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The results indicate that there is a significant association between the outsourcing of internal activities and the occurrence of disruptions in firms' inbound logistics flows from subcontractors.\u003C\u002Fjats:p>",[110],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09574090110806208\u002Ffull\u002Fhtml",[366],{"id":367,"sortIndex":18,"researcher":17,"roles":368,"affiliations":369,"properties":378},"0750cf7f-765d-4e79-84ef-e5752136af82",[],[370],{"id":371,"sortIndex":18,"affiliation":372,"properties":17},"866ab169-ec91-4800-9bab-d87a1025598d",{"id":371,"createTime":17,"updateTime":17,"relativeEntities":373,"slug":17,"properties":374,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":377,"statistic":17},[],{"title":375},{"EN":376},"Växjo University",[],{"title":379},{"EN":380},"GöranSvensson",{"url":17,"publisher":382,"properties":422},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":383,"slug":10,"properties":384,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":387,"manageAffiliations":396,"indexDatabases":402,"url":17,"thumbnailPath":17,"statistic":417,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":385,"title":386},{"VOID":13},{"EN":10},[388,392],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":389,"label":390,"description":391,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":393,"label":394,"description":395,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[397],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":398,"slug":17,"properties":399,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":401,"statistic":17},[],{"title":400},{"EN":38},[],[403,410],{"id":42,"indexDatabase":404,"url":53,"indexYears":54,"academicFieldIds":409,"indexDatabaseRanking":58},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":405,"label":406,"description":407,"key":50,"publicationTags":408,"standard":17},[],{"EN":47,"VI":47},{"EN":47,"VI":49},[52],[56,57],{"id":60,"indexDatabase":411,"url":73,"indexYears":17,"academicFieldIds":416,"indexDatabaseRanking":17},{"id":62,"createTime":17,"updateTime":17,"relativeEntities":412,"label":413,"description":414,"key":69,"publicationTags":415,"standard":17},[],{"EN":65,"VI":65},{"EN":67,"VI":68},[71,72],[75],{"impactFactor":18,"impactFactorByYear":418,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":78,"totalPublicationByYear":419,"totalCitation":18,"totalCitationByYear":420,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":421,"hindexLast5Year":18,"hindex":18},{},{"1990":80,"1991":81,"1993":80,"1995":82,"1996":80,"1997":80,"1998":82,"1999":82,"2000":81,"2001":82,"2002":82,"2003":80,"2004":82,"2005":83,"2006":84,"2007":82,"2008":84,"2009":80,"2010":85,"2011":84,"2012":80,"2013":83},{},{},{"issue":423,"pages":425,"volume":427},{"VOID":424},"1",{"VOID":426},"21-35",{"VOID":428},"12","2001-01-01",2001,[71,58],[],{"id":434,"createTime":435,"updateTime":436,"relativeEntities":437,"slug":438,"properties":439,"entityType":105,"verifyStatus":106,"verifyTime":436,"verifyNote":108,"languages":446,"translateLanguages":17,"viewCount":18,"primaryUrl":447,"fullTextUrl":17,"authors":448,"publicationType":143,"publisherRelationship":477,"citationCount":17,"citationInfo":17,"publishDate":525,"publishYear":526,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":527,"openAccess":17,"references":528,"isForceReanalyzing":349},"a637424e-40d3-4243-b434-f10c5f5267ff","2024-04-19T01:53:53.225+00:00","2025-02-25T06:06:05.579+00:00",[],"Efficiency-versus-value-maximisation-in-co-manufacturing-relationships",{"title":440,"doi":442,"abstract":444},{"EN":441},"Efficiency versus value maximisation in co‐manufacturing relationships",{"VOID":443},"10.1108\u002F09574091011071979",{"EN":445},"\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>This paper examines two co‐manufacturing relationships, which were efficient with the aim of understanding why they were not value maximising.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>The paper utilises a methodology designed by Wilding and Humphries and based on Williamson's organisation failure framework. Using a case study approach, it is applied in a new context to provide insights into the dynamics within two co‐manufacturing relationships in the food‐manufacturing industry.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>The relationships are judged as operationally efficient by both sides but frustrations and conflicts have emerged over time, leading to a real danger of relationship breakdown. These problems are caused by failure to involve co‐manufacturing partners in strategy discussions, shortcomings in relationship management, and lack of recognition of partners' developing capabilities.