Pub Date : 2026-02-01Epub Date: 2025-10-30DOI: 10.1016/j.ijpe.2025.109837
Ningning Du , Zhongfeng Qin , Yingchen Yan
The practice in recent years shows information transparency between supply chain members is increasingly becoming a major concern for the realization of internal financing. To address this, we investigate how the manufacturer’s internal financing strategy interacts with an informed retailer’s information sharing (IS) strategy under a monopoly or competition supply chain. We establish an analytical model, where the manufacturer may provide a financial support for a capital-constrained retailer. The retailer possesses a demand information advantage over the manufacturer and holds an option to share it with the manufacturer. The main findings are shown as following. First, we present the retailer may strategically utilize IS policy to induce the manufacturer to provide financial services when the external financing rate is moderate and expected demand is low. Second, we extend our findings to a competitive environment. With the enhanced competition intensity, the internal financing willingness is strengthened, whereas the IS willingness is weakened. In this context, the manufacturer becomes more willing to provide financial assistance for the retailer to alleviate the negative effect from market competition. With such enhanced internal financing willingness from the manufacturer, the retailer becomes less willing to adopt IS policy.
{"title":"Interactions between supply chain financing and information transparency","authors":"Ningning Du , Zhongfeng Qin , Yingchen Yan","doi":"10.1016/j.ijpe.2025.109837","DOIUrl":"10.1016/j.ijpe.2025.109837","url":null,"abstract":"<div><div>The practice in recent years shows information transparency between supply chain members is increasingly becoming a major concern for the realization of internal financing. To address this, we investigate how the manufacturer’s internal financing strategy interacts with an informed retailer’s information sharing (IS) strategy under a monopoly or competition supply chain. We establish an analytical model, where the manufacturer may provide a financial support for a capital-constrained retailer. The retailer possesses a demand information advantage over the manufacturer and holds an option to share it with the manufacturer. The main findings are shown as following. First, we present the retailer may strategically utilize IS policy to induce the manufacturer to provide financial services when the external financing rate is moderate and expected demand is low. Second, we extend our findings to a competitive environment. With the enhanced competition intensity, the internal financing willingness is strengthened, whereas the IS willingness is weakened. In this context, the manufacturer becomes more willing to provide financial assistance for the retailer to alleviate the negative effect from market competition. With such enhanced internal financing willingness from the manufacturer, the retailer becomes less willing to adopt IS policy.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109837"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-16DOI: 10.1016/j.ijpe.2025.109828
Yu Ning , Zexuan Shi , Yang Tong
With the rapid advancement of generative artificial intelligence (GAI) technology, e-commerce platforms are increasingly integrating GAI services to enhance product design, manufacturing, and sales processes. Despite this trend, the extant literature lacks systematic investigation into platform pricing for such services, particularly in choosing between a one-time fixed fee mode (a fixed fee for adopting GAI services) and a value-based commission mode (a fixed fee plus a commission on sales above a threshold). To address this gap, this study develops a novel two-part tariff contract to optimize the pricing mode for GAI services. Incorporating factors such as platform investment in GAI, investment cost coefficient, commission rate, and sales quantity threshold, our game-theoretic analysis reveals nuanced insights. Interestingly, our findings reveal that a value-based commission mode may not always align with the platform's interest. As the investment cost coefficient increases, the platform tends to favor a one-time fixed fee mode. Moreover, under the value-based commission mode, a higher sales quantity threshold does not necessarily benefit the manufacturer. We also identify a win-win region in which the value-based commission mode benefits both the platform and the manufacturer. Finally, additional analyses extend our findings to scenarios involving enhanced GAI efficiency and competitive market settings. This research advances the literature on AI pricing and two-part tariff theory, while offering practical insights for platform operators and manufacturers.
