Pub Date : 2023-08-16DOI: 10.1108/ijopm-03-2023-0163
F. Caniato, G. Graham, J. Roehrich, A. Vereecke
PurposeInternational Journal of Operations and Production Management (IJOPM)'s Impact Pathway (IP) section has been launched in 2020 to host short contributions grounded in current managerial practices and/or policy development, challenging established operations and supply chain management (OSCM) knowledge and highlighting innovative and relevant research directions. This commentary reflects on the achievements of the section, delineates the key features of IP papers and stimulates further development.Design/methodology/approachThis commentary provides a brief overview of the IJOPM's IP section, taking stock of the contributions that have been published so far, analysing their topics, methodologies, insights and impact.FindingsThe 19 contributions published over the last three years have dealt with a variety of emerging topics, ranging from the COVID-19 response to additive manufacturing, leveraging on key evidence from managerial practice that challenges consolidated knowledge and theory, providing clear research directions as well as managerial and/or policy guidelines.Originality/valueThe commentary reflects on the importance of phenomenon-driven research that seeks to bridge the gap between theory and practice, thus increasing the impact and reach of OSCM research. This is a call for contributions from scholars, business leaders and policymakers to develop further impact-oriented research.
{"title":"Impact pathways: a home for insights from relevant and impactful operations and supply chain management research","authors":"F. Caniato, G. Graham, J. Roehrich, A. Vereecke","doi":"10.1108/ijopm-03-2023-0163","DOIUrl":"https://doi.org/10.1108/ijopm-03-2023-0163","url":null,"abstract":"PurposeInternational Journal of Operations and Production Management (IJOPM)'s Impact Pathway (IP) section has been launched in 2020 to host short contributions grounded in current managerial practices and/or policy development, challenging established operations and supply chain management (OSCM) knowledge and highlighting innovative and relevant research directions. This commentary reflects on the achievements of the section, delineates the key features of IP papers and stimulates further development.Design/methodology/approachThis commentary provides a brief overview of the IJOPM's IP section, taking stock of the contributions that have been published so far, analysing their topics, methodologies, insights and impact.FindingsThe 19 contributions published over the last three years have dealt with a variety of emerging topics, ranging from the COVID-19 response to additive manufacturing, leveraging on key evidence from managerial practice that challenges consolidated knowledge and theory, providing clear research directions as well as managerial and/or policy guidelines.Originality/valueThe commentary reflects on the importance of phenomenon-driven research that seeks to bridge the gap between theory and practice, thus increasing the impact and reach of OSCM research. This is a call for contributions from scholars, business leaders and policymakers to develop further impact-oriented research.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126315876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-15DOI: 10.1108/ijopm-09-2022-0596
Evelyne Vanpoucke, R. Klassen
PurposeForced labour is one of the most exploitative practices in supply chains, generating serious human right abuses. The authors seek to understand how relationships for reducing forced labour are influenced by institutional logics. The emerging supply chain efforts of social enterprises offer particularly intriguing approaches, as their social mission can spur creative new approaches and reshape widely adopted management practices.Design/methodology/approachThe authors study supplier relationships in the smartphone industry and compare the evolving practices of two cases: the first, a growing novel social enterprise; and the second, a high-profile commercial firm that has adopted a progressive role in combating forced labour.FindingsThe underlying institutional logic influenced each firm's willingness to act beyond its direct suppliers and to collaborate in flexible ways that create systematic change. Moreover, while both focal firms had clear, well-documented procedures related to forced labour, the integration, rather than decoupling, of forced labour and general supply chain policies provided a more effective way to reduce the risks of forced labour in social enterprises.Research limitations/implicationsAs authors’ comparative case study approach may lack generalizability, future research is needed to broadly test their propositions.Practical implicationsThe paper identifies preconditions in terms of institutional logics to successfully reduce the risk of forced labour in supply chains.Originality/valueThis paper discusses how social enterprises can provide a learning laboratory that enables commercial firms to identify options for supplier relationship improvement.
