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Publisher: Emerald   (Total: 311 journals)

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J. of Management Development     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 23)
J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 7, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 7)
J. of Organizational Change Management     Hybrid Journal   (Followers: 22, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 7)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 7, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 19, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 12, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 14, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 9, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 8, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 20, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 981, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 639, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 730, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 660, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 5, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 2)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 20, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 15, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 559, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 92, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 168, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 6, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 9, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 71, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 269, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 2, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 33, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 13, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 12)
Reference Services Review     Hybrid Journal   (Followers: 29, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 14, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 38, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 8)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (Followers: 1, SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 19, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 9, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 90, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 817, SJR: 0.799, h-index: 23)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.433, h-index: 20)

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Journal Cover   Supply Chain Management: An International Journal
  [SJR: 1.628]   [H-I: 56]   [9 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1359-8546
   Published by Emerald Homepage  [311 journals]
  • Modern slavery challenges to supply chain management
    • Authors: Stefan Gold, Alexander Trautrims, Zoe Trodd
      First page: 485
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose Although many international supply chains are (most often unknowingly) connected to slave labour activities, supply chain managers and research have so far neglected the issue. This will most likely change soon as civil society lobbying and new legislation imposes increasing litigation and reputational risks on companies operating international supply chains. Design/methodology/approach The paper provides a definition of slavery, explores potentials for knowledge exchange with other disciplines, discusses management tools for detecting slavery as well as suitable company responses after its detection, and outlines avenues for future research. Findings Due to a lack of effective indicators, new tools and indicator systems need to be developed that consider the specific social, cultural and geographical context of supply regions. After detection of slavery, multi-stakeholder-partnerships, community-centred approaches, and supplier development appear to be effective responses. Research limitations/implications New theory development in supply chain management is urgently needed to facilitate the understanding, avoidance and elimination of slavery in supply chains. As a starting point for future research, we conceptualize the challenges of slavery to supply chain management, focussing on capabilities and specific institutional context. Practical implications The paper provides a starting point for the development of practices and tools for identifying and removing slave labour from supply chains. Originality/value Although representing a substantial threat to current supply chain models, slavery has so far not been addressed in supply chain management research.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:20:58Z
      DOI: 10.1108/SCM-02-2015-0046
       
  • Mitigating reputational risks in supply chains
    • Authors: Henry L. Petersen, Fred Lemke
      First page: 495
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose The purpose of this research was to explore reputational risk that are borne in the supply chain and contribute to this contemporary but growing research stream. Design/methodology/approach First, a theoretical framework is provided to help in the characterization of reputational risks and how they impact supply chain members that may be multiple tiers away from the manufacturer. Then, semi-structured interviews were conducted with practitioners that were familiar with reputational risks and who were engaging in varying mitigating techniques. Cognitive modelling was utilized to report on the findings. Findings The practitioners in this study were very familiar with the risks and were active in varying mitigating practices as budgets and resource constraints would allow. The brevity of the risks identified, and the significance of specific risks with how they impact a reputation was revealed. Mitigation is an on-going and haphazard process with very little information available as would be expected with a typical risk management approach. Research limitations/implications This article serves to provide practitioners incite into the varying methods used by firms with supply chain members that number in the hundreds. Based on our findings, we make a recommendation that utilizes CSR as a foundation that is proposed to address a number of risks including those related to price, availability and quality. The limits of this work are that it is specific to a select group of practitioners specialised in this area. Although the information is rich, it is not generalizeable. Originality/value This paper makes a significant contribution to the literature by providing insight into the perceptions of practitioners that make decisions on mitigating reputational risks. The results suggest that this is a very new area of management that is striving to find a way to minimize their exposure.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:20:51Z
      DOI: 10.1108/SCM-09-2014-0320
       