{"title":"Value-based or one-time? Optimal pricing modes for generative AI services in e-commerce platforms","authors":"Yu Ning , Zexuan Shi , Yang Tong","doi":"10.1016/j.ijpe.2025.109828","DOIUrl":"10.1016/j.ijpe.2025.109828","url":null,"abstract":"<div><div>With the rapid advancement of generative artificial intelligence (GAI) technology, e-commerce platforms are increasingly integrating GAI services to enhance product design, manufacturing, and sales processes. Despite this trend, the extant literature lacks systematic investigation into platform pricing for such services, particularly in choosing between a one-time fixed fee mode (a fixed fee for adopting GAI services) and a value-based commission mode (a fixed fee plus a commission on sales above a threshold). To address this gap, this study develops a novel two-part tariff contract to optimize the pricing mode for GAI services. Incorporating factors such as platform investment in GAI, investment cost coefficient, commission rate, and sales quantity threshold, our game-theoretic analysis reveals nuanced insights. Interestingly, our findings reveal that a value-based commission mode may not always align with the platform's interest. As the investment cost coefficient increases, the platform tends to favor a one-time fixed fee mode. Moreover, under the value-based commission mode, a higher sales quantity threshold does not necessarily benefit the manufacturer. We also identify a win-win region in which the value-based commission mode benefits both the platform and the manufacturer. Finally, additional analyses extend our findings to scenarios involving enhanced GAI efficiency and competitive market settings. This research advances the literature on AI pricing and two-part tariff theory, while offering practical insights for platform operators and manufacturers.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109828"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-11DOI: 10.1016/j.ijpe.2025.109825
Chi Zhang , Mani Venkatesh , Issam Laguir , Marc Ohana
This study investigates how organizational ethical culture influences organizational competitiveness via supply chain social sustainability practices, using resource orchestration theory as a framework. Analyzing survey data from 214 French manufacturing firms with structural equation modeling, the results show that organizational ethical culture enhances competitiveness indirectly through supply chain social sustainability, confirming its role as a key mediator. However, the effectiveness of supply chain social sustainability in driving competitiveness weakens significantly under high environmental uncertainty. The findings suggest that while integrating ethical culture into supply chain practices is essential for fostering competitiveness, firms operating in uncertain environments may need to prioritize flexibility over long-term supply chain social sustainability commitments. By applying resource orchestration theory to socially sustainable supply chain management, this study provides fresh insights into how ethical culture orchestrates external resources and highlights the contingent nature of supply chain social sustainability effectiveness in dynamic conditions.
{"title":"Bridging ethical culture and competitiveness in supply chains: Applying resource orchestration theory","authors":"Chi Zhang , Mani Venkatesh , Issam Laguir , Marc Ohana","doi":"10.1016/j.ijpe.2025.109825","DOIUrl":"10.1016/j.ijpe.2025.109825","url":null,"abstract":"<div><div>This study investigates how organizational ethical culture influences organizational competitiveness via supply chain social sustainability practices, using resource orchestration theory as a framework. Analyzing survey data from 214 French manufacturing firms with structural equation modeling, the results show that organizational ethical culture enhances competitiveness indirectly through supply chain social sustainability, confirming its role as a key mediator. However, the effectiveness of supply chain social sustainability in driving competitiveness weakens significantly under high environmental uncertainty. The findings suggest that while integrating ethical culture into supply chain practices is essential for fostering competitiveness, firms operating in uncertain environments may need to prioritize flexibility over long-term supply chain social sustainability commitments. By applying resource orchestration theory to socially sustainable supply chain management, this study provides fresh insights into how ethical culture orchestrates external resources and highlights the contingent nature of supply chain social sustainability effectiveness in dynamic conditions.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109825"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study investigates the transformation process toward Digital Factories (DF) in the context of Industry 4.0. Specifically, it examines how companies may structure and segment the DF adoption process, how specific organizational objectives influence implementation, and what a recommended roadmap looks like for different DF types. A multiple case study analysis was conducted with 21 companies, including manufacturers and technology providers. Data collection was based on semi-structured interviews, document analysis, and direct observations, with a content analysis approach used to identify patterns, relationships, and technological enablers across the cases. The findings present a conceptual model linking supportive technologies, complexity levels, and organizational objectives, identifying four types of DF: Digital Model (DM), Digital Shadow (DS), Digital Twin (DT), and Industrial Metaverse (IM). The study demonstrates that companies adopt modular digital transformation strategies, integrating key technologies such as IoT, real-time analytics, AI, and extended reality in a structured sequence. The IM is introduced as a cross-cutting element that enhances human interaction and collaboration at any DF type. This study contributes to the literature by providing a structured framework for DF implementation and empirically validating DF classifications through real-world cases. The introduction of IM extends existing models, emphasizing a human-centered digital transformation. The proposed roadmap serves as a strategic guide for managers, helping them assess digital maturity, align DF adoption with business objectives, and prioritize technological investments.
