Interface management research in supplier–customer relationships: findings from a citation analysis of international literature

Currently, the terms interface and interface management in the context of interorganisational relationships between suppliers and customers are under intensive discussion. Central issues are the emphasis placed upon the coordination of activities at business interfaces, and the conviction that the concept can make business operations more efficient and thus more effective. That interface management in supplier–customer relationships is discussed in various academic disciplines and characterized by various thematic approaches makes this field complex. Thus the first goal of this article is to investigate the state of interface research, identifying select topics that promise further significant research in the field of interface management in supplier–customer relationships. In addition, based upon a comprehensive citation analysis of 176 journal articles or 4,654 references, the publication development, the important players and the most important academic journals in interface management research in supplier–customer relationships will be briefly presented. Finally, five clusters in interface management research that provide a framework for additional research activities are, based on a co-citation analysis, defined and briefly analysed.     

Business model design–performance relationship under external and internal contingencies: Evidence from SMEs in an emerging economy

We examined Business Model (BM) designs – performance relationship and the moderating effects of firm age and external environment on this relationship. Furthermore, we investigated the impact of simultaneously operating dual BM designs (i.e. novelty and efficiency) on firm performance and contingent effect of firm age on this relationship. Based on data from 241 Indian SMEs, our findings highlighted that BM novelty was of greater benefit to younger SMEs compared to mature SMEs, while BM efficiency was of greater benefit to more mature SMEs. The environmental dynamism positively moderated the relationship between BM novelty and performance but it negatively moderated the relationship between BM efficiency and performance. We also found that BM efficiency is more beneficial in a low, rather than a high, munificent environment but we found environmental munificence did not moderate the BM novelty and SME performance relationship. Finally, we found simultaneous deployment of BM novelty and BM efficiency resulted in an enhancement of performance among mature SMEs compared to younger SMEs. Our study not only adds to the limited literature on BMs in SMEs but also helps practicing managers and entrepreneurs to make informed choices about their BMs.     

An Analysis of the Commonality and Type of Preintervention Assessment Procedures in the Journal of Organizational Behavior Management (2000–2015)

We reviewed all issues of the Journal of Organizational Behavior Management (JOBM) from 2000 through 2015 to identify the percentage of empirical articles, which utilized some form of preintervention assessment. In addition, we categorized five types of assessment used and compared the number of assessments conducted in each category. Finally, because assessment is considered to be particularly important in the subdiscipline of behavioral safety (McSween, 2003), and prior research has not examined the commonality of assessment in this area, we also analyzed the frequency and type of assessment procedures used in behavioral safety and compared this to the use of assessment in OBM in general. Results indicated that 28% of the empirical articles in JOBM used some form of preintervention assessment. Indirect methods were the most often used type of assessment. In addition, 48% percent of the articles in JOBM, which employed a safety-related dependent variable, included some form of assessment. The most frequently used type of assessment in behavioral safety was historical assessment. Based on these data, the use of some form of preintervention assessment in OBM appears to be occurring with some regularity, and assessment in behavioral safety is more common relative to assessment in OBM in general.     

Human Resource Development in Asia – Thriving on dynamism & change: Reflections from 2006 Asian HRD conference

This article discusses the experiences of the conference management team and the host (Universiti Putra Malaysia -UPM) of the Fifth Asian Conference of the Academy of Human Resource Development, held in Putrajaya, Malaysia from 2 to 5 December 2006. In reviewing the conference, the following sub-topics are used for organizing the contents of the article: HRD in Malaysia; conference theme & overview; participations/country representations and paper streams; keynote addresses; conference assessment; and conclusions. At the end, brief perspectives of the next Asian HRD conference to be held in China are also provided.     

Externalities in the wildland–urban interface: Private decisions,collective action,and results from wildfire simulation models for California

Property damage from wildfires occurs from spread into built-up areas, the wildland–urban interface. Fire spread occurs as embers from one burning structure ignite neighboring ones—but mitigation reduces the chances that fire spreads. In this study, we use a simulation model with realistic parameters for a neighborhood in California to illustrate patterns of marginal benefit from mitigation. We extend existing models of fire spread in two novel ways. We show how to describe the no-regulation equilibrium and social optimal levels of mitigation by incorporating data on a key factor, the distribution of house values in the community. We incorporate insurance in the model and show that it improves homeowner decision-making and insurance premium regulation. The fire spread simulations show that under plausible parameter values, there is a pattern in which mitigation's marginal benefit is low at low levels of community mitigation, rises to a maximum, and then falls quickly to a low level. We argue that the maximum marginal benefit is a guide to achieving optimal mitigation in a community. Owner mitigation decisions will depend on the distribution of house values in the neighborhood and other factors. In an illustration, we use the distribution of house values in a California community to illustrate the mitigation owners will choose under independent (Nash) investment decisions, and the efficiency-improving actions involving regulations or insurance premium subsidies that can lead to the social optimum.     

The effects of international diversification on the link between product diversification and performance in a boom and bust cycle: Evidence from Spanish firms (1994–2014)

This study examines the individual effects of product diversification on performance and the moderating effects of international diversification on the product diversification–performance link in the context of a boom and bust cycle. Most prior research on firm strategies largely neglect the business cycle. We use data on a large sample of Spanish manufacturing firms from 1994 to 2014. In this period, the Spanish economy experienced a boom period (1994–2008) and a bust period involving a severe economic crisis (2009–2014). Our study highlights the important role of each stage of the economic cycle. Specifically, with respect to product diversification, our findings show that in a boom, moderate diversifiers obtain better profitability levels than their highly diverse or limited diversification counterparts do. In contrast, during an economic downturn, moderate and high diversifiers can be equally effective up to some point of optimization. Our findings also reveal a negative and significant effect of internationalization on profitability, independent of the stage of the economic cycle. Product and international diversification are complementary strategies during a period of economic growth when firms opt for moderate levels of product diversification. Meanwhile, when firms choose high levels of product diversification, both types of strategies are complementary during the boom cycle, but substitutive during the bust cycle.