A conceptual model of the changes in small and medium enterprise interfaces and relationships consequent on their adoption of information and communication technologies is developed and explored in this paper. Emphasis is placed on the implications for management, employees and working practices. Empirical evidence from two organisations is provided to illustrate the model and corroborate this new perspective

PurposeThe purpose of this paper is to examine the constructs underpinning risk management and explores its application in the supply chain context through the development of a framework. The constructs of performance and risk are matched together to provide new perspectives for researchers and practitioners.Design/methodology/approachThe conceptual and empirical work in the supply chain management field and other related fields is employed to develop a conceptual framework of supply chain risk management (SCRM). Risk in the supply chain is explored in terms of risk/performance sources, drivers, consequences and management responses, including initial approaches to categorization within these. Two empirical cases are used to illustrate the application of the framework.FindingsA new framework is presented that helps to integrate the dimensions of risk and performance in supply chains and provide a categorisation of risk drivers.Research limitations/implicationsSCRM is at an early stage of evolution. The paper provides a clarification of the dimensions and constructs within this field together with directions for future research and development.Practical implicationsThe focus on performance in terms of efficiency and effectiveness linked to risk drivers and risk management responses provides insights to managing and measuring risk in supply chains.Originality/valueThe paper consolidates the work in an emerging strand of supply chain management. Two key challenges facing the research community are addressed, the ability to prescribe strategies to address particular risk drivers and the interaction of risk management and performance.

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The paper’s premiss is that the extant linear supply chain relationship model that dominates most sectors will rapidly be replaced by a more amorphous supply chain relationship model. It is suggested that entirely new business models are appearing, where the ability to build flexible alliances at speed is a critical management skill. Although these changes will have an impact on all organisations irrespective of size, the focus of the paper is directed towards the SME sector. It is anticipated that the outcomes from this review and the associated research will enhance awareness and understanding of the nature of changes to markets and commercial/supply chain relationships, highlight the potential opportunities and risks and provide guidelines for the developments in strategic management, relationship marketing and risk management.

Purpose To develop a contingency framework that will assist in overcoming the concerns expressed about the ability to integrate and generalise findings from research studies into entrepreneurship and small? to medium?sized enterprises (SMEs). Design/methodology/approach A preliminary framework is developed as a contribution towards fulfilling the need for a means of connecting often, diverse studies into SMEs and entrepreneurship. The framework is evaluated initially in terms of previous studies in the field and subsequently employing results from the authors' own cross?national empirical studies involving ethnic, gender and cultural barriers to engaging in entrepreneurship. Findings The results from a series of empirical studies of experienced managers and aspiring managers are presented. The nature of the cultural differences and the implications for future research and policy making are evaluated. Issues such as the motivating and de?motivating factors associated with establishing and managing an SME are highlighted. Research limitations/implications The findings are used to initiate the development and formulation of a contingency framework of entrepreneurship, which identifies cultural factors and differences as significant contingency variables. Practical implications The importance of recognising the impact of cultural and gender differences on the development and application of policies and practices designed to stimulate and sustain entrepreneurship and enterprise is highlighted. This theoretical contribution should lead to more robust policy development. Originality/value The development of a contingency framework which addresses differences in the contextual circumstances in differing countries or regions in terms of culture, gender and ethnicity. Providing support for this framework based on the review of relevant literature and empirical evidence