{"title":"Roadmap to Digital Factories in Industry 4.0: Insights from multiple case studies","authors":"Pablo Gino Brarda , Néstor Fabián Ayala , Glauco H.S. Mendes","doi":"10.1016/j.ijpe.2025.109829","DOIUrl":"10.1016/j.ijpe.2025.109829","url":null,"abstract":"<div><div>This study investigates the transformation process toward Digital Factories (DF) in the context of Industry 4.0. Specifically, it examines how companies may structure and segment the DF adoption process, how specific organizational objectives influence implementation, and what a recommended roadmap looks like for different DF types. A multiple case study analysis was conducted with 21 companies, including manufacturers and technology providers. Data collection was based on semi-structured interviews, document analysis, and direct observations, with a content analysis approach used to identify patterns, relationships, and technological enablers across the cases. The findings present a conceptual model linking supportive technologies, complexity levels, and organizational objectives, identifying four types of DF: Digital Model (DM), Digital Shadow (DS), Digital Twin (DT), and Industrial Metaverse (IM). The study demonstrates that companies adopt modular digital transformation strategies, integrating key technologies such as IoT, real-time analytics, AI, and extended reality in a structured sequence. The IM is introduced as a cross-cutting element that enhances human interaction and collaboration at any DF type. This study contributes to the literature by providing a structured framework for DF implementation and empirically validating DF classifications through real-world cases. The introduction of IM extends existing models, emphasizing a human-centered digital transformation. The proposed roadmap serves as a strategic guide for managers, helping them assess digital maturity, align DF adoption with business objectives, and prioritize technological investments.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109829"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-11-06DOI: 10.1016/j.ijpe.2025.109835
Yuan Chen , Tengfei Nie , Shaofu Du , Minjian Liu
When market demand is uncertain, manufacturers who produce seasonal products may adopt an advance selling strategy to sell these products to retailers in advance. This study develops a two-period Stackelberg game model. In the advance period, the manufacturer first sets the wholesale price, allowing the retailer to order products in advance. Then, in the spot period, the manufacturer determines the wholesale price of this period, and the retailer can order products again. Finally, all ordered products are sold at the retail price in this period. Considering that the retailer exhibits fairness concerns, this study investigates whether and how the psychological factor affects the manufacturer’s wholesale prices, the retailer’s order quantities, and the profits of both parties. Through comparative analysis, we find that the retailer’s fairness concerns lead the manufacturer to lower the wholesale price in the spot period, with the extent of the price reduction increasing with the strength of fairness concerns. However, it will remain unchanged after it increases to a certain threshold. Although the retailer’s fairness concerns negatively impact the manufacturer, the manufacturer’s profit remains larger than that of the retailer. Additionally, when the product quantity provided by the manufacturer is relatively large and the retailer’s strength of fairness concerns is large, we also find that the retailer may prefer to forgo ordering products in the advance period and instead order more products in the spot period.
