International Journal of Operations & Production ManagementTable of Contents for International Journal of Operations & Production Management. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0144-3577/vol/44/iss/13?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInternational Journal of Operations & Production ManagementEmerald Publishing LimitedInternational Journal of Operations & Production ManagementInternational Journal of Operations & Production Managementhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/611c95914d6f3e99b03c15af60e66945/urn:emeraldgroup.com:asset:id:binary:ijopm.cover.jpghttps://www.emerald.com/insight/publication/issn/0144-3577/vol/44/iss/13?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAntecedents and consequences of procurement managers' willingness to pay for sustainability: a multi-level perspectivehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0135/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe role of procurement managers is crucial for diffusing sustainability throughout the supply chain. Whether or not they are willing to pay for sustainability is an important and not yet fully understood question. The authors examine antecedents and consequences of their willingness to pay (WTP) for sustainability. The authors develop a multi-level framework to examine the WTP for sustainability in a B2B context. The authors test this multi-level framework with 372 procurement managers from multiple sectors and countries using partial least squares structural equation modeling. The authors find that individual values of procurement managers and institutional pressures directly, while ethical organizational culture indirectly influence WTP for sustainability. Functional and cognitive competencies of procurement managers improve the sustainability of procurement, but not WTP for sustainability. Importantly, WTP for sustainability directly influences the performance of the procurement function which in turn is positively associated with increased organizational performance. The study, examining the interplay between individual, organizational and contextual factors, provides empirical evidence on the pivotal role of procurement managers in diffusing sustainability throughout the supply chain. The findings of the study, on the one hand, contribute to the literature on operations management and sustainability, and on the other hand, guide policy and managerial actions.Antecedents and consequences of procurement managers' willingness to pay for sustainability: a multi-level perspective
Owais Khan, Andreas Hinterhuber
International Journal of Operations & Production Management, Vol. 44, No. 13, pp.1-33

The role of procurement managers is crucial for diffusing sustainability throughout the supply chain. Whether or not they are willing to pay for sustainability is an important and not yet fully understood question. The authors examine antecedents and consequences of their willingness to pay (WTP) for sustainability.

The authors develop a multi-level framework to examine the WTP for sustainability in a B2B context. The authors test this multi-level framework with 372 procurement managers from multiple sectors and countries using partial least squares structural equation modeling.

The authors find that individual values of procurement managers and institutional pressures directly, while ethical organizational culture indirectly influence WTP for sustainability. Functional and cognitive competencies of procurement managers improve the sustainability of procurement, but not WTP for sustainability. Importantly, WTP for sustainability directly influences the performance of the procurement function which in turn is positively associated with increased organizational performance.

The study, examining the interplay between individual, organizational and contextual factors, provides empirical evidence on the pivotal role of procurement managers in diffusing sustainability throughout the supply chain. The findings of the study, on the one hand, contribute to the literature on operations management and sustainability, and on the other hand, guide policy and managerial actions.

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Antecedents and consequences of procurement managers' willingness to pay for sustainability: a multi-level perspective10.1108/IJOPM-02-2023-0135International Journal of Operations & Production Management2024-01-08© 2023 Owais Khan and Andreas HinterhuberOwais KhanAndreas HinterhuberInternational Journal of Operations & Production Management44132024-01-0810.1108/IJOPM-02-2023-0135https://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0135/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Owais Khan and Andreas Hinterhuberhttp://creativecommons.org/licences/by/4.0/legalcode
What are the root causes of material delivery schedule inaccuracy in supply chains?https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0806/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore and empirically test variables influencing material delivery schedule inaccuracies? A mixed-method case approach is applied. Explanatory variables are identified from the literature and explored in a qualitative analysis at an automotive original equipment manufacturer. Using logistic regression and random forest classification models, quantitative data (historical schedule transactions and internal data) enables the testing of the predictive difference of variables under various planning horizons and inaccuracy levels. The effects on delivery schedule inaccuracies are contingent on a decoupling point, and a variable may have a combined amplifying (complexity generating) and stabilizing (complexity absorbing) moderating effect. Product complexity variables are significant regardless of the time horizon, and the item’s order life cycle is a significant variable with predictive differences that vary. Decoupling management is identified as a mechanism for generating complexity absorption capabilities contributing to delivery schedule accuracy. The findings provide guidelines for exploring and finding patterns in specific variables to improve material delivery schedule inaccuracies and input into predictive forecasting models. The findings contribute to explaining material delivery schedule variations, identifying potential root causes and moderators, empirically testing and validating effects and conceptualizing features that cause and moderate inaccuracies in relation to decoupling management and complexity theory literature?What are the root causes of material delivery schedule inaccuracy in supply chains?
Patrik Jonsson, Johan Öhlin, Hafez Shurrab, Johan Bystedt, Azam Sheikh Muhammad, Vilhelm Verendel
International Journal of Operations & Production Management, Vol. 44, No. 13, pp.34-68

This study aims to explore and empirically test variables influencing material delivery schedule inaccuracies?

A mixed-method case approach is applied. Explanatory variables are identified from the literature and explored in a qualitative analysis at an automotive original equipment manufacturer. Using logistic regression and random forest classification models, quantitative data (historical schedule transactions and internal data) enables the testing of the predictive difference of variables under various planning horizons and inaccuracy levels.

The effects on delivery schedule inaccuracies are contingent on a decoupling point, and a variable may have a combined amplifying (complexity generating) and stabilizing (complexity absorbing) moderating effect. Product complexity variables are significant regardless of the time horizon, and the item’s order life cycle is a significant variable with predictive differences that vary. Decoupling management is identified as a mechanism for generating complexity absorption capabilities contributing to delivery schedule accuracy.

The findings provide guidelines for exploring and finding patterns in specific variables to improve material delivery schedule inaccuracies and input into predictive forecasting models.

The findings contribute to explaining material delivery schedule variations, identifying potential root causes and moderators, empirically testing and validating effects and conceptualizing features that cause and moderate inaccuracies in relation to decoupling management and complexity theory literature?

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What are the root causes of material delivery schedule inaccuracy in supply chains?10.1108/IJOPM-12-2022-0806International Journal of Operations & Production Management2024-01-12© 2023 Patrik Jonsson, Johan Öhlin, Hafez Shurrab, Johan Bystedt, Azam Sheikh Muhammad and Vilhelm VerendelPatrik JonssonJohan ÖhlinHafez ShurrabJohan BystedtAzam Sheikh MuhammadVilhelm VerendelInternational Journal of Operations & Production Management44132024-01-1210.1108/IJOPM-12-2022-0806https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0806/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Patrik Jonsson, Johan Öhlin, Hafez Shurrab, Johan Bystedt, Azam Sheikh Muhammad and Vilhelm Verendelhttp://creativecommons.org/licences/by/4.0/legalcode
Why project managers’ knowledge hiding is harmful to NPD projects: resilient team resource caravans as an explanatory mechanismhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2023-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestNew product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems. We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams. Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial. This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.Why project managers’ knowledge hiding is harmful to NPD projects: resilient team resource caravans as an explanatory mechanism
Zhen Zhang, Min Min
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.

We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.

Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.

This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.

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Why project managers’ knowledge hiding is harmful to NPD projects: resilient team resource caravans as an explanatory mechanism10.1108/IJOPM-01-2023-0018International Journal of Operations & Production Management2024-02-27© 2024 Emerald Publishing LimitedZhen ZhangMin MinInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-2710.1108/IJOPM-01-2023-0018https://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2023-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Hiding operational problems that need to be revealed – a study linking environmental accidents and product recallshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2023-0033/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates whether a firm that has experienced an environmental accident (EA) is less likely to conduct a product recall. If true, it would indicate that EAs tempt firms to hide operational problems that need to be revealed. The logic is that both events are operational failures that damage a firm's reputation and share price. Following an EA, a firm may avoid a discretionary product recall to avoid providing additional evidence of operational incapability and social irresponsibility and thereby triggering amplified reputational and market penalties. The dataset is compiled from several public and private sources and includes 4,355 product recalls, 153 EAs and 120 firms from the industries that often recall products, including automotive, pharma, medical device, food and consumer products. The study timeframe is 2002–2013. Empirical models are evaluated using hazard modeling. Results show that EAs reduce the probability of a product recall by 32%, on average. Effect sizes are larger when accidents are more frequent or more severe and when recalls are less severe. Through post hoc analyses, the study finds support for the proposed mechanism that firms avoid recalls due to reputational concerns, provides evidence that EAs can have a lengthy impact on recall behavior, and shows that firms are more likely to avoid recalls managed by the CPSC and NHTSA than recalls managed by the FDA. Prior studies in operations management (OM) have not examined the impact of one negative event on another. This study finds that EAs tempt firms to hide operational problems that need to be revealed. While recalling fewer defective products is of concern to consumers and regulators, should EAs influence a broader set of discretionary operational decisions, such as closing/relocating a production facility, outsourcing production or conducting a layoff, study implications increase significantly.Hiding operational problems that need to be revealed – a study linking environmental accidents and product recalls
Rick Hardcopf, Rachna Shah
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates whether a firm that has experienced an environmental accident (EA) is less likely to conduct a product recall. If true, it would indicate that EAs tempt firms to hide operational problems that need to be revealed. The logic is that both events are operational failures that damage a firm's reputation and share price. Following an EA, a firm may avoid a discretionary product recall to avoid providing additional evidence of operational incapability and social irresponsibility and thereby triggering amplified reputational and market penalties.

The dataset is compiled from several public and private sources and includes 4,355 product recalls, 153 EAs and 120 firms from the industries that often recall products, including automotive, pharma, medical device, food and consumer products. The study timeframe is 2002–2013. Empirical models are evaluated using hazard modeling.

Results show that EAs reduce the probability of a product recall by 32%, on average. Effect sizes are larger when accidents are more frequent or more severe and when recalls are less severe. Through post hoc analyses, the study finds support for the proposed mechanism that firms avoid recalls due to reputational concerns, provides evidence that EAs can have a lengthy impact on recall behavior, and shows that firms are more likely to avoid recalls managed by the CPSC and NHTSA than recalls managed by the FDA.

Prior studies in operations management (OM) have not examined the impact of one negative event on another. This study finds that EAs tempt firms to hide operational problems that need to be revealed. While recalling fewer defective products is of concern to consumers and regulators, should EAs influence a broader set of discretionary operational decisions, such as closing/relocating a production facility, outsourcing production or conducting a layoff, study implications increase significantly.

