In this manuscript, I build and expand on prior work by myself (Author 2016) and others exploring the dynamics of embodiment among people with chronic health conditions. Specifically, I critically investigate the intersecting social and medical elements of responses to bodies perceived as too thin and otherwise lacking in physical ability, using my own experiences of living and aging with cystic fibrosis (CF) as a case example. In these explorations, I center gendered identity and its intersection with disabling physical illness. I do so by using my own lived experiences as autoethnographic anchor points to guide critical review of key concepts from the nexus of these two content areas. I focus throughout on exploring how others’ reactions to a frail-looking body often constitute a form of forced gendering via the narratives people attempt to construct for why a person’s body appears that way. The title of the manuscript supports this framework by referencing three cornerstones of patient experience in the CF community: the general trend of patients having salty skin due to the pathology of the disease, a prior embodiment project called Salty Girls (Pettigrew 2012) that engages this idea, and the more abstract concept of “saltiness” in describing the grit marginalized people display in responding to microaggressions.

This qualitative research explores negotiation dynamics within procurement, focusing on strategies, challenges, and outcomes in contemporary business environments. Negotiation in procurement plays a crucial role in shaping organizational strategies, supplier relationships, and operational efficiencies. In a globalized economy characterized by rapid technological advancements and market uncertainties, effective negotiation practices are essential for organizations seeking competitive advantage and sustainable growth. Through semi-structured interviews with procurement professionals, supply chain executives, and industry experts, this study examines the nuanced strategies employed in negotiation processes. Thematic analysis of the data reveals key themes including negotiation strategies (e.g., preparation, flexibility), challenges (e.g., price volatility, regulatory constraints), and outcomes (e.g., cost savings, innovation incentives). Relationship management emerges as pivotal, highlighting the importance of trust, transparency, and mutual respect in fostering collaborative supplier partnerships. The study also explores contextual factors (e.g., organizational culture, industry dynamics) and emotional dimensions (e.g., emotional intelligence, interpersonal dynamics) that influence negotiation effectiveness.

Conventional academic debate on sustainability and transformation has begun to be disputed by researchers, policymakers and other stakeholders from the private sector. The complexity of linking sustainability with transformation necessitates the development of new ways of understanding and explaining actors, processes, issues, structures, and outcomes related to transformation to sustainability (T2S). A persistent problem in understanding and managing the T2S is the implied notion of a monolithic transformation to achieve sustainability. This notion underestimates the diversity of actors as well as the historical contexts of transformations. At the same time, achieving T2S is highly dependent on technical solutions as well as policies that can stir needed behavioural change, whereas these technical solutions and policies are not always socially acceptable or politically implementable. Therefore, achieving T2S also calls for evaluating normative foundations of policies and actions needed to advance T2S. This article argues that T2S is composed of different phases, each of which having a different set of actors, resources and audience. This article explains how collective decision can be achieved through multiple levels and types of negotiations that occur in an orchestrated manner. To understand this, this article introduces a theoretical model as an analytical framework to structure how T2S unfolds. This model uses insights from negotiation studies to focus on the actors’ perspectives on T2S. It proposes the division of the transformation process into phases – entry point, learning, sequencing, disrupting and fortifying. Using the Germany’s energy transition (Energiewende), each of these phases is analysed to determine the “quality” of cooperation that can help fulfil the tasks required to master the so-called “cognitive games” of T2S (ripeness game, power game, bargaining game, policy game, scaling game). Moreover, insights are presented to explain how the designated milestone can be achieved that indicates the advancing to the next phase and eventually entrench the transformation process. The lessons and findings resulting from the analysis of the phases of T2S suggest that there is also the need to revisit underlying assumptions on negotiations, sustainability and transformation.

