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This article integrates concepts of social responsibility and supply chain management with human resource development. Previous research has taken a comparatively narrow view, restricted to bridging two of these three disciplines and focused only on a one-way exchange. The present article seeks a new way of thinking about human resources for supply chains, incorporating social responsibility and sustainability into a flexible model that allows organizations to respond quickly to changing conditions while attending to the “people factors” in supply chains. The authors provide practical examples demonstrating the need for the integration they propose. As such, this article not only provides valuable cross-functional insight but importantly suggests a novel approach to human resource development for supply chains.

Workplace bullying is a severe and pervasive problem. Targets of workplace bullying suffer devastating effects both personally and professionally. Bullying violates the human rights of the targets of bullying. Despite the seriousness of this problem, the definition of and measurement of incidents of workplace bullying has lacked proper focus. One indicator of this is the difference in incident rates between the operational and self-report methods of workplace bullying. Questions surround elements of many of the definitions of workplace bullying including the requirement of repetitiveness, the requirement of intent, and the role of power. In this study, the researchers explore the stories of sixteen targets of workplace bullying in order to develop a better definition of workplace bullying and to begin to explore the reasons for the differences between self-report and operational incident rates of workplace bullying. The implications of this study suggest that many definitions of workplace bullying are indeed too narrow but that power differential is indeed a critical component of workplace bullying.Workplace bullying is a severe and pervasive problem. Workplace bullying has devastating effects on the targets of workplace bullying, their organizations, and even society. However, research on workplace bullying, particularly in the U.S., is in its infancy. Further, while more extensive research has been conducted in Europe, there are still many unanswered questions when it comes to workplace bullying. One such question is simply how to identify workplace bullying. While some researchers have adopted an operational method where research participants check off a list of experiences to determine if they have been bullied, others have adopted a self-report method where research participants simply answer whether they have been the target of workplace bullying based on a given definition. The reporting rates for workplace bullying vary widely depending on which method is used.One potential explanation for this phenomena is that the definitions of workplace bullying, either those utilized by researchers in the self-report method or those held by research participants, are not accurate. If the definition of workplace bullying utilized in self-report surveys is too narrow, then workplace bullying will be underreported on these surveys. Further, if research participants are left to develop their own definition of workplace bullying, they

Although the recent push toward sustainability is certainly generally a positive development in business and society, we can see many problems in the execution of the theory of sustainability. Where the triple bottom line calls on companies to weigh effects on stakeholders and the environment alongside profit, in practice in many cases,

When your strategy is deep and far reaching, then what you gain by your calculations is much, so you can win before you even fight. When your strategic thinking is shallow and nearsighted, then what you gain by your calculations is little, so you lose before you do battle. Much strategy prevails over little strategy, so those with no strategy cannot but be defeated (Sun Tzu cited in Boar, 1998, p. 56).