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Hiding operational problems that need to be revealed – a study linking environmental accidents and product recalls10.1108/IJOPM-01-2023-0033International Journal of Operations & Production Management2023-12-21© 2023 Emerald Publishing LimitedRick HardcopfRachna ShahInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-2110.1108/IJOPM-01-2023-0033https://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2023-0033/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Advancing social procurement: an institutional work perspectivehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe adoption of social procurement, the emerging practice of using a firm's spending power to generate social value, requires buying firms to navigate conflicts of institutional logics. Adopting an institutional work perspective, this study aims to investigate how buying firms change their existing procurement institutions to adopt and advance social procurement. The authors conducted an in-depth case study of a social procurement initiative in the UK. This case study comprised of 16 buying firms that were actively participating in the social procurement initiative at the time of data collection (2020–2021). The data were largely captured through a set of 41 semi-structured interviews. Four types of institutional work were observed: reducing institutional conflicts, crossing institutional boundaries, legitimising institutional change and spreading the new institutional logic. These different types of institutional work appeared in a sequential way. This study contributes to various strands of literature investigating the role of procurement in generating value and benefits within societies, adopting an institutional lens to investigate the buying firms' purposeful actions to change procurement institutions. Secondly, this study complements the existing literature investigating the conflicts of institutional logics by illustrating the ways firms address such institutional conflicts when adopting and advancing social procurement. Finally, this work contributes to the recently emerging research on institutional work that examines the creation and establishment of new institutions by considering the existing procurement institutions in the examination of institutional work.Advancing social procurement: an institutional work perspective
Kamran Razmdoost, Leila Alinaghian
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The adoption of social procurement, the emerging practice of using a firm's spending power to generate social value, requires buying firms to navigate conflicts of institutional logics. Adopting an institutional work perspective, this study aims to investigate how buying firms change their existing procurement institutions to adopt and advance social procurement.

The authors conducted an in-depth case study of a social procurement initiative in the UK. This case study comprised of 16 buying firms that were actively participating in the social procurement initiative at the time of data collection (2020–2021). The data were largely captured through a set of 41 semi-structured interviews.

Four types of institutional work were observed: reducing institutional conflicts, crossing institutional boundaries, legitimising institutional change and spreading the new institutional logic. These different types of institutional work appeared in a sequential way.

This study contributes to various strands of literature investigating the role of procurement in generating value and benefits within societies, adopting an institutional lens to investigate the buying firms' purposeful actions to change procurement institutions. Secondly, this study complements the existing literature investigating the conflicts of institutional logics by illustrating the ways firms address such institutional conflicts when adopting and advancing social procurement. Finally, this work contributes to the recently emerging research on institutional work that examines the creation and establishment of new institutions by considering the existing procurement institutions in the examination of institutional work.

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Advancing social procurement: an institutional work perspective10.1108/IJOPM-02-2023-0122International Journal of Operations & Production Management2023-11-06© 2023 Emerald Publishing LimitedKamran RazmdoostLeila AlinaghianInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-11-0610.1108/IJOPM-02-2023-0122https://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Elastic manufacturing: provisioning and deprovisioning production capacity to vary product volume and mixhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAdvancements in responsive manufacturing have been supporting companies over the last few decades. However, manufacturers now operate in a context of continuous uncertainty. This research paper explores a mechanism where companies can “elastically” provision and deprovision their production capacity, to enable them in coping with repeated disruptions. Such a mechanism is facilitated by the imitability and substitutability of production resources. An inductive study was conducted using Gioia methodology for this theory generation research. Respondents from 20 UK manufacturing companies across multiple industrial sectors reflected on their experience during COVID-19. Resource-based view and resource dependence theory were employed to analyse the manufacturers' use of internal and external production resources. The study identifies elastic responses at four operational levels: production-line, factory, company and supply chain. Elastic responses that imposed variable-costs were particularly well-suited for coping with unforeseen disruptions. Further, the imitability and substitutability of manufacturers helped others produce alternate goods during the crisis. While uniqueness of production capability helps manufacturers sustain competitive advantage against competitors during stable operations, imitability and substitutability are beneficial during a crisis. Successful manufacturing companies need to combine these two approaches to respond effectively to repeated disruptions in a context of ongoing uncertainties. The theoretical contribution is in characterising responsive manufacturing in terms of resource heterogeneity and resource homogeneity, with elastic resourcing as the underlying mechanism.Elastic manufacturing: provisioning and deprovisioning production capacity to vary product volume and mix
Sudhir Rama Murthy, Thayla Tavares Sousa-Zomer, Tim Minshall, Chander Velu, Nikolai Kazantsev, Duncan McFarlane
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Advancements in responsive manufacturing have been supporting companies over the last few decades. However, manufacturers now operate in a context of continuous uncertainty. This research paper explores a mechanism where companies can “elastically” provision and deprovision their production capacity, to enable them in coping with repeated disruptions. Such a mechanism is facilitated by the imitability and substitutability of production resources.

An inductive study was conducted using Gioia methodology for this theory generation research. Respondents from 20 UK manufacturing companies across multiple industrial sectors reflected on their experience during COVID-19. Resource-based view and resource dependence theory were employed to analyse the manufacturers' use of internal and external production resources.

The study identifies elastic responses at four operational levels: production-line, factory, company and supply chain. Elastic responses that imposed variable-costs were particularly well-suited for coping with unforeseen disruptions. Further, the imitability and substitutability of manufacturers helped others produce alternate goods during the crisis.

While uniqueness of production capability helps manufacturers sustain competitive advantage against competitors during stable operations, imitability and substitutability are beneficial during a crisis. Successful manufacturing companies need to combine these two approaches to respond effectively to repeated disruptions in a context of ongoing uncertainties. The theoretical contribution is in characterising responsive manufacturing in terms of resource heterogeneity and resource homogeneity, with elastic resourcing as the underlying mechanism.

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Elastic manufacturing: provisioning and deprovisioning production capacity to vary product volume and mix10.1108/IJOPM-02-2023-0129International Journal of Operations & Production Management2024-01-03© 2023 Emerald Publishing LimitedSudhir Rama MurthyThayla Tavares Sousa-ZomerTim MinshallChander VeluNikolai KazantsevDuncan McFarlaneInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-01-0310.1108/IJOPM-02-2023-0129https://www.emerald.com/insight/content/doi/10.1108/IJOPM-02-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Sociopolitical and financial goals in state-owned manufacturers' expansion of production capacity: evidence from Chinahttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0187/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe rapid, yet low-profit, expansion of the production capacity of state-owned enterprises (SOEs) represents a remarkable phenomenon. However, the motivation behind this key operational decision remains underexplored, especially concerning the prioritization of sociopolitical and financial goals in operations management. Drawing on the multiple-goal model in the behavioral theory of the firm (BTOF), the authors' study aims to examine how SOE capacity expansion is driven by performance feedback regarding the sociopolitical goal of employment provision and how SOEs differently prioritize sociopolitical and financial goals based on negative versus positive feedback on the sociopolitical goal. The authors' study uses panel data on 826 Chinese SOEs in manufacturing industries from 2011 to 2019. The authors employ the fixed-effects model with Driscoll–Kraay standard errors, which are robust to heteroscedasticity, autocorrelation and cross-sectional dependence. The authors find that SOEs increase capacity expansion as sociopolitical feedback becomes more negative, but they may not increase capacity expansion in response to positive sociopolitical feedback. Moreover, negative profitability feedback strengthens SOEs' capacity expansion in response to negative sociopolitical feedback. In contrast, negative profitability feedback weakens their response to positive sociopolitical feedback. The authors' study offers a novel behavioral explanation of SOEs' operational decisions regarding capacity expansion. While the literature has traditionally assumed multiple goals as either hierarchical or compatible, the authors extend the BTOF's multiple-goal model to illuminate when firms pursue sociopolitical and financial goals as compatible (i.e. the activation rule) versus hierarchical (i.e. the sequential rule), thereby reconciling their tension in distinct performance situations. Practically, the authors provide fine-grained insights into how operations managers can prioritize multiple goals when making operational decisions. The authors' study also shows how policymakers can influence SOE operations to pursue sociopolitical goals for public benefit.Sociopolitical and financial goals in state-owned manufacturers' expansion of production capacity: evidence from China
Renfei Gao, Jane Lu, Helen Wei Hu, Geoff Martin
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The rapid, yet low-profit, expansion of the production capacity of state-owned enterprises (SOEs) represents a remarkable phenomenon. However, the motivation behind this key operational decision remains underexplored, especially concerning the prioritization of sociopolitical and financial goals in operations management. Drawing on the multiple-goal model in the behavioral theory of the firm (BTOF), the authors' study aims to examine how SOE capacity expansion is driven by performance feedback regarding the sociopolitical goal of employment provision and how SOEs differently prioritize sociopolitical and financial goals based on negative versus positive feedback on the sociopolitical goal.

The authors' study uses panel data on 826 Chinese SOEs in manufacturing industries from 2011 to 2019. The authors employ the fixed-effects model with Driscoll–Kraay standard errors, which are robust to heteroscedasticity, autocorrelation and cross-sectional dependence.

The authors find that SOEs increase capacity expansion as sociopolitical feedback becomes more negative, but they may not increase capacity expansion in response to positive sociopolitical feedback. Moreover, negative profitability feedback strengthens SOEs' capacity expansion in response to negative sociopolitical feedback. In contrast, negative profitability feedback weakens their response to positive sociopolitical feedback.

The authors' study offers a novel behavioral explanation of SOEs' operational decisions regarding capacity expansion. While the literature has traditionally assumed multiple goals as either hierarchical or compatible, the authors extend the BTOF's multiple-goal model to illuminate when firms pursue sociopolitical and financial goals as compatible (i.e. the activation rule) versus hierarchical (i.e. the sequential rule), thereby reconciling their tension in distinct performance situations. Practically, the authors provide fine-grained insights into how operations managers can prioritize multiple goals when making operational decisions. The authors' study also shows how policymakers can influence SOE operations to pursue sociopolitical goals for public benefit.

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Sociopolitical and financial goals in state-owned manufacturers' expansion of production capacity: evidence from China10.1108/IJOPM-03-2023-0187International Journal of Operations & Production Management2023-11-28© 2023 Emerald Publishing LimitedRenfei GaoJane LuHelen Wei HuGeoff MartinInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-11-2810.1108/IJOPM-03-2023-0187https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0187/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Navigating supply chain disruptions: a purchasing portfolio matrix analysis of Chinese manufacturing SMEs in the context of COVID-19https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0190/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to provide small and medium-sized enterprises (SMEs) in emerging markets with an updated Purchasing Portfolio Matrix (PPM) specifically for international sourcing. This data-driven PPM matrix is designed to provide a dynamic and process perspective that can help SMEs survive the disruptions caused by emergency situations such as the global COVID-19 pandemic. This research reports on qualitative interviews with experienced informants from 15 SMEs in the manufacturing industry. The authors follow process-based research using a combination of retrospective and real-time case study approaches to gradually unveil the dynamics in segmentation and sourcing strategies in the international sourcing context during the COVID-19 pandemic. The findings reveal the dynamics of segmentation and international sourcing strategies during global disruptions and unpack the underlying logic behind the dynamics that is specific to SMEs in emerging economies. Existing literature on PPM predominantly focuses on static and normal sourcing circumstances. This paper addresses this gap by adopting a dynamic approach to study how sourcing strategies of SMEs from emerging economies evolve in a highly volatile environment from an international sourcing perspective.Navigating supply chain disruptions: a purchasing portfolio matrix analysis of Chinese manufacturing SMEs in the context of COVID-19
Yu Han, Anna Yumiao Tian, Woon Kian Chong, Alain Yee Loong Chong, Antony Paulraj
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to provide small and medium-sized enterprises (SMEs) in emerging markets with an updated Purchasing Portfolio Matrix (PPM) specifically for international sourcing. This data-driven PPM matrix is designed to provide a dynamic and process perspective that can help SMEs survive the disruptions caused by emergency situations such as the global COVID-19 pandemic.

