Research outputs
Selected research outputs
- Learning to see modern slavery in supply chains through paradoxical sensemaking (Journal article - 2023)
- Transparency in Supply Chains (TISC): Assessing and Improving the Quality of Modern Slavery Statements (Journal article - 2023)
- Modern slavery in supply chains: insights through strategic ambiguity (Journal article - 2021)
- Value as capital-in-use: Unpacking the temporal impacts and managerial implications for organisational value (Journal article - 2021)
- Value-independent Third-party Orchestrators as Catalysts of Business Collaboration (Journal article - 2021)
- Rebuilding supplier relationships: An action research study of contract complementarity (Journal article - 2019)
- A grounded theory of value dissonance in strategic relationships (Journal article - 2016)
- Antecedents of collective-value within business-to-business relationships (Journal article - 2009)
2024
Complementarity: Ensuring that Contracts Are Compatible with Collaborative Relationships
Pinnington, B. (2024). Complementarity: Ensuring that Contracts Are Compatible with Collaborative Relationships. In Springerbriefs in Applied Sciences and Technology (Vol. Part F1577, pp. 65-73). doi:10.1007/978-3-031-35163-1_7
2023
Learning to see modern slavery in supply chains through paradoxical sensemaking
Pinnington, B., & Meehan, J. (2023). Learning to see modern slavery in supply chains through paradoxical sensemaking. JOURNAL OF SUPPLY CHAIN MANAGEMENT, 59(4), 22-41. doi:10.1111/jscm.12309
Transparency in Supply Chains (TISC): Assessing and Improving the Quality of Modern Slavery Statements
Pinnington, B., Benstead, A., & Meehan, J. (2023). Transparency in Supply Chains (TISC): Assessing and Improving the Quality of Modern Slavery Statements. JOURNAL OF BUSINESS ETHICS, 182(3), 619-636. doi:10.1007/s10551-022-05037-w
2022
Australian Modern Slavery Act Review Submission
Marshall, S., & Pinnington, B. (2022). Australian Modern Slavery Act Review Submission.
Modern slavery in supply chains: bridging the gap between policy and practice in reporting
Pinnington, B., & Meehan, J. (2022). Modern slavery in supply chains: bridging the gap between policy and practice in reporting. In 31st IPSERA Conference. Jonkoping.
2021
Value-independent Third-party Orchestrators as Catalysts of Business Collaboration
Pinnington, B., Lyons, A., & Meehan, J. (2021). Value-independent Third-party Orchestrators as Catalysts of Business Collaboration. JOURNAL OF MANAGEMENT INQUIRY, 30(4), 438-453. doi:10.1177/1056492620959455
Value as capital-in-use: Unpacking the temporal impacts and managerial implications for organisational value
Pinnington, B., Keranen, J., & Kearney, T. (2021). Value as capital-in-use: Unpacking the temporal impacts and managerial implications for organisational value. Industrial Marketing Management, 96, 226-237. doi:10.1016/j.indmarman.2021.05.010
Modern slavery in supply chains: insights through strategic ambiguity
Meehan, J., & Pinnington, B. D. (2021). Modern slavery in supply chains: insights through strategic ambiguity. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT, 41(2), 77-101. doi:10.1108/IJOPM-05-2020-0292
2020
Coordinating Public Procurement: Drawing Closer in a Time of Distancing
Meehan, J., Kennedy, O., Davies, J., Pinnington, B., & Davies, N. (2020). Coordinating Public Procurement: Drawing Closer in a Time of Distancing: Responding to COVID-19 in the Liverpool City Region (Policy Briefing 004).
Responding to COVID-19 in the Liverpool City Region: Coordinating Public Procurement: Drawing Closer in a Time of Distancing
Meehan, J., Kennedy, O., Davies, J., Pinnington, B. D., Davies, N., & Heseltine Institute for Public Policy, P. A. P. (n.d.). Responding to COVID-19 in the Liverpool City Region: Coordinating Public Procurement: Drawing Closer in a Time of Distancing. doi:10.17638/03086085
Assessing and improving the quality of modern slavery statements
Pinnington, B., Benstead, A., Meehan, J., & Kennedy, O. (2020). Assessing and improving the quality of modern slavery statements. In 7th EurOMA Sustainable Operations and Supply Chain Forum. Nottingham.
2019
Rebuilding supplier relationships: An action research study of contract complementarity
Pinnington, B. D., & Ayoub, R. (2019). Rebuilding supplier relationships: An action research study of contract complementarity. Journal of Business Research, 101, 323-333. doi:10.1016/j.jbusres.2019.04.036
Rebuilding supplier relationships: An action research study of contract complementarity
Pinnington, B. D., & Ayoub, R. (2019). Rebuilding supplier relationships: An action research study of contract complementarity. In Journal of Business Research Vol. 101 (pp. 323-333). Elsevier. doi:10.1016/j.jbusres.2019.04.036
Beyond the commercial dyad: Exploring value buying in different sectors
Keranen, J., Pinnington, B. D., & Meehan, J. (2019). Beyond the commercial dyad: Exploring value buying in different sectors. In IPSERA. Milan.
Modern slavery in asymmetric supply chains: Power plays through strategic ambiguity
Meehan, J., & Pinnington, B. D. (2019). Modern slavery in asymmetric supply chains: Power plays through strategic ambiguity. In IPSERA. Milan.
2018
The social foundations for innovation collaboration in business to business relationships
Pinnington, B. D., & Ayoub, R. (2018). The social foundations for innovation collaboration in business to business relationships. In 27th IPSERA conference. Athens.
2017
Antecedents of Value from Inter-Organisational Collaboration
Pinnington, B. D. (2017, May 17). Antecedents of Value from Inter-Organisational Collaboration.
2016
A grounded theory of value dissonance in strategic relationships
Pinnington, B. D., Meehan, J., & Scanlon, T. (2016). A grounded theory of value dissonance in strategic relationships. JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT, 22(4), 278-288. doi:10.1016/j.pursup.2016.04.005
2009
Antecedents of collective-value within business-to-business relationships
Pinnington, B. D., & Scanlon, T. J. (2009). Antecedents of collective-value within business-to-business relationships. EUROPEAN JOURNAL OF MARKETING, 43(1-2), 31-45. doi:10.1108/03090560910923229