  • Supply chain alignment for improved business performance: an empirical
           study.
    • Authors: Heather Dawn Skipworth, Janet Godsell, Chee Yew Wong, Soroosh Sam Saghiri, Denyse Julien
      First page: 511
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose Supply chain alignment remains a major challenge for supply chains. This study aims to explain how it can be achieved, and its implications for business performance, by testing the strengths of the relationships between previously identified enablers, supply chain alignment and business performance. Design/methodology/approach A literature review develops hypotheses on the relationships between enablers, alignment and business performance. A survey of medium to large UK manufacturing companies was conducted where the sample comprised 151 randomly selected companies and the response rate was 56%. Partial Least Square regression was used to test the hypothesis. Findings Two types of supply chain alignment are defined – shareholder and customer – but only customer alignment has a direct positive impact on business performance, while shareholder alignment is its antecedent. Top management support was shown to be an enabler of both shareholder and customer alignment, while organisation structure, information sharing and performance measurement system enabled shareholder alignment, and internal relational behaviour enabled customer alignment. Research limitations/implications Supply chain management research lacks knowledge on exactly how supply chain alignment can be achieved and what business performance implications it has. This research provides a tested conceptual model to address this gap. Practical implications The refined conceptual model provides precise guidance to practitioners on how to improve business performance through supply chain alignment. Originality/value Whilst the strategic management literature emphasizes the importance of shareholder alignment, this study reveals another crucial alignment – customer alignment – and shows its direct positive impact on business performance.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:21:03Z
      DOI: 10.1108/SCM-06-2014-0188
       
  • Using a “virtual joint venture” to facilitate the adoption of
           intermodal transport
    • Authors: Jason Monios, Rickard Bergqvist
      First page: 534
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose The supply chain literature discusses various models of supply chain collaboration and integration. When applied to logistics, each has been shown to exhibit different levels of success depending on particular factors. This paper examines a strategic alliance between a large shipper and a freight forwarder to provide an intermodal service to and from the port of Gothenburg. Design/methodology/approach The methodology is a single in-depth case study based on action research, interviews and document analysis. Findings According to this innovative model, a new entity is not set up but an open-book basis is established, long-term contracts with other parties are signed, risks and profits are shared, and the shipper makes several investments specific to the service. Thus the benefits of a joint venture are obtained without needing to establish a new organisation and thus sacrifice flexibility and independence. Research limitations/implications A limitation of this study is that it is based on a single case of best practice; it may be difficult to replicate the high levels of trust in other situations. Nevertheless, the evident success of this “virtual joint venture” suggests that some elements are transferable to other cases, and the model may be refined through additional case analysis. Practical implications Results indicate several advantages of this “virtual joint venture” model, including risk sharing, knowledge development, long-term service stability and diversification of activities which all contribute to facilitating the shift of a large customer from road haulage to intermodal transport. Potential challenges mainly relate to contractual complexity. Originality/value This paper identifies an innovative business model for logistics integration that can be used in future in other cases to make modal shift more attractive and successful, which is a key aim of government policy in many countries.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:22:29Z
      DOI: 10.1108/SCM-02-2015-0051
       
  • Examining supply market scanning and internal communication climate as
           facilitators of supply chain integration
    • Authors: George A. Zsidisin, Janet L. Hartley, Ednilson Bernardes, Lance Saunders
      First page: 549
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose This paper examines if supply market scanning and an organization’s internal communication climate are related to greater internal integration of supply management within the organization, and its subsequent effects on supplier integration and supplier performance. Design/methodology/approach A conceptual model, using information processing theory as a theoretical lens, is proposed and tested utilizing survey data gathered from supply management professionals from five European countries. Findings Supply market scanning and the organization’s internal communication climate are positively related to internal integration of supply management. Internal integration subsequently is positively related to supplier integration, which partially mediates the relationship with supplier performance. Internal integration also is positively and directly related to supplier performance. Research limitations/implications Supply management fulfills a key role by being a conduit of information from the supply market to other internal functions and to ultimately improve supplier performance. Data were gathered from a single respondent in each firm and represents predominately manufacturing firms. Future research should use case studies to understand the process of how supply market information is conveyed internally, interpreted, and used to improve supplier performance. Originality/value This study provides evidence supporting the importance of supply management in integrating supply market information within the firm and with suppliers, which subsequently improves supplier performance.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:23:47Z
      DOI: 10.1108/SCM-10-2014-0364
       
  • Elements affecting social responsibility in supply chains
    • Authors: David Eriksson, Göran Svensson
      First page: 561
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 5, August 2015.
      Purpose To assess elements that affect social responsibility in supply chains and beyond. The elements are classified into drivers, facilitators, and inhibitors. Design/methodology/approach An assessment of supply chain management research published over the period 2009-2013. Findings Sixteen elements are identified and presented in a framework along with their proposed constituents. The elements capture structures and management principles of supply chains that are important for social responsibility. Research limitations/implications The elements provide a basis to better understand how social responsibility in supply chains is related to contextual factors. The framework of elements is still only an initial step towards enhanced understanding how the context affects social responsibility in supply chains. Practical implications The framework may guide companies to acknowledge elements that are known to improve or deteriorate social responsibility in supply chains. Originality/value Contributes to capture the state-of-the-art knowledge based upon recent research. It is also a stepping-stone towards improved insights on what drives, facilitates, and inhibits individuals in social responsibility.
      Citation: Supply Chain Management: An International Journal
      PubDate: 2015-07-04T12:21:10Z
      DOI: 10.1108/SCM-06-2015-0203
       
