Socially Responsible Supply Chains in Emerging Markets: Some Research Opportunities

2018 ◽  
Author(s):  
Christopher S. Tang
Keyword(s):  
Emerging Markets ◽  
Supply Chains ◽  
Socially Responsible ◽  
Research Opportunities

Strategic Partners and Strange Bedfellows

2012 ◽  
pp. 1179-1193
Author(s):  
Paul D. Larson
Keyword(s):  
Supply Chains ◽  
Relationship Building ◽  
Development Research ◽  
Research Opportunities ◽  
Response And Recovery ◽  
Military Units ◽  
Humanitarian Work ◽  
Three Phases

This chapter is about relationship building in relief supply chains. Its primary purpose is to present and discuss the author’s actor-based typology of humanitarian relationships. The framework includes relationships among NGOs, as well as between NGOs and UN agencies, military units, and business firms. Examples are used to explore unique issues in the various types of relationships. One particular NGO, Airline Ambassadors International, is offered as an example of an NGO that builds relationships with a wide variety of humanitarian actors. The chapter also examines compatibility and complementarity of organizations across the three phases of humanitarian work: preparation, response, and recovery or development. Research opportunities are discussed in the concluding comments.

Conceptual Approaches to Managing in Emerging Markets

2018 ◽  
pp. 34-54
Author(s):  
Robert Grosse ◽  
Klaus E. Meyer
Keyword(s):  
Emerging Markets ◽  
Supply Chains ◽  
International Business ◽  
Emerging Market ◽  
Global Value Chains ◽  
Value Chains ◽  
Institutional Environments ◽  
International Network ◽  
Demand Patterns

This chapter raised two issues as a basis for structuring our thinking about international business in emerging markets. First, the question is raised regarding whether new theory is needed to study IB in emerging markets, or if existing theories can be extended to cover these geographic and institutional environments adequately. Second, the chapter presents the perspective of emerging markets fitting into global value chains, demonstrating how they fit into both supply chains and demand patterns. So, thinking about strategies for operating a foreign MNE in an emerging market and fitting an EM firm into an international network are both enhanced by looking at the firm(s) in the context of global value chains.

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