Journal of Business Logistics最新文献

Industry practitioners and policymakers have a strong interest in understanding the dynamics associated with manufacturing firms' new orders. In the United States, many organizations, including the Institute for Supply Management (ISM), multiple branches of the Federal Reserve Banking System, and the Census Bureau publish data on new orders to inform practitioners and policymakers. This research explores how the occurrence of supply shocks moderates the impact that manufacturing firms' new orders have on manufacturing production, recruitment of workers, and suppliers' lead times. We extend the theory regarding firms' responses to supply shocks to explain why increases in new orders will have a less pronounced effect on production and employment, but a greater impact on supplier lead times during periods of pronounced shortage. To test our theory, we assemble a unique archival dataset that melds the Report on Business—Manufacturing (PMI) data from the ISM with the Census Bureau's Quarterly Survey of Plant Capacity Utilization to obtain measures of shortages. We test our hypotheses using time series techniques. We find results consistent with our predictions, which have important implications for theory, practice, and public policy.

Despite considerable research attention to supply chain knowledge mobilization (KMob) barriers, understanding of why, how, and when they emerge in practice remains limited. We address this knowledge deficit by using middle-range theory (MRT) as a theoretical lens to examine supply chain KMob barriers in their naturally occurring environment. Drawing on 42 in-depth, semi-structured interviews with Argentinian agri-food supply chain (AFSC) practitioners, we present novel insights into the emergence of AFSC KMob barriers. First, our findings indicate the prevalence of 11 individual, intra-organizational, and inter-organizational KMob barriers in Argentinian AFSCs. Second, Argentina's political, economic, social, technological, legal, and cultural (PESTLC) environment contribute to these barriers. For example, the cultural environment, characterized by strong hierarchy and weak intellectual autonomy, may have negative effects on AFSC practitioners' KMob behaviors and perceptions, resulting in resistance to knowledge sharing, while long-term political and economic instability poses challenges for intra- and inter-organizational KMob. Third, these 11 KMob barriers elicit both semantic and pragmatic knowledge boundaries that thwart AFSC KMob. Our study extends the applicability of MRT to supply chain KMob research and provides a framework for better understanding KMob barriers. The study has important implications for agricultural research institutions and focal companies of local AFSCs.

The supply base is increasingly recognized as a critical enabler of firm innovation. While existing research has linked direct collaboration with suppliers to superior innovation performance, it has largely overlooked the relational dynamics occurring further upstream in the supply chain. We introduce the concept of cross-tier supplier collaboration—strategic alliances between first- and lower-tier suppliers (i.e., suppliers' suppliers) within a focal firm's supply chain focused on sharing or co-developing resources—and explore how this not-so-visible collaboration serves as a source of superior innovation for the buyer firm. Drawing on the extended resource-based view (ERBV), we construct and analyze a large panel dataset compiled from multiple archival data sources of public manufacturers, their first-tier suppliers, and lower-tier suppliers. The empirical analysis reveals that cross-tier supplier collaboration enhances buyer firm performance in terms of innovation efficiency. This positive relationship is strengthened when first- and lower-tier suppliers have long-term relationships but is weakened when these suppliers are geographically distant from each other. This study and its discoveries make a valuable contribution to the theories and literature on extended supply base and firm innovation while also providing practical guidance for managerial sourcing decisions.

Firms face increased scrutiny from both governments and consumers about socially responsible practices. Firms may address social issues in their supply chains by selecting socially responsible suppliers—a decision heavily influenced by the preferences of purchasing managers. Although prior research provides empirical evidence that this decision is affected by different stakeholders, these results are usually at the firm level and do not reveal how a purchasing manager forms their preference toward socially responsible suppliers. This study, using social projection theory and a behavioral experiment with supply chain managers, studies the influence of purchasing managers' perception of top management beliefs (PTMB) on socially responsible sourcing intentions (SRSS). Purchasing managers' internal values (ISI) strongly shape their PTMB, both directly and indirectly influencing purchasing managers' SRSS, while external stakeholder pressures from suppliers and customers (EPSP) impact SRSS indirectly through PTMB. Regulatory pressure (RP), however, shows no effect on PTMB. A post hoc analysis reveals that purchasing managers with high ISI favored sustainable suppliers, even when organizational priorities indicated by top management action (TMA) are not about socially responsible sourcing. Our findings provide a nomological network explaining a manager's responsible sourcing decisions and provide guidance for firms to enhance their responsible sourcing.

Supply chain disruptions regularly interrupt the normal operations of organizations, impairing their financial, operational, and service performance. Therefore, organizations must develop capabilities to enhance their resilience–their ability to anticipate, overcome, and transform after disruptions. The literature proposes that agility, adaptability, and alignment (AAA capabilities) enhance long-term organizational success but does not explicitly link these AAA capabilities to resilience. Motivated by conversations with senior supply chain leaders, our research explores how organizations utilize practices, behaviors, and structures to build AAA capabilities in their pursuit of resilience over different phases of disruption. We use a grounded theory approach, conducting in-depth, semi-structured interviews with supply chain executives. Our findings contribute to the supply chain resilience literature by (a) highlighting how distinct practices, behaviors, and structures support the development of distinct AAA capabilities, (b) demonstrating which AAA capabilities are most influential in enhancing resilience during specific phases of a disruption, and (c) illustrating how the AAA capabilities operate in a feedback loop to synergistically improve resilience over the lifecycle of a disruption.