This research reports on qualitative interviews with experienced informants from 15 SMEs in the manufacturing industry. The authors follow process-based research using a combination of retrospective and real-time case study approaches to gradually unveil the dynamics in segmentation and sourcing strategies in the international sourcing context during the COVID-19 pandemic.

The findings reveal the dynamics of segmentation and international sourcing strategies during global disruptions and unpack the underlying logic behind the dynamics that is specific to SMEs in emerging economies.

Existing literature on PPM predominantly focuses on static and normal sourcing circumstances. This paper addresses this gap by adopting a dynamic approach to study how sourcing strategies of SMEs from emerging economies evolve in a highly volatile environment from an international sourcing perspective.

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Navigating supply chain disruptions: a purchasing portfolio matrix analysis of Chinese manufacturing SMEs in the context of COVID-1910.1108/IJOPM-03-2023-0190International Journal of Operations & Production Management2023-11-21© 2023 Emerald Publishing LimitedYu HanAnna Yumiao TianWoon Kian ChongAlain Yee Loong ChongAntony PaulrajInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-11-2110.1108/IJOPM-03-2023-0190https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0190/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Association between corporate diversification strategies and inventory performance: a firm-level investigationhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0199/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research aims to empirically investigate the impacts of product and international diversification strategies on firm-level inventory performance. This study empirically examines the associations between product and international diversification strategies and inventory performance based on a sample of 64,124 observations across 7,367 US publicly traded firms between 1989 and 2019 from the COMPUSTAT Segment, Fundamental Annual and Fundamental Quarterly data files. We employ both linear and nonlinear regression models to perform our empirical analysis. This research provides strong evidence that there exists a U-shaped relationship between unrelated product diversification and inventory level and a partially inverted U-shaped relationship between international diversification and inventory level. We also find a positive impact of related product diversification on inventory level, but there is no significant curvilinear relationship between related product diversification and inventory level. Our research findings offer important insights into top management’s strategic planning for diversification strategies and operations manager’s inventory control policies to achieve the strategic fit between corporate diversification and inventory management. Product and international diversification strategies not only play an essential role in the firm’s competitive advantage, but also have a significant influence on operations manager’s inventory decision. This research is among the first to systematically investigate how top management’s related product, unrelated product and international diversification strategies may have complex nonlinear impacts on inventory performance.Association between corporate diversification strategies and inventory performance: a firm-level investigation
Zhuang Qian, Charles X. Wang, Haiying Yang
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This research aims to empirically investigate the impacts of product and international diversification strategies on firm-level inventory performance.

This study empirically examines the associations between product and international diversification strategies and inventory performance based on a sample of 64,124 observations across 7,367 US publicly traded firms between 1989 and 2019 from the COMPUSTAT Segment, Fundamental Annual and Fundamental Quarterly data files. We employ both linear and nonlinear regression models to perform our empirical analysis.

This research provides strong evidence that there exists a U-shaped relationship between unrelated product diversification and inventory level and a partially inverted U-shaped relationship between international diversification and inventory level. We also find a positive impact of related product diversification on inventory level, but there is no significant curvilinear relationship between related product diversification and inventory level.

Our research findings offer important insights into top management’s strategic planning for diversification strategies and operations manager’s inventory control policies to achieve the strategic fit between corporate diversification and inventory management.

Product and international diversification strategies not only play an essential role in the firm’s competitive advantage, but also have a significant influence on operations manager’s inventory decision. This research is among the first to systematically investigate how top management’s related product, unrelated product and international diversification strategies may have complex nonlinear impacts on inventory performance.

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Association between corporate diversification strategies and inventory performance: a firm-level investigation10.1108/IJOPM-03-2023-0199International Journal of Operations & Production Management2024-03-29© 2024 Emerald Publishing LimitedZhuang QianCharles X. WangHaiying YangInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2910.1108/IJOPM-03-2023-0199https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0199/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Follow the leader (or not): the influence of superstars on crowd size in crowdsourcing contestshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAs the application of crowdsourcing contests grows, leveraging the participation of superstars (i.e. solvers who have outstanding performance records in a crowdsourcing platform) becomes an emergent approach for managers to solve crowdsourced problems. Although much is known about superstars’ performance implications, it remains unclear whether and how their participation affects the size of a contest crowd for a crowdsourcing contest. Based on social contagion theory, this paper aims to examine the impact of superstars’ participation on the crowd size and studies how this impact varies across solvers with different heterogeneity in terms of skills, exposure and cultural proximity with superstars in crowdsourcing contests. This paper uses secondary data from one crowdsourcing platform that includes 6,587 innovation contests to examine superstars’ main and contextual effects on the crowd size of a contest. Our results reveal that superstars’ participation positively affects the crowd size of a contest in general. This finding suggests that social contagion is a fundamental mechanism underlying crowd formation in crowdsourcing contests. Our results also indicate that in contests that involve multiple superstars, superstars’ effect on crowd size becomes negative when we simultaneously consider other solvers’ heterogeneity in terms of skills, exposure and cultural background, and this negative effect will be intensified by increases in the skill gap, extent of exposure and cultural proximity between superstars and other solvers in the same contest. Our research enhances the understanding of the influence of superstars and the mechanism underlying the emergence of contest crowds in crowdsourcing contests and contributes knowledge to better understand social contagion in a competitive setting. The results are meaningful for sourcing managers and platform supervisors to design contests and supervise crowd size in crowdsourcing contests.Follow the leader (or not): the influence of superstars on crowd size in crowdsourcing contests
Zhongzhi Liu, Fujun Lai, Qiaoyi Yin
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

As the application of crowdsourcing contests grows, leveraging the participation of superstars (i.e. solvers who have outstanding performance records in a crowdsourcing platform) becomes an emergent approach for managers to solve crowdsourced problems. Although much is known about superstars’ performance implications, it remains unclear whether and how their participation affects the size of a contest crowd for a crowdsourcing contest. Based on social contagion theory, this paper aims to examine the impact of superstars’ participation on the crowd size and studies how this impact varies across solvers with different heterogeneity in terms of skills, exposure and cultural proximity with superstars in crowdsourcing contests.

This paper uses secondary data from one crowdsourcing platform that includes 6,587 innovation contests to examine superstars’ main and contextual effects on the crowd size of a contest.

Our results reveal that superstars’ participation positively affects the crowd size of a contest in general. This finding suggests that social contagion is a fundamental mechanism underlying crowd formation in crowdsourcing contests. Our results also indicate that in contests that involve multiple superstars, superstars’ effect on crowd size becomes negative when we simultaneously consider other solvers’ heterogeneity in terms of skills, exposure and cultural background, and this negative effect will be intensified by increases in the skill gap, extent of exposure and cultural proximity between superstars and other solvers in the same contest.

Our research enhances the understanding of the influence of superstars and the mechanism underlying the emergence of contest crowds in crowdsourcing contests and contributes knowledge to better understand social contagion in a competitive setting. The results are meaningful for sourcing managers and platform supervisors to design contests and supervise crowd size in crowdsourcing contests.

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Follow the leader (or not): the influence of superstars on crowd size in crowdsourcing contests10.1108/IJOPM-03-2023-0219International Journal of Operations & Production Management2024-02-22© 2024 Emerald Publishing LimitedZhongzhi LiuFujun LaiQiaoyi YinInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-2210.1108/IJOPM-03-2023-0219https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Big textual data research for operations management: topic modelling with grounded theoryhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0239/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThere is a growing need for methodological plurality in advancing operations management (OM), especially with the emergence of machine learning (ML) techniques for analysing extensive textual data. To bridge this knowledge gap, this paper introduces a new methodology that combines ML techniques with traditional qualitative approaches, aiming to reconstruct knowledge from existing publications. In this pragmatist-rooted abductive method where human-machine interactions analyse big data, the authors employ topic modelling (TM), an ML technique, to enable constructivist grounded theory (CGT). A four-step coding process (Raw coding, expert coding, focused coding and theory building) is deployed to strive for procedural and interpretive rigour. To demonstrate the approach, the authors collected data from an open-source professional project management (PM) website and illustrated their research design and data analysis leading to theory development. The results show that TM significantly improves the ability of researchers to systematically investigate and interpret codes generated from large textual data, thus contributing to theory building. This paper presents a novel approach that integrates an ML-based technique with human hermeneutic methods for empirical studies in OM. Using grounded theory, this method reconstructs latent knowledge from massive textual data and uncovers management phenomena hidden from published data, offering a new way for academics to develop potential theories for business and management studies.Big textual data research for operations management: topic modelling with grounded theory
Eyyub Can Odacioglu, Lihong Zhang, Richard Allmendinger, Azar Shahgholian
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

There is a growing need for methodological plurality in advancing operations management (OM), especially with the emergence of machine learning (ML) techniques for analysing extensive textual data. To bridge this knowledge gap, this paper introduces a new methodology that combines ML techniques with traditional qualitative approaches, aiming to reconstruct knowledge from existing publications.

In this pragmatist-rooted abductive method where human-machine interactions analyse big data, the authors employ topic modelling (TM), an ML technique, to enable constructivist grounded theory (CGT). A four-step coding process (Raw coding, expert coding, focused coding and theory building) is deployed to strive for procedural and interpretive rigour. To demonstrate the approach, the authors collected data from an open-source professional project management (PM) website and illustrated their research design and data analysis leading to theory development.

The results show that TM significantly improves the ability of researchers to systematically investigate and interpret codes generated from large textual data, thus contributing to theory building.

This paper presents a novel approach that integrates an ML-based technique with human hermeneutic methods for empirical studies in OM. Using grounded theory, this method reconstructs latent knowledge from massive textual data and uncovers management phenomena hidden from published data, offering a new way for academics to develop potential theories for business and management studies.

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Big textual data research for operations management: topic modelling with grounded theory10.1108/IJOPM-03-2023-0239International Journal of Operations & Production Management2023-12-26© 2023 Emerald Publishing LimitedEyyub Can OdaciogluLihong ZhangRichard AllmendingerAzar ShahgholianInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-2610.1108/IJOPM-03-2023-0239https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2023-0239/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The liability of foreignness and operational security: evidence from emerging marketshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0264/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn this research, we explore the adverse impact of foreign ownership on operational security, a critical operational implication of the liability of foreignness (LOF). The empirical analysis is based on a multi-country dataset from the World Bank Enterprises Survey, which contains detailed firm-level information from over 8,902 firms in 82 emerging market countries. We perform a series of robustness checks to further confirm our findings. We find that a high ratio of foreign ownership is associated with an increased likelihood of security breaches and higher security costs. Our results also indicate that high levels of host countries’ institutional quality and firms’ local embeddedness can mitigate such vulnerability in operational security. This study is one of the first to uncover the critical operational implication of the LOF, indicating that a high ratio of foreign ownership exposes firms to operational security challenges.The liability of foreignness and operational security: evidence from emerging markets
Yuxiao Ye, Yiting Han, Baofeng Huo
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

In this research, we explore the adverse impact of foreign ownership on operational security, a critical operational implication of the liability of foreignness (LOF).

The empirical analysis is based on a multi-country dataset from the World Bank Enterprises Survey, which contains detailed firm-level information from over 8,902 firms in 82 emerging market countries. We perform a series of robustness checks to further confirm our findings.

We find that a high ratio of foreign ownership is associated with an increased likelihood of security breaches and higher security costs. Our results also indicate that high levels of host countries’ institutional quality and firms’ local embeddedness can mitigate such vulnerability in operational security.

