Drawing upon the framework set forth in the Interaction Model developed by the European IMP Group, examines factors leading to close relationships between buyers and sellers. An empirical test, using multiple regression analysis, demonstrates that the exchange of information and interpersonal contacts produce a co‐operative atmosphere between buyer and seller which, in turn, sets the stage for mutual adaptation. A model presented and tested affirms the relationships implied by the IMP Interaction Model and suggests managerial actions which should strengthen the links between buyer and seller.

Operating in an increasingly interconnected world, leading companies perceive competition as global and are moving to implement an integrated strategy worldwide. Global competitors are learning to develop and manufacture products that can be introduced and marketed simultaneously in many countries. In doing so, they are sourcing technology, materials, and components from sites and suppliers located throughout the world. Evidence that the thinking of many key managers has shifted from local to worldwide concerning the sourcing of requirements is not difficult to come by. Many feel that if a company expects to compete on a global scale, international sourcing must be part of its strategy. Although some companies have established numerous relationships with foreign suppliers and spend truly significant amounts overseas, the sights of many U.S. firms remain closer to home. Relatively modest foreign purchases are currently more typical. The principal motivation underlying this study was to ascertain the extent to which offshore procurement is being practiced by a cross‐section of U.S. firms. The research reported is based on a survey of 135 international purchasing managers and presents new information about the nature and scope of foreign buying. The results of the study provide evidence that a cross‐section of U.S. industry, comprising large and small firms alike, considers international sourcing to be an important element of competitive strategy. Likewise, purchasing from foreign suppliers to achieve lower costs is an effective competitive action. In view of the evidence of continued growth in offshore sourcing and its importance to the competitive strategies of a broad spectrum of U.S. firms, buyers with offshore purchasing responsibilities must incorporate a global perspective in the execution of their purchasing tasks.

This article explores how a collaboration technology called Artificial Swarm Intelligence (ASI) addresses the limitations associated with group decision making, amplifies the intelligence of human groups, and facilitates better business decisions. It demonstrates of how ASI has been used by businesses to harness the diverse perspectives that individual participants bring to groups and to facilitate convergence upon decisions. It advances the understanding of how artificial intelligence (AI) can be used to enhance, rather than replace, teams as they collaborate to make business decisions.

Over the past decade, universities have invested heavily in startup accelerator programs; however, their role in the university entrepreneurial ecosystem is ambiguous. Are university startup accelerators intended to educate or are they created to facilitate business starts and to contribute to regional economic development? In contrast, most private-sector startup accelerators serve a consistent and differentiated role in the entrepreneurial ecosystem—they provide programming and resources to startups to increase the probability of a return on investment. Understanding the role of university startup accelerators is an important precursor to evaluating their impact and whether or not the return is worth the considerable investment. In this study, we poll university accelerator directors to gain their perspective on the role(s) that university startup accelerators play and to identify how they are structured and operated. Our research reveals a fairly uniform structure and mode of operation. While facilitating business starts is a key role for some, it confirms education as the primary role for university startup accelerators. We outline appropriate means of assessing the learning that takes place in accelerator programs, offer insight into how these findings can help accelerator directors deliver on outcomes and demonstrate impact, and propose avenues for future research.

Explores the factors that motivate companies to utilize offshore sources or prevent them from doing so. One‐hundred‐and‐fifteen firms representing 68 different industries were surveyed. The findings indicate that buyers in the responding companies followed a more traditional approach to purchasing, concentrating on a search for the lowest cost source of supply. The ability to access and rely on a global network of world‐class suppliers holds the key to competitiveness in today′s environment.