Pub Date : 2023-10-12DOI: 10.1108/ijopm-03-2023-0200
Marcus Brandenburg, Ronakeh Warasthe, Stefan Seuring
Purpose By January 1, 2023, the German supply chain due diligence act (SCDDA) has become effective. This represents a strong governmental intervention into global operations and supply chain management (SCM). Hence, its frame conditions and implications are worth being studied. Design/methodology/approach Expert interviews with managers reveal factors of risks and opportunities as well as performance impacts and implementation issues. Findings A conceptual framework and research avenues are outlined. Research limitations/implications Pathways for SCM research and interdisciplinary studies are suggested. Practical implications Practitioners may gain a deeper understanding of relevant factors for managing supply chains (SCs) that are exposed to the new act. Social implications Understanding implications of the act may help improve social SC sustainability. Originality/value This study offers an initial empirical exploration and a first conceptualization of the expected consequences of the German SCDDA.
{"title":"Impact pathways: improving supply chain sustainability by due diligence acts? Insights from a German case","authors":"Marcus Brandenburg, Ronakeh Warasthe, Stefan Seuring","doi":"10.1108/ijopm-03-2023-0200","DOIUrl":"https://doi.org/10.1108/ijopm-03-2023-0200","url":null,"abstract":"Purpose By January 1, 2023, the German supply chain due diligence act (SCDDA) has become effective. This represents a strong governmental intervention into global operations and supply chain management (SCM). Hence, its frame conditions and implications are worth being studied. Design/methodology/approach Expert interviews with managers reveal factors of risks and opportunities as well as performance impacts and implementation issues. Findings A conceptual framework and research avenues are outlined. Research limitations/implications Pathways for SCM research and interdisciplinary studies are suggested. Practical implications Practitioners may gain a deeper understanding of relevant factors for managing supply chains (SCs) that are exposed to the new act. Social implications Understanding implications of the act may help improve social SC sustainability. Originality/value This study offers an initial empirical exploration and a first conceptualization of the expected consequences of the German SCDDA.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135923945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-09DOI: 10.1108/ijopm-11-2022-0708
Felipe Alexandre de Lima, Stefan Seuring, Andrea Genovese
Purpose Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this process introduces various uncertainties to firms within CSCs. This is a gap that still requires an in-depth analysis, particularly to answer the question of how firms align the operationalization of R-imperatives with uncertainty management to improve sustainability performance and accelerate the transition toward CSCs. Design/methodology/approach This paper fills this gap through a multiple-case study, whereby nine firms from varying structures, regions and manufacturing industries were examined. Qualitative content analysis was employed to examine the collected primary (27 semi-structured interviews) and secondary data (internal management reports, publicly available corporate reports and website content). Findings The findings support the evidence that the operationalization of R-imperatives is not a straightforward process. Within-firm and SC uncertainties largely emerged and made the building of CSCs complex. Consequently, strategies aimed at reducing uncertainty were paramount to managing uncertainties and enhancing sustainability performance. For instance, implementing durable or modular designs helped firms easily reuse, repair and recycle products. In turn, firms achieved material efficiency and contributed to extending the life cycle of products. Practical implications This paper explains how firms can align R-imperatives operationalization with uncertainty management to improve sustainability performance and enhance CSCs. Accordingly, firms should complement R-imperatives operationalization with proactive uncertainty management and an assessment of all environmental, economic and social sustainability dimensions. Originality/value This paper fills a critical gap in circular supply chain management literature by unveiling its linkage with uncertainty management and sustainability performance. Empirical insights from nine firms within CSCs are provided to guide scholars and managers interested in implementing R-imperatives.