{"title":"Reducing forced labour in supply chains: what could traditional companies learn from social enterprises?","authors":"Evelyne Vanpoucke, R. Klassen","doi":"10.1108/ijopm-09-2022-0596","DOIUrl":"https://doi.org/10.1108/ijopm-09-2022-0596","url":null,"abstract":"PurposeForced labour is one of the most exploitative practices in supply chains, generating serious human right abuses. The authors seek to understand how relationships for reducing forced labour are influenced by institutional logics. The emerging supply chain efforts of social enterprises offer particularly intriguing approaches, as their social mission can spur creative new approaches and reshape widely adopted management practices.Design/methodology/approachThe authors study supplier relationships in the smartphone industry and compare the evolving practices of two cases: the first, a growing novel social enterprise; and the second, a high-profile commercial firm that has adopted a progressive role in combating forced labour.FindingsThe underlying institutional logic influenced each firm's willingness to act beyond its direct suppliers and to collaborate in flexible ways that create systematic change. Moreover, while both focal firms had clear, well-documented procedures related to forced labour, the integration, rather than decoupling, of forced labour and general supply chain policies provided a more effective way to reduce the risks of forced labour in social enterprises.Research limitations/implicationsAs authors’ comparative case study approach may lack generalizability, future research is needed to broadly test their propositions.Practical implicationsThe paper identifies preconditions in terms of institutional logics to successfully reduce the risk of forced labour in supply chains.Originality/valueThis paper discusses how social enterprises can provide a learning laboratory that enables commercial firms to identify options for supplier relationship improvement.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116493483","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-14DOI: 10.1108/ijopm-11-2022-0762
Oliver von Dzengelevski, Torbjørn H. Netland, A. Vereecke, K. Ferdows
PurposeWhen is manufacturing in high-cost environments and more profitable for multinational manufacturers and when in low-cost environments? While the literature offers many cues to answer this question, too little empirical research directly addresses this. In this study, we quantitatively and empirically investigate the financial effect of companies' production footprint in low-cost and high-cost environments for different types of production networks.Design/methodology/approachUsing the data of 770 multinational manufacturing companies, we analyze the relationship between production footprints and profitability during four calendar semesters in 2018 and 2019 (N = 2,940), investigating the moderating role of companies' production network type.FindingsWe find that companies with networks distinguished by both high levels of product complexity and process sophistication profit the most from producing to a greater extent in high-cost countries. For these companies, shifting production to low-cost countries would be associated with negative performance implications.Practical implicationsOur findings suggest that the production geography of companies should be attuned to their network type, as defined by the companies' process sophistication and product complexity. Manufacturing in low-cost countries is not always the best choice, as doing so can adversely affect profits if the products are highly innovative and the production processes are complex.Originality/valueWe contribute to the scarce empirical literature on managing global production networks and provide a data-driven analysis that contributes to answering some of the enduring questions in this critical area.
{"title":"Linking production geography and financial performance","authors":"Oliver von Dzengelevski, Torbjørn H. Netland, A. Vereecke, K. Ferdows","doi":"10.1108/ijopm-11-2022-0762","DOIUrl":"https://doi.org/10.1108/ijopm-11-2022-0762","url":null,"abstract":"PurposeWhen is manufacturing in high-cost environments and more profitable for multinational manufacturers and when in low-cost environments? While the literature offers many cues to answer this question, too little empirical research directly addresses this. In this study, we quantitatively and empirically investigate the financial effect of companies' production footprint in low-cost and high-cost environments for different types of production networks.Design/methodology/approachUsing the data of 770 multinational manufacturing companies, we analyze the relationship between production footprints and profitability during four calendar semesters in 2018 and 2019 (N = 2,940), investigating the moderating role of companies' production network type.FindingsWe find that companies with networks distinguished by both high levels of product complexity and process sophistication profit the most from producing to a greater extent in high-cost countries. For these companies, shifting production to low-cost countries would be associated with negative performance implications.Practical implicationsOur findings suggest that the production geography of companies should be attuned to their network type, as defined by the companies' process sophistication and product complexity. Manufacturing in low-cost countries is not always the best choice, as doing so can adversely affect profits if the products are highly innovative and the production processes are complex.Originality/valueWe contribute to the scarce empirical literature on managing global production networks and provide a data-driven analysis that contributes to answering some of the enduring questions in this critical area.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122234401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-10DOI: 10.1108/ijopm-08-2022-0540
Z. Cao, Dong-Young Kim, Yinping Mu, V. Singhal
PurposeThe growing focus on socially responsible supply chain management (SRSCM) has made it crucial to extend corporate social responsibility (CSR) to upstream suppliers. Drawing on resource dependence theory, this study aims to examine how supplier dependence upon socially responsible buyers impacts suppliers' CSR performance and how this relationship is moderated by network prominence and demand uncertainty.Design/methodology/approachThe proposed hypotheses are tested using regression analysis with Heckman's two-stage model and a dyadic supply chain dataset constructed based on publicly traded Chinese firms between 2008 and 2016. This time window is selected due to a one-year lag of the dependent variable and the change in evaluation methods of the database providing CSR performance in 2018.FindingsThe empirical results indicate that supplier dependence upon socially responsible buyers is positively associated with suppliers' CSR performance. However, this positive relationship is attenuated when suppliers occupy a prominent position in the network or when they face high demand uncertainty.Originality/valueThis study extends knowledge about the role of relationship dependence in implementing SRSCM by highlighting its positive impact on suppliers' CSR. Thus, this study contributes to the buyer–supplier relationship literature and the power and relationship dependence literature. This study further advances the understanding of the factors that influence suppliers' behavior by exploring the moderating roles of network prominence and demand uncertainty. The results have several practical implications for managers and policymakers.
