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Publisher: Emerald   (Total: 309 journals)

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J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.71, h-index: 28)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.691, h-index: 30)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 6, SJR: 0.124, h-index: 1)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 3)
J. of Organizational Change Management     Hybrid Journal   (Followers: 19, SJR: 0.426, h-index: 32)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 2)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 6)
J. of Place Management and Development     Hybrid Journal   (Followers: 2)
J. of Product & Brand Management     Hybrid Journal   (Followers: 6, SJR: 0.443, h-index: 18)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 4, SJR: 0.245, h-index: 11)
J. of Public Mental Health     Hybrid Journal   (Followers: 18, SJR: 0.469, h-index: 2)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.443, h-index: 27)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6)
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)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 0.971, h-index: 10)
J. of Services Marketing     Hybrid Journal   (Followers: 11, SJR: 0.613, h-index: 26)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 11, SJR: 0.331, h-index: 17)
J. of Social Marketing     Hybrid Journal   (Followers: 8)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0, h-index: 1)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 6, SJR: 0.419, h-index: 16)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.286, h-index: 20)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 18, SJR: 0.392, h-index: 16)
Leadership in Health Services     Hybrid Journal   (Followers: 20, SJR: 0.313, h-index: 8)
Library Hi Tech     Hybrid Journal   (Followers: 1110, SJR: 0.996, h-index: 15)
Library Hi Tech News     Hybrid Journal   (Followers: 748, SJR: 0.437, h-index: 7)
Library Management     Hybrid Journal   (Followers: 844, SJR: 0.646, h-index: 10)
Library Review     Hybrid Journal   (Followers: 754, SJR: 0.369, h-index: 10)
Management Decision     Hybrid Journal   (Followers: 6, SJR: 0.829, h-index: 26)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.189, h-index: 12)
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: 0.288, h-index: 10)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.223, h-index: 15)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 7, SJR: 0.529, h-index: 23)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.337, h-index: 20)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.254, h-index: 11)
Meditari Accountancy Research     Hybrid Journal   (Followers: 1)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 18, SJR: 0.19, h-index: 3)
Mental Health Review J.     Hybrid Journal   (Followers: 14, SJR: 0.126, h-index: 1)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.286, h-index: 13)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0, h-index: 2)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.208, h-index: 5)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 668, SJR: 0.845, h-index: 11)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.198, h-index: 8)
OCLC Systems & Services     Hybrid Journal   (Followers: 250, SJR: 0.246, h-index: 10)
On the Horizon     Hybrid Journal   (SJR: 0.394, h-index: 10)
Online Information Review     Hybrid Journal   (Followers: 298, SJR: 0.589, h-index: 25)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 5, SJR: 0.492, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 8, SJR: 0.574, h-index: 31)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.318, h-index: 20)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 9, SJR: 0.524, h-index: 19)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 370, SJR: 0.657, h-index: 13)
Property Management     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 7)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.455, h-index: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.126, h-index: 1)
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: 0.374, h-index: 16)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 30)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.573, h-index: 36)
Records Management J.     Hybrid Journal   (Followers: 12, SJR: 0.281, h-index: 7)
Reference Reviews     Hybrid Journal   (Followers: 8)
Reference Services Review     Hybrid Journal   (Followers: 27, SJR: 1.546, h-index: 15)
Research on Economic Inequality     Hybrid Journal   (Followers: 4)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.119, h-index: 1)
Review of Marketing Research     Hybrid Journal   (Followers: 12)
Safer Communities     Hybrid Journal   (Followers: 1, SJR: 0.2, h-index: 2)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.314, h-index: 20)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 7)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 1, SJR: 0.136, h-index: 2)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 3, SJR: 0.454, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 5)
Strategic Direction     Hybrid Journal   (SJR: 0.102, h-index: 3)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 15, SJR: 0.256, h-index: 12)
Structural Survey     Hybrid Journal   (SJR: 0.272, h-index: 8)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.251, h-index: 3)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 1.265, h-index: 50)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.206, h-index: 2)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.319, h-index: 9)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 208, SJR: 0.343, h-index: 5)