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>The paper challenges the transaction cost economics (TCE) focus on efficiency in the context of co‐manufacturing relationships and advocates a relational perspective to value maximisation.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>The findings indicate that an undue focus on operational efficiency in the management of close, long‐duration co‐manufacturing relationships may result in a reduction in innovation and a failure to maximise value.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>The paper provides empirical support for arguments in favour of dynamic efficiency, rather than the static efficiency implied by TCE. These findings are of great importance to companies engaged in strategically important co‐manufacturing relationships, as they demonstrate how “negative spiral behaviours” can develop.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",[110],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09574091011071979\u002Ffull\u002Fhtml",[449,462],{"id":450,"sortIndex":18,"researcher":17,"roles":451,"affiliations":452,"properties":459},"090e8de7-1462-4a97-86c2-4ff894dddeee",[],[453],{"id":118,"sortIndex":18,"affiliation":454,"properties":17},{"id":118,"createTime":17,"updateTime":17,"relativeEntities":455,"slug":17,"properties":456,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":458,"statistic":17},[],{"title":457},{"VI":123},[],{"title":460},{"EN":461},"Lynette J.Ryals",{"id":463,"sortIndex":83,"researcher":17,"roles":464,"affiliations":465,"properties":474},"9b1b0fca-9862-4685-ae89-f1ff8e0d1db7",[],[466],{"id":467,"sortIndex":18,"affiliation":468,"properties":17},"4e96b7f5-7d32-44c8-9955-8fc55981a9db",{"id":467,"createTime":17,"updateTime":17,"relativeEntities":469,"slug":17,"properties":470,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":473,"statistic":17},[],{"title":471},{"EN":472},"SCCI Ltd, Milton Keynes, UK",[],{"title":475},{"EN":476},"Andrew S.Humphries",{"url":17,"publisher":478,"properties":518},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":479,"slug":10,"properties":480,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":483,"manageAffiliations":492,"indexDatabases":498,"url":17,"thumbnailPath":17,"statistic":513,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":481,"title":482},{"VOID":13},{"EN":10},[484,488],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":485,"label":486,"description":487,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":489,"label":490,"description":491,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[493],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":494,"slug":17,"properties":495,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":497,"statistic":17},[],{"title":496},{"EN":38},[],[499,506],{"id":42,"indexDatabase":500,"url":53,"indexYears":54,"academicFieldIds":505,"indexDatabaseRanking":58},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":501,"label":502,"description":503,"key":50,"publicationTags":504,"standard":17},[],{"EN":47,"VI":47},{"EN":47,"VI":49},[52],[56,57],{"id":60,"indexDatabase":507,"url":73,"indexYears":17,"academicFieldIds":512,"indexDatabaseRanking":17},{"id":62,"createTime":17,"updateTime":17,"relativeEntities":508,"label":509,"description":510,"key":69,"publicationTags":511,"standard":17},[],{"EN":65,"VI":65},{"EN":67,"VI":68},[71,72],[75],{"impactFactor":18,"impactFactorByYear":514,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":78,"totalPublicationByYear":515,"totalCitation":18,"totalCitationByYear":516,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":517,"hindexLast5Year":18,"hindex":18},{},{"1990":80,"1991":81,"1993":80,"1995":82,"1996":80,"1997":80,"1998":82,"1999":82,"2000":81,"2001":82,"2002":82,"2003":80,"2004":82,"2005":83,"2006":84,"2007":82,"2008":84,"2009":80,"2010":85,"2011":84,"2012":80,"2013":83},{},{},{"issue":519,"pages":521,"volume":523},{"VOID":520},"2",{"VOID":522},"309-330",{"VOID":524},"21","2010-08-16",2010,[71,58],[529,533,537,541,545,549,553,556,560,564,567,571,575,579,583,587,591,595,599,603,606,610,614,618,622,626,630,634,637,641,645,649,652,655,658,662,665,669,673,677,681,685,689,693,697,700,704,707,711,715,719,723,727,731,735,738,742,746,750],{"id":17,"text":530,"url":17,"identifiers":531},"Backler, G. 