Abstract
Work flows in a job-shop are determined not only by the release load but also by the number of accepted orders. In this paper the common assumption of accepting all incoming orders regardless of shop condition is relaxed. Instead of placing the orders in a 'pre-shop pool' queue, as in previous research, orders that arrive at the shop, when it is highly congested, may be immediately rejected or their due dates may be negotiated. This paper explores the idea of controlling the workload since the acceptance/rejection stage. A new acceptance/rejection rule is proposed, and tests are conducted to study the sensitivity of job-shop performance to different order acceptance parameters, like the tolerance of the workload limit and the due date extension acceptance. The effect of the negotiation phase on the job-shop performance is evaluated using a simulation model of a generic random job-shop that allow us to conclude that having a negotiation phase prior to rejection improves almost all workload performance measures. Different tolerances of the workload limit slightly affect the performance of the job-shop.

Abstract
In this paper, we present greedy randomised dispatching heuristics for the single-machine scheduling problem with quadratic earliness and tardiness costs and no machine idle time. The several heuristic versions differ, on the one hand, on the strategies involved in the construction of the greedy randomised schedules. On the other hand, these versions also differ on whether they employ only a final improvement step or perform a local search after each greedy randomised construction. The proposed heuristics were compared with existing procedures as well as with optimum solutions for some instance sizes. The computational results show that the proposed procedures clearly outperform their underlying dispatching heuristic, and the best of these procedures provide results that are quite close to the optimum. The best of the proposed algorithms is the new recommended heuristic for large instances as well as a suitable alternative to the best existing procedure for the larger of the middle-sized instances.

Abstract
Purpose: The purpose of this paper is to understand how suppliers have managed to accumulate knowledge in their relationship with large multinational clients. Design/methodology/approach: The methodology was based on four case studies' qualitative data, collected from semi-structured, in-depth interviews. The buyers were selected among the largest MNEs of the electronics, automotive and footwear industries and the suppliers were selected among the set of SMEs supplying to those MNEs. The objective was to assess the supplier's knowledge transfer-oriented capabilities and the buyer's interaction-oriented capabilities in the SBR. Findings: The paper highlights the important leading role of the client in the buyer-supplier relationship involving SMEs as well as the knowledge-sharing atmosphere of successful cooperative relationships. Although it confirms the advantages of alliances for SMEs, knowledge transfer-oriented capabilities, are used by SMEs in order to sustain client satisfaction and to strengthen their core competencies. Despite all efforts of SMEs, if clients are not willing to use interaction-oriented capabilities, buyer-supplier relationships are doomed to failure. Research limitations/implications: One practical implication is that, if SMEs are adequately supported by public policies, it is possible to transfer knowledge from more advanced to less endowed economies. The main limitation stems from the fact that it is not possible to claim generalisation as the research is the result of a series of four case studies. Originality/value: The paper uses dyadic relationships as a viable option to compensate internal knowledge deficiencies of SMEs in their relationship with MNEs. It complements former research as little is known about the importance of alliances in the context of knowledge acquisition and learning in SMEs. It contributes to the SME scientific literature by investigating how SMEs learn from their alliance partners. © Emerald Group Publishing Limited.

Abstract
Purpose: The purpose of this paper is to present a methodology for incubating business ideas in rural communities in Portugal. The work provides an example of a bottom-up approach to rural entrepreneurship. Design/methodology/approach: The paper analyses case study of an entrepreneurial support organisation conceived and used in rural European regions and aiming at local development through entrepreneurial boost. Findings: Although the methodology for incubating business ideas was adapted from a similar situation in France, its originality comes from the description of how the awareness of local specificities requires a calibration of the framework. Research limitations/implications: The case study is the outcome of a pioneering study of incubation of business ideas in rural areas. Further research needs to be taken in order to claim generalisability of these findings to other less favoured target groups. Practical implications: The incubation of business ideas can be used to encourage local development in declining rural regions. It is important to calibrate the framework used to the local/regional reality. Originality/value: Apart from being innovative in providing a supportive entrepreneurial infrastructure with mentoring people-based support in the creation of new firms in rural areas, it is also a nation-wide entrepreneurial service innovation. © Emerald Group Publishing Limited.

Abstract
Purpose - The main purpose of the paper is to provide an example of a bottom-up approach to entrepreneurial policy and its mismatch with the top-down approach SMEs policy. Design/methodology/approach - The paper analyses a case study of an entrepreneurial support organisation that addresses local development in rural areas. Findings - The paper highlights the important role of innovation in rural areas and the need to close the gap between entrepreneurial policy and SMEs policy. Research limitations/implications - The main limitation stems from the fact that it is the outcome of a single case study. One practical implication is that the incubation of business ideas poses a challenge when there is a mismatch between entrepreneurial policy and SMEs policy.

Abstract
Despite all the differences on markets, cultural environment, and organizational objectives, some changes are modifying the way business occurs, turning competitive advantages difficult to accomplish. In a global marketplace scenario, changes are constant and with variable amplitude. Organizations need to be alert to all movements to counter-answer and re-align themselves with the new market conditions. Thus, it is wise to develop a flexible strategy, where it is possible to monitor the market conditions and the overall performance of the organization. We propose a project portfolio management and evaluation framework which gathers important concepts and tools from different areas, like Organizational Strategy, Organizational Learning, Decision Support Systems (DSS), Project Portfolio Management and Organizational Maturity, fundamental for acquiring and developing competitive advantages, and, therefore, for increasing the organization's overall performance.