The Electronic Library     Hybrid Journal   (Followers: 894, SJR: 0.874, h-index: 18)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.494, h-index: 18)
The TQM J.     Hybrid Journal   (Followers: 2, SJR: 0.634, h-index: 31)
Therapeutic Communities : The Intl. J. of Therapeutic Communities     Hybrid Journal   (SJR: 0.111, h-index: 9)

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Journal Cover   Supply Chain Management: An International Journal
  [SJR: 1.265]   [H-I: 50]   [9 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1359-8546
   Published by Emerald Homepage  [309 journals]
  • Barriers to implementing reverse logistics in South Australian
           construction organisations
    • Authors: Nicholas Chileshe et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Despite the extensive research on forward logistics and reverse logistics (RL), there is a paucity of studies that examine the barriers to implementing RL particularly within the Australian construction industry. This study builds on the ongoing research being undertaken by the authors, entitled “Designing for reverse logistics (DfRL) within the building life cycle: practices, drivers and barriers”, which is examining the best practices and drivers that could be used as a ‘road map’ for developing appropriate solutions for the successful implementation of reverse logistics (RL). This paper presents a survey of the perceptions of the barriers to implementing RL practices in South Australian (SA) construction organisations. Design/methodology/approach Data were collected by utilising a triangulated data collection approach, a literature review and 49 questionnaires. The review of the literature identified 16 barriers to implementing reverse logistics (RL). The quantitative survey data were subjected to descriptive and inferential statistics with correlation analysis to examine the relationships between different pairs of variables comprising RL’s critical barriers. Findings The following barriers were indicated as most significant: “(i) lack of incorporation of salvaged materials by designers; (ii) regulation restrictions to usage of recovered materials and components; (iii) potential legal liabilities; (iv) higher costs; and (v) longer time association with deconstructing buildings”. The least ranked barriers were mostly drawn from the operational and industrial categories as being: (i) organisational lack of support for deconstruction due to incompatible design; (ii) lack of organisational support for deconstructing buildings due to higher health and safety risks; and (iii) inadequate skills and experience for deconstruction (operational). The industrial barrier was related to “higher costs of salvaged materials in comparison to virgin products”. Research limitations/implications Firstly, the reported findings are focused on one study that used questionnaire surveys within the construction industry; therefore, the results may not be generalisable to other contexts. Further studies should be conducted and extended to other industrial sectors beyond the construction industry. Secondly, the quantitative study (n = 49) employed a smaller sample, and the survey items were based on the review of the literature. Practical implications The identified barriers could be used as a ‘road map’ for the development of appropriate solutions for the successful implementation of RL, and to improve the environmental-related decision-making processes of contractors. Originality/value This study makes a contribution to the body of knowledge on the subject of RL within a previously unexplored SA context. In addition, the study provides some insights on the contributory effects of the barriers to the implementation of reverse logistics (RL). It is the first work undertaken to determine the barriers to the adoption of RL within the SA construction industry.
      PubDate: Thu, 19 Feb 2015 14:18:39 GMT
  • “A nuanced view on supply chain integration: a coordinative and
           collaborative approach to operational and sustainability performance
    • Authors: Frank Wiengarten et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose This paper reports the results of an empirical study examining the operational, environmental and social sustainability performance impact of supply chain integration (SCI) width and depth in the form of coordinative and collaborative SCI. Design/methodology/approach A questionnaire was sent to operations managers located in India. The data collection effort was part of the International Manufacturing Strategy Survey (IMSS VI). Following the approaches by Frohlich and Westbrook (2001) and Schoenherr and Swink (2012) cluster analysis and ANCOVA methods were conducted. Findings This study supports previous studies proposing that wider SCI including customers and suppliers positively impact on performance. We also shed light on previous contradictory results illustrating that different level of SCI depth (i.e., coordinative and collaborative practices) lead to different operational and sustainability performance outcomes. Thus, challenging the view of the general SCI-performance improvement hypothesis. Originality/value Although research on SCI has advanced over the past years, there is still controversy about the SCI-performance relationship. Through considering SCI depth in term of coordinative and collaborative practices we provide a more nuanced view on its potential performance benefits. Therefore, this paper will be beneficial for supply chain managers considering SCI and future supply chain management research.