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(2001), “A taxonomy of supply networks”, Journal of Supply Chain Management, Vol. 37 No. 4, pp. 21‐7.",{"doi":617},"10.1111\u002Fj.1745-493X.2001.tb00109.x",{"id":17,"text":619,"url":17,"identifiers":620},"Humphries, A.S. and Wilding, R. (2003), “Sustained monopolistic business relationships: an interdisciplinarity case”, British Journal of Management, Vol. 14 No. 4, pp. 323‐38.",{"doi":621},"10.1111\u002Fj.1467-8551.2003.00382.x",{"id":17,"text":623,"url":17,"identifiers":624},"Humphries, A.S. and Wilding, R. (2004), “Sustained monopolistic business relationships: a UK defence procurement case”, European Journal of Marketing, Vol. 37 Nos 1\u002F2, pp. 99‐120.",{"doi":625},"10.1108\u002F03090560410511140",{"id":17,"text":627,"url":17,"identifiers":628},"Ireland, D., Hitt, M. and Vaidyanath, D. (2002), “Alliance management as a source of competitive advantage”, Journal of Management, Vol. 28 No. 3, pp. 413‐46.",{"doi":629},"10.1177\u002F014920630202800308",{"id":17,"text":631,"url":17,"identifiers":632},"Jick, T.D. (1979), “Mixing qualitative and quantitative methods: triangulation in action”, Administrative Science Quarterly, Vol. 24 No. 4, pp. 602‐11.",{"doi":633},"10.2307\u002F2392366",{"id":17,"text":635,"url":17,"identifiers":636},"Jui‐Chin, J. and Chen, K.‐H. (2007), “Development of a collaborative manufacturing, planning, and scheduling system: integrating lean and agile manufacturing for the supply chain”, International Journal of Management, Vol. 24 No. 2, pp. 331‐45.",{},{"id":17,"text":638,"url":17,"identifiers":639},"Kemppainen, K. and Vepsalainen, A.P.J. 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(2002), Case Study Research: Design and Methods, 3rd ed., Sage, London.",{},{"id":754,"createTime":755,"updateTime":756,"relativeEntities":757,"slug":758,"properties":759,"entityType":105,"verifyStatus":106,"verifyTime":756,"verifyNote":108,"languages":766,"translateLanguages":17,"viewCount":18,"primaryUrl":767,"fullTextUrl":17,"authors":768,"publicationType":143,"publisherRelationship":797,"citationCount":17,"citationInfo":17,"publishDate":838,"publishYear":839,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":840,"openAccess":17,"references":841,"isForceReanalyzing":349},"eca96378-b149-4cce-b22b-05842597562b","2024-04-14T05:24:03.296+00:00","2025-02-21T19:08:43.686+00:00",[],"Logistics-Perspectives-for-the-1990s",{"title":760,"doi":762,"abstract":764},{"EN":761},"Logistics: Perspectives for the 1990s",{"VOID":763},"10.1108\u002F09574099010804482",{"EN":765},"\u003Cjats:p>The decade of the 1980s has been witness to a long period of stable, sustained economic growth in the American economy, with moderate inflation, favourable interest rates, and steady growth in GNP. The decade has been remarkably free of the economic turmoil that marred the 1970s ‐ double digit inflation, double digit prime interest rates, the energy crisis. Nevertheless, the last nine years have brought with them profound changes in the national economy and in the global marketplace which will radically alter the way a modern enterprise does business. Some of the most significant changes will occur in the firm's logistics processes and practices. These changes will present challenges, and opportunities, to every firm in every industry. 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Logistics costs have become an important part of the added value of products and logistics management is increasingly regarded as an important weapon in the international competitive struggle, in particular by large market‐oriented companies. The emphasis in marketing strategies is shifting from product and price to promotion and place. Rapidly changing customer demands have an increasing effect on company policies. Reduction of product life cycles and assortment expansion will lead to faster development and delivery of new products and to smaller‐sized and more frequently placed delivery orders. Advancing technology will cause production to require more focus. Customers are becoming more demanding and manufacturers have to react faster to changing demand on the part of both private consumers and industrial customers. This requires enormous flexibility, which will be increasingly aimed at conquering and securing sales potential in the liberalized European market. Successful companies will focus on core activities. Activities other than core activities, but serving them, will have to be outsourced.