{"title":"Optimal decision making considering retailer fairness concerns in a supply chain under advance selling","authors":"Yuan Chen , Tengfei Nie , Shaofu Du , Minjian Liu","doi":"10.1016/j.ijpe.2025.109835","DOIUrl":"10.1016/j.ijpe.2025.109835","url":null,"abstract":"<div><div>When market demand is uncertain, manufacturers who produce seasonal products may adopt an advance selling strategy to sell these products to retailers in advance. This study develops a two-period Stackelberg game model. In the advance period, the manufacturer first sets the wholesale price, allowing the retailer to order products in advance. Then, in the spot period, the manufacturer determines the wholesale price of this period, and the retailer can order products again. Finally, all ordered products are sold at the retail price in this period. Considering that the retailer exhibits fairness concerns, this study investigates whether and how the psychological factor affects the manufacturer’s wholesale prices, the retailer’s order quantities, and the profits of both parties. Through comparative analysis, we find that the retailer’s fairness concerns lead the manufacturer to lower the wholesale price in the spot period, with the extent of the price reduction increasing with the strength of fairness concerns. However, it will remain unchanged after it increases to a certain threshold. Although the retailer’s fairness concerns negatively impact the manufacturer, the manufacturer’s profit remains larger than that of the retailer. Additionally, when the product quantity provided by the manufacturer is relatively large and the retailer’s strength of fairness concerns is large, we also find that the retailer may prefer to forgo ordering products in the advance period and instead order more products in the spot period.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109835"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-17DOI: 10.1016/j.ijpe.2025.109831
Qiuxia Chen , Zhixue Liu , Xuelian Qin , Lin Tian
In the neighborhood fresh product retailing market, it remains unclear which mode—the pre-warehouse (W) or hybrid store-as-warehouse (H) mode—is more profitable for a new entrant, and how his market entry affects an incumbent retailer operating the in-store (S) mode. The analytical results show that for the entrant, the H mode will yield a higher profit when the fresh product's base value is high or consumers' hassle cost is low; otherwise, the W mode is more profitable. Furthermore, his selling price, freshness-keeping effort, and delivery time decisions are also critically affected by the fresh product's base value and consumers' hassle cost. For the incumbent, the competitor's market entry will invariably reduce her selling price and profitability. However, its impact on the incumbent's freshness-keeping effort can be either positive or negative. In addition, when facing inevitable market entry, the incumbent will prefer the entrant to adopt the H mode if the fresh product's base value is relatively low and consumers' hassle cost is sufficiently high. This study explains how neighborhood fresh product retailers adopting different modes can compete effectively and provide actionable guidance for new entrants choosing optimal modes and for incumbents defending their market position.
{"title":"Entry and competition strategy in a neighborhood fresh product retailing market","authors":"Qiuxia Chen , Zhixue Liu , Xuelian Qin , Lin Tian","doi":"10.1016/j.ijpe.2025.109831","DOIUrl":"10.1016/j.ijpe.2025.109831","url":null,"abstract":"<div><div>In the neighborhood fresh product retailing market, it remains unclear which mode—the pre-warehouse (<em>W</em>) or hybrid store-as-warehouse (<em>H</em>) mode—is more profitable for a new entrant, and how his market entry affects an incumbent retailer operating the in-store (<em>S</em>) mode. The analytical results show that for the entrant, the <em>H</em> mode will yield a higher profit when the fresh product's base value is high or consumers' hassle cost is low; otherwise, the <em>W</em> mode is more profitable. Furthermore, his selling price, freshness-keeping effort, and delivery time decisions are also critically affected by the fresh product's base value and consumers' hassle cost. For the incumbent, the competitor's market entry will invariably reduce her selling price and profitability. However, its impact on the incumbent's freshness-keeping effort can be either positive or negative. In addition, when facing inevitable market entry, the incumbent will prefer the entrant to adopt the <em>H</em> mode if the fresh product's base value is relatively low and consumers' hassle cost is sufficiently high. This study explains how neighborhood fresh product retailers adopting different modes can compete effectively and provide actionable guidance for new entrants choosing optimal modes and for incumbents defending their market position.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109831"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-17DOI: 10.1016/j.ijpe.2025.109830
Naresh Gupta , Indra Gunawan , Rajeev Kamineni