      PubDate: Thu, 19 Feb 2015 14:14:56 GMT
  • Buyer’s dependence in value creating supplier relationships
    • Authors: Anni-Kaisa Kähkönen et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Power and dependence provide specific insights into the supplier relationship management and value creation in supply chains. The objective of this paper is to examine what kind of supplier relationship management activities can be seen as value-creating activities and how those might affect the buyer’s dependence on its suppliers. Design/methodology/approach The study utilizes a survey data with 165 cases collected in Finland. The concepts are tested by means of regression analysis. Findings The findings of the study indicate that the value creating activities of inter-firm learning and early supplier involvement increase buyer’s dependence, but a supplier orientation does not have similar effects. Practical implications The results have implications for supply chain managers and practitioners in terms of shedding light on the approaches of dependence and value creation at the same time. Managers need to understand the factors that create dependence but which also have a substantial influence on value creation in supply chains and networks. Originality/value The literature review reveals that the supply chain situations in which the supplier is strategically important and its role in the value creation process is significant, and when the buyer is dependent on the supplier, have rarely been discussed. Moreover, by focusing on the supplier relationship management activities that can be seen as value creating activities and by combining this to the dependence perspective, this study aims to narrow the research gap identified from the previous research.
      PubDate: Thu, 19 Feb 2015 14:06:04 GMT
  • Sustainability in food service supply chains: future expectations from
           European industry experts toward the environmental perspective
    • Authors: Inga-Lena Darkow et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Food supply chains operate in complex and volatile business environments, where the sustainability requirements of customers and legislation are increasing. This challenging situation gives rise to the question as to how a logistics company can achieve and sustain competitive advantage through environmentally-oriented sustainability. Design/methodology/approach This empirical study gathers insights on emerging practices in European food service supply chains from two parallel Delphi surveys conducted with 145 industry experts from 27 countries. The long-term industry expectations of a leading provider in food service logistics are compared with an industry-wide external panel. The questions were designed to understand how managers perceive the emerging domain of sustainability in supply chains. Findings Environmentally-oriented sustainability will remain a key driver of success in the field. However, applying the dominant logic concept for analyzing results it becomes apparent that managers have to continuously challenge internal existing expectations in order to translate an emerging domain into strategy. We show, how the senior management team under investigation was challenged in its dominant logic and how it tried to overcome this situation during strategy development. Originality/value The study shows how managers perceive and cope with the emerging domain of environmentally-oriented sustainability, how they translate it into strategy, and utilize resources for creating customer value. The research supports managers in adapting to new competitive environments. Furthermore, the study contributes by visualizing the dominant logic of a firm and the approach of top management for adjustment.
      PubDate: Thu, 19 Feb 2015 14:06:00 GMT
  • Managing a variable acute patient flow – categorising the strategies
    • Authors: Olle Olsson et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose To explore if actions used at a hospital to manage a variable acute patient flow can be categorised using the concepts of lean, agile and leagile. Design/methodology/approach Empirical evidence from a university hospital was gathered by interviews, internal documents, shadowing and participation in meetings. Identified actions used at both hospital and departmental level are categorised as lean or agile, while combinations of actions are compared with different leagile approaches. Findings Actions from every lean and agile category derived from literature are used at the hospital, however in varying extent. Many agile actions are reactive, indicating a lack of proactive measures. Actions that directly manage external variation are also few in numbers. Leagile approaches of all three combinations derived from literature are also used at the hospital. Research limitations/implications Since a single case study is used empirical generalization to other hospitals cannot be deduced. Future research assessing the appropriateness of different actions for managing a variable acute patient flow is encouraged. Practical implications The use of actions within both lean and agile categories indicate the possibility of combining these process strategies in hospitals, and not only focusing on implementing lean. By cleverly combining lean and agile actions, leagile approaches can be formed. Originality/value The use of lean in healthcare has been a topic of research, while the use of agile has been sparsely research, as well as the combination of the two.
