are also forced to work closely with other unknown players. Even more complex are civil-military relations because as studies show, the differences between these two humanitarian actors run deep to include contrasting missions, humanitarian principles, organizational and cultural differences. The purpose of this work is to examine civil-military relations during the preparedness and response phases of humanitarian crises. We developed a frame of reference, set forth some operational and theoretical definitions, examined overlapping supply chains, modeled organizational structures and coordination mechanisms, established civil-military cooperation framework, disaster cycle studies and proposed a working model. Our methodology included primary data collection through an empirical study of two NGOs and the military force through a series of interviews. Data culled was then analyzed in conjunction with the models and literature outlined in the frame of reference. Based on our analysis, a number of observations were made in the conclusion. To begin with a number of strategies are employed during the preparedness and response phase where speed and agility are crucial. Also, overlapping roles between the military and NGOs have both positive and negative impact. Different organizational structures and funding outlay mean differences abound in how actors coordinate activities and share information. Cooperation, trust, information sharing and coordination are closely linked when finding a strategic fit among actors. In spite of the attempt at seeking a right formula for civil-military relations, it would be erroneous to 'standardize' relations as no two cases are ever the same.

PurposeAs the pandemic begins to ease, many companies are figuring out that working remotely is the future of work and "a new normal". This research focuses on strategic planning and practices inherent in remote work, and aims to identify the optimal balance between virtual and on-site working. Specifically, the authors investigate the moderating effects of managerial ability and Hofstede's cultural factors.Design/methodology/approachThe authors build a mathematical model to locate the optimal balance between virtual and on-site working. A numerical study is presented, and additional sensitivity analysis is conducted to validate the proposed model.FindingsThis model provides organizations with a general guideline with recommended optimal percentages of remote workforce based on specific Hofstede's national scores. The authors also find that organizations with varying levels of managerial ability exhibit different adoption rates of remote working.Research limitations/implicationsBecause of the chosen research approach, the proposed model may lack empirical verification and require further adjustment of parameters. Therefore, researchers are encouraged to empirically and statistically test the proposed model further.Practical implicationsThis model equips organizations and practitioners with a general guideline to identify their desired portion of remote workforce. The incorporation of managerial ability and cultural factors makes our model applicable to various business structures across different sectors.Originality/valueThis proposed model addresses this optimization problem from a mathematical perspective with an interdisciplinary approach. The model also considers the moderating effects of managerial ability and Hofstede's cultural factors.HighlightsThe main contribution of this study is the theoretical development of our mathematical model that identifies the optimal balance between remote and on-site workforce in the context of managerial ability and Hofstede's cultural factors.A numerical study is presented, and additional sensitivity analysis is conducted to validate the proposed model and highlight the moderating effect of managerial ability and cultural influence on the adopted percentages of remote working.Our study suggests that organizational capabilities, managerial skills, and culturally suitable work arrangement are vital in successful development and implementation of remote working policy.Practical managerial implications and general guidelines are offered to organizations and practitioners.