The global pandemic and the geopolitical tensions (Russia-Ukraine war, Israel-Palestinian conflict, supply chain disruptions, shifts in trade alliances, and resource reallocations) have significantly disrupted Australia's construction sector, causing delays, material shortages, cost escalations, and supply chain vulnerabilities. These disruptive global events have prompted a rapid shift to digital technologies and resilience strategies. Adapting to these shifts, the sector seeks to balance opportunities like innovation and sustainability with evolving risks and ongoing challenges. This requires a focus on resilient and sustainable investments to achieve economic recovery. This article aims to provide empirical insights into how the sector has been impacted, adapted, and evolved in response to the various opportunities and challenges posed by these global events. In doing so, it seeks to offer valuable guidance for policymakers, industry stakeholders, and researchers while navigating the current landscape. The study employs a mixed research design to thoroughly investigate the impacts, challenges, and opportunities presented by these global events on the Australian construction sector and its supply chains, with quantitative data from 220 professionals and qualitative insights from 19 domain experts. The key findings highlight the initial disruption and subsequent resilience in the construction sector due to the changing landscape, the emergence of opportunities with government support for sustainable construction, and ongoing challenges, including labour shortages and supply chain vulnerabilities. The study offers valuable recommendations for integrating innovation, sustainability, collaboration, and adaptability to ensure a prosperous and resilient future for the construction sector and sustained growth and prosperity for the nation. The findings and observations made within this study have wide-ranging implications for policymakers, industry professionals, researchers, and the broader community. The study offers insights to inform policy development, strategic investments, workforce development, technology adoption, and supply chain resilience in the Australian construction sector.
{"title":"Resilience and innovation in the face of disruption: An empirical study of Australia's construction sector","authors":"Naresh Gupta , Indra Gunawan , Rajeev Kamineni","doi":"10.1016/j.ijpe.2025.109830","DOIUrl":"10.1016/j.ijpe.2025.109830","url":null,"abstract":"<div><div>The global pandemic and the geopolitical tensions (Russia-Ukraine war, Israel-Palestinian conflict, supply chain disruptions, shifts in trade alliances, and resource reallocations) have significantly disrupted Australia's construction sector, causing delays, material shortages, cost escalations, and supply chain vulnerabilities. These disruptive global events have prompted a rapid shift to digital technologies and resilience strategies. Adapting to these shifts, the sector seeks to balance opportunities like innovation and sustainability with evolving risks and ongoing challenges. This requires a focus on resilient and sustainable investments to achieve economic recovery. This article aims to provide empirical insights into how the sector has been impacted, adapted, and evolved in response to the various opportunities and challenges posed by these global events. In doing so, it seeks to offer valuable guidance for policymakers, industry stakeholders, and researchers while navigating the current landscape. The study employs a mixed research design to thoroughly investigate the impacts, challenges, and opportunities presented by these global events on the Australian construction sector and its supply chains, with quantitative data from 220 professionals and qualitative insights from 19 domain experts. The key findings highlight the initial disruption and subsequent resilience in the construction sector due to the changing landscape, the emergence of opportunities with government support for sustainable construction, and ongoing challenges, including labour shortages and supply chain vulnerabilities. The study offers valuable recommendations for integrating innovation, sustainability, collaboration, and adaptability to ensure a prosperous and resilient future for the construction sector and sustained growth and prosperity for the nation. The findings and observations made within this study have wide-ranging implications for policymakers, industry professionals, researchers, and the broader community. The study offers insights to inform policy development, strategic investments, workforce development, technology adoption, and supply chain resilience in the Australian construction sector.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109830"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2026-01-05DOI: 10.1016/j.ijpe.2026.109911
Qingyu Liu , Bin Shen , Ciwei Dong , Dong Yang