      PubDate: Thu, 19 Feb 2015 14:05:56 GMT
  • Collaborative firms managing perishable products in a complex supply
           network: an empirical analysis of performance
    • Authors: Juan Carlos Perez Mesa et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose This article provides empirical evidence of how cooperation is related to suppliers’ performance, a relationship that is thought to be affected by the type of customer and the extent to which the market is diversified. It analyzes horticultural exporting firms in southeastern Spain, which are the main suppliers of European markets. Together with their primary customers (large-scale retail companies such as Carrefour, Tesco and Aldi), these firms constitute a complex supply network composed of a variety of agents and sales channels. This network will be studied from the perspective of the supplier-supplier relationship that is critical to their survival. Design/methodology/approach Starting with a detailed description of Europe’s vegetable supply chain, a hierarchical regression is used with an index of cooperation intensity, moderated by retail sales and market concentration. We test the hypotheses using panel data on a set of 118 horticultural marketing firms in southeast Spain for the period 2009-2011. Findings Cooperation strategies are shown to have positive effects on performance (market creation, promotion, quality, training, joint supply purchases and research ventures). Moreover, the retail channel and market diversification are observed to have a positive effect on the relationship between cooperation and the supplier’s performance. They demonstrate that active cooperation strategies have a greater bearing on performance in those firms whose primary customers are retailers. This circumstance provides evidence of the synergies and benefits that may arise when the supplier integrates the retailer in the supply chain, but which do not arise with other types of customers. Research limitations/implications Although this study refers to a specific sector (fruits and vegetables) and the statistical results are limited, they provide insights that may assist in understanding how other perishable produce-related industries work: such industries share many common features. Practical implications A more stable relationship between suppliers and retailers in the perishable produce market will render the supply firm more cooperative, competitive and profitable. Increased performance does not arise from the better conditions and improved sales power offered by the customer but instead from the adaptability of the supplier. Likewise, market diversification drives the supply firm toward a cooperative strategy, making it more profitable and competitive. As a practical norm, market diversification alone will not have positive results on performance unless the firm proves capable of enhancing its capacity for cooperation. Originality/value This article defends the supplier-supplier relationship as the starting point for the analysis of a supply network. In certain sectors, the suppliers’ ability both to solve their clients’ problems and to be profitable is conditioned on maintaining the network and therefore, the basic focus must center on analyzing their relationships, always including the customer, who has a direct or indirect influence on those relationships. Previous research has not comprehensively addressed this issue, let alone that of a sector with agile and perishable products in which, due to its nature, decision-making about market destinations and sales channels is the order of the day.
      PubDate: Thu, 19 Feb 2015 14:05:51 GMT
  • Coordinating collaboration in contractually different complex construction
    • Authors: Rita Henriikka Lavikka et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose The study compares the coordination of supply chain networks in contractually different complex construction projects. Design/methodology/approach A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multi-party contract between the parties. The projects were located in the USA. Data was collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews. Findings The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multi-party contract, the dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: 1) organizational design, 2) processes for collaborative work, and 3) integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as co-located working, collaborative decision making in inter-organizational meetings, a liaison role, and shared project goals were needed throughout the projects. Practical implications If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project. Originality/value The study provides understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.