\u003C\u002Fjats:p>",[110],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09574099610805548\u002Ffull\u002Fhtml",[858,873],{"id":859,"sortIndex":18,"researcher":17,"roles":860,"affiliations":861,"properties":870},"ba56531c-310e-4bcc-aee2-9e10a632f034",[],[862],{"id":863,"sortIndex":18,"affiliation":864,"properties":17},"ab55b9b4-6f32-479a-b104-969665a2f21e",{"id":863,"createTime":17,"updateTime":17,"relativeEntities":865,"slug":17,"properties":866,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":869,"statistic":17},[],{"title":867},{"VI":868},"Eindhoven, University of Technology",[],{"title":871},{"EN":872},"Dick A.van Damme",{"id":874,"sortIndex":83,"researcher":17,"roles":875,"affiliations":876,"properties":883},"a30a13f1-d712-40bb-80a9-4bb436308ee6",[],[877],{"id":863,"sortIndex":18,"affiliation":878,"properties":17},{"id":863,"createTime":17,"updateTime":17,"relativeEntities":879,"slug":17,"properties":880,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":882,"statistic":17},[],{"title":881},{"VI":868},[],{"title":884},{"EN":885},"Marinus J.Ploos van Amstel",{"url":17,"publisher":887,"properties":17},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":888,"slug":10,"properties":889,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":892,"manageAffiliations":901,"indexDatabases":907,"url":17,"thumbnailPath":17,"statistic":922,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":890,"title":891},{"VOID":13},{"EN":10},[893,897],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":894,"label":895,"description":896,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":898,"label":899,"description":900,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[902],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":903,"slug":17,"properties":904,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":906,"statistic":17},[],{"title":905},{"EN":38},[],[908,915],{"id":42,"indexDatabase":909,"url":53,"indexYears":54,"academicFieldIds":914,"indexDatabaseRanking":58},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":910,"label":911,"description":912,"key":50,"publicationTags":913,"standard":17},[],{"EN":47,"VI":47},{"EN":47,"VI":49},[52],[56,57],{"id":60,"indexDatabase":916,"url":73,"indexYears":17,"academicFieldIds":921,"indexDatabaseRanking":17},{"id":62,"createTime":17,"updateTime":17,"relativeEntities":917,"label":918,"description":919,"key":69,"publicationTags":920,"standard":17},[],{"EN":65,"VI":65},{"EN":67,"VI":68},[71,72],[75],{"impactFactor":18,"impactFactorByYear":923,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":78,"totalPublicationByYear":924,"totalCitation":18,"totalCitationByYear":925,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":926,"hindexLast5Year":18,"hindex":18},{},{"1990":80,"1991":81,"1993":80,"1995":82,"1996":80,"1997":80,"1998":82,"1999":82,"2000":81,"2001":82,"2002":82,"2003":80,"2004":82,"2005":83,"2006":84,"2007":82,"2008":84,"2009":80,"2010":85,"2011":84,"2012":80,"2013":83},{},{},"1996-07-01",1996,[71,58],[],{"id":932,"createTime":933,"updateTime":934,"relativeEntities":935,"slug":936,"properties":937,"entityType":105,"verifyStatus":106,"verifyTime":934,"verifyNote":108,"languages":944,"translateLanguages":17,"viewCount":18,"primaryUrl":945,"fullTextUrl":17,"authors":946,"publicationType":143,"publisherRelationship":988,"citationCount":17,"citationInfo":17,"publishDate":1029,"publishYear":1030,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1031,"openAccess":17,"references":1032,"isForceReanalyzing":349},"b8b91eba-dec3-4b3b-b05e-454ead23f477","2024-04-15T17:58:01.877+00:00","2025-02-18T18:30:09.829+00:00",[],"New-Service-Opportunities-in-the-E-grocery-Business",{"title":938,"doi":940,"abstract":942},{"EN":939},"New Service Opportunities in the E‐grocery Business",{"VOID":941},"10.1108\u002F09574090010806065",{"EN":943},"\u003Cjats:p>Currently, efforts in the e‐grocery business focus on improving the purchase transaction and physical distribution of goods. However, simply improving ordering and fulfillment does not make e‐grocery shopping a viable competitor to the current supermarket business model. To become a profitable growth business, the e‐grocers have to offer their customers more value. It is not enough to offer customers a range of physical products. A range of new meaningful services is also needed. This article investigates how such new, breakthrough services can be developed. A framework for systematically examining customer demand and identifying corresponding services is presented. The importance of the e‐grocer being able to offer the right mix of services to meet the customers' individual and changing needs is demonstrated. Concrete examples of both new services and a service mix are described.\u003C\u002Fjats:p>",[110],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09574090010806065\u002Ffull\u002Fhtml",[947,962,975],{"id":948,"sortIndex":18,"researcher":17,"roles":949,"affiliations":950,"properties":959},"204f35b5-7499-4a51-ac67-02186da46e05",[],[951],{"id":952,"sortIndex":18,"affiliation":953,"properties":17},"8c0016fe-03e4-4b7c-84cf-f4b4e39da399",{"id":952,"createTime":17,"updateTime":17,"relativeEntities":954,"slug":17,"properties":955,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":958,"statistic":17},[],{"title":956},{"EN":957},"Helsinki University of 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