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Aims to show that, by using a simple step‐by‐step approach to cost‐benefit analysis, we can deal with “soft” items (such as the restructuring of organizations) so that they are integrated within the overall business policy. The conceptual exercise is illustrated on the basis of a case study on the implementation of socio‐technical work groups in a Dutch factory. First, socio‐technical work groups are defined as an example of a “soft” investment. Next, the step‐by‐step approach is described, showing that qualitative considerations can be reworked into financial figures such as those used in traditional investment analysis. Subsequently, this approach is applied to the illustrative case study. In the randomly selected case study it appeared that the decision to implement socio‐technical work groups could be dealt with as an investment. Using traditional techniques, the investment was analysed as risky but profitable. In the casuistic step‐by‐step approach, management, with or without the help of a consultant, reworks qualitative considerations into financial figures. The transparency of this approach enables them to prove the reliability of the process as well as the validity of the conclusions drawn from the calculations based on their situation. Management’s discussion of the qualitative considerations and financial figures provides a description of the future situation that is as complete and clear as possible.

The purpose of this research is to find out to what extent older workers make use of ICT and to what extent this influences their job performance.

Workers of various age groups are surveyed in two sectors: printing industry and wholesale trade. The use of (various types of) ICT is compared for a number of age groups, controlling the influence of other explanatory variables and correcting the fact that older users are a selective group. In the next step, the use of ICT is one of the factors explaining performance.

The results show that, compared with younger workers, older workers make less use of ICT in their job, use less complicated applications and have more difficulties in using ICT. This is to their disadvantage as the use of ICT and particularly the level of use appear to affect performance positively.

The research is concentrated on two specific sectors which are forerunners in the field of ICT. A generalization of the results is therefore most applicable to industries and jobs in which ICT plays an important role.

The results suggest that company policies can be of help in dealing with the problem. However, the provision of formal training in ICT has no significant effect.

Contrary to what is often done in this type of study, the level on which ICT is used is taken into account. Moreover, direct indicators for performance are used instead of wages. Particularly for older workers wages may not reflect productivity.

Contracts and trust are mechanisms to coordinate processes in supply chains. However, contracts are incomplete and trust takes time to develop. The aim of this paper is to show how Social Accountability 8000 (SA8000) can help to manage supply chains (in particular small and medium‐sized companies as its partners) by solving the problem of incomplete contracts as well as replacing trust in new partnerships, especially with respect to intangible performance indicators.

Supply chain management (with an emphasis on coordination) and corporate social responsibility (with an emphasis on codes, especially SA8000) are briefly described, based on a literature review. These descriptions led to three research propositions. In the second part, four cases describe the practice of SA8000. The richness of the cases provides both literal and theoretical replication. Finally, the theoretical and empirical results are compared, with specific regard to the research propositions.

Codes facilitate coordination between immediate partners in a supply chain, especially when the most powerful one enforces the code. However, indirect coordination with second‐ or third‐tier partners is hardly influenced. Chain directors can impose SA8000 certification in the supply chain and the latter can benefit from reduced information asymmetry. Transaction costs are reduced without a loss in flexibility.

The three propositions introduced are supported. Further research could further strengthen the validity of the propositions or show the need for refinements in them. The results show managers that certification can facilitate coordination of intangible aspects of performance to reduce information asymmetry with at least no negative results.

Firms that use SA8000 should take more advantage of it because it reduces information asymmetry and transaction costs, not only between direct partners but also further up‐ and downstream in the chain. Chain directors can use codes to complement incomplete contracts. Third‐party monitoring should be strengthened, especially with respect to second‐ and third‐tier partners.

The originality of the paper is in the analysis of the position of the second‐ and third‐tier participants in the chain, questioning whether codes like SA8000 are a sufficient instrument to make them real partners in the chain. SA8000 increases traceability of proper processes by customers and partners in the chain, which facilitates the coordination and the management of the chain.

The objective of this study is to assess the applicability of Fine's three‐dimensional modularity concept as a tool to describe and to analyze the alignment of product, process, and supply chain architectures. Fine claims that the degree of modularity in the final output product has a one‐to‐one correspondence with the degree of modularity in transformation processes and supply chains.

An exploratory three‐company case study is used to investigate Fine's three‐dimensional modularity concept.

Empirical research shows that Fine's three‐dimensional modularity concept works well for descriptive purposes. However, the concept needs refinement when it is used for analytical purposes. For process modularity, the spatial aspect can be related to the concept of the territorial economy of firms, while the time aspect can be elaborated using a product life‐cycle perspective and the concept of interface reversibility. With respect to supply chain modularity, the concept of modular production networks, which specifies combinations of different degrees of geographic, organizational, cultural, and electronic proximity, is appropriate. In the specific setting of the building industry, a methodology for developing product platform architectures would refine the dimension of product modularity.

Starting from the above‐mentioned concepts, several strands of research are outlined for a further elaboration of product (developing a methodology for developing product platform architectures), process (taking a life‐cycle perspective on module development), and supply chain modularity (analyzing conditions for the application of modular networks).

The application of systematic engineering design methods, interface reversibility, and interorganizational ICT allows firms to align product, process, and supply chain modularity.

This paper aims to reveal the curvilinear relationships between perceived development human resource practices (DHRPs) and both affective commitment and work stress, and the moderating effects of age on the curvilinear relationships.

Hypotheses were developed from an employee-oriented contingent view based on the person-job fit theory and lifespan development theories. Methods suggested by Haans et al. (2016) and Dawson (2014) to test curvilinear relationships and related moderations, and a two-wave survey data from 742 Chinese employees were used.

The results showed that perceived DHRPs related to affective commitment in an inverted U shape and work stress in a U shape. However, age moderated the nature of the relationships such that both the curvilinear relationships only existed under low age while under high age perceived DHRPs related to affective commitment positively and work stress negatively.

This study advances the prevailing linear (positive or negative) thinking on the DHRPs–outcomes relationships by showing that perceived DHRPs relate to both affective commitment and work stress nonlinearly. Moreover, different from existing findings that age moderates the strength of the linear DHRPs–outcomes relationships, the results indicate that age moderates the nature of the relationships between perceived DHRPs and affective commitment and work stress. This implies a refined age-differential approach to use DHRPs to sustain a committed and healthy workforce in the context of workforce aging.

This final chapter of this book highlights and critically discusses some specific issues concerning talent management in the context of higher education raised in the chapters of this book. It recapitulates the transition higher education is going through. This transition started decades ago but was boosted by the movements of Open Science and Recognition and Rewards. It leads to a reorientation on the conceptualization of academic performance and subsequently also on the meaning of talent and talent management in academia. It points to a shift from an exclusive and performance orientation on talent, to an inclusive, developmental approach to talent management or a hybrid form. Yet, Thunnissen and Boselie state that there is a talent crisis in academia, and this crisis urges the need for more innovative ways of developing and implementing talent management practices. This chapter ends with some recommendations for further talent management research and practice.