{"title":"How to enhance circular supply chains? Aligning R-imperatives, uncertainty management and sustainability","authors":"Felipe Alexandre de Lima, Stefan Seuring, Andrea Genovese","doi":"10.1108/ijopm-11-2022-0708","DOIUrl":"https://doi.org/10.1108/ijopm-11-2022-0708","url":null,"abstract":"Purpose Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this process introduces various uncertainties to firms within CSCs. This is a gap that still requires an in-depth analysis, particularly to answer the question of how firms align the operationalization of R-imperatives with uncertainty management to improve sustainability performance and accelerate the transition toward CSCs. Design/methodology/approach This paper fills this gap through a multiple-case study, whereby nine firms from varying structures, regions and manufacturing industries were examined. Qualitative content analysis was employed to examine the collected primary (27 semi-structured interviews) and secondary data (internal management reports, publicly available corporate reports and website content). Findings The findings support the evidence that the operationalization of R-imperatives is not a straightforward process. Within-firm and SC uncertainties largely emerged and made the building of CSCs complex. Consequently, strategies aimed at reducing uncertainty were paramount to managing uncertainties and enhancing sustainability performance. For instance, implementing durable or modular designs helped firms easily reuse, repair and recycle products. In turn, firms achieved material efficiency and contributed to extending the life cycle of products. Practical implications This paper explains how firms can align R-imperatives operationalization with uncertainty management to improve sustainability performance and enhance CSCs. Accordingly, firms should complement R-imperatives operationalization with proactive uncertainty management and an assessment of all environmental, economic and social sustainability dimensions. Originality/value This paper fills a critical gap in circular supply chain management literature by unveiling its linkage with uncertainty management and sustainability performance. Empirical insights from nine firms within CSCs are provided to guide scholars and managers interested in implementing R-imperatives.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135043413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-13DOI: 10.1108/ijopm-01-2023-0030
Veronica H. Villena, Li Cheng, Stefan Wuyts
Purpose As buyers and suppliers seek to create value, they face the challenge of creating an environment that promotes coordination and information sharing and discourages opportunism. While the literature suggested dyadic mechanisms to create such an environment, this study focuses on ties beyond the buyer–supplier dyad. Specifically, close connections to one's partner's partners (CPP) are crucial in the realization of benefits for buyers and suppliers. Design/methodology/approach Drawing from embeddedness theory and governance theory, the authors developed a contingency framework to examine when CPP are beneficial or counterproductive considering two dyadic attributes – relational capital (RC) and partner dependence. Analyses were conducted using data from a dyadic survey complemented with archival data on 106 buyer–supplier relationships (BSRs). Findings The study reveals that CPP both help and hurt in the realization of benefits. Stark asymmetries exist between the impact of CPP on the buyer and supplier sides. For buyers, CPP exert a direct positive effect on operational and innovation benefits. For suppliers, the effect of CPP on operational and innovation benefits is contingent on buyer dependence and RC – CPP serves as a substitute for buyer dependence and RC. There are no such contingency effects for buyers. Further analysis identifies situations for suppliers when CPP hurt the realization of benefits. Originality/value The study highlights the importance of CPP to foster efficiency and innovation within BSRs and illustrates how their impact varies across contingency conditions and across the parties within a dyad.
{"title":"Realizing operational and innovation benefits in buyer–supplier relationships: the role of close ties to the partner's partners","authors":"Veronica H. Villena, Li Cheng, Stefan Wuyts","doi":"10.1108/ijopm-01-2023-0030","DOIUrl":"https://doi.org/10.1108/ijopm-01-2023-0030","url":null,"abstract":"Purpose As buyers and suppliers seek to create value, they face the challenge of creating an environment that promotes coordination and information sharing and discourages opportunism. While the literature suggested dyadic mechanisms to create such an environment, this study focuses on ties beyond the buyer–supplier dyad. Specifically, close connections to one's partner's partners (CPP) are crucial in the realization of benefits for buyers and suppliers. Design/methodology/approach Drawing from embeddedness theory and governance theory, the authors developed a contingency framework to examine when CPP are beneficial or counterproductive considering two dyadic attributes – relational capital (RC) and partner dependence. Analyses were conducted using data from a dyadic survey complemented with archival data on 106 buyer–supplier relationships (BSRs). Findings The study reveals that CPP both help and hurt in the realization of benefits. Stark asymmetries exist between the impact of CPP on the buyer and supplier sides. For buyers, CPP exert a direct positive effect on operational and innovation benefits. For suppliers, the effect of CPP on operational and innovation benefits is contingent on buyer dependence and RC – CPP serves as a substitute for buyer dependence and RC. There are no such contingency effects for buyers. Further analysis identifies situations for suppliers when CPP hurt the realization of benefits. Originality/value The study highlights the importance of CPP to foster efficiency and innovation within BSRs and illustrates how their impact varies across contingency conditions and across the parties within a dyad.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134990432","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-31DOI: 10.1108/ijopm-12-2022-0763
Lilian M. de Menezes, Ana B. Escrig-Tena
Purpose This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment. Design/methodology/approach Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated. Findings Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned. Originality/value Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.
