Structures, processes and performance of corporate and business ethics in supply chains

The objective of this paper is to introduce and describe a conceptual framework of firms' corporate and business ethics in supply chains in terms of ethical structures, ethical processes and ethical performance. A framework is outlined and positioned incorporating an ethical frame of reference in the field of Supply Chain Management (SCM). A number of areas and sub-areas of firms' corporate and business ethics are framed in the context of supply chains. The introduced framework should be seen as a seed for further development and refinement in the field of SCM. It provides opportunities for further research of ethical concerns in supply chains.

The client's complex decision-making environment on international mega projects

More than ever before, architectural, engineering and construction (AEC) firms are working on international mega projects. The mega project environment offers a range of opportunities for firms but is but is characterised by a high level of risk and uncertainty. International mega projects bring together networks of people with differing backgrounds and cultures to work in unfamiliar locations to integrate the social, economic, technical and political components of design and construction. Within such an intense environment there is a process of rapid relationship development at an unprecedented level. The interests and power relations on such projects are often very strong given the vast amount of money, jobs, environmental impacts, publicity and national prestige involved. Therefore in a field as costly or consequential as mega project design and construction there is an increased need to effectively manage these projects given the associated high risks of failure. Internationalisation is a relatively new field of research in the AEC sector and past research has tended to focus on explaining the attitudes and behaviour of the industry itself towards improving performance on such projects. To date there has been little research investigating the sophistication of the international client in terms of their regular business environment which is characterised by a set of social, economic and political responsibilities. The values that clients ascribe to their everyday practices and experiences inevitably condition how they act economically, which in turn impacts upon project decision-making. Clients establish the structural organisation of project teams through the procurement strategy and establish the context for effective decision-making. To a large extent they establish a unique culture that project team members need to work within and make decisions. Since clients establish the context within which firms operate the findings of past studies on the industry’s position and attitudes are more indicative than enlightening. Clients occupy a distinctly different position in the construction supply chain and therefore experience and respond to project matters based upon their environment and not the construction industry environment. Clients are confronted with uncertainties and need support to help them understand the critical role that they play in creating good decision-making environments. This theoretical paper seeks to develop a rationale for studying the client’s complex decision-making environment on international mega projects. Specifically it charts the quest for improved industry performance through client leadership as documented in various industry and government publications since the 1940s and highlights that there has been considerable attention to address industry problems through client leadership, however, with little evidence that the issues have been resolved. This paper is positioned within a PhD study, which seeks to move beyond the aspirations of policymakers and idealistic descriptions of how clients ought to behave to explain the reality of what really happens on mega project client decision-making based upon a critique of cultural political economy.

Sales Promotion Decision Making: Concepts, Principles, and Practice

Up to 74% of marketing budgets can be spent on sales promotions, with manufacturers, suppliers and retailers employing a wide range of incentives from price discounts to complex Omni-channel consumer competitions and contests. Sales promotions are a vital strategic and tactical tool within the marketing value chain and those responsible for campaign planning must negotiate objectives, options and outcomes to ensure their initiatives deliver real results in competitive trading environments. Managers with limited understanding of the principles and practices of sales promotions often rely on past experience or preferences to guide their decision-making. Not surprisingly, without guiding principles, many sales promotions fail to achieve their full potential. This book is a resource for sales promotion professionals looking to improve the effectiveness of their sales promotions. The book is based on an extensive review of over 400 articles and cases. It presents the findings of global research which explores the very DNA of sales promotions, including their role, rationale, nature and function, key decision-making processes and campaign evaluation. Illustrations of sales promotion decision-making in practice based on research conducted in the retail supply chain is also incorporated. This book offers a comprehensive and critical appreciation of the core concepts that underpin sales promotion thinking. The goal is to empower decision-makers, consultants and stakeholders to make confident, informed and effective campaign decisions in the complex field of sales promotions.

Integration of design for reverse logistics and harvesting of information: a research agenda

The literature is replete with treatises advocating the immense benefits of reverse logistics (RL) systems for organisations in terms of alleviating environmental concerns and enhancing the level of productivity. Nevertheless, implementing RL in organisations is fraught with complications with its success largely riding on fulfilling the requirements prescribed by the critical success factors (CSFs) of RL. Despite the voluminous body of knowledge on RL in the extant literature, operational aspects of RL have overshadowed some central strategic prerequisites for the success of RL systems. Drawing upon an integrative literature review, this paper provides an insight into different aspects of the implementation of RL practices. The central role of the integration of design for reverse logistics (DfRL) and harvesting of information (HoI) in the effective implementation of RL systems is then established and clarified through developing a conceptual framework. The paper concludes by putting forward an agenda for research.

Green marketing strategies

This chapter presents the fundamentals of “green” marketing by drawing on traditional marketing theory as well as researchfocused on green marketing context. It discusses five critical areas in green marketing. The first critical area stems from green marketingtheory and practice that examines the logic for reducing the environmental impact of value creation and exchange. The second criticalarea highlights green marketing strategy that focuses on achieving organizational goals in ways that can reduce or eliminate negativeimpacts on the natural environment. The third critical area examines the green marketing mix that accounts for green products, greendistribution, green pricing, and green promotion. By using traditional marketing concepts, the chapter identifies how the entiremarketing mix elements should consistently provide a complete green product offering. Green products and processes need to beresearched, designed, and manufactured to include environmentally safe ingredients and components. Products need to be strategicallypriced to reflect their green values, distributed in the green chain channels and displayed effectively to highlight their status, and accuratelycommunicated to consumers and stakeholders. The fourth critical area illustrates governance and control. It shows how theholistic transformation toward greening the organization requires organizational culture change to gain support within and outside thefirm to ensure environmental issues are appropriately considered. These can be assessed by using existing management mechanisms,such as environmental management systems and/or triple bottom line management, which ensure best practice and continuousimprovements to occur. Lastly, the chapter discusses the future of green marketing and the direction that businesses need to take if theyseek to be sustainable.