"A cloud masses, the sky darkens, leaves twist upward, and we know that it will rain. We also know that after the storm, the runoff will feed into groundwater miles away, and the sky will grow clear by tomorrow. All these events are distant in time and space, and yet they are all connected within the same pattern. Each has an influence on the rest, an influence that is usually hidden from view. You can only understand the system of a rainstorm by contemplating the whole, not any individual part of the pattern" (Senge, 1994). This paper follows a keynote presentation and attempts to reflect on the systems view of the present, and the futures that may very well affect how we live as much as how we do business in the global e-economy. As an organization, you are a corporate citizen of the world. You need to pay close attention to the evolution of that world - changes in population, health, education, etc., so you can better understand the impact on your business eco-system. As in Senge's example of the storm, we must consider all the phenomena as being interconnected and inseparable.
Emergency shipments from higher and/or same echelon levels are one of the popular tools to handle the stock-out position at some warehouse. Our paper deals with a lateral stock transshipment model involving one plant and two warehouses, lateral transshipment is considered as an option at each re-order decision under the standard (r,Q) inventory replenishment policy. We focus on incorporating the above stock transfer feature in the order fulfillment decision and designed an simulation to find the effect of lateral stock transfer policy on various parameters viz. average inventory at each warehouse, average number of stock-out days at each warehouse, total cost (comprising of inventory cost, stock-out cost and transportation cost). The experimental results show that the stock transfer policy has the potential to reduce the total cost, average inventory and average stock-out days. We have also compared the cases where information is shared online or with some delay. The delay is because of serial communication between the supply chain players. The results show that there are benefits of no information delay i.e. online information sharing over the case with information delay.
As organisations battle to get the most from their existing people in an environment characterised by skill shortages, the role of human resource practices in fostering employee engagement and commitment is paramount. This paper reports the findings of an Australian study, which examined the current relationship between human resource management practices and the retention of core (critical) employees working in nine organisations. This research specifically, reports on the conditional nature of the relationship between organisational and human resource practices, and commitment. The findings of the study have important implications for human resource academics and practioners.
China has one of the highest software piracy rate in the world. It is important to understand consumers' ethical response to software piracy in the Chinese markets and design effective preventive strategies. This paper proposes a conceptual framework for an understanding of consumer ethical decision making. In the proposed framework, the transformation from legal problem recognition to ethical problem recognition is added to the traditional research framework and viewed as the first and most important step in consumer ethical decision making in regards to software piracy. The effects of two culture-related constructs— assumption of responsibility and attitude towards copyright laws on consumer ethical decision making— are examined and two propositions are made. The influence of Chinese culture and history on consumer ethical decision making is discussed. This paper contributes to our understanding of consumer ethical decision making in software piracy and provides new and constructive interpretations of the cultural influence.
Using transaction cost theory and the theory of multinational enterprise, this study examines the extent of the degree to which management of multinational companies can control over its subsidiaries' configuration and coordination abilities. Empirical results showed that the subsidiaries enjoyed a significant freedom when decentralized standards were used in operational and the production activities. In the long-run, however, the centralized standards worked better— thegreater the coordination activities between the multinational companies and their subsidiaries the lesser the control needed.