{"title":"Toward suppliers' corporate social responsibility performance: the role of relationship dependence","authors":"Z. Cao, Dong-Young Kim, Yinping Mu, V. Singhal","doi":"10.1108/ijopm-08-2022-0540","DOIUrl":"https://doi.org/10.1108/ijopm-08-2022-0540","url":null,"abstract":"PurposeThe growing focus on socially responsible supply chain management (SRSCM) has made it crucial to extend corporate social responsibility (CSR) to upstream suppliers. Drawing on resource dependence theory, this study aims to examine how supplier dependence upon socially responsible buyers impacts suppliers' CSR performance and how this relationship is moderated by network prominence and demand uncertainty.Design/methodology/approachThe proposed hypotheses are tested using regression analysis with Heckman's two-stage model and a dyadic supply chain dataset constructed based on publicly traded Chinese firms between 2008 and 2016. This time window is selected due to a one-year lag of the dependent variable and the change in evaluation methods of the database providing CSR performance in 2018.FindingsThe empirical results indicate that supplier dependence upon socially responsible buyers is positively associated with suppliers' CSR performance. However, this positive relationship is attenuated when suppliers occupy a prominent position in the network or when they face high demand uncertainty.Originality/valueThis study extends knowledge about the role of relationship dependence in implementing SRSCM by highlighting its positive impact on suppliers' CSR. Thus, this study contributes to the buyer–supplier relationship literature and the power and relationship dependence literature. This study further advances the understanding of the factors that influence suppliers' behavior by exploring the moderating roles of network prominence and demand uncertainty. The results have several practical implications for managers and policymakers.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127822901","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-09DOI: 10.1108/ijopm-11-2022-0703
P. Barbieri, Brice Dattée, S. Mahapatra
PurposeThis paper aims to examine how collaborative supplier development (SD) activities, supplier capabilities and buyer–supplier relationship interrelate in technology-based, luxury product business contexts characterized by small volumes, difficult targets and resource constraints relative to those targets.Design/methodology/approachUsing inductive case research method, the authors investigate multiple embedded cases involving six dyadic buyer–supplier relationships of two luxury product manufacturers in the motorcycle and automotive industries. Each dyad represents an important sub-system for which the buying firm committed significant SD efforts to help the supplier successfully achieve difficult targets.FindingsThe analysis reveals how paradoxical tensions might emerge as the firms engage in successful SD activities, which could lead to decreasing relationship commitment ultimately resulting in the termination of the relationship. The authors utilize the “value co-creation and value capture” paradox framework to understand the SD and relationship dynamic and characterize it as developing-leveraging paradox to explain its dualities, i.e. commitment-based SD efforts (increasing value co-creation), and unilateral leveraging of the newly acquired capabilities (increasing value capture) by both the buyer and the supplier. Overemphasis on value capture by one of the exchange partners spurs a detrimental vicious cycle leading to the decline of the relationship.Research limitations/implicationsThe study explains the paradoxical dynamics that may emerge in SD activities of innovative, technologically complex, luxury product firms. The findings contribute to the SD literature by highlighting how learnings from SD activities could contribute to the dark sides of buyer–supplier relationship. The technologically complex, luxury product contextual characteristics of the study may limit the generalizability of the study findings.Originality/valueThe study provides novel insights into the emergence and management of paradoxes in buyer–supplier relationships, in terms of virtuous and vicious dynamics of developing-leveraging.