Growing concerns over global climate change, net-zero targets and the urgency to fulfill Sustainable Development Goals (SDGs) have intensified the need for effective decarbonization strategies. Collaborative efforts among manufacturers and retailers can accelerate the transition from high-carbon products (HCPs) to decarbonization products (DCPs). This paper analyzes a two-period supply chain with two leadership strategies for guiding the decarbonization level: the manufacturer-led decarbonization (M-DCPs) strategy and the retailer-led decarbonization (R-DCPs) strategy. Supported by a shared responsibility mechanism, these strategies influence both the supply chain's long-term profitability and its overall emission reductions. Our findings show that when either firm adopts a long-term perspective and assumes the leadership role in the decarbonization level, the leader can enhance its own profitability. In contrast, focusing on a short-term perspective may cause firms to bypass the decarbonization transition, suggesting that such a transition does not necessarily offer immediate profitability. Moreover, we find that although DCPs may exhibit a lower second-period price and demand after the decarbonization transition relative to the pre-transition period, from a profitability perspective, the M-DCPs strategy yields higher overall profitability for the supply chain; while from an environmental perspective, the R-DCPs strategy achieves more emission reductions. Notably, only the M-DCPs strategy achieves a Pareto improvement while this outcome cannot achieve under the R-DCPs strategy. Our findings emphasize the need for a forward-looking commitment to decarbonization, supported by an effective shared responsibility mechanism, to advance environmental goals, enhance supply chain profitability and guide industry professionals in fostering collective decarbonization transitions in multi-period contexts.
{"title":"Who should lead the decarbonization transition? Leadership and shared responsibility in decarbonization supply chains","authors":"Qingyu Liu , Bin Shen , Ciwei Dong , Dong Yang","doi":"10.1016/j.ijpe.2026.109911","DOIUrl":"10.1016/j.ijpe.2026.109911","url":null,"abstract":"<div><div>Growing concerns over global climate change, net-zero targets and the urgency to fulfill Sustainable Development Goals (SDGs) have intensified the need for effective decarbonization strategies. Collaborative efforts among manufacturers and retailers can accelerate the transition from high-carbon products (HCPs) to decarbonization products (DCPs). This paper analyzes a two-period supply chain with two leadership strategies for guiding the decarbonization level: the manufacturer-led decarbonization (M-DCPs) strategy and the retailer-led decarbonization (R-DCPs) strategy. Supported by a shared responsibility mechanism, these strategies influence both the supply chain's long-term profitability and its overall emission reductions. Our findings show that when either firm adopts a long-term perspective and assumes the leadership role in the decarbonization level, the leader can enhance its own profitability. In contrast, focusing on a short-term perspective may cause firms to bypass the decarbonization transition, suggesting that such a transition does not necessarily offer immediate profitability. Moreover, we find that although DCPs may exhibit a lower second-period price and demand after the decarbonization transition relative to the pre-transition period, from a profitability perspective, the M-DCPs strategy yields higher overall profitability for the supply chain; while from an environmental perspective, the R-DCPs strategy achieves more emission reductions. Notably, only the M-DCPs strategy achieves a Pareto improvement while this outcome cannot achieve under the R-DCPs strategy. Our findings emphasize the need for a forward-looking commitment to decarbonization, supported by an effective shared responsibility mechanism, to advance environmental goals, enhance supply chain profitability and guide industry professionals in fostering collective decarbonization transitions in multi-period contexts.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109911"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963364","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2026-01-07DOI: 10.1016/j.ijpe.2026.109919
Lu Zhu , Juan He
Power batteries are considered a key of electrification and low-carbon development in the transportation industry. Carbon information disclosure, as an environmental regulatory tool, plays a significant role in promoting carbon reduction efforts among power battery firms. While Chinese provinces and cities have introduced multiple policies to incentivize carbon information disclosure, existing research has paid limited attention to the impact of such incentive policies on power battery carbon information disclosure, particularly the effects of combined policy incentives. Therefore, this paper constructs a three-layer analytical framework integrating complex network topology association, evolutionary game strategy interaction, and policy combination scenario analysis to explore the effects of various subsidy policies (eg., carbon reduction subsidies) and financial policies (eg., disclosure support loans) and their combinations on carbon information disclosure by power battery firms. The study shows that both subsidy policies and financial policies can promote positive disclosure of carbon information for power batteries. However, financial policies alone have limited effects in promoting carbon information disclosure by power battery firms, and moderate subsidy policies are necessary. Policy combinations exhibit synergistic effects under certain conditions. Although pure subsidy-based combinations can effectively promote disclosure, they may increase the fiscal burden. It is advisable to transition gradually from pure subsidy-based combinations to “subsidy + financial” policy combinations. The three-layer analytical framework established in this study provides a reference for policymakers in making actual decisions.