{"title":"Performance measurement systems in the health and care sector: Are targets and monitoring additional demands or resources for employees?","authors":"Lilian M. de Menezes, Ana B. Escrig-Tena","doi":"10.1108/ijopm-12-2022-0763","DOIUrl":"https://doi.org/10.1108/ijopm-12-2022-0763","url":null,"abstract":"Purpose This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment. Design/methodology/approach Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated. Findings Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned. Originality/value Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135989687","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-11DOI: 10.1108/ijopm-08-2022-0503
Timothy I. Ramjaun, Madeleine Pullman, Maneesh Kumar, Vasco Sanchez Rodrigues
Purpose This article aims to investigate collaborative procurement as a sourcing strategy amongst competing small enterprises in an effort to reduce their material supply costs through increased efficiencies, bargaining power and economies of scale. Design/methodology/approach A case study approach is applied to a network of breweries that are regionally clustered. Interview data from producers, suppliers and industry experts is inductively interpreted to understand the viability, organisational impact and benefits/limitations of joint procurement activities. Findings The craft brewing industry follows a market place strategy of differentiation to achieve competitive advantage. This has supply chain implications that promote raw material diversity, which is in conflict with standardisation – a necessary factor for collective buying. Competition impacts information sharing and governance mechanism, while the structural factors of size asymmetry along and across the supply chain influence returns. These issues impact the potential economic benefits of collaborative procurement. Research limitations/implications The research propositions have been developed in a specific industry but are generalisable to other companies with a differentiation strategy, especially in the consumer packaged goods sector. Practical implications Enabling conditions and constraints are captured in a framework and capability matrix, which can be used by practitioners to assess industry and product feasibility for collaborative procurement. Originality/value Previous studies of collaborative procurement have been in the public sector amongst large organisations. This work focusses on coopetition in the context of small businesses to identify the viability and cost-benefit of this strategy.
{"title":"Strength in numbers: collaborative procurement and competitiveness of craft breweries","authors":"Timothy I. Ramjaun, Madeleine Pullman, Maneesh Kumar, Vasco Sanchez Rodrigues","doi":"10.1108/ijopm-08-2022-0503","DOIUrl":"https://doi.org/10.1108/ijopm-08-2022-0503","url":null,"abstract":"Purpose This article aims to investigate collaborative procurement as a sourcing strategy amongst competing small enterprises in an effort to reduce their material supply costs through increased efficiencies, bargaining power and economies of scale. Design/methodology/approach A case study approach is applied to a network of breweries that are regionally clustered. Interview data from producers, suppliers and industry experts is inductively interpreted to understand the viability, organisational impact and benefits/limitations of joint procurement activities. Findings The craft brewing industry follows a market place strategy of differentiation to achieve competitive advantage. This has supply chain implications that promote raw material diversity, which is in conflict with standardisation – a necessary factor for collective buying. Competition impacts information sharing and governance mechanism, while the structural factors of size asymmetry along and across the supply chain influence returns. These issues impact the potential economic benefits of collaborative procurement. Research limitations/implications The research propositions have been developed in a specific industry but are generalisable to other companies with a differentiation strategy, especially in the consumer packaged goods sector. Practical implications Enabling conditions and constraints are captured in a framework and capability matrix, which can be used by practitioners to assess industry and product feasibility for collaborative procurement. Originality/value Previous studies of collaborative procurement have been in the public sector amongst large organisations. This work focusses on coopetition in the context of small businesses to identify the viability and cost-benefit of this strategy.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135396778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-20DOI: 10.1108/ijopm-09-2022-0611
Laharish Guntuka, Thomas M. Corsi, David E. Cantor
Purpose The purpose of our study is to investigate how a manufacturing plant’s internal operations along with its network of connections (upstream and downstream) can have an impact on its recovery time from a disruption. The authors also examine the inverse-U impact of complexity. Finally, the authors test the moderating role that business continuity management plans (BCP) at the plant level have on recovery time. Design/methodology/approach To test our hypotheses, the authors partnered with Resilinc Corporation, a Silicon Valley-based provider of supply chain risk management solutions to identify focal firms’ suppliers, customers and plant-level data including information on parts, manufacturing activities, bill of materials, alternate sites and formal business continuity plans. The authors employed censored data regression technique (Tobit). Findings Several important findings reveal that the plant’s internal operations and network connections impact recovery time. Specifically, the number of parts manufactured at the plant as well as the number of internal plant processes significantly increase disruption recovery time. In addition, the number of supply chains (upstream and downstream) involving the plant as well as the echelon distance of the plant from its original equipment manufacturer significantly increase recovery time. The authors also find that there exists an inverted-U relationship between complexity and recovery time. Finally, the authors find partial support that BCP will have a negative moderating effect between complexity and recovery time. Originality/value This research highlights gaps in the literature related to supply chain disruption and recovery. There is a need for more accurate methods to measure recovery time, more research on recovery at the supply chain site level and further analysis of the impact of supply chain complexity on recovery time.