{"title":"The paradox of supplier development in technology-based luxury supply chains","authors":"P. Barbieri, Brice Dattée, S. Mahapatra","doi":"10.1108/ijopm-11-2022-0703","DOIUrl":"https://doi.org/10.1108/ijopm-11-2022-0703","url":null,"abstract":"PurposeThis paper aims to examine how collaborative supplier development (SD) activities, supplier capabilities and buyer–supplier relationship interrelate in technology-based, luxury product business contexts characterized by small volumes, difficult targets and resource constraints relative to those targets.Design/methodology/approachUsing inductive case research method, the authors investigate multiple embedded cases involving six dyadic buyer–supplier relationships of two luxury product manufacturers in the motorcycle and automotive industries. Each dyad represents an important sub-system for which the buying firm committed significant SD efforts to help the supplier successfully achieve difficult targets.FindingsThe analysis reveals how paradoxical tensions might emerge as the firms engage in successful SD activities, which could lead to decreasing relationship commitment ultimately resulting in the termination of the relationship. The authors utilize the “value co-creation and value capture” paradox framework to understand the SD and relationship dynamic and characterize it as developing-leveraging paradox to explain its dualities, i.e. commitment-based SD efforts (increasing value co-creation), and unilateral leveraging of the newly acquired capabilities (increasing value capture) by both the buyer and the supplier. Overemphasis on value capture by one of the exchange partners spurs a detrimental vicious cycle leading to the decline of the relationship.Research limitations/implicationsThe study explains the paradoxical dynamics that may emerge in SD activities of innovative, technologically complex, luxury product firms. The findings contribute to the SD literature by highlighting how learnings from SD activities could contribute to the dark sides of buyer–supplier relationship. The technologically complex, luxury product contextual characteristics of the study may limit the generalizability of the study findings.Originality/valueThe study provides novel insights into the emergence and management of paradoxes in buyer–supplier relationships, in terms of virtuous and vicious dynamics of developing-leveraging.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121050947","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-09DOI: 10.1108/ijopm-08-2022-0485
Mohamad Tannir, G. Mills, I. Krystallis, J. Kalra
PurposeThis study aims to further the understanding of multi-level analysis in inter-organisational relationships by investigating the interplay of governance, cooperation and coordination in inter-organisational projects (IOPs) on sub-system and project levels.Design/methodology/approachThe authors use the Viable Systems Model as a framework to analyse inter-organisational project governance, cooperation and coordination by adopting a multiple-case study.FindingsThe findings illustrate how governance and coordination mechanisms exhibit a filter-down effect on lower sub-systems while cooperation influence is confined within each sub-system. While remarking the importance of specific sub-systems on the overall project performance, the interplay of governance, cooperation and coordination across sub-systems appears to be complex, with governance influencing cooperation and coordination, whereas cooperation and coordination influence each other with an incremental effect.Originality/valueThis study defines two propositions that explain how multiple levels of analysis (project and sub-systems) can support the governance of large inter-organisational projects. The authors elaborate theory on the interplay of inter-organisational project governance, cooperation and coordination.