This study is one of the first to uncover the critical operational implication of the LOF, indicating that a high ratio of foreign ownership exposes firms to operational security challenges.

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The liability of foreignness and operational security: evidence from emerging markets10.1108/IJOPM-04-2023-0264International Journal of Operations & Production Management2024-02-29© 2023 Emerald Publishing LimitedYuxiao YeYiting HanBaofeng HuoInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-2910.1108/IJOPM-04-2023-0264https://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0264/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Cooperative management of an initial training program: case study of a Czech production site of a Japanese globalized manufacturing firmhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0270/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program implementation process and offers a conceptual framework for cooperative management of subsidiary activities at the site and firm. This study conducts an in-depth analysis of qualitative data from the Czech production site over a five-year period. The theoretical base is the theorization and labeling phase of management innovation (MI), the final phase of which legitimizes a new management practice. Interview data, archival data, pictures and financial data are used for the analysis. To legitimize the Dojo in the operational flow controlled by the site and firm, the Czech production site acquires validation of the Dojo from employees and board members of the Japanese and European headquarters, helping the site build trustful relationships with them. Training programs, process standardization and skills standardization of the workers offer benefits to the trainees, production site and firm. The authors offer theoretical insights into MI at the subsidiary-level, which past studies have not differentiated at the firm-level. The authors also provide details of the implementation and management of initial training for newly hired blue-collar workers at the production site. The findings complement related literature on human resource management and operational management.Cooperative management of an initial training program: case study of a Czech production site of a Japanese globalized manufacturing firm
Nobuko Nishiwaki, Akitsu Oe
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program implementation process and offers a conceptual framework for cooperative management of subsidiary activities at the site and firm.

This study conducts an in-depth analysis of qualitative data from the Czech production site over a five-year period. The theoretical base is the theorization and labeling phase of management innovation (MI), the final phase of which legitimizes a new management practice. Interview data, archival data, pictures and financial data are used for the analysis.

To legitimize the Dojo in the operational flow controlled by the site and firm, the Czech production site acquires validation of the Dojo from employees and board members of the Japanese and European headquarters, helping the site build trustful relationships with them. Training programs, process standardization and skills standardization of the workers offer benefits to the trainees, production site and firm.

The authors offer theoretical insights into MI at the subsidiary-level, which past studies have not differentiated at the firm-level. The authors also provide details of the implementation and management of initial training for newly hired blue-collar workers at the production site. The findings complement related literature on human resource management and operational management.

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Cooperative management of an initial training program: case study of a Czech production site of a Japanese globalized manufacturing firm10.1108/IJOPM-04-2023-0270International Journal of Operations & Production Management2023-12-19© 2023 Nobuko Nishiwaki and Akitsu OeNobuko NishiwakiAkitsu OeInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-1910.1108/IJOPM-04-2023-0270https://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0270/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Nobuko Nishiwaki and Akitsu Oehttp://creativecommons.org/licences/by/4.0/legalcode
Leveraging organizational knowledge to develop agility and improve performance: the role of ambidexterityhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0274/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAs a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness. A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance. Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility. The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.Leveraging organizational knowledge to develop agility and improve performance: the role of ambidexterity
Gerald Stei, Alexander Rossmann, Levente Szász
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

As a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness.

A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance.

Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility.

The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.

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Leveraging organizational knowledge to develop agility and improve performance: the role of ambidexterity10.1108/IJOPM-04-2023-0274International Journal of Operations & Production Management2024-01-12© 2023 Emerald Publishing LimitedGerald SteiAlexander RossmannLevente SzászInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-01-1210.1108/IJOPM-04-2023-0274https://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0274/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
More or complex actions? Effects of supply networks on firms' competitive aggressivenesshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0285/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates the extent to which a firm’s centrality and autonomy in its supply network are associated with the intensity and complexity of its competitive actions. Utilizing social network analysis and dynamic panel data models, this study analyzes a comprehensive panel dataset with 10,802 firm-year observations across various industries between 2011 and 2018 to test the hypotheses. Our findings show that a firm’s level of centrality in its supply network has an inverted U-shaped relationship with both competitive intensity and competitive complexity. In addition, the turning points of these two inverted U-shaped relationships differ in that firms with a lower level of centrality tend to compete aggressively by launching more actions within fewer categories, while firms with a higher level of centrality tend to compete aggressively by launching fewer actions that cover a larger range of categories. Finally, we find that a firm’s structural autonomy has a positive relationship with competitive complexity. This study bridges the gap between the supply chain management literature and strategic management literature and investigates how supply networks shape competitive aggressiveness. In particular, this research investigates how a firm’s structural position in its supply network affects its competitive actions, an important intermediate mechanism for competitive advantage that has been overlooked in the supply chain management literature.More or complex actions? Effects of supply networks on firms' competitive aggressiveness
Yang S. Yang, Xiaojin Sun, Mengge Li, Tingting Yan
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates the extent to which a firm’s centrality and autonomy in its supply network are associated with the intensity and complexity of its competitive actions.

Utilizing social network analysis and dynamic panel data models, this study analyzes a comprehensive panel dataset with 10,802 firm-year observations across various industries between 2011 and 2018 to test the hypotheses.

Our findings show that a firm’s level of centrality in its supply network has an inverted U-shaped relationship with both competitive intensity and competitive complexity. In addition, the turning points of these two inverted U-shaped relationships differ in that firms with a lower level of centrality tend to compete aggressively by launching more actions within fewer categories, while firms with a higher level of centrality tend to compete aggressively by launching fewer actions that cover a larger range of categories. Finally, we find that a firm’s structural autonomy has a positive relationship with competitive complexity.

This study bridges the gap between the supply chain management literature and strategic management literature and investigates how supply networks shape competitive aggressiveness. In particular, this research investigates how a firm’s structural position in its supply network affects its competitive actions, an important intermediate mechanism for competitive advantage that has been overlooked in the supply chain management literature.

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More or complex actions? Effects of supply networks on firms' competitive aggressiveness10.1108/IJOPM-04-2023-0285International Journal of Operations & Production Management2024-03-22© 2024 Emerald Publishing LimitedYang S. YangXiaojin SunMengge LiTingting YanInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2210.1108/IJOPM-04-2023-0285https://www.emerald.com/insight/content/doi/10.1108/IJOPM-04-2023-0285/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Does digitalization enhance the effects of lean production on social performance?https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0332/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance. Survey data collected from China’s manufacturing industry are used to test research hypotheses. The results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance. This study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context. While digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.Does digitalization enhance the effects of lean production on social performance?
Roberto Chavez, Wantao Yu, Mark Jacobs, Chee Yew Wong
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.

Survey data collected from China’s manufacturing industry are used to test research hypotheses.

The results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance.

This study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context.

While digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.

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Does digitalization enhance the effects of lean production on social performance?10.1108/IJOPM-05-2023-0332International Journal of Operations & Production Management2024-03-08© 2024 Emerald Publishing LimitedRoberto ChavezWantao YuMark JacobsChee Yew WongInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-0810.1108/IJOPM-05-2023-0332https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0332/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Exploring tensions of Industry 4.0 adoption in lean production systems from a dialectical perspectivehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0354/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper uses dialectical inquiry to explore tensions that arise when adopting Industry 4.0 technologies in a lean production system and their reconciliation mechanisms. We conducted an in-depth qualitative case study over a 3-year period on an Italian division of an international electrotechnical organisation that produces electrical switches. This organisation successfully adopted Industry 4.0 technologies in a lean production system. The study is based on primary data such as observations and semi-structured interviews, along with secondary data. We identify four empirically validated dialectic tensions arising across different Industry 4.0 adoption stages due to managers’ and workers’ contrasting interpretations of technologies. Consequently, we define the related reconciliation mechanisms that allow the effective adoption of various Industry 4.0 technologies to support a lean production system. This is the first empirical investigation of tensions in the adoption of Industry 4.0 technologies in a lean production system. Furthermore, the paper presents four theoretical propositions and a conceptual model describing which tensions arise during the adoption of Industry 4.0 technologies in a lean production system and the reconciliation mechanisms that prevent lean production system deterioration.Exploring tensions of Industry 4.0 adoption in lean production systems from a dialectical perspective
Emanuele Gabriel Margherita, Alessio Maria Braccini
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper uses dialectical inquiry to explore tensions that arise when adopting Industry 4.0 technologies in a lean production system and their reconciliation mechanisms.

We conducted an in-depth qualitative case study over a 3-year period on an Italian division of an international electrotechnical organisation that produces electrical switches. This organisation successfully adopted Industry 4.0 technologies in a lean production system. The study is based on primary data such as observations and semi-structured interviews, along with secondary data.

We identify four empirically validated dialectic tensions arising across different Industry 4.0 adoption stages due to managers’ and workers’ contrasting interpretations of technologies. Consequently, we define the related reconciliation mechanisms that allow the effective adoption of various Industry 4.0 technologies to support a lean production system.

This is the first empirical investigation of tensions in the adoption of Industry 4.0 technologies in a lean production system. Furthermore, the paper presents four theoretical propositions and a conceptual model describing which tensions arise during the adoption of Industry 4.0 technologies in a lean production system and the reconciliation mechanisms that prevent lean production system deterioration.

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Exploring tensions of Industry 4.0 adoption in lean production systems from a dialectical perspective10.1108/IJOPM-05-2023-0354International Journal of Operations & Production Management2024-02-23© 2024 Emerald Publishing LimitedEmanuele Gabriel MargheritaAlessio Maria BracciniInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-2310.1108/IJOPM-05-2023-0354https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0354/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Impact pathways: unravelling the hybrid food supply chain – identifying the relationships and processes to drive changehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0362/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper explores the nature and operations of the supply chain that serves disadvantaged groups. With the increasing reliance on supplementary food provision through food aid, the authors seek to emphasise efficiency and sustainability in these supply chains. Semi-structured interview data from 32 senior managers and experts from both commercial and food aid supply chains were abductively analysed to develop a relationship-based map of the food chains that serve disadvantaged groups. Disadvantaged groups are served by a hybrid food supply chain. It is an interconnected supply chain bringing together the commercial and the food aid supply chains. This chain is unsurprisingly plagued with various challenges, the most critical of which are limited expertise and resources, operational inefficiencies, prohibitive logistics costs and a severe lack of collaboration. This study identifies the currently limited role of logistics companies in surplus food redistribution and highlights future pathways. Additionally, the authors present useful actionable propositions for managers, practitioners and policymakers.Impact pathways: unravelling the hybrid food supply chain – identifying the relationships and processes to drive change
Emmanuel Acquah Sawyerr, Michael Bourlakis, Damien Conrad, Carol Wagstaff
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper explores the nature and operations of the supply chain that serves disadvantaged groups. With the increasing reliance on supplementary food provision through food aid, the authors seek to emphasise efficiency and sustainability in these supply chains.

Semi-structured interview data from 32 senior managers and experts from both commercial and food aid supply chains were abductively analysed to develop a relationship-based map of the food chains that serve disadvantaged groups.

Disadvantaged groups are served by a hybrid food supply chain. It is an interconnected supply chain bringing together the commercial and the food aid supply chains. This chain is unsurprisingly plagued with various challenges, the most critical of which are limited expertise and resources, operational inefficiencies, prohibitive logistics costs and a severe lack of collaboration.