  • Emergent supply chains in the agrifood sector: insights from a whole chain
           approach
    • Authors: Foivos Anastasiadis, Nigel Poole
      First page: 353
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose This paper reports research into emergent supply chain management (SCM) practices in a context in which the imperative for business development requires efficient inter-firm collaboration. It explores the way key supply chain (SC) actors perceive entrepreneurial opportunities and evaluates their SC processes. Design/methodology/approach A whole chain approach, employing qualitative methods, was used to investigate retail, wholesale and production links, with a special focus on small businesses which predominate in the agrifood sector. The methodology employed is of vital importance to understand the complexity of the sector and the interdependencies among stakeholders. Findings Results suggest several SC malfunctions originating in diverse strategic planning practices and different entrepreneurial mentalities which hinder the process of emergence from traditional to more modern chain configurations. The fact that the nature of new opportunities in the agrifood sector (e.g. organics) was poorly understood, obstructs further development of the agrifood sector. Other key findings suggest problematic flows of information within the SC and minimal trust among stakeholders. Research limitations/implications Sampling constraints suggest that caution should be exercised in extrapolating these conclusions elsewhere. Nonetheless, further investigation employing similar approach should be applied in a wider context not only in Greece but in other similar economies characterised by nascent supply chains. Originality/value The study investigates the entire SC of a vital sector for numerous SMEs, with lessons for diverse emerging agribusiness economies. Insights, not only for the direct SC stakeholders but also for policy-makers, could serve to unlock the potential of such sectors and also the exploitation of new opportunities in emerging markets which can be stifled by stagnant sectoral structures and conservative business attitudes.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:32:09 GMT
      DOI: 10.1108/SCM-08-2014-0259
       
  • Advanced predictive-analysis-based decision support for collaborative
           logistics networks
    • Authors: Elisabeth Ilie-Zudor, Anikó Ekárt, Zsolt Kemeny, Christopher Buckingham, Philip Welch, Laszlo Monostori
      First page: 369
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose The purpose of this paper is to examine challenges and potential of big data in heterogeneous business networks and relate these to an implemented logistics solution. Design/methodology/approach The paper establishes an overview of challenges and opportunities of current significance in the area of big data, specifically in the context of transparency and processes in heterogeneous enterprise networks. Within this context, the paper presents how existing components and purpose-driven research were combined for a solution implemented in a nationwide network for less-than-truckload consignments. Findings Aside from providing an extended overview of today's big data situation, the findings have shown that technical means and methods available today can comprise a feasible process transparency solution in a large heterogeneous network where legacy practices, reporting lags and incomplete data exist, yet processes are sensitive to inadequate policy changes. Practical implications The means introduced in the paper were found to be of utility value in improving process efficiency, transparency and planning in logistics networks. The particular system design choices in the presented solution allow an incremental introduction or evolution of resource handling practices, incorporating existing fragmentary, unstructured or tacit knowledge of experienced personnel into the theoretically founded overall concept. Originality/value The paper extends previous high-level view on the potential of big data, and presents new applied research and development results in a logistics application.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:35:48 GMT
      DOI: 10.1108/SCM-10-2014-0323
       