This study explores the multifaceted role of culture in supply chain collaboration, focusing on how cultural differences shape communication, trust-building, negotiation, conflict resolution, risk management, and ethical standards. Utilizing a qualitative methodology, semi-structured interviews were conducted with 25 supply chain professionals from diverse cultural backgrounds and industries. The findings reveal that high-context cultures favor indirect communication and nuanced information exchange, which can lead to misunderstandings with partners from low-context cultures who prefer direct and explicit communication. Trust-building practices vary significantly, with high uncertainty avoidance cultures emphasizing formal agreements and procedural rigor, while low uncertainty avoidance cultures prioritize personal relationships and demonstrated reliability. Negotiation strategies also diverge, reflecting the underlying values of collectivism versus individualism, impacting the tactics and outcomes of supply chain negotiations. Conflict resolution approaches differ, with high power distance cultures favoring hierarchical and mediated solutions, and low power distance cultures preferring direct and egalitarian methods. The study highlights the need for adaptability to cultural changes and the development of cultural intelligence as essential competencies for managing cross-cultural supply chains. Additionally, cultural differences in risk management approaches and governance mechanisms affect the coordination and resilience of supply chains, while varying ethical standards influenced by cultural norms necessitate culturally sensitive strategies for promoting corporate social responsibility. The insights gained from this research underscore the importance of understanding and leveraging cultural differences to build stronger, more productive supply chain relationships, contributing to the broader literature on culture and supply chain management and offering practical implications for enhancing global supply chain collaboration.

Based on the Graph Model of Conflict Resolution (GMCR), a two-stage decision framework is developed to reveal the essence of brownfield incidents and facilitate the resolution of brownfield conflicts caused by the incidents. More particularly, the forward GMCR is utilized in Stage I, the negotiation stage, to simulate the evolution of a brownfield conflict (BC) and predict its potential resolution via stability analysis. If no acceptable equilibrium can be obtained, the BC progresses into Stage II, the third-party-intervention stage, where the inverse GMCR is used to assist a third party in intervening the conflict to achieve a desirable outcome. To illustrate the practicality of this framework, a recent BC occurred in Changzhou, China, is taken as a case study. Invaluable insights are provided through the computation and investigation of the corresponding preference relationships.

Scientists who are interested in building research programs at primarily-undergraduate institutions (PUIs) have unique considerations compared to colleagues at research-intensive (R1) institutions. Maintaining a research program at a PUI holds unique challenges that should be considered before prospective faculty go on the job market, as they negotiate a job offer, and after they begin a new position. In this article we describe some of the considerations that aspiring and newly hired faculty should keep in mind as they plan out how they will set up a laboratory as a new Principle Investigator (PI) at a PUI. Anyone hoping to start a research program at a PUI should understand both the timeframe of interviews, job offers, and negotiations and the challenges and rewards of working with undergraduate researchers. Once a job is offered, candidates should be aware of the range of negotiable terms that can be part of a start-up package. Space and equipment considerations are also important, and making the most of shared spaces, existing infrastructure, and deals can extend the purchasing power of start-up funds as a new PIs builds their lab. PUIs’ focus on undergraduate education and mentorship leads to important opportunities for collaboration, funding, and bringing research projects directly into undergraduate teaching laboratories. A major focus of any new laboratory leader must be on building a productive, equitable, and supportive laboratory community. Equitable onboarding, mentorship plans, and formalized expectations, can all help build a productive and sustainable laboratory research program. However, important considerations about safety, inclusion, student schedules, and a PI’s own professional commitments are also extremely important concerns when working with undergraduates in research. A successful research program at a PUI will bring students into meaningful scientific inquiry and requires insights and skills that are often not the focus of scientific training. This article aims to describe the scope of setting up a new laboratory as a way to alleviate some of the burden that new and prospective faculty often feel.

This study explores the influence of cultural differences on Supplier Relationship Management (SRM) within global e-commerce, examining communication styles, trust-building, negotiation strategies, and strategic alignment across diverse cultural contexts. Through qualitative research including interviews with e-commerce professionals, the study identifies how cultural factors shape SRM practices and outcomes, highlighting the importance of cultural sensitivity and adaptive strategies in fostering effective supplier relationships. Findings underscore the significance of communication preferences, trust norms, and strategic orientations in navigating cultural complexities to enhance operational efficiency and mitigate risks in global markets. Practical implications suggest integrating cultural dimensions into SRM frameworks, prioritizing cultural competence development, and leveraging cultural diversity for innovation and collaboration. Future research directions include exploring digitalization's impact on cross-cultural SRM and longitudinal studies on evolving cultural dynamics in global business. By advancing understanding in this area, e-commerce firms can enhance resilience, maintain competitive advantage, and achieve sustainable growth in the global marketplace.