      PubDate: Thu, 19 Feb 2015 14:05:47 GMT
  • Learning to work in asymmetric relationships: Insights from the computer
           software industry
    • Authors: Lourdes Pérez et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose We aimed to provide guidance for managers so they may develop advanced supply chain management capabilities in the context of asymmetric alliances. These alliances, generally characterized by large dissimilarities between the partners, often facilitate value creating opportunities. Design/methodology/approach Using case studies the paper analyses similarities and differences in supply chain management between symmetric and asymmetric alliances within supply networks. It focuses on the key dimensions of complementarity, value distribution, relational management and specialization. Findings We found that the question of complementarity, though important, should not be equated to the need for symmetry but to the ability of the firms in the supply network to learn to work together. For small firms who seek co-creation with large partners, this means collaboration, specialization through relation-specific investments, flexibility and understanding the overall value system in which their business relationships compete. Practical implications Small firms seeking to develop advanced supply chain management capabilities have to accept responsibility for selecting a reduced number of key partners and managing relationships. Firms should proactively use the contractual process to learn about partners’ expectations and goals and to identify committed champions. These factors play an important role in developing communications and trust as small firms do not have easy access to senior managers in large corporations. Originality/value We discovered a novel concept - dual value appropriation - where partners do not divide the total value generated, as frequently proposed in the literature, but that it is fully appropriated as it represents a different value proposition for each of them.
      PubDate: Fri, 12 Dec 2014 00:58:07 GMT
  • Product architecture and supply chain design: A systematic review and
           research agenda
    • Authors: Sebastian Pashaei et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose The purpose of this paper is to systematically review the extant literature on the relationship between product architectures and supply chain design to identify gaps in the literature and identify future research opportunities. Design/methodology/approach We examine the peer-reviewed literature on product architectures and supply chain written in English. The search strategy is based on selected databases and keywords. We identify 56 articles from 1995 to 2013. Findings Three key dimensions are identified for the categorization of the literature: the type of product architecture, the type of supply chain, and the research methodology. Furthermore, we identify themes related to outsourcing, supplier selection, supplier relationships, distance from focal firm, and alignment. Research limitations/implications Our search strategy may have missed some references that are related to the area. However, as a counter-measure we used backtracking and forward-tracking to identify additional relevant papers. We propose a research agenda for further research on the interaction of product architectures and supply chain design. Practical implications - Originality/value This paper is to our knowledge the first broad review that investigates the interrelationship between product architectures and supply chain design.
      PubDate: Fri, 12 Dec 2014 00:58:06 GMT
  • Superior Performance Through Supply Chain Fit: a Synthesis
    • Authors: Ville Hallavo et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose Research on the relationship of supply chain fit and firm performance is discussed in isolation in different streams of research – such as in studies on responsiveness, agility, flexibility, efficiency and lean – without promptly recognising cross-stream contributions. This at worst prevents theory development. Therefore, we build a synthesis of literature from these streams. Grounded in the synthesis, we present our well-positioned empirical study that uses best research practices of past studies on the phenomenon. We will examine how the moderating effect of uncertainty impacts the relationship of operational responsiveness and firm performance. Design/methodology/approach A cross-sectional survey sample of 875 Russian manufacturing firms was analysed with hierarchical regression. Findings Our findings show that operational responsiveness leads to superior organisational performance if the relationship is moderated by uncertainty and supply chain responsiveness. Additionally, a direct relationship between operational responsiveness and operational performance was found. Our results imply that efficiency is a precursor to responsiveness. Originality/value We contribute to the unification of practice-performance studies on lean, agility, flexibility, efficiency and responsiveness into a single stream of research: supply chain fit. Our empirical results support contingency theory in the context of supply chain design. We also contribute by shedding light on supply chain dynamics of an under-researched national context. For managers we offer concrete advice on decision-making regarding supply chain strategy trade-offs.