{"title":"Recovery from plant-level supply chain disruptions: supply chain complexity and business continuity management","authors":"Laharish Guntuka, Thomas M. Corsi, David E. Cantor","doi":"10.1108/ijopm-09-2022-0611","DOIUrl":"https://doi.org/10.1108/ijopm-09-2022-0611","url":null,"abstract":"Purpose The purpose of our study is to investigate how a manufacturing plant’s internal operations along with its network of connections (upstream and downstream) can have an impact on its recovery time from a disruption. The authors also examine the inverse-U impact of complexity. Finally, the authors test the moderating role that business continuity management plans (BCP) at the plant level have on recovery time. Design/methodology/approach To test our hypotheses, the authors partnered with Resilinc Corporation, a Silicon Valley-based provider of supply chain risk management solutions to identify focal firms’ suppliers, customers and plant-level data including information on parts, manufacturing activities, bill of materials, alternate sites and formal business continuity plans. The authors employed censored data regression technique (Tobit). Findings Several important findings reveal that the plant’s internal operations and network connections impact recovery time. Specifically, the number of parts manufactured at the plant as well as the number of internal plant processes significantly increase disruption recovery time. In addition, the number of supply chains (upstream and downstream) involving the plant as well as the echelon distance of the plant from its original equipment manufacturer significantly increase recovery time. The authors also find that there exists an inverted-U relationship between complexity and recovery time. Finally, the authors find partial support that BCP will have a negative moderating effect between complexity and recovery time. Originality/value This research highlights gaps in the literature related to supply chain disruption and recovery. There is a need for more accurate methods to measure recovery time, more research on recovery at the supply chain site level and further analysis of the impact of supply chain complexity on recovery time.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135569143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01Epub Date: 2022-12-16DOI: 10.4103/jcrt.jcrt_654_22
Hazim Sameer Ababneh, Baha'eddin Muhsen, Ahmad Salah Fares, Hawazen Hirbawi, Tala Al Awabdeh, Maysa Al Hussaini, Rula Amarin, Abdlatif Al Mousa, Samer Salah
Objective: Brain metastasis (BM) from bone and soft tissue sarcomas (STS) is very rare and mostly predicts dismal prognosis. Owing to its' rarity, data on optimal therapy including surgical management, chemotherapy, and radiotherapy is scarce. We sought to assess the prevalence, disease characteristics, and outcomes of BM in bone and STS patients treated at a single institution.
Methods: A retrospective chart review was performed for consecutive bone and STS patients treated at King Hussein Cancer Center from 2007 to 2020. Patients with BM were identified. Survival was estimated by the Kaplan-Meier method. Factors of possible effect on OS was examined in univariate analysis. Survival comparisons were carried out by the log-rank test.
Results: A total of 1,548 bone and STS patients were treated at our center during the eligibility period. We identified 18 patients (1.1%) who had BM at initial presentation (n = 16, 1.0%) or during follow up (n = 2; 0.1%). Fourteen patients (77.8%) were male. The median age was 29.5 years (range: 0.1-60 years). The primary tumor was most commonly located in the extremities (61%). Ten different histopathological subtypes were encountered; Ewing sarcoma (ES) was the most common (n = 4; 28%). Twelve patients (67%) had lung metastasis as the first site of metastatic disease. BM was detected at a median time of 12 months following sarcoma diagnosis (range: 1-71 months). A total of 10 patients (56%) had solitary metastasis and 4 patients (22.2%) had hemorrhagic metastasis. The most common location of brain metastatic lesions was the occipital lobe (n = 4; 22.2%). Thirteen patients received treatment for metastatic brain sarcoma. The most common treatment modality was radiotherapy, received by a total of 10 patients (55.5%), followed by surgical intervention performed in a total of 5 patients (27.7%), The other treatment modalities included combined chemo-radiotherapy (n = 2), targeted therapy plus chemotherapy, and targeted therapy plus radiotherapy (n = 1, each). At a median follow up of 10 months following detection of BM, the median OS was 4.0 months; (95% CI: 2.54-5.46). We did not identify any factor that influenced OS in univariate analysis.