This qualitative study explores the intricate impact of cultural differences on global procurement practices within multinational supply chains. Cultural dimensions profoundly influence communication dynamics, negotiation strategies, decision-making processes, and supplier relationship management in diverse global contexts. Effective cross-cultural communication is crucial for fostering trust and clarity across different cultural norms, while negotiation strategies vary based on cultural preferences for collaboration or competition. Decision-making processes are shaped by cultural attitudes towards risk tolerance, time orientation, and decision authority, influencing procurement agility and resilience. Strategic implications of cultural diversity include opportunities for innovation and localized adaptation in procurement practices, tempered by challenges such as adaptation costs and regulatory compliance. Emotional intelligence (EI) emerges as pivotal in navigating cultural complexities, enhancing stakeholder engagement, conflict resolution, and collaborative partnerships critical for sustainable procurement practices in multicultural settings. Economic factors, including stability, currency fluctuations, and market volatility, impact procurement strategies and supply chain resilience, necessitating proactive risk management and adaptive approaches. Barriers to growth in global procurement, such as regulatory complexities and geopolitical risks, require strategic planning, stakeholder collaboration, and infrastructural investments for operational continuity. By understanding and addressing cultural influences, multinational corporations can enhance cross-cultural competence, strategic decision-making, and capitalize on global market opportunities. This study contributes insights and recommendations to enhance procurement effectiveness and competitiveness in an interconnected global economy, supporting ongoing efforts to optimize global procurement practices.

Gaia-X, a European initiative, aims to create a digital sovereignty framework for service ecosystems in the future internet. Its applicability to the health domain has been explored in the Gaia-X-Med project, which aimed to establish a common dataspace for various medical use cases based on Gaia-X principles. This paper presents the approach to secure authentication and digital contract negotiation central to this endeavour and discusses the challenges that arose during adoption of the Gaia-X framework, in particular relating to the strict requirements of the European healthcare domain with regards to privacy and consent regulations. By exploring the practical implications of Gaia-X in the healthcare context, this paper aims to contribute to the ongoing discussions surrounding digital sovereignty of both citizens and corporations, as well as its realization via future internet technologies.

Effective management of supplier relationships is crucial for e-commerce companies to navigate complex supply chain dynamics and mitigate risks associated with supplier disputes. This qualitative study explores the strategies and challenges involved in resolving supplier disputes through relationship management in the context of e-commerce. Through semi-structured interviews with supply chain managers, procurement officers, and executives from diverse e-commerce firms, the study investigates key themes including communication strategies, trust-building initiatives, negotiation dynamics, technological integration, organizational culture, and global supply chain alignment. Findings reveal that clear and transparent communication plays a foundational role in preventing misunderstandings and fostering collaboration with suppliers. Trust-building initiatives, such as consistency in commitments and transparency in business dealings, are essential for cultivating resilient supplier relationships. Negotiation strategies emphasizing principled negotiation and collaborative problem-solving facilitate the resolution of disputes while preserving long-term partnerships. Technological integration through data analytics, automation, and digital platforms enhances operational efficiency and decision-making capabilities in managing supplier relationships. Organizational culture characterized by collaboration, innovation, and leadership commitment to strategic alignment with global supply chains promotes resilience and responsiveness to market dynamics. Challenges including power dynamics, operational constraints, and cultural differences underscore the importance of proactive risk management and cultural sensitivity in supplier relationship management. This study contributes actionable insights for practitioners to enhance supplier relationship management practices, navigate disputes effectively, and foster sustainable competitive advantage in e-commerce. By integrating these findings into strategic planning, e-commerce firms can strengthen supplier partnerships, optimize supply chain performance, and mitigate risks in a dynamic business environment.