      PubDate: Fri, 12 Dec 2014 00:58:05 GMT
  • The impact of organizational culture on supply chain integration: A
           contingency and configuration approach
    • Authors: Zhi Cao et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose The extant studies investigating the antecedents of supply chain integration (SCI) focus mainly on environments, interfirm relationships, and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings. This study aims to bridge this gap in understanding by examining the relationships between organizational cultures and SCI. Design/methodology/approach By placing organizational culture within the competing value framework (CVF), we establish a conceptual model for the relationships between organizational culture and SCI. We use both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across 10 countries. Findings The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration. Research limitations/implications This study is subject to several limitations. In theoretical terms, we do not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings. Practical implications This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI. Originality/value Our study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, our findings provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.
      PubDate: Fri, 12 Dec 2014 00:58:03 GMT
  • The Effects of Green Supply Chain Management on the Supplier’s
           Performance through Social Capital Accumulation
    • Authors: Su-Yol Lee et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose This paper aims to examine the effects of green supply chain management on environmental and operational performance with a perspective of social capital accumulation in the supply chain. The role of structural capital and relational social capital in green supply chain management was empirically explored. Design/methodology/approach A research model was developed to investigate the effects of green supply chain management on supplier’s environmental and operational performance through structural and relational social capital. Using an exploratory factor analysis, the study identified the structural and relational dimension of social capital as well as the environmental and operational performance dimension of supplier’s performance. The hypotheses were tested on data of 207 responses collected from supplying firms in South Korea, using structural equation modeling. Findings The paper finds that green supply chain management contributes to the environmental and operational performance improvements of the supply chain through social capital accumulation. Relational capital, in particular, plays a more important pivoting role in the relationships between green supply chain management, environmental and operational performance. Practical implications The findings of this paper provide useful insights about how supply chain members should integrate environmental issues into supply chain management practices that would enhance social capital accumulation, in order to foster stronger operational and environmental performance throughout the entire supply chain. Originality/value This research is one of the few studies that explore the effects of green supply chain management on performance by explicitly considering social capital as an important intervening variable. By applying social capital theory, this study provides theoretical underpinning for furthering the green supply chain management literature.
      PubDate: Fri, 12 Dec 2014 00:58:02 GMT
  • Main difficulties hindering supply chain performance: An exploratory
           analysis at Uruguayan SMEs
    • Authors: Martin Tanco et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose The article has the purpose of creating a list of supply chain related difficulties based upon the existing SC literature. It also presents an exploratory survey concerning the main difficulties which Uruguayan managers consider have the most negative impact on their supply chains. Design/methodology/approach The survey was carried out within small and medium manufacturing and retailing companies in Uruguay, yielding 99 valid responses. A statistical analysis of the survey is introduced including a ranking of the difficulties and a grouping of those using factorial analysis. A difficulty, as understood throughout this paper, is any factor that significantly impacts, or has impacted in recent years, the performance of supply chains. Findings Eighteen main difficulties hindering supply chain performance were identified. Moreover, an exploratory analysis of the survey showed that the main concerns to supply chain managers are related to workforce availability and government policies. Practical implications Difficulties encountered by supply chains would not only be of interest to scholars, but also to the managers who face the challenge of the day-to-day managing of a supply chain. Once the difficulties over the supply chains are identified, strategies can be designed and implemented to attain desired benefits. Today’s intense competition requires firms to be more aware of their supply chain and to achieve excellence in many areas, especially at Small and Medium Enterprises Originality/value There is a growing body of literature concerning isolated issues that supply chains have to face, however, an exhaustive list of difficulties is hardly available. Moreover, first-hand information of Uruguayan managers was ascertained to rank each one using a Liker scale.