This study identifies the currently limited role of logistics companies in surplus food redistribution and highlights future pathways. Additionally, the authors present useful actionable propositions for managers, practitioners and policymakers.

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Impact pathways: unravelling the hybrid food supply chain – identifying the relationships and processes to drive change10.1108/IJOPM-05-2023-0362International Journal of Operations & Production Management2023-11-21© 2023 Emerald Publishing LimitedEmmanuel Acquah SawyerrMichael BourlakisDamien ConradCarol WagstaffInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-11-2110.1108/IJOPM-05-2023-0362https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0362/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The bright side of being uncertain: the impact of economic policy uncertainty on corporate innovationhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0386/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to theoretically hypothesize and empirically examine the impact of economic policy uncertainty (EPU) on firms' innovation performance as well as the contingency conditions of this relationship. This study collects and combines secondary longitudinal data from multiple sources to test for a direct impact of EPU on firms' innovation performance. It further examines the moderating effects of firms' operational and marketing capabilities. A series of robustness checks are performed to ensure the consistency of the findings. In contrast to the common belief that EPU reduces the innovativeness of firms, the authors find an inverted-U relationship between EPU and innovation performance, indicating that a moderate level of EPU actually promotes innovation. Further analysis suggests that firms' operational and marketing capabilities make the inverted-U relationship steeper, further enhancing firms' innovation performance at a moderate level of EPU. This study adds to the emerging literature that investigates the operational implications of EPU, which enhances our understanding of the potential bright side of EPU and broadens the scope of operational risk management.The bright side of being uncertain: the impact of economic policy uncertainty on corporate innovation
Chen Liang, Peter K.C. Lee, Minghao Zhu, Andy C.L. Yeung, T.C.E. Cheng, Honggeng Zhou
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to theoretically hypothesize and empirically examine the impact of economic policy uncertainty (EPU) on firms' innovation performance as well as the contingency conditions of this relationship.

This study collects and combines secondary longitudinal data from multiple sources to test for a direct impact of EPU on firms' innovation performance. It further examines the moderating effects of firms' operational and marketing capabilities. A series of robustness checks are performed to ensure the consistency of the findings.

In contrast to the common belief that EPU reduces the innovativeness of firms, the authors find an inverted-U relationship between EPU and innovation performance, indicating that a moderate level of EPU actually promotes innovation. Further analysis suggests that firms' operational and marketing capabilities make the inverted-U relationship steeper, further enhancing firms' innovation performance at a moderate level of EPU.

This study adds to the emerging literature that investigates the operational implications of EPU, which enhances our understanding of the potential bright side of EPU and broadens the scope of operational risk management.

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The bright side of being uncertain: the impact of economic policy uncertainty on corporate innovation10.1108/IJOPM-05-2023-0386International Journal of Operations & Production Management2024-01-08© 2023 Emerald Publishing LimitedChen LiangPeter K.C. LeeMinghao ZhuAndy C.L. YeungT.C.E. ChengHonggeng ZhouInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-01-0810.1108/IJOPM-05-2023-0386https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0386/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digitalization in lean manufacturing firms: a cumulative capability development perspectivehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0414/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to examine the digitalization of operational processes and activities in lean manufacturing firms and explore the associated learning implications through the lens of cumulative capability theory. Adopting a multiple-case design, we examine four cases of digitalization initiatives within lean manufacturing firms. We collected data through semi-structured interviews and direct observations during site visits. The study uncovers the development of learning capabilities as a result of integrating lean and digitalization. We find that digitalization in lean manufacturing firms contributes to the development of both routinized and evolutionary learning capabilities in a cumulative fashion. The study adds nuance to the limited theoretical understanding of the integration of lean and digitalization by showing how it cumulatively develops the learning capabilities of lean manufacturing firms. As such, the study supports the robustness of cumulative capability theory. We further contribute to research by offering empirical support for the cumulative nature of learning.Digitalization in lean manufacturing firms: a cumulative capability development perspective
Daryl John Powell, Désirée A. Laubengaier, Guilherme Luz Tortorella, Henrik Saabye, Jiju Antony, Raffaella Cagliano
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to examine the digitalization of operational processes and activities in lean manufacturing firms and explore the associated learning implications through the lens of cumulative capability theory.

Adopting a multiple-case design, we examine four cases of digitalization initiatives within lean manufacturing firms. We collected data through semi-structured interviews and direct observations during site visits.

The study uncovers the development of learning capabilities as a result of integrating lean and digitalization. We find that digitalization in lean manufacturing firms contributes to the development of both routinized and evolutionary learning capabilities in a cumulative fashion.

The study adds nuance to the limited theoretical understanding of the integration of lean and digitalization by showing how it cumulatively develops the learning capabilities of lean manufacturing firms. As such, the study supports the robustness of cumulative capability theory. We further contribute to research by offering empirical support for the cumulative nature of learning.

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Digitalization in lean manufacturing firms: a cumulative capability development perspective10.1108/IJOPM-05-2023-0414International Journal of Operations & Production Management2024-03-12© 2024 Emerald Publishing LimitedDaryl John PowellDésirée A. LaubengaierGuilherme Luz TortorellaHenrik SaabyeJiju AntonyRaffaella CaglianoInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-1210.1108/IJOPM-05-2023-0414https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0414/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Integrating advanced digital technologies in existing lean-based production systems: analysis of paradoxes, imbalances and management strategieshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0434/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems. This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers. The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies. This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.Integrating advanced digital technologies in existing lean-based production systems: analysis of paradoxes, imbalances and management strategies
Peter E. Johansson, Jessica Bruch, Koteshwar Chirumalla, Christer Osterman, Lina Stålberg
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.

This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.

The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.

This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.

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Integrating advanced digital technologies in existing lean-based production systems: analysis of paradoxes, imbalances and management strategies10.1108/IJOPM-05-2023-0434International Journal of Operations & Production Management2024-03-22© 2024 Peter E. Johansson, Jessica Bruch, Koteshwar Chirumalla, Christer Osterman and Lina StålbergPeter E. JohanssonJessica BruchKoteshwar ChirumallaChrister OstermanLina StålbergInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2210.1108/IJOPM-05-2023-0434https://www.emerald.com/insight/content/doi/10.1108/IJOPM-05-2023-0434/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Peter E. Johansson, Jessica Bruch, Koteshwar Chirumalla, Christer Osterman and Lina Stålberghttp://creativecommons.org/licences/by/4.0/legalcode
Are lean and digital engaging better problem solvers? An empirical study on Italian manufacturing firmshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0477/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWe studied the relationship between job engagement and systematic problem solving (SPS) among shop-floor employees and how lean production (LP) and Internet of Things (IoT) systems moderate this relationship. We collected data from a sample of 440 shop floor workers in 101 manufacturing work units across 33 plants. Because our data is nested, we employed a series of multilevel regression models to test the hypotheses. The application of IoT systems within work units was evaluated by our research team through direct observations from on-site visits. Our findings indicate a positive association between job engagement and SPS. Additionally, we found that the adoption of lean bundles positively moderates this relationship, while, surprisingly, the adoption of IoT systems negatively moderates this relationship. Interestingly, we found that, when the adoption of IoT systems is complemented by a lean management system, workers tend to experience a higher effect on the SPS of their engagement. One limitation of this research is the reliance on the self-reported data collected from both workers (job engagement, SPS and control variables) and supervisors (lean bundles). Furthermore, our study was conducted in a specific country, Italy, which might have limitations on the generalizability of the results since cross-cultural differences in job engagement and SPS have been documented. Our findings highlight that employees’ strong engagement in SPS behaviors is shaped by the managerial and technological systems implemented on the shop floor. Specifically, we point out that implementing IoT systems without the appropriate managerial practices can pose challenges to fostering employee engagement and SPS. This paper provides new insights on how lean and new technologies contribute to the development of learning-to-learn capabilities at the individual level by empirically analyzing the moderating effects of IoT systems and LP on the relationship between job engagement and SPS.Are lean and digital engaging better problem solvers? An empirical study on Italian manufacturing firms
Ambra Galeazzo, Andrea Furlan, Diletta Tosetto, Andrea Vinelli
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

We studied the relationship between job engagement and systematic problem solving (SPS) among shop-floor employees and how lean production (LP) and Internet of Things (IoT) systems moderate this relationship.

We collected data from a sample of 440 shop floor workers in 101 manufacturing work units across 33 plants. Because our data is nested, we employed a series of multilevel regression models to test the hypotheses. The application of IoT systems within work units was evaluated by our research team through direct observations from on-site visits.

Our findings indicate a positive association between job engagement and SPS. Additionally, we found that the adoption of lean bundles positively moderates this relationship, while, surprisingly, the adoption of IoT systems negatively moderates this relationship. Interestingly, we found that, when the adoption of IoT systems is complemented by a lean management system, workers tend to experience a higher effect on the SPS of their engagement.

One limitation of this research is the reliance on the self-reported data collected from both workers (job engagement, SPS and control variables) and supervisors (lean bundles). Furthermore, our study was conducted in a specific country, Italy, which might have limitations on the generalizability of the results since cross-cultural differences in job engagement and SPS have been documented.

Our findings highlight that employees’ strong engagement in SPS behaviors is shaped by the managerial and technological systems implemented on the shop floor. Specifically, we point out that implementing IoT systems without the appropriate managerial practices can pose challenges to fostering employee engagement and SPS.

This paper provides new insights on how lean and new technologies contribute to the development of learning-to-learn capabilities at the individual level by empirically analyzing the moderating effects of IoT systems and LP on the relationship between job engagement and SPS.

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Are lean and digital engaging better problem solvers? An empirical study on Italian manufacturing firms10.1108/IJOPM-06-2023-0477International Journal of Operations & Production Management2024-03-22© 2024 Ambra Galeazzo, Andrea Furlan, Diletta Tosetto and Andrea VinelliAmbra GaleazzoAndrea FurlanDiletta TosettoAndrea VinelliInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2210.1108/IJOPM-06-2023-0477https://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0477/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Ambra Galeazzo, Andrea Furlan, Diletta Tosetto and Andrea Vinellihttp://creativecommons.org/licences/by/4.0/legalcode
Gender diversity and injustice among supply chain executives: exploring outcomes that advance social justicehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0524/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates whether the underrepresentation of women in executive-level roles within the supply chain management (SCM) field is justified or the result of gender injustices. The analysis examines if there is a gender compensation gap within executive-level SCM roles and whether performance differences or other observable factors explain disparities. Publicly reported executive compensation and financial data are merged to empirically test if gender differences exist and investigate whether the underrepresentation of women in executive-level SCM roles is unjust. Women occupy only 6.29% of the positions in the sample of 447 SCM executives. Unlike prior studies, we find that women executives receive higher compensation. The analysis does not identify observable factors explaining the limited inclusion of women in top-level roles, suggesting that gender injustices are prevalent in SCM. This study only considers observable factors and cannot conclusively determine if discrimination is occurring. The low level of inclusion of women in executive roles suggests that gender injustice is intrinsic within the SCM profession. These findings will hopefully motivate firms to undertake transformative actions that result in outcomes that advance gender equity, ultimately leading to social justice for female SCM executives. The use of social justice and feminist theories, a focus on SCM roles, and an empirical methodology utilizing objective measures represents a novel approach to investigating gender discrimination in SCM organizations, complementing prior survey-based studies.Gender diversity and injustice among supply chain executives: exploring outcomes that advance social justice
James Kroes, Anna Land, Andrew Steven Manikas, Felice Klein
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigates whether the underrepresentation of women in executive-level roles within the supply chain management (SCM) field is justified or the result of gender injustices. The analysis examines if there is a gender compensation gap within executive-level SCM roles and whether performance differences or other observable factors explain disparities.