{"title":"Governance, cooperation and coordination in large inter-organisational project networks: a viable system perspective","authors":"Mohamad Tannir, G. Mills, I. Krystallis, J. Kalra","doi":"10.1108/ijopm-08-2022-0485","DOIUrl":"https://doi.org/10.1108/ijopm-08-2022-0485","url":null,"abstract":"PurposeThis study aims to further the understanding of multi-level analysis in inter-organisational relationships by investigating the interplay of governance, cooperation and coordination in inter-organisational projects (IOPs) on sub-system and project levels.Design/methodology/approachThe authors use the Viable Systems Model as a framework to analyse inter-organisational project governance, cooperation and coordination by adopting a multiple-case study.FindingsThe findings illustrate how governance and coordination mechanisms exhibit a filter-down effect on lower sub-systems while cooperation influence is confined within each sub-system. While remarking the importance of specific sub-systems on the overall project performance, the interplay of governance, cooperation and coordination across sub-systems appears to be complex, with governance influencing cooperation and coordination, whereas cooperation and coordination influence each other with an incremental effect.Originality/valueThis study defines two propositions that explain how multiple levels of analysis (project and sub-systems) can support the governance of large inter-organisational projects. The authors elaborate theory on the interplay of inter-organisational project governance, cooperation and coordination.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131253426","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.1108/ijopm-11-2022-0755
A. Shevchenko, Sara Hajmohammad, Mark Pagell
PurposePeople donate to charities with the aim of improving society. Yet, many charities fail to use donations efficiently or have ineffective interventions. The authors explore the strategic operational priorities and processes that enable charities to efficiently implement their interventions and have a positive impact on society.Design/methodology/approachThe authors first review the literature on charities to gain a deeper understanding of the current state of knowledge on charity operations. The authors then employ the lens of paradox theory and perform a qualitative investigation of six case studies to explore various aspects of the operations of charities that are known for being cost-effective.FindingsThe authors reveal how the strategic operational decisions of charities, as well as the processes they implement, help them resolve the tensions arising from the cost-effectiveness paradox. The authors show that cost-effective charities make strategic operational decisions that help maintain two diverging priorities: prioritizing the status quo and prioritizing change in how they deliver value. Another set of strategic decisions helps balance these two diverging priorities. The authors then show how these charities create and then maintain cost-effective operations.Originality/valueThe authors address recent calls for research on non-profit organizations in the field of operations management. To authors’ knowledge, it is the first in-depth study of exemplary charity operations. The results can be used by charity executives as a benchmarking tool when they develop and implement their charitable interventions and by government agencies and potential donors when they select charities for their donations. Finally, the results should have implications for other organizations trying to have a positive societal impact.
{"title":"Operations of cost-effective charities: a qualitative study","authors":"A. Shevchenko, Sara Hajmohammad, Mark Pagell","doi":"10.1108/ijopm-11-2022-0755","DOIUrl":"https://doi.org/10.1108/ijopm-11-2022-0755","url":null,"abstract":"PurposePeople donate to charities with the aim of improving society. Yet, many charities fail to use donations efficiently or have ineffective interventions. The authors explore the strategic operational priorities and processes that enable charities to efficiently implement their interventions and have a positive impact on society.Design/methodology/approachThe authors first review the literature on charities to gain a deeper understanding of the current state of knowledge on charity operations. The authors then employ the lens of paradox theory and perform a qualitative investigation of six case studies to explore various aspects of the operations of charities that are known for being cost-effective.FindingsThe authors reveal how the strategic operational decisions of charities, as well as the processes they implement, help them resolve the tensions arising from the cost-effectiveness paradox. The authors show that cost-effective charities make strategic operational decisions that help maintain two diverging priorities: prioritizing the status quo and prioritizing change in how they deliver value. Another set of strategic decisions helps balance these two diverging priorities. The authors then show how these charities create and then maintain cost-effective operations.Originality/valueThe authors address recent calls for research on non-profit organizations in the field of operations management. To authors’ knowledge, it is the first in-depth study of exemplary charity operations. The results can be used by charity executives as a benchmarking tool when they develop and implement their charitable interventions and by government agencies and potential donors when they select charities for their donations. Finally, the results should have implications for other organizations trying to have a positive societal impact.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":" 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120830443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-31DOI: 10.1108/ijopm-04-2023-0318
Bruno Silvestre, Yu Gong, J. Bessant, C. Blome
PurposeThe view that supply chain learning (SCL) has become a fundamental capability that supply chains must employ to innovate and improve their financial, technological, operational, environmental and social performance is widely accepted. However, the SCL phenomenon is still understudied and not fully understood by scholars, decision-makers and government representatives. This article aims to make sense of the existing literature and to identify important research directions that require further attention.Design/methodology/approachThis article reviews the diversity of SCL in the literature, proposes a typology of such a phenomenon, provides an overview of key articles in the literature and identifies a series of recommendations for the future development of the field.FindingsThis article combines two fundamental dimensions from the literature (i.e. SCL driver and SCL network) to produce a typology of four types of SCL: Captive, Consortium, Selective and Distributed.Practical implicationsThe typology proposed here offers an important framework for supply chain decision-makers to rely on when implementing SCL initiatives. The implications of each type of SCL offer a robust rationale for decision-makers to adopt the most appropriate type of SCL or combinations of SCL types, given each situation. In addition, the typology supports policy-makers in further understanding the SCL phenomenon and creating effective innovation, economic development and sustainability policies through supply chains.Originality/valueThis article offers a novel typology that the authors hope will help scholars to advance the field of SCL in order to understand this important phenomenon. There is no good/bad/better/worse SCL type in the proposed typology, but the critical element for the success of SCL efforts is the level of fit between the type of SCL, the type of knowledge to be created and diffused, and the outcome supply chains aim to achieve with that learning effort. In addition, the authors coin the construct of “the learning supply chain”, which refers to a supply chain that learns constantly by employing all four types of SCL simultaneously.
