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Further studies are required in order to replicate the evidence from the above studies within the external supply chain However, the potential implications for practice are considerable For example, the evidence to date supports the idea that the extent to which employees see multiple viewpoints can be enhanced via organisational intervention, although Parker & Axtell (2001) do state that causality has not been rmly established These authors suggest two ways to enhance supplier perspective taking and hence contextual performance (cooperative behaviours towards suppliers), rst to increase employee interaction with suppliers and second to enrich job content Both of these can be facilitated by HR interventions once the partnership is set up, or by taking the more direct avenue as detailed by Hunter et al (1996) and designing them into the partnership agreement at the outset.

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Dynamic exibility involves the range of motion during movement of muscles around a joint whereas static exibility de nes the degree to which a joint can be passively moved through its full range of motion Changes in exibility occur after stretching exercises Flexibility training is used in the warm-up before training or competition (Shellock & Prentice 1985) and also with the goal of preventing injuries Although there is theoretical evidence to support the positive link between stretching and lowered risk of musculoskeletal injuries during exercise, the clinical evidence is not so strong (Gleim & McHugh 1997) Speci c joint angle can be measured as a marker of exibility for various joints with a goniometer, or a Leighton exometer (Leighton 1966) A sit-and-reach eld test has also been developed to measure the range of motion of the lower back and hamstring muscles.

In terms of interaction, Parker & Axtell s ndings suggest that the more contact employees have with their suppliers, the more likely they will be to make positive attributions about supplier behaviour and empathise with them Regardless of the actual mechanisms involved in providing this outcome, there is major scope for HRM interventions in increasing interactions Many of the interventions recommended to encourage perspective taking are complementary to those proposed for developing trust between supply-chain partners (eg training and development, collaboration and commitment, and communication) For example, training programmes or events (eg one-day workshops) could be devised to promote mutual understanding of the needs of customers and suppliers Scenarios planning, a tool that helps people understand and evaluate existing ways of working and helps identify and evaluate alternative ways of working, could be used in this context.

Example Entity A has $120,000 of financial asset that are held for trading and $30,000 of financial liabilities that are held for trading. It would be inappropriate for Entity A to present only the net amount of $90,000 as a financial asset. Instead it should present a financial asset of $120,000 and a financial liability of $30,000.

Supply-chain partners could set up a working group to explore how they currently work together and how they may work together in the future Such an intervention would, for instance, help in promoting more interaction across companies in the chain The perception that one member of the supply chain has different objectives to those of the remaining chain members is a source of tension that needs careful consideration Steps therefore need to be taken to understand, and if possible align, the objectives of each member of the supply chain Understanding of the business of supply-chain partners can also be enhanced through the use of employee visits or exchange programmes and other events (such as meetings to discuss problems, etc) Such collaborative programmes should be frequent enough for mutual understanding and empathy to develop.

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