Publicly reported executive compensation and financial data are merged to empirically test if gender differences exist and investigate whether the underrepresentation of women in executive-level SCM roles is unjust.

Women occupy only 6.29% of the positions in the sample of 447 SCM executives. Unlike prior studies, we find that women executives receive higher compensation. The analysis does not identify observable factors explaining the limited inclusion of women in top-level roles, suggesting that gender injustices are prevalent in SCM.

This study only considers observable factors and cannot conclusively determine if discrimination is occurring. The low level of inclusion of women in executive roles suggests that gender injustice is intrinsic within the SCM profession. These findings will hopefully motivate firms to undertake transformative actions that result in outcomes that advance gender equity, ultimately leading to social justice for female SCM executives.

The use of social justice and feminist theories, a focus on SCM roles, and an empirical methodology utilizing objective measures represents a novel approach to investigating gender discrimination in SCM organizations, complementing prior survey-based studies.

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Gender diversity and injustice among supply chain executives: exploring outcomes that advance social justice10.1108/IJOPM-06-2023-0524International Journal of Operations & Production Management2024-03-28© 2024 Emerald Publishing LimitedJames KroesAnna LandAndrew Steven ManikasFelice KleinInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2810.1108/IJOPM-06-2023-0524https://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0524/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Theorising worker voice for supply chain justice – communication, representation and recognitionhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0528/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper explores the notion of worker voice in terms of its implications for supply chain justice. The paper proposes the value of the recognition perspective on social justice for framing workers’ experiences in global supply chains and identifies opportunities for the advancement of the worker voice agenda with recognition justice in mind. The paper adopts a conceptual approach to explore the notion of worker voice in supply chains in terms of the recognition perspective on social justice. Sustainable supply chain management (SSCM) scholarship has considered worker voice in terms of two key paradigms, which we term communication and representation. To address recognition justice for workers in global supply chains, the worker voice agenda must consider designing worker voice mechanisms to close recognition gaps for workers with marginalised identities; the shared responsibilities of supply chain actors to listen alongside the expectation of workers to use their voice; and the expansion of the concept of worker voice to cut across home-work boundaries. The paper offers conceptual clarity on the emerging notion of worker voice in SSCM and is the first to interrogate the implications of recognition justice for the emergent worker voice agenda. It articulates key opportunities for future research to further operationalise worker voice upon a recognition foundation.Theorising worker voice for supply chain justice – communication, representation and recognition
Victoria Stephens, Amy Victoria Benstead, Helen Goworek, Erica Charles, Dane Lukic
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The paper explores the notion of worker voice in terms of its implications for supply chain justice. The paper proposes the value of the recognition perspective on social justice for framing workers’ experiences in global supply chains and identifies opportunities for the advancement of the worker voice agenda with recognition justice in mind.

The paper adopts a conceptual approach to explore the notion of worker voice in supply chains in terms of the recognition perspective on social justice.

Sustainable supply chain management (SSCM) scholarship has considered worker voice in terms of two key paradigms, which we term communication and representation. To address recognition justice for workers in global supply chains, the worker voice agenda must consider designing worker voice mechanisms to close recognition gaps for workers with marginalised identities; the shared responsibilities of supply chain actors to listen alongside the expectation of workers to use their voice; and the expansion of the concept of worker voice to cut across home-work boundaries.

The paper offers conceptual clarity on the emerging notion of worker voice in SSCM and is the first to interrogate the implications of recognition justice for the emergent worker voice agenda. It articulates key opportunities for future research to further operationalise worker voice upon a recognition foundation.

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Theorising worker voice for supply chain justice – communication, representation and recognition10.1108/IJOPM-06-2023-0528International Journal of Operations & Production Management2024-02-08© 2024 Emerald Publishing LimitedVictoria StephensAmy Victoria BensteadHelen GoworekErica CharlesDane LukicInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-0810.1108/IJOPM-06-2023-0528https://www.emerald.com/insight/content/doi/10.1108/IJOPM-06-2023-0528/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Delivering societal impact through supply chain design: insights from B Corpshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2022-0444/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper examines how different configurations of societal impact are pursued by purpose-driven organizations (PDOs) and how these configurations align with the application of varying supply chain design (SCD) practices. This multi-method study uses quantitative data from 1588 B Corps and qualitative data from 316 B Corps to examine how PDOs align SCD with the pursuit of diverse types of societal impact. The authors first conduct a cluster analysis to group organizations based on the impact they create. Second, qualitative content analysis connects impact with enabling SCD elements. The analysis of the five identified clusters provides detailed empirical insights on influencers, design decisions and building blocks adopted by PDOs to drive a range of societal impacts. Specifically, the nature of the impact pursued affects (1) whether a PDO will be more influenced by a need in the political environment or an opportunity in the industry environment, (2) the relative importance of the design of social flows versus material flows and (3) the need to develop new relational resources with beneficiaries versus leveraging existing capabilities to manage inter-firm processes. This study responds to calls to disaggregate different dimensions of societal impact and examines the relationship between SCD and a breadth of sustainability impacts for different stakeholders. In doing so, the authors identify four SCD pathways organizations can follow to achieve specific societal impacts. This study is also the first to employ a supply chain perspective in the study of certified B Corps.Delivering societal impact through supply chain design: insights from B Corps
Eugenia Rosca, Kelsey M. Taylor
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper examines how different configurations of societal impact are pursued by purpose-driven organizations (PDOs) and how these configurations align with the application of varying supply chain design (SCD) practices.

This multi-method study uses quantitative data from 1588 B Corps and qualitative data from 316 B Corps to examine how PDOs align SCD with the pursuit of diverse types of societal impact. The authors first conduct a cluster analysis to group organizations based on the impact they create. Second, qualitative content analysis connects impact with enabling SCD elements.

The analysis of the five identified clusters provides detailed empirical insights on influencers, design decisions and building blocks adopted by PDOs to drive a range of societal impacts. Specifically, the nature of the impact pursued affects (1) whether a PDO will be more influenced by a need in the political environment or an opportunity in the industry environment, (2) the relative importance of the design of social flows versus material flows and (3) the need to develop new relational resources with beneficiaries versus leveraging existing capabilities to manage inter-firm processes.

This study responds to calls to disaggregate different dimensions of societal impact and examines the relationship between SCD and a breadth of sustainability impacts for different stakeholders. In doing so, the authors identify four SCD pathways organizations can follow to achieve specific societal impacts. This study is also the first to employ a supply chain perspective in the study of certified B Corps.

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Delivering societal impact through supply chain design: insights from B Corps10.1108/IJOPM-07-2022-0444International Journal of Operations & Production Management2023-06-13© 2023 Eugenia Rosca and Kelsey M. TaylorEugenia RoscaKelsey M. TaylorInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-06-1310.1108/IJOPM-07-2022-0444https://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2022-0444/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Eugenia Rosca and Kelsey M. Taylorhttp://creativecommons.org/licences/by/4.0/legalcode
Inventory and financial performance in the pharmaceutical industry: what transpired over the last two decades?https://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2022-0461/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe objective of this study is to explore the structural attributes of the pharmaceutical industry before the onset of the COVID-19 pandemic by examining the relationship between inventory and firm performance and developing a taxonomy of pharmaceutical firms based on the earns-turns matrix. This study examines the inventory–firm performance linkage, considering both total inventory and its discrete inventory components in pharmaceutical firms. In addition, this research develops a new taxonomy of pharmaceutical firms based on the earns-turns matrix. A large panel dataset of firms in the US pharmaceutical industry was collected for the period 2000–2019. The results reveal that strategic groups identified based on this taxonomy show different levels of profitability and inventory turns in the earns-turns matrix. Most pharmaceutical firms moved from the low-right to the top-left section in the earns-turns matrix, indicating that these firms have generally pursued profitability rather than effective inventory management. This study explores the structural attributes of the pharmaceutical industry using the earns-turns matrix. This two-dimensional analysis may not, however, capture the full complexity of inventory–firm performance dynamics. The mapping of strategic groups on the earns-turns matrix provides a useful tool for visual representations of the dynamics of strategic groups in terms of financial performance and inventory management performance. Practitioners can use the earns-turns matrix to benchmark their firm's position against their competitors. This study broadens the scope of operations management research by introducing the earns-turns matrix as an empirical validation tool for operational and strategic management theories. This study emphasizes the effectiveness of the earns-turns matrix in analyzing strategic groups of pharmaceutical firms.Inventory and financial performance in the pharmaceutical industry: what transpired over the last two decades?
Jeong Hoon Choi, Sangdo Choi, Nallan C. Suresh
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The objective of this study is to explore the structural attributes of the pharmaceutical industry before the onset of the COVID-19 pandemic by examining the relationship between inventory and firm performance and developing a taxonomy of pharmaceutical firms based on the earns-turns matrix.

This study examines the inventory–firm performance linkage, considering both total inventory and its discrete inventory components in pharmaceutical firms. In addition, this research develops a new taxonomy of pharmaceutical firms based on the earns-turns matrix. A large panel dataset of firms in the US pharmaceutical industry was collected for the period 2000–2019.

The results reveal that strategic groups identified based on this taxonomy show different levels of profitability and inventory turns in the earns-turns matrix. Most pharmaceutical firms moved from the low-right to the top-left section in the earns-turns matrix, indicating that these firms have generally pursued profitability rather than effective inventory management.

This study explores the structural attributes of the pharmaceutical industry using the earns-turns matrix. This two-dimensional analysis may not, however, capture the full complexity of inventory–firm performance dynamics.

The mapping of strategic groups on the earns-turns matrix provides a useful tool for visual representations of the dynamics of strategic groups in terms of financial performance and inventory management performance. Practitioners can use the earns-turns matrix to benchmark their firm's position against their competitors.

This study broadens the scope of operations management research by introducing the earns-turns matrix as an empirical validation tool for operational and strategic management theories. This study emphasizes the effectiveness of the earns-turns matrix in analyzing strategic groups of pharmaceutical firms.

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Inventory and financial performance in the pharmaceutical industry: what transpired over the last two decades?10.1108/IJOPM-07-2022-0461International Journal of Operations & Production Management2023-12-12© 2023 Emerald Publishing LimitedJeong Hoon ChoiSangdo ChoiNallan C. SureshInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-1210.1108/IJOPM-07-2022-0461https://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2022-0461/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The impact of supply chain strategy on supply chain transparency over the firm lifecycle: evidence from Chinahttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2023-0571/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation. The authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered. The authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage. The authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.The impact of supply chain strategy on supply chain transparency over the firm lifecycle: evidence from China
Qinru Wang, Xiaobo Xu, Yonggui Wang
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

In this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.

The authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.

The authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.

The authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.