      PubDate: Fri, 12 Dec 2014 00:58:01 GMT
  • The implementation of supply chain management theory in practice: an
           empirical investigation
    • Authors: Edward Sweeney et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose There is significant evidence of a divergence between theory and practice in the field of supply chain management (SCM). The purpose of the research described in this paper is to disentangle the rhetoric from the reality in relation to SCM adoption in practice. Design/methodology/approach Based on a review of extant theory, the authors posit a new definitional construct for SCM – the Four Fundamentals – – and investigated four research questions (RQs) that emerged from the theoretical review. The empirical work comprised three main phases: focussed interviews, focus groups and a questionnaire survey. Each phase used the authors’ definitional construct as its basis. While the context of the paper’s empirical work is Ireland, the insights and results are generalisable to other geographical contexts. Findings The data collected during the various stages of the empirical research supported the essence of the definitional construct and allowed it to be further developed and refined. In addition, the findings suggest that, while levels of SCM understanding are generally quite high, there is room for improvement in relation to how this understanding is translated into practice. Research limitations/implications Expansion of the research design to incorporate case studies, grounded theory and action research has the potential to generate new SCM theory that builds on the Four Fundamentals construct, thus facilitating a deeper and richer understanding of SCM phenomena. The use of longitudinal studies would enable a barometer of progress over time to be developed. Practical implications The authors’ definitional construct supports improvement in the cohesion of SCM practices, thereby promoting the effective implementation of supply chain strategies. A number of critical success factors (CSFs) and/or barriers to implementation of SCM theory in practice are identified, as are a number of practical measures that could be implemented at policy/supply chain/firm level to improve the level of effective SCM adoption. Originality/value The authors’ robust definitional construct supports a more cohesive approach to the development of a unified theory of SCM. In addition to a profile of SCM understanding and adoption by firms in Ireland, the related critical success factors and/or inhibitors to success, as well as possible interventions, are identified.
      PubDate: Fri, 12 Dec 2014 00:58:00 GMT
  • Trust development and horizontal collaboration in logistics: A theory
           based evolutionary framework
    • Authors: Francesco Pomponi et al
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 1, January 2015. Purpose The purpose of this article is to provide academicians and practitioners alike with a theory based framework regarding horizontal collaboration in logistics. The proposed tool is based on an incremental perspective, according to two main dimensions: mutual trust among partners and the extent of the cooperation. Design/methodology/approach We used a ‘synthesising’ approach to gauge potential contributions previously spread across different streams of research and disciplines that are now integrated into the framework. We conduct a deep literature review in order to characterise the horizontal collaboration phenomenon along two levels of analysis. In doing so we examined relevant literature in the field of horizontal cooperation in logistics to critically appraise aims of, impediments to, and existing models for horizontal collaboration. Additionally, we reviewed seminal literature of four organisational theories to assess their potential to contribute to the theoretical foundations of the growing topic of horizontal collaboration. Transaction Costs Economics, Social Exchange, Resource Dependence and Social Dilemma represent the theoretical foundations to cast light to how to design and implement inter-organizational horizontal initiatives. Findings The proposed tool organises horizontal collaborations within three steps for each of the two levels of classification: trust and extent of the cooperation. The organisational theories reviewed play different roles to help in different stages of the horizontal collaboration. Additionally, for each combination of trust/ extent of the cooperation coherent pairs of aims of the collaboration and assets that are to be shared are defined. Research limitations/implications The article represents the first attempt to analyse horizontal collaboration from within the discipline itself and from the wider field of SCM, through other, well-established theoretical lenses. The proposed tool has shed some light into the black box of (un)successful horizontal collaboration but it is theory based – which represents its main limitations – thus requiring further testing of the research streams suggested in the paper. Practical implications The article not only gives insights into theoretical challenges of horizontal collaborations that needs further investigation but is also useful to companies involved in horizontal collaborations by helping define coherent assets that are to be shared in order to achieve specific goals. In its more theoretical underpinning, the framework can also inspire the partnership philosophy and help sketch a collaborative evolutionary path. Originality/value The lack of a theoretically-robust landmark that could help understand, design, and implement horizontal collaborations has been defined as a major theoretical and practical shortcoming. The article represents the first contribution aimed at filling that gap
      PubDate: Fri, 12 Dec 2014 00:57:59 GMT
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