{"title":"Effects of multiple incentive policies on carbon information disclosure strategies of power battery: A complex network evolutionary game analysis","authors":"Lu Zhu , Juan He","doi":"10.1016/j.ijpe.2026.109919","DOIUrl":"10.1016/j.ijpe.2026.109919","url":null,"abstract":"<div><div>Power batteries are considered a key of electrification and low-carbon development in the transportation industry. Carbon information disclosure, as an environmental regulatory tool, plays a significant role in promoting carbon reduction efforts among power battery firms. While Chinese provinces and cities have introduced multiple policies to incentivize carbon information disclosure, existing research has paid limited attention to the impact of such incentive policies on power battery carbon information disclosure, particularly the effects of combined policy incentives. Therefore, this paper constructs a three-layer analytical framework integrating complex network topology association, evolutionary game strategy interaction, and policy combination scenario analysis to explore the effects of various subsidy policies (eg., carbon reduction subsidies) and financial policies (eg., disclosure support loans) and their combinations on carbon information disclosure by power battery firms. The study shows that both subsidy policies and financial policies can promote positive disclosure of carbon information for power batteries. However, financial policies alone have limited effects in promoting carbon information disclosure by power battery firms, and moderate subsidy policies are necessary. Policy combinations exhibit synergistic effects under certain conditions. Although pure subsidy-based combinations can effectively promote disclosure, they may increase the fiscal burden. It is advisable to transition gradually from pure subsidy-based combinations to “subsidy + financial” policy combinations. The three-layer analytical framework established in this study provides a reference for policymakers in making actual decisions.</div></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"292 ","pages":"Article 109919"},"PeriodicalIF":10.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145963319","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-28DOI: 10.1016/j.ijpe.2025.109834
Haojie Jing, Xu Chen
This study investigates a supply chain consisting of one supplier and two competing manufacturers, who are subject to economies of scale and produce partially substitutable products. A framework for the bargaining game is constructed to assess the low-cost manufacturer's choice regarding the collaboration of production capacity with its competitor. The analysis is based on three models: a benchmark competition model, a fixed fee capacity sharing model and a hybrid fee capacity sharing model. Results show that each of these strategies can lead to the most favorable economic outcome depending on the degree of demand substitution, the fixed cost, the difference in unit production cost and the bargaining power. The core strategic trade-off lies in balancing the economic gains from capacity sharing against the competitive risks of enabling a stronger rival. These four factors significantly influence the net effect of capacity sharing. The study further finds that both fixed and hybrid fee models can alleviate price competition driven by economies of scale, thereby improving overall profitability. Thus, the presence of economies of scale serves as a strong incentive for capacity collaboration. The findings offer strategic insights for manufacturers dealing with cost asymmetries and competitive pressures in consumer markets and hold meaningful implications for management decision-making.
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