Contemporary management

Value facilitation has become a critical element of value creation in buyer-supplier relationships. The literature lacks studies that provide an understanding of how facilitators or intermediaries in a supply chain perceive and create value for themselves and their customer(s) across the distribution channel. The objective of this research is to bridge this gap through an in-depth qualitative investigation. Findings about value drivers of facilitators are discussed as well as implication and areas for future research.

We analyze how the strategy field evolved between 1980-2004 by examining the topics of influential articles published in two of the field's most prominent journals, Long Range Planning (LRP) and the Strategic Management Journal (SMJ). Our findings describe the field's development, including declines in the traditional "content" and "process" categories, and increasing interest in topics related to firm resources and organizational issues. We also discuss changes in article characteristics -authorship, length and references -and reflect on how the strategy field has evolved over this early period in its development.

Relationship marketing literature suggests that concepts such as trust, integration, and relationship openness tend to increase cooperation and commitment among channels of distribution partners. However, can relationship marketing theory be extended to international strategic alliances in the manufacturer-distribution channel context? More specifically, can cooperation and commitment among international distribution channel partners be fostered using similar management practices on a cross-national basis? Given the scant research on strategic alliances in international distribution channels, this investigation seeks to validate empirically the effects of strategic integration, trust, and relationship openness among international channel partners as determinants of cooperation and commitment, which in turn affect overall channel performance. Research propositions postulating the linkages among the focal constructs within a conceptual model of cooperation and commitment in international distribution alliances are developed to provide insights and guidelines for manufacturers in selecting and working with international distributors as strategic Contemporary Management Research 364 alliance partners.

Building on a previous work by , this study examines factors influencing forgiveness and revenge cognition and behaviors among Malaysian executives. A questionnaire survey method was undertaken. Respondents were selected by using convenience sampling method from four Malaysian organizations. The findings from this study suggested that 1) that the contemplation of revenge or forgiveness is positively related to their behavioural equivalents: (2) that power asymmetries between the offender and the victim in a corporation has an influence on the forgiveness or revenge behaviour; (3) that revenge cognitions and behaviour in a corporation are influenced by the offence severity: and (4) that religion (especially), gender, and ethnic have asignificant influence to forgiveness cognitions and behaviours.

This article explores the relationship between adaptive culture and organizational change. We report on a longitudinal case study of a non-governmental organization (NGO) in the social service sector in Hong Kong that underwent a two-year quality improvement program. Using the quantitative and qualitative analysis of the adaptability of the organization's culture prior to and immediately after the change in the program, we explored the effect of culture on the change process as well as the effect of the change on culture. While survey results did not reveal substantial cultural change, interviews and focus groups analysis showed significant improvements in learning processes at the team level as well as the increased adoption of participatory leadership behavior. Nevertheless, the extent of change, particularly in term of organizational level learning, was minor. Implications for research and practice in organizational change and its relationship with adaptive culture are discussed.

Change management is a key issue for the survival and realization of organizational objectives in today's business environment, which is changing in different ways. Change has become a necessary constant for companies that need to change in order to remain competitive in the market. The ability to manage this change is seen as a basic skill of successful enterprises in contemporary entrepreneurship. These changes are undoubtedly manifested both locally and internationally. Economic globalization as an integrator has caused these two levels to merge into one, causing the difference between them to fade. This integration has been very intense lately. Leadership as the process by which an individual influences a group to achieve a common goal. Process means systematic and continuous actions and ways by which the leader influences subordinates. It should be noted that leadership is not a linear process but an interactive process and requires adaptation and innovation. Entrepreneurship and innovation in developing countries but also in developed countries in the contemporary era is influencing in all aspects of business development. This research for Kosovo condition confirms the following results: that the change process is an integral and necessary part of day-today management in these enterprises, identifying leadership challenges in implementing the change process and adapting enterprises to the contemporary environment continues to be vital to performance profitability and competitiveness. Answering research questions requires testing the relationships between variables (type of change, process factors, and success of the change). Testing of these connections is enabled using quantitative methods. As a result, the use of questionnaires as a method for data collection in this paper enables: research and analysis of possible relationships between the variables taken in the study, and tends to 'open' issues that will be of interest to be explored in the future. These leadership activities, adapting the efforts to maximize the existing opportunities in the environment of strong competition and following the contemporary development trends in the enterprise have been researched during the processes of change in the enterprise are: creating a strong leadership team to lead the processes, develop a vision to assist and guide efforts to achieve strategic objectives, designing and communicating the strategy to achieve the planned results, providing training and career development for employees to understand, reduce resistance and motivate to achieve the mission and vision of the enterprise.