Conclusion: Sarcoma BM is exceedingly rare and herald's dismal prognosis. ES was a major histological subtype accounting for BM metastasis in our series.
{"title":"Sarcoma brain metastases: Tertiary cancer center experience.","authors":"Hazim Sameer Ababneh, Baha'eddin Muhsen, Ahmad Salah Fares, Hawazen Hirbawi, Tala Al Awabdeh, Maysa Al Hussaini, Rula Amarin, Abdlatif Al Mousa, Samer Salah","doi":"10.4103/jcrt.jcrt_654_22","DOIUrl":"10.4103/jcrt.jcrt_654_22","url":null,"abstract":"<p><strong>Objective: </strong>Brain metastasis (BM) from bone and soft tissue sarcomas (STS) is very rare and mostly predicts dismal prognosis. Owing to its' rarity, data on optimal therapy including surgical management, chemotherapy, and radiotherapy is scarce. We sought to assess the prevalence, disease characteristics, and outcomes of BM in bone and STS patients treated at a single institution.</p><p><strong>Methods: </strong>A retrospective chart review was performed for consecutive bone and STS patients treated at King Hussein Cancer Center from 2007 to 2020. Patients with BM were identified. Survival was estimated by the Kaplan-Meier method. Factors of possible effect on OS was examined in univariate analysis. Survival comparisons were carried out by the log-rank test.</p><p><strong>Results: </strong>A total of 1,548 bone and STS patients were treated at our center during the eligibility period. We identified 18 patients (1.1%) who had BM at initial presentation (n = 16, 1.0%) or during follow up (n = 2; 0.1%). Fourteen patients (77.8%) were male. The median age was 29.5 years (range: 0.1-60 years). The primary tumor was most commonly located in the extremities (61%). Ten different histopathological subtypes were encountered; Ewing sarcoma (ES) was the most common (n = 4; 28%). Twelve patients (67%) had lung metastasis as the first site of metastatic disease. BM was detected at a median time of 12 months following sarcoma diagnosis (range: 1-71 months). A total of 10 patients (56%) had solitary metastasis and 4 patients (22.2%) had hemorrhagic metastasis. The most common location of brain metastatic lesions was the occipital lobe (n = 4; 22.2%). Thirteen patients received treatment for metastatic brain sarcoma. The most common treatment modality was radiotherapy, received by a total of 10 patients (55.5%), followed by surgical intervention performed in a total of 5 patients (27.7%), The other treatment modalities included combined chemo-radiotherapy (n = 2), targeted therapy plus chemotherapy, and targeted therapy plus radiotherapy (n = 1, each). At a median follow up of 10 months following detection of BM, the median OS was 4.0 months; (95% CI: 2.54-5.46). We did not identify any factor that influenced OS in univariate analysis.</p><p><strong>Conclusion: </strong>Sarcoma BM is exceedingly rare and herald's dismal prognosis. ES was a major histological subtype accounting for BM metastasis in our series.</p>","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"35 1","pages":"S758-S763"},"PeriodicalIF":1.3,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84800613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-15DOI: 10.1108/ijopm-08-2021-0492
Zhigang Shou, Yu Gong, Qiyuan Zhang
PurposeInterorganizational dependence is considered as a liability for each firm and needs to be managed properly. Rather than exploring the opportunistic outcome of dependence, the authors focus on the moderating role of supply chain boundary spanners' guanxi. This study tends to uncover the way and the conditions under which boundary spanners' guanxi influences dependence-opportunism relationships.Design/methodology/approachUsing a survey of 380 buyer–supplier exchanges in China, this study first examines the relationship between dependence and opportunism, then assesses the contingent role of boundary spanners' guanxi and further tests how unfairness perception and legal inefficiency alter the role of guanxi in managing dependence.FindingsThis study finds that buyer dependence increases supplier opportunism while supplier dependence lowers supplier opportunism. Boundary spanners' guanxi weakens the opportunism-facilitating impact of buyer dependence and mitigates the opportunism-restricting effect of supplier dependence. However, unfairness perception would attenuate the value of guanxi in restricting depended sides' opportunism but strengthen the value of guanxi in motivating depending sides' opportunism; legal inefficiency would amplify the value of guanxi in facilitating depending suppliers' opportunism.Originality/valueFirst, the study enriches supply chain dependence studies by incorporating interpersonal guanxi into the investigation of dependence-opportunism relationships. Second, the study adds to the supply chain management literature by uncovering a contrasting role of guanxi in influencing the dependence-opportunism relationship. Third, the study incorporates an agency view to uncover two boundary conditions under which guanxi is mobilized for personal interest seeking or for organizational purposes.