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The impact of supply chain strategy on supply chain transparency over the firm lifecycle: evidence from China10.1108/IJOPM-07-2023-0571International Journal of Operations & Production Management2024-01-18© 2024 Emerald Publishing LimitedQinru WangXiaobo XuYonggui WangInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-01-1810.1108/IJOPM-07-2023-0571https://www.emerald.com/insight/content/doi/10.1108/IJOPM-07-2023-0571/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Hide away from implication: potential environmental reputation spillover and strategic concealment of supply chain partners’ identitieshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0649/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research investigates whether focal firms employ strategic supply chain information disclosure, focusing on the concealment of supplier and customer identities, as part of their supply chain environmental risk management strategies (supplier sustainability risk and customer loss risk, respectively). Using a panel dataset of Chinese listed firms from 2009 to 2019 and utilizing the suppliers’ environmental punishment of peer firms (peer events) as an exogenous shock and employing ordinary least squares (OLS) estimation, this study conducts a regression analysis to test how focal firms disclose the identities of their suppliers and customers. Our results indicate that focal firms prefer to hide the identities of their suppliers and customers following the environmental punishment of peer firms’ suppliers. In addition, supplier concentration weakens the effect of withholding supplier identities, whereas customer concentration strengthens the effect of hiding customer identities. Mechanism analysis shows that firms hide supplier identities to avoid their reputation being affected and hide customer identities to prevent the deterioration of customers’ reputations and thus impact their market share. Our study reveals that reputation spillover is another crucial factor in supply chain transparency. It is also pioneering in applying the anonymity theory to explain focal firms’ information disclosure strategy in supply chains.Hide away from implication: potential environmental reputation spillover and strategic concealment of supply chain partners’ identities
Bai Liu, Tao Ju, Jiarui Lu, Hing Kai Chan
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This research investigates whether focal firms employ strategic supply chain information disclosure, focusing on the concealment of supplier and customer identities, as part of their supply chain environmental risk management strategies (supplier sustainability risk and customer loss risk, respectively).

Using a panel dataset of Chinese listed firms from 2009 to 2019 and utilizing the suppliers’ environmental punishment of peer firms (peer events) as an exogenous shock and employing ordinary least squares (OLS) estimation, this study conducts a regression analysis to test how focal firms disclose the identities of their suppliers and customers.

Our results indicate that focal firms prefer to hide the identities of their suppliers and customers following the environmental punishment of peer firms’ suppliers. In addition, supplier concentration weakens the effect of withholding supplier identities, whereas customer concentration strengthens the effect of hiding customer identities. Mechanism analysis shows that firms hide supplier identities to avoid their reputation being affected and hide customer identities to prevent the deterioration of customers’ reputations and thus impact their market share.

Our study reveals that reputation spillover is another crucial factor in supply chain transparency. It is also pioneering in applying the anonymity theory to explain focal firms’ information disclosure strategy in supply chains.

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Hide away from implication: potential environmental reputation spillover and strategic concealment of supply chain partners’ identities10.1108/IJOPM-08-2023-0649International Journal of Operations & Production Management2024-03-12© 2024 Emerald Publishing LimitedBai LiuTao JuJiarui LuHing Kai ChanInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-1210.1108/IJOPM-08-2023-0649https://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0649/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
(Re)-discovering simulation as a critical element of OM/SCM research: call for researchhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0665/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study focuses on (re-)introducing computer simulation as a part of the research paradigm. Simulation is a widely applied research method in supply chain and operations management. However, leading journals, such as the International Journal of Operations and Production Management, have often been reluctant to accept simulation studies. This study provides guidelines on how to conduct simulation research that advances theory, is relevant, and matters. This study pooled the viewpoints of the editorial team of the International Journal of Operations and Production Management and authors of simulation studies. The authors debated their views and outlined why simulation is important and what a compelling simulation should look like. There is an increasing importance of considering uncertainty, an increasing interest in dynamic phenomena, such as the transient response(s) to disruptions, and an increasing need to consider complementary outcomes, such as sustainability, which many researchers believe can be tackled by big data and modern analytical tools. But building, elaborating, and testing theory by purposeful experimentation is the strength of computer simulation. The authors therefore argue that simulation should play an important role in supply chain and operations management research, but for this, it also has to evolve away from simply generating and analyzing data. Four types of simulation research with much promise are outlined: empirical grounded simulation, simulation that establishes causality, simulation that supplements machine learning, artificial intelligence and analytics and simulation for sensitive environments. This study identifies reasons why simulation is important for understanding and responding to today's business and societal challenges, it provides some guidance on how to design good simulation studies in this context and it links simulation to empirical research and theory going beyond multimethod studies.(Re)-discovering simulation as a critical element of OM/SCM research: call for research
Steven Alexander Melnyk, Matthias Thürer, Constantin Blome, Tobias Schoenherr, Stefan Gold
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study focuses on (re-)introducing computer simulation as a part of the research paradigm. Simulation is a widely applied research method in supply chain and operations management. However, leading journals, such as the International Journal of Operations and Production Management, have often been reluctant to accept simulation studies. This study provides guidelines on how to conduct simulation research that advances theory, is relevant, and matters.

This study pooled the viewpoints of the editorial team of the International Journal of Operations and Production Management and authors of simulation studies. The authors debated their views and outlined why simulation is important and what a compelling simulation should look like.

There is an increasing importance of considering uncertainty, an increasing interest in dynamic phenomena, such as the transient response(s) to disruptions, and an increasing need to consider complementary outcomes, such as sustainability, which many researchers believe can be tackled by big data and modern analytical tools. But building, elaborating, and testing theory by purposeful experimentation is the strength of computer simulation. The authors therefore argue that simulation should play an important role in supply chain and operations management research, but for this, it also has to evolve away from simply generating and analyzing data. Four types of simulation research with much promise are outlined: empirical grounded simulation, simulation that establishes causality, simulation that supplements machine learning, artificial intelligence and analytics and simulation for sensitive environments.

This study identifies reasons why simulation is important for understanding and responding to today's business and societal challenges, it provides some guidance on how to design good simulation studies in this context and it links simulation to empirical research and theory going beyond multimethod studies.

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(Re)-discovering simulation as a critical element of OM/SCM research: call for research10.1108/IJOPM-08-2023-0665International Journal of Operations & Production Management2023-12-05© 2023 Emerald Publishing LimitedSteven Alexander MelnykMatthias ThürerConstantin BlomeTobias SchoenherrStefan GoldInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-0510.1108/IJOPM-08-2023-0665https://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0665/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The impact of supply chain transparency on financing offerings to firms: the moderating role of supply chain concentrationhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0674/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists. Based on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions. First, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries. This study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.The impact of supply chain transparency on financing offerings to firms: the moderating role of supply chain concentration
Rongrong Shi, Qiaoyi Yin, Yang Yuan, Fujun Lai, Xin (Robert) Luo
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists.

Based on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions.

First, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries.

This study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.

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The impact of supply chain transparency on financing offerings to firms: the moderating role of supply chain concentration10.1108/IJOPM-08-2023-0674International Journal of Operations & Production Management2024-02-13© 2024 Emerald Publishing LimitedRongrong ShiQiaoyi YinYang YuanFujun LaiXin (Robert) LuoInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-02-1310.1108/IJOPM-08-2023-0674https://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2023-0674/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Toward a moral approach to stakeholder management: insights from the inclusion of marginalized stakeholders in the operations of social enterpriseshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0549/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPrevious literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of powerful stakeholders who have a more decisive influence on an organization's supply chain decisions. Social enterprises have emerged as organizations that often aim to create impact by integrating marginalized stakeholders into their operations and supply chains. This study examines the trade-offs that social enterprises experience due to their moral stance toward stakeholder engagement, evidenced in their commitment to serving marginalized stakeholders, as well as the responses adopted to these trade-offs. The study follows a theory elaboration approach through a multiple case study design. The authors draw on insights from stakeholder theory and use the empirical insights to expand current constructs and relationships in a novel empirical context. Based on an in-depth analysis of primary and secondary qualitative data on ten social enterprises, the authors examine how these organizations integrate marginalized stakeholders into various roles in their operations. When integrating marginalized customers, suppliers and employees, social enterprises face affordability, reliability and efficiency trade-offs. Each trade-off represents conflicts between the organization's needs and the needs of marginalized stakeholders. In response to these trade-offs, social enterprises choose to internalize the costs through slack creation or vertical integration or externalize the costs to stakeholders. The ability to externalize is contingent on the growth orientation of the organization and the presence of like-minded B2B (Business-to-Business) customers. These responses reflect whether organizations accept the trade-offs at the expense of one or more stakeholders or if they avoid the trade-offs and find mutually beneficial solutions. Building on the empirical insights, the authors elaborate on stakeholder theory with a focus on the integration of marginalized stakeholders by emphasizing a moral justification for stakeholder engagement, identifying the nature of the underlying trade-offs which can arise when various stakeholder needs are in conflict and examining the contingencies affecting organizational responses to these trade-offs.Toward a moral approach to stakeholder management: insights from the inclusion of marginalized stakeholders in the operations of social enterprises
Kelsey M. Taylor, Eugenia Rosca
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Previous literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of powerful stakeholders who have a more decisive influence on an organization's supply chain decisions. Social enterprises have emerged as organizations that often aim to create impact by integrating marginalized stakeholders into their operations and supply chains. This study examines the trade-offs that social enterprises experience due to their moral stance toward stakeholder engagement, evidenced in their commitment to serving marginalized stakeholders, as well as the responses adopted to these trade-offs.

The study follows a theory elaboration approach through a multiple case study design. The authors draw on insights from stakeholder theory and use the empirical insights to expand current constructs and relationships in a novel empirical context. Based on an in-depth analysis of primary and secondary qualitative data on ten social enterprises, the authors examine how these organizations integrate marginalized stakeholders into various roles in their operations.

When integrating marginalized customers, suppliers and employees, social enterprises face affordability, reliability and efficiency trade-offs. Each trade-off represents conflicts between the organization's needs and the needs of marginalized stakeholders. In response to these trade-offs, social enterprises choose to internalize the costs through slack creation or vertical integration or externalize the costs to stakeholders. The ability to externalize is contingent on the growth orientation of the organization and the presence of like-minded B2B (Business-to-Business) customers. These responses reflect whether organizations accept the trade-offs at the expense of one or more stakeholders or if they avoid the trade-offs and find mutually beneficial solutions.

Building on the empirical insights, the authors elaborate on stakeholder theory with a focus on the integration of marginalized stakeholders by emphasizing a moral justification for stakeholder engagement, identifying the nature of the underlying trade-offs which can arise when various stakeholder needs are in conflict and examining the contingencies affecting organizational responses to these trade-offs.