{"title":"From supply chain learning to the learning supply chain: drivers, processes, complexity, trade-offs and challenges","authors":"Bruno Silvestre, Yu Gong, J. Bessant, C. Blome","doi":"10.1108/ijopm-04-2023-0318","DOIUrl":"https://doi.org/10.1108/ijopm-04-2023-0318","url":null,"abstract":"PurposeThe view that supply chain learning (SCL) has become a fundamental capability that supply chains must employ to innovate and improve their financial, technological, operational, environmental and social performance is widely accepted. However, the SCL phenomenon is still understudied and not fully understood by scholars, decision-makers and government representatives. This article aims to make sense of the existing literature and to identify important research directions that require further attention.Design/methodology/approachThis article reviews the diversity of SCL in the literature, proposes a typology of such a phenomenon, provides an overview of key articles in the literature and identifies a series of recommendations for the future development of the field.FindingsThis article combines two fundamental dimensions from the literature (i.e. SCL driver and SCL network) to produce a typology of four types of SCL: Captive, Consortium, Selective and Distributed.Practical implicationsThe typology proposed here offers an important framework for supply chain decision-makers to rely on when implementing SCL initiatives. The implications of each type of SCL offer a robust rationale for decision-makers to adopt the most appropriate type of SCL or combinations of SCL types, given each situation. In addition, the typology supports policy-makers in further understanding the SCL phenomenon and creating effective innovation, economic development and sustainability policies through supply chains.Originality/valueThis article offers a novel typology that the authors hope will help scholars to advance the field of SCL in order to understand this important phenomenon. There is no good/bad/better/worse SCL type in the proposed typology, but the critical element for the success of SCL efforts is the level of fit between the type of SCL, the type of knowledge to be created and diffused, and the outcome supply chains aim to achieve with that learning effort. In addition, the authors coin the construct of “the learning supply chain”, which refers to a supply chain that learns constantly by employing all four types of SCL simultaneously.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123798171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-28DOI: 10.1108/ijopm-01-2023-0054
Félicia Saïah, Diego Vega, G. Kovács
PurposeThis study focuses to develop a common humanitarian supply chain process model (HSCPM) that enables effective enterprise resource planning (ERP) systems for NGOs, and the study also investigates the role of modularity as a dynamic capability that supports creating such model.Design/methodology/approachA multifocus group study was performed as part of a larger project, the Frontline Humanitarian Logistics Initiative, aiming to establish a common data model that would serve as the backbone of humanitarian ERP systems. Fourteen international humanitarian organizations (IHOs) participated in the process, reaching a consensus on the structure of the process model.FindingsAn HSCPM was proposed based on the consensus reached across IHOs. Four degrees of customization differentiating between “generic,” “tailored,” “specific,” and “unique” processes are presented and discussed.Research limitations/implicationsThe findings show modularity applied to process as a mean to create dynamic efficiencies and position the modular process model within the dynamic capabilities framework, supporting supply chain responsiveness and expanding the literature on supply chain management (SCM), dynamic capabilities, and humanitarian logistics.Practical implicationsThis research proposes a consensus-based data model, facilitating the advancement of ERP systems in the humanitarian context and lays a foundation for interoperability among ERP systems across diverse IHOs.Originality/valueFirst attempt to elucidate the specific characteristics and unique processes defining an HSCPM, this study reached an unprecedented consensus for the humanitarian sector, setting the base toward an industry standard.