{"title":"How boundary spanners' guanxi matters: managing supply chain dependence in China","authors":"Zhigang Shou, Yu Gong, Qiyuan Zhang","doi":"10.1108/ijopm-08-2021-0492","DOIUrl":"https://doi.org/10.1108/ijopm-08-2021-0492","url":null,"abstract":"PurposeInterorganizational dependence is considered as a liability for each firm and needs to be managed properly. Rather than exploring the opportunistic outcome of dependence, the authors focus on the moderating role of supply chain boundary spanners' guanxi. This study tends to uncover the way and the conditions under which boundary spanners' guanxi influences dependence-opportunism relationships.Design/methodology/approachUsing a survey of 380 buyer–supplier exchanges in China, this study first examines the relationship between dependence and opportunism, then assesses the contingent role of boundary spanners' guanxi and further tests how unfairness perception and legal inefficiency alter the role of guanxi in managing dependence.FindingsThis study finds that buyer dependence increases supplier opportunism while supplier dependence lowers supplier opportunism. Boundary spanners' guanxi weakens the opportunism-facilitating impact of buyer dependence and mitigates the opportunism-restricting effect of supplier dependence. However, unfairness perception would attenuate the value of guanxi in restricting depended sides' opportunism but strengthen the value of guanxi in motivating depending sides' opportunism; legal inefficiency would amplify the value of guanxi in facilitating depending suppliers' opportunism.Originality/valueFirst, the study enriches supply chain dependence studies by incorporating interpersonal guanxi into the investigation of dependence-opportunism relationships. Second, the study adds to the supply chain management literature by uncovering a contrasting role of guanxi in influencing the dependence-opportunism relationship. Third, the study incorporates an agency view to uncover two boundary conditions under which guanxi is mobilized for personal interest seeking or for organizational purposes.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2022-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45368445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-09DOI: 10.1108/ijopm-08-2021-0540
M. U. Ahmed, Asad Shafiq
PurposeAs large multinational firms are increasingly tasked with developing sustainable supply chains, their role in improving the sustainability performance of their suppliers is critical. This paper examines the dual role of a buyer firm, as a customer and as an important stakeholder, and identifies several attributes of the buyer firm and the dyadic relationship that could help improve the sustainability performance of suppliers.Design/methodology/approachA dyadic multi-year dataset is created using financial and customer data from the Compustat database and sustainability data from MSCI ESG ratings database. The hypotheses are tested using econometric panel data techniques.FindingsThe findings indicate that a buyer's legitimacy is a key factor that affects supplier's sustainability performance. The effect of legitimacy is much higher when the buyer and supplier firms have an aligned focus on similar sustainability dimensions. The market power of the buyer also increases the effect of legitimacy, though power without legitimacy is not effective.Originality/valueThe study expands the understanding of how buyer firms can influence suppliers on sustainability by highlighting the key role played by legitimacy and aligned focus and the supporting role of market power. The study contributes to both the stakeholder salience literature and the buyer–supplier relationship literature by showing evidence for complementarity between market power and legitimacy. Buyer firms can use the results of the study to focus their efforts on suppliers where a significant improvement in sustainability can be expected.
