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Co-opetition is gaining increasing attention as a potentially useful form of inter-organisational collaboration model to improve firms' sustainable performance. However, limited previous studies have provided a clear substantive theory or offered empirical evidence for the process of sustainability-driven co-opetition. This paper explores how competing companies can collaborate in their supply chains (SCs) to achieve a higher level of sustainability performance by identifying drivers, facilitators and barriers of co-opetition. Based on two explorative case studies of co-opetition in the UK, the findings of this paper lead to a number of propositions and a theoretical framework for sustainability-driven co-opetition in SCs. This study contributes to the literature by providing a more in-depth understanding of co-opetition as a strategic capability for firms. This paper also proves the feasibility of a combined use of Resource-Based View and Network Theory perspectives in explaining a paradoxical inter-organisational relationship like co-opetition. A road map for sustainability-driven co-opetition in SCs is also provided as a heuristic decision model for practitioners. [ABSTRACT FROM AUTHOR]

Strategic alliances have attracted substantial attention from industry and academia over the past three decades. However, due to rapid technological evolution, saturated marketplaces, globalisation of businesses on the one hand and de‐globalisation of the market on the other (as marked by Brexit and the trade war between US and China, COVID‐19 pandemic and the Ukraine war), the strategic environment of businesses is changing quickly. Fundamental and rapid changes in the wider environment necessitate the review of theoretical and practical insights of earlier and emerging studies ‐ to examine the new challenges, issues and paradoxes of strategic alliances. This special issue attempts to provide a forum to allow researchers to question the assumptions underlying existing theory a little further beyond just "gap‐spotting" or "gap‐filling". This special issue includes four very interesting literature review pieces, which venture deeper into the phenomenon, and explore the opportunities, issues and paradoxes of strategic alliances while adopting alternative theoretical perspectives, methodological approaches and interpretations to address issues of managing strategic alliances and maximising returns from them in the new strategic context. [ABSTRACT FROM AUTHOR]

This research aims to examine, from an innovation adoption perspective, Chinese students' intention of taking up e-learning degrees. A survey of Chinese students was conducted to reveal their perceptions concerning innovation attributes relevant to e-learning and their intentions of taking e-learning programmes provided by UK universities. Given the rapid development in e-learning and its potential impact on how learning takes place, this research argues that e-learning take-up represents adoption of an innovation in educational services, rather than just an IT technology. It therefore examined e-learning adoption using Rogers's relational model of perceived innovation attributes. Rogers's model was adapted to the e-learning context. A questionnaire survey was developed to collect data from a sample of Chinese students (n = 215). Prior to final analysis the dimensionality and validity of the implementation of Rogers relational model was assessed. Findings suggested that only perceived compatibility and trialability have significant influence on e-learning adoption intention. (Contains 7 tables and 2 figures.)

Supply chain partnership is viewed as an important contributor to superior competitiveness; yet, the knowledge of ex-ante factors contributing to the deployment of supply chain partnership is nascent. This article examines the influence of the current supplier selection routines, supplier evaluation routines and managerial attitude towards relational and performance risks on the future intention to form buyer–supplier partnerships, based on relational and evolutionary economics theory. The analysis is based on 156 questionnaires received from senior executives and supply/logistics managers of UK firms. We found that partner selection routine positively influences firms' propensity (future intention) to form buyer–supplier partnerships, unlike the supplier evaluation routine and perceptions of both relational risk and performance risk, which were not found to have a significant role. Our findings suggest that firms wishing to initiate buyer–supplier partnerships can increase the likelihood of doing so by ensuring that their supplier selection routines incorporate efforts to establish potential suppliers' inclination for openness in a relationship, to establish their track record of demonstrating a high degree of integrity with other buyers and to confirm that potential suppliers have a deep knowledge and understanding of the buyer's business, a recognized strong reputation, and demonstrable financial stability. [ABSTRACT FROM AUTHOR]

Effective coordination of relief efforts of organizations in the Humanitarian Supply Chain (HSC) is a challenge facing various organizations and stakeholders. Despite the importance of information sharing along the HSC, limited previous studies attempted to develop feasible information systems capable of facilitating the effective resource planning and inter-organizational coordination for better relief actions. This study proposes an integrated HSC Enterprise Resource Planning (ERP) system that utilizes the capabilities of the existing Maritime Transport Security Information Systems so as to improve lean operations of HSCs, and to optimize resources planning and usage during the stochastic assignment of accepting refugees and accommodating them in their journey to safer destinations. This paper introduces the conceptual framework of this integrated ERP system and validates the feasibility of this framework in the context of the Greek refugee crisis, involving perspectives of stakeholders in the Greek refugee crisis. [ABSTRACT FROM AUTHOR]