  • Does implementing social supplier development practices pay off?
    • Authors: Cristina Sancha, Cristina Gimenez, Vicenta Sierra, Ali Kazeminia
      First page: 389
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose The objective of this paper is twofold. First, to investigate the impact of social supplier development practices on the suppliers’ social performance. Second, to analyze if the implementation of supplier development practices by Western buying firms pays off in terms of operational and economic results. Design/methodology/approach Our hypotheses are tested in a sample of 120 Spanish manufacturing firms using Path Analysis. Findings The results suggest that while supplier development practices help to improve the suppliers’ social performance and the buying firm’s operational performance, they do not pay off in terms of economic performance. Research limitations/implications The paper shows that supplier development practices help to improve the suppliers’ social performance while improving the operational performance of the buying firm. The study has two main limitations. First, we use cross-sectional data and therefore we are not able to account for possible recursive relationships. Second, our study is limited to the Spanish scope and as such results need to be interpreted in that context. Practical implications We believe the results of our study provide insights to managers with respect to the implementation of supplier development practices to make their suppliers more socially responsible. We also show managers the implications of implementing such practices in terms of operational and economic outcomes. Originality/value This paper contributes to the existing literature on the effectiveness of sustainable supplier development practices by including the suppliers’ performance, which has been generally neglected. We also include objective measures for economic performance.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:32:58 GMT
      DOI: 10.1108/SCM-07-2014-0239
       
  • Is the construction industry aware of supply chain management? The
           Portuguese contractors’ perspective
    • Authors: Amílcar Arantes, Luís Miguel Domingues Fernandes Ferreira, António Aguiar Costa
      First page: 404
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose The objective of this research is to evaluate the understanding and behaviour of construction companies in relation to Supply Chain Management (SCM) and how those relationships can impact the adoption of the SCM concept. Design/methodology/approach The research adopted a descriptive study method based on a cross-section survey. A literature review and focus group interviews were used to design the survey questionnaire. The focus group interviews were also used to discuss the results of the survey and draw conclusions. Findings The results show that the global awareness level of SCM and the relationships level amongst the entities in the Portuguese construction industry are low, which is in alignment with previous research work. These results also show that SCM in the construction industry is a complex task due to the fact that the relationships between the entities are different, and also often contractors and subcontractors change roles from project to project. Research limitations/implications The limited number of valid responses in the research, particularly when considering categories based on the size of the contractors, can be considered a major limitation of this research, which might have reduced the quality of the statistic tests performed. Practical implications Construction companies should foster a proper understanding of “the language” and core concepts underpinning SCM practices and should pay particular attention to a systemic and network perspective, avoiding the traditional focus on the management of dyadic relationships. Accordingly, care must be taken to avoid the “simple and direct” transfer of the SCM concept to the construction sector. Originality/value This paper provides contributions to understanding the awareness of SCM within the construction industry and to the field of SCM, confirming that is the specifics, and not the context, of the construction sector that are not well adapted to the assumptions underpinning supply chain management and related concepts.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:32:39 GMT
      DOI: 10.1108/SCM-06-2014-0207
       
  • Impacts of adaptive collaboration on demand forecasting accuracy of
           different product categories throughout the product life cycle
    • Authors: Masayasu Nagashima, Frederick Thomas Wehrle, Laoucine Kerbache, Marc Lassagne
      First page: 415
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose This article empirically analyzes how adaptive collaboration in supply chain management impacts demand forecast accuracy in short life cycle products, depending on collaboration intensity, product life cycle stage, retailer type and product category. Design/methodology/approach We assembled a dataset of forecasts and sales of 169 still camera models, made by the same manufacturer and sold by three different retailers in France over 5 years. Collaboration intensity, coded by CPFR level, was used to analyze the main effects and specific interaction effects of all variables using ANOVA and Ordered Feature Evaluation Analysis (OFEA). Findings Our findings lend empirical support to the longstanding assumption that supply chain collaboration intensity increases demand forecast accuracy and that product maturation also increases forecast accuracy even in short life cycle products. Furthermore, our findings show that it is particularly the lack of collaboration that causes negative effects on forecast accuracy, while positive interaction effects are only found for life cycle stage and product category. Practical implications Investment in adaptive supply chain collaboration is shown to increase demand forecast accuracy. However, the choice of collaboration intensity should account for life cycle stage, retailer type and product category. Originality/value This study provides empirical support for the adaptive collaboration concept, exploring not only the actual benefits but also the way it is achieved in the context of innovative products with short life cycles. We used a real world dataset and pushed its statistical analysis to a new level of detail using OFEA.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:32:51 GMT
      DOI: 10.1108/SCM-03-2014-0088
       