{"title":"Toward sustainable supply chains: impact of buyer's legitimacy, power and aligned focus on supplier sustainability performance","authors":"M. U. Ahmed, Asad Shafiq","doi":"10.1108/ijopm-08-2021-0540","DOIUrl":"https://doi.org/10.1108/ijopm-08-2021-0540","url":null,"abstract":"PurposeAs large multinational firms are increasingly tasked with developing sustainable supply chains, their role in improving the sustainability performance of their suppliers is critical. This paper examines the dual role of a buyer firm, as a customer and as an important stakeholder, and identifies several attributes of the buyer firm and the dyadic relationship that could help improve the sustainability performance of suppliers.Design/methodology/approachA dyadic multi-year dataset is created using financial and customer data from the Compustat database and sustainability data from MSCI ESG ratings database. The hypotheses are tested using econometric panel data techniques.FindingsThe findings indicate that a buyer's legitimacy is a key factor that affects supplier's sustainability performance. The effect of legitimacy is much higher when the buyer and supplier firms have an aligned focus on similar sustainability dimensions. The market power of the buyer also increases the effect of legitimacy, though power without legitimacy is not effective.Originality/valueThe study expands the understanding of how buyer firms can influence suppliers on sustainability by highlighting the key role played by legitimacy and aligned focus and the supporting role of market power. The study contributes to both the stakeholder salience literature and the buyer–supplier relationship literature by showing evidence for complementarity between market power and legitimacy. Buyer firms can use the results of the study to focus their efforts on suppliers where a significant improvement in sustainability can be expected.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2022-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42813629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-08DOI: 10.1108/ijopm-07-2021-0425
Ruoqi Geng, Hugo K. S. Lam, M. Stevenson
PurposeThere is still significant variation in firms' efforts to address modern slavery issues in supply chains despite the importance of this grand challenge. This research adopts the awareness-motivation-capability (AMC) framework to investigate AMC-related factors that help to explain this variation.Design/methodology/approachThe authors hypothesize how AMC-related factors, including media coverage of modern slavery issues, slavery risks in supply chains and corporate sustainability performance, are related to firms' efforts to address modern slavery in supply chains. The proposed hypotheses are tested based on 201 UK firms' modern slavery statements and additional secondary data collected from Factiva, Factset Revere, The Global Slavery Index, Worldscope and Sustainalytics.FindingsConsistent with the AMC perspective, the test results show that firms put more effort into addressing supply chain modern slavery issues when there is greater media coverage of these issues, when firms source from countries with higher slavery risks, and when firms have better corporate sustainability performance. Additional analysis further suggests that firms' financial performance is not related to their efforts to address modern slavery issues.Originality/valueThis is the first study adopting the AMC framework to investigate firms' efforts to address modern slavery in supply chains. This investigation provides important implications for researchers studying firm behaviors related to modern slavery issues and for policymakers designing policies that enable firms to address these issues, in view of their awareness, motivation and capability.
{"title":"Addressing modern slavery in supply chains: an awareness-motivation-capability perspective","authors":"Ruoqi Geng, Hugo K. S. Lam, M. Stevenson","doi":"10.1108/ijopm-07-2021-0425","DOIUrl":"https://doi.org/10.1108/ijopm-07-2021-0425","url":null,"abstract":"PurposeThere is still significant variation in firms' efforts to address modern slavery issues in supply chains despite the importance of this grand challenge. This research adopts the awareness-motivation-capability (AMC) framework to investigate AMC-related factors that help to explain this variation.Design/methodology/approachThe authors hypothesize how AMC-related factors, including media coverage of modern slavery issues, slavery risks in supply chains and corporate sustainability performance, are related to firms' efforts to address modern slavery in supply chains. The proposed hypotheses are tested based on 201 UK firms' modern slavery statements and additional secondary data collected from Factiva, Factset Revere, The Global Slavery Index, Worldscope and Sustainalytics.FindingsConsistent with the AMC perspective, the test results show that firms put more effort into addressing supply chain modern slavery issues when there is greater media coverage of these issues, when firms source from countries with higher slavery risks, and when firms have better corporate sustainability performance. Additional analysis further suggests that firms' financial performance is not related to their efforts to address modern slavery issues.Originality/valueThis is the first study adopting the AMC framework to investigate firms' efforts to address modern slavery in supply chains. This investigation provides important implications for researchers studying firm behaviors related to modern slavery issues and for policymakers designing policies that enable firms to address these issues, in view of their awareness, motivation and capability.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44966928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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