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Risk evaluation and management methods are used to assess the reliability of a New Zealand inter-urban road network, which is subject to closures due to snow and ice, earthquakes, volcanic activity and road accidents. Using the probabilities and consequences of closures of various durations, the expected annual costs of closures are determined for each hazard. The benefit-cost ratios for various risk mitigation options are also identified. The importance of considering both the probabilities and consequences of closures is discussed.

It is found that a ‘high-frequency, low-consequence’ hazard (snow and ice) has the highest expected annual cost, and higher than for the ‘low-frequency, high-consequence’ hazards (earthquakes and volcanic activity). It is also found that not allowing for elasticity in the demand for travel (e.g. trips being cancelled or postponed because of road closures) leads to inaccurate estimates of the costs of closure.

It is concluded that it is important to allow for the behavioural responses of network users when estimating the costs of closures, and that more attention should be given to ‘high-frequency, low-consequence’ hazards, in order to maximise the economic benefits of expenditure on risk mitigation.

The purpose of this study is to analyze interlocking directorate (ID) networks of family and nonfamily firms (FFs) in Chile, Mexico and Peru.

Social network analysis methodology allowed us to analyze the position of FFs within the structure of IDs at the local and transnational levels.

FFs tend to have a higher proportion of board interlocks to other firms, especially FFs. In addition, FFs are more likely to occupy a brokerage position in national IDs structures. Finally, they also have a higher proportion of interlocks to other domestic firms in and nearby geographic areas. Thus, they create transnational networks.

This paper finds evidence that supports three of the premises of interorganizational familiness literature (Lester and Cannella, 2006). FFs are part of national as well as international corporate networks more than other types of firms, through interlocking directorships.

Analizar redes de consejeros de empresas familiares y no familiares en Chile, México y Perú.

El análisis de redes sociales nos permitió analizar la posición de empresas familiares dentro de la estructura de redes a nivel local y transnacional.

Las empresas familiares tienen un nivel más alto de entrecruzamientos con otras empresas, especialmente con las familiares. Además, las empresas familiares son mas propensas a ocupar posiciones de intermediación en las estructuras nacionales de redes. Finalmente, también tienen más entrecruzamientos con otras empresas nacionales y en regiones geográficas cercanas por lo que crean redes transnacionales.

Encontramos evidencia que apoya los tres pilares de la literatura de familiaridad interorganizacional (Lester y Cannella 2006). Las empresas familiares son parte de una red nacional e internacional más que otros tipos de empresas a través de las interconexiones de posiciones en consejos.

Analisar redes de diretores de empresas familiares e não familiares no Chile, México e Peru.

A análise das redes sociais permitiu analisar a posição das empresas familiares na estrutura das redes a nível local e transnacional.

As empresas familiares têm um nível mais elevado de ligações cruzadas com outras empresas, especialmente as empresas familiares. Além disso, é mais provável que as empresas familiares ocupem posições intermediárias nas estruturas das redes nacionais. Por último, têm também mais referências cruzadas com outras empresas nacionais e em regiões geográficas próximas, pelo que criam redes transnacionais.

Encontramos evidências que sustentam os três pilares da literatura sobre familiaridade interorganizacional (Lester e Cannella 2006). As empresas familiares fazem parte de uma rede nacional e internacional mais do que outros tipos de empresas através do interconexões de cargos nos conselhos de administração.

Argues that it is both pertinent and timely that investigations be made into the dynamics of individual change. Much of the literature refers to change as a societal/cultural issue or an organization issue. Moreover, the approaches to managing complex change have been developed at a group or a systems level, seldom recognizing that it is the individual who confronts and solves the problems of change and ultimately accepts or rejects the change. Provides a literature review of the current models of individual change transition and identifies several assumptions on which they are built. Explores evidence that refutes these assumptions, which encourages the construction of a new model of individual change transition. This new model identifies four phases through which individuals pass to regain their own level of security. Suggests that the proposed new model offers managers, change agents, researchers and individuals alike a valuable way of describing and understanding individual change transition, as well as identifying avenues for intervention in the process.

This paper approaches the dynamics of supply chain resilience from the company from customer's point of view, seeking to illuminate which mechanisms and practices are used (intentionally or unintentionally) to increase the resilience of their critical suppliers, and thus to evaluate the impact of these mechanisms and practices on its entire supply chain (SC).

The authors explore some emerging developments in organizational resilience with an embedded case study of a group of focal companies operating in the automotive SC. Therefore, semi-structured interviews have been conducted with buyers and sellers using content analysis, in the light of the prospect theory and the resource dependency theory.

The results indicate the existence of a resilience sheaf that runs through the entire supply chain, formed by a set of 11 formal mechanisms and informal practices.

This resilience sheaf can guide managers thorough SC resilience development by taking its components as a reference and optimizing the use of resources both effectively and efficiently.

SC resilience has been conceptualized as a function of an organization's situational awareness, the identification and management of key vulnerabilities and the ability to successfully react in a complex, dynamic and interconnected environment. These propositions highlight the features of both internal and external mechanisms to enhance organizational resilience.