  • Going above and beyond: how sustainability culture and entrepreneurial
           orientation drive social sustainability supply chain practice adoption
    • Authors: Donna Marshall, Lucy McCarthy, Paul McGrath, Marius Claudy
      First page: 434
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose This paper examines what drives the adoption of different social sustainability supply chain practices. Research has shown certain factors drive the adoption of environmental sustainability practices but few focus on social supply chain practices, delineate which practices are adopted or what drives their adoption. Design/methodology/approach We examine the facilitative role of sustainability culture to explain the adoption of social sustainability supply chain practices: basic practices, consisting of monitoring and management systems and advanced practices, which are new product and process development and strategic redefinition. We then explore the role played by a firm’s entrepreneurial orientation in shaping and reinforcing the adoption of social sustainability supply chain practices. A survey of 156 supply chain managers in multiple industries in Ireland was conducted to test the relationship between the variables. Findings Our findings show that sustainability culture is positively related to all the practices and entrepreneurial orientation impacts and moderates social sustainability culture in advanced social sustainability supply chain adoption. Research limitations/implications As with any survey this is a single point in time with a single respondent. Implications for managers include finding the right culture in the organisation to implement social sustainability supply chain management practices that go beyond monitoring to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain. Practical implications Implications for managers include developing and fostering cultural attributes in the organisation to implement social sustainability supply chain management practices that go beyond monitoring suppliers to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain. Originality/value This is the first time, to the authors’ knowledge, that cultural and entrepreneurial variables have been tested for social sustainability supply chain practices giving us new insight into how and why social sustainability supply chain practices are adopted.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:34:18 GMT
      DOI: 10.1108/SCM-08-2014-0267
       
  • Exploring information sharing in the extended supply chain: an
           interdependence perspective
    • Authors: Joakim Hans Kembro, Kostas Selviaridis
      First page: 455
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose To empirically explore demand-related information sharing in the extended supply chain. Design/methodology/approach Through a single, embedded case design, a range of methods are used to collect data from companies representing three different supply chain tiers, including focal company, first-tier suppliers and first-tier customers. The collected data is analysed through the theoretical lens of interdependence. Findings The findings indicate that the supply chain actors adapt information sharing to the pooled, serial or reciprocal type of interdependence. Information sharing is thus increased with key dyadic partners representing, for example, unique offerings and high market shares as percentage of total expenditure/sales. The study also unearths several barriers to information sharing beyond dyadic ties, including problems related to dis-aggregated, misinterpreted and/or incomplete information. Research limitations/implications The study empirically contributes to existing literature by exploring information sharing in the extended supply chain and by suggesting different approaches to information sharing depending on the type and intensity of interdependence between supply chain partners. Further, the paper contributes to existing literature on barriers of information sharing in supply chains by identifying barriers specific to multi-tier information sharing. ‘Meta-information’ (i.e. information about the shared information) is needed to overcome some of the barriers of sharing information in cases of weak, pooled interdependencies in the supply chain. Practical implications Similar to previous empirical research, this exploratory study indicates that companies, in general, refrain from sharing information beyond dyadic ties. Supply chain managers would instead mostly focus on stronger, reciprocal interdependencies and emphasize dyadic information sharing. To further guide managers, a demand profiling framework considering market share and demand uncertainty is presented. It may be interesting to engage in multi-tier information sharing in particular cases where strong interdependence exists between three or more partners. Originality/value This study contributes to existing research on information sharing in supply chains by 1) empirically studying information sharing in an extended supply chain; 2) applying interdependence theory as its analytical framework; and 3) unearthing several barriers that are specific to multi-tier information sharing.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:33:10 GMT
      DOI: 10.1108/SCM-07-2014-0252
       
  • The role of collaboration in supply chain resilience
    • Authors: Kirstin Scholten, Sanne Schilder
      First page: 471
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 4, June 2015.
      Purpose This paper explores how collaboration influences supply chain resilience. Collaborative activities and their underlying mechanisms in relation to visibility, velocity and flexibility are investigated. Design/methodology/approach An exploratory case study consisting of 8 buyer-supplier relationships in the food processing industry was conducted. Findings Key findings show how specific collaborative activities (information sharing, collaborative communication, mutually created knowledge and joint relationship efforts) increase supply chain resilience via increased visibility, velocity and flexibility. Underlying mechanisms and interdependencies of these factors within the supply chain network are identified. Originality/value This is one of the first papers to provide in-depth insights into collaboration as a formative element of resilience in a supply chain setting. A series of propositions explain the specific influence of collaborative activities on supply chain resilience beyond a single company perspective.
      Citation: Supply Chain Management: An International Journal
      PubDate: Wed, 29 Apr 2015 00:32:22 GMT
      DOI: 10.1108/SCM-11-2014-0386
       
 
 
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