{"title":"Toward a common humanitarian supply chain process model: the Frontline Humanitarian Logistics Initiative","authors":"Félicia Saïah, Diego Vega, G. Kovács","doi":"10.1108/ijopm-01-2023-0054","DOIUrl":"https://doi.org/10.1108/ijopm-01-2023-0054","url":null,"abstract":"PurposeThis study focuses to develop a common humanitarian supply chain process model (HSCPM) that enables effective enterprise resource planning (ERP) systems for NGOs, and the study also investigates the role of modularity as a dynamic capability that supports creating such model.Design/methodology/approachA multifocus group study was performed as part of a larger project, the Frontline Humanitarian Logistics Initiative, aiming to establish a common data model that would serve as the backbone of humanitarian ERP systems. Fourteen international humanitarian organizations (IHOs) participated in the process, reaching a consensus on the structure of the process model.FindingsAn HSCPM was proposed based on the consensus reached across IHOs. Four degrees of customization differentiating between “generic,” “tailored,” “specific,” and “unique” processes are presented and discussed.Research limitations/implicationsThe findings show modularity applied to process as a mean to create dynamic efficiencies and position the modular process model within the dynamic capabilities framework, supporting supply chain responsiveness and expanding the literature on supply chain management (SCM), dynamic capabilities, and humanitarian logistics.Practical implicationsThis research proposes a consensus-based data model, facilitating the advancement of ERP systems in the humanitarian context and lays a foundation for interoperability among ERP systems across diverse IHOs.Originality/valueFirst attempt to elucidate the specific characteristics and unique processes defining an HSCPM, this study reached an unprecedented consensus for the humanitarian sector, setting the base toward an industry standard.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124106019","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-25DOI: 10.1108/ijopm-12-2022-0773
Jing Chen, M. Lewis
PurposeAlthough trust and distrust as distinct phenomena are of increasing interest to operations and supply chain management (OSCM) scholars, they have been inconsistently conceptualized and there is a lack of evidence regarding the distinctiveness of their respective antecedents. This study, therefore, focuses on one of the most widely accepted dimensions of trust, benevolence, to help more fully analyse (supplier) trust and distrust (in a buyer) and explore the effects of relational norms and structural power as specific antecedents.Design/methodology/approachThe study employed a scenario-based role-playing experimental method. The proposed hypotheses were tested using structural equation modelling.FindingsThe results that while relational norms increase supplier trust, power asymmetry can simultaneously generate supplier distrust, support the coexistence of supplier trust and distrust in a buyer–supplier relationship.Originality/valueThis study is one of the first to explore the antecedents of supplier trust and distrust in a buyer. It demonstrates that supplier trust and distrust can coexist when the relationship is characterized by relational norms and asymmetrical power. This opens important questions for future trust–distrust research.
{"title":"Trust and distrust in buyer–supplier relationships: an exploratory experimental study","authors":"Jing Chen, M. Lewis","doi":"10.1108/ijopm-12-2022-0773","DOIUrl":"https://doi.org/10.1108/ijopm-12-2022-0773","url":null,"abstract":"PurposeAlthough trust and distrust as distinct phenomena are of increasing interest to operations and supply chain management (OSCM) scholars, they have been inconsistently conceptualized and there is a lack of evidence regarding the distinctiveness of their respective antecedents. This study, therefore, focuses on one of the most widely accepted dimensions of trust, benevolence, to help more fully analyse (supplier) trust and distrust (in a buyer) and explore the effects of relational norms and structural power as specific antecedents.Design/methodology/approachThe study employed a scenario-based role-playing experimental method. The proposed hypotheses were tested using structural equation modelling.FindingsThe results that while relational norms increase supplier trust, power asymmetry can simultaneously generate supplier distrust, support the coexistence of supplier trust and distrust in a buyer–supplier relationship.Originality/valueThis study is one of the first to explore the antecedents of supplier trust and distrust in a buyer. It demonstrates that supplier trust and distrust can coexist when the relationship is characterized by relational norms and asymmetrical power. This opens important questions for future trust–distrust research.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115352370","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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