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Toward a moral approach to stakeholder management: insights from the inclusion of marginalized stakeholders in the operations of social enterprises10.1108/IJOPM-09-2022-0549International Journal of Operations & Production Management2023-11-10© 2023 Kelsey M. Taylor and Eugenia RoscaKelsey M. TaylorEugenia RoscaInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-11-1010.1108/IJOPM-09-2022-0549https://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0549/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Kelsey M. Taylor and Eugenia Roscahttp://creativecommons.org/licences/by/4.0/legalcode
Supplier selection at the base of the chain: navigating competing institutional logics for shared mutual valuehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0550/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTraditional purchasing best practices primarily follow a commercial logic and may not necessarily be applicable for social enterprises (SEs) supplier selection. This study examines how SEs focused on poverty alleviation select suppliers amidst competing institutional logics to achieve both social impact and economic performance. A grounded theory methodology is applied to guide semi-structured interviews with 18 fair trade verified SEs. Constant comparison methods aided in determining the point of data saturation was reached. The results of this study indicate that SEs select marginalized suppliers based on implicit criteria that is initially based on social-welfare logic and then through a blend of commercial and social-welfare logic based on company structure. This study is the first to reveal that SEs addressing social issues do not follow the traditional criteria for supplier selection but have their own unique selection criteria when selecting suppliers.Supplier selection at the base of the chain: navigating competing institutional logics for shared mutual value
C. Zoe Schumm, Linda S. Niehm
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Traditional purchasing best practices primarily follow a commercial logic and may not necessarily be applicable for social enterprises (SEs) supplier selection. This study examines how SEs focused on poverty alleviation select suppliers amidst competing institutional logics to achieve both social impact and economic performance.

A grounded theory methodology is applied to guide semi-structured interviews with 18 fair trade verified SEs. Constant comparison methods aided in determining the point of data saturation was reached.

The results of this study indicate that SEs select marginalized suppliers based on implicit criteria that is initially based on social-welfare logic and then through a blend of commercial and social-welfare logic based on company structure.

This study is the first to reveal that SEs addressing social issues do not follow the traditional criteria for supplier selection but have their own unique selection criteria when selecting suppliers.

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Supplier selection at the base of the chain: navigating competing institutional logics for shared mutual value10.1108/IJOPM-09-2022-0550International Journal of Operations & Production Management2023-02-28© 2023 Emerald Publishing LimitedC. Zoe SchummLinda S. NiehmInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-02-2810.1108/IJOPM-09-2022-0550https://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0550/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Reducing forced labour in supply chains: what could traditional companies learn from social enterprises?https://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0596/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestForced 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. The 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. The 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. As authors’ comparative case study approach may lack generalizability, future research is needed to broadly test their propositions. The paper identifies preconditions in terms of institutional logics to successfully reduce the risk of forced labour in supply chains. This paper discusses how social enterprises can provide a learning laboratory that enables commercial firms to identify options for supplier relationship improvement.Reducing forced labour in supply chains: what could traditional companies learn from social enterprises?
Evelyne Vanpoucke, Robert D. Klassen
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Forced 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.

The 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.

The 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.

As authors’ comparative case study approach may lack generalizability, future research is needed to broadly test their propositions.

The paper identifies preconditions in terms of institutional logics to successfully reduce the risk of forced labour in supply chains.

This paper discusses how social enterprises can provide a learning laboratory that enables commercial firms to identify options for supplier relationship improvement.

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Reducing forced labour in supply chains: what could traditional companies learn from social enterprises?10.1108/IJOPM-09-2022-0596International Journal of Operations & Production Management2023-08-15© 2023 Emerald Publishing LimitedEvelyne VanpouckeRobert D. KlassenInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-08-1510.1108/IJOPM-09-2022-0596https://www.emerald.com/insight/content/doi/10.1108/IJOPM-09-2022-0596/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digital capabilities to manage agri-food supply chain uncertainties and build supply chain resilience during compounding geopolitical disruptionshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0737/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe agricultural supply chain is susceptible to disruptive geopolitical events. Therefore, agri-food firms must devise robust resilience strategies to hasten recovery and mitigate global food security effects. Hence, the central aim of this paper is to investigate how supply chains could leverage digital technologies to design resilience strategies to manage uncertainty stemming from the external environment disrupted by a geopolitical event. The context of the study is the African agri-food supply chain during the Russian invasion of Ukraine. The authors employ strategic contingency and dynamic capabilities theory arguments to explore the scenario and conditions under which African agri-food firms could leverage digital technologies to formulate contingency strategies and devise mitigation countermeasures. Then, the authors used a multi-case-study analysis of 14 African firms of different sizes and tiers within three main agri-food sectors (i.e. livestock farming, food-crop and fisheries-aquaculture) to explore, interpret and present data and their findings. Downstream firms (wholesalers and retailers) of the African agri-food supply chain are found to extensively use digital seizing and transforming capabilities to formulate worst-case assumptions amid geopolitical disruption, followed by proactive mitigation actions. These capabilities are mainly supported by advanced technologies such as blockchain and additive manufacturing. On the other hand, smaller upstream partners (SMEs, cooperatives and smallholders) are found to leverage less advanced technologies, such as mobile apps and cloud-based data analytics, to develop sensing capabilities necessary to formulate a “wait-and-see” strategy, allowing them to reduce perceptions of heightened supply chain uncertainty and take mainly reactive mitigation strategies. Finally, the authors integrate their findings into a conceptual framework that advances the research agenda on managing supply chain uncertainty in vulnerable areas. This study is the first that sought to understand the contextual conditions (supply chain characteristics and firm characteristics) under which companies in the African agri-food supply chain could leverage digital technologies to manage uncertainty. The study advances contingency and dynamic capability theories by providing a new way of interacting in one specific context. In practice, this study assists managers in developing suitable strategies to manage uncertainty during geopolitical disruptions.Digital capabilities to manage agri-food supply chain uncertainties and build supply chain resilience during compounding geopolitical disruptions
Amine Belhadi, Sachin Kamble, Nachiappan Subramanian, Rajesh Kumar Singh, Mani Venkatesh
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The agricultural supply chain is susceptible to disruptive geopolitical events. Therefore, agri-food firms must devise robust resilience strategies to hasten recovery and mitigate global food security effects. Hence, the central aim of this paper is to investigate how supply chains could leverage digital technologies to design resilience strategies to manage uncertainty stemming from the external environment disrupted by a geopolitical event. The context of the study is the African agri-food supply chain during the Russian invasion of Ukraine.

The authors employ strategic contingency and dynamic capabilities theory arguments to explore the scenario and conditions under which African agri-food firms could leverage digital technologies to formulate contingency strategies and devise mitigation countermeasures. Then, the authors used a multi-case-study analysis of 14 African firms of different sizes and tiers within three main agri-food sectors (i.e. livestock farming, food-crop and fisheries-aquaculture) to explore, interpret and present data and their findings.

Downstream firms (wholesalers and retailers) of the African agri-food supply chain are found to extensively use digital seizing and transforming capabilities to formulate worst-case assumptions amid geopolitical disruption, followed by proactive mitigation actions. These capabilities are mainly supported by advanced technologies such as blockchain and additive manufacturing. On the other hand, smaller upstream partners (SMEs, cooperatives and smallholders) are found to leverage less advanced technologies, such as mobile apps and cloud-based data analytics, to develop sensing capabilities necessary to formulate a “wait-and-see” strategy, allowing them to reduce perceptions of heightened supply chain uncertainty and take mainly reactive mitigation strategies. Finally, the authors integrate their findings into a conceptual framework that advances the research agenda on managing supply chain uncertainty in vulnerable areas.

This study is the first that sought to understand the contextual conditions (supply chain characteristics and firm characteristics) under which companies in the African agri-food supply chain could leverage digital technologies to manage uncertainty. The study advances contingency and dynamic capability theories by providing a new way of interacting in one specific context. In practice, this study assists managers in developing suitable strategies to manage uncertainty during geopolitical disruptions.

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Digital capabilities to manage agri-food supply chain uncertainties and build supply chain resilience during compounding geopolitical disruptions10.1108/IJOPM-11-2022-0737International Journal of Operations & Production Management2024-01-11© 2023 Emerald Publishing LimitedAmine BelhadiSachin KambleNachiappan SubramanianRajesh Kumar SinghMani VenkateshInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-01-1110.1108/IJOPM-11-2022-0737https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0737/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Uncovering the link between well-being and factory performance among workers in China: a longitudinal studyhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0744/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCompanies are concerned about the well-being of workers in their supply chains, but conventional audits fail to uncover critical problems. Yet, if the happy worker – productive worker thesis is correct, it would benefit factories in fast-developing countries, particularly China which is key to many global supply chains, to ensure the well-being of their workers. The authors set out to better understand the relationship between well-being and performance in four Chinese factories. Over 12-months the authors collected digital diaries from 466 workers in four factories, and monthly data about the performance of their factories. The authors used this data to gain insights into the well-being of workers in these factories; to design experimental interventions to improve this; and to consider any effects these had on factory performance. The experiments showed that training interventions to improve workers' well-being through their work relationships and individual skills improved not just a factory's general worker well-being, but also some aspects of its performance and worker retention. Thus, it brought benefits not only for the workers but also for the factory owners and their client companies. While there is a significant body of research investigating the happy worker – productive worker thesis, this was not conducted in Chinese factories. The authors’ work demonstrates that in this and similar environments, workers' eudaimonic well-being is more important than might be assumed, and that in this context there is a relationship between well-being and performance which can be practically addressed.Uncovering the link between well-being and factory performance among workers in China: a longitudinal study
Minette Bellingan, Catherine Tilley, Mukesh Kumar, Luciano Batista, Steve Evans
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Companies are concerned about the well-being of workers in their supply chains, but conventional audits fail to uncover critical problems. Yet, if the happy worker – productive worker thesis is correct, it would benefit factories in fast-developing countries, particularly China which is key to many global supply chains, to ensure the well-being of their workers. The authors set out to better understand the relationship between well-being and performance in four Chinese factories.

Over 12-months the authors collected digital diaries from 466 workers in four factories, and monthly data about the performance of their factories. The authors used this data to gain insights into the well-being of workers in these factories; to design experimental interventions to improve this; and to consider any effects these had on factory performance.

The experiments showed that training interventions to improve workers' well-being through their work relationships and individual skills improved not just a factory's general worker well-being, but also some aspects of its performance and worker retention. Thus, it brought benefits not only for the workers but also for the factory owners and their client companies.

While there is a significant body of research investigating the happy worker – productive worker thesis, this was not conducted in Chinese factories. The authors’ work demonstrates that in this and similar environments, workers' eudaimonic well-being is more important than might be assumed, and that in this context there is a relationship between well-being and performance which can be practically addressed.

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Uncovering the link between well-being and factory performance among workers in China: a longitudinal study10.1108/IJOPM-11-2022-0744International Journal of Operations & Production Management2023-06-14© 2023 Emerald Publishing LimitedMinette BellinganCatherine TilleyMukesh KumarLuciano BatistaSteve EvansInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-06-1410.1108/IJOPM-11-2022-0744https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0744/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Let's talk about it: the impact of nurses' implicit voice theories on individual agility and quality of carehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0752/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe complexity and uncertainty of healthcare operations increasingly require agility to safeguard a high quality of care. Using a microfoundations of dynamic capabilities perspective, this study investigates the effects of nurses' implicit voice theories (IVTs) on the behaviors that influence their individual agility. This research uses quantitative survey data collected from 2,552 Canadian nurses during the fourth wave of the Covid-19 pandemic in the fall of 2021. Structural equation modeling is used to test a conceptual model that hypothesizes the effects of three different IVTs on nurses' creativity, spontaneity, agility and the quality of care they deliver to patients. The results reveal that voice-inhibiting cognitions (like “suggestions are criticisms for higher-ups”, “I first need a solution or solid data”, and “speaking up has negative repercussions”) negatively impact nurses' creativity and spontaneity in crafting solutions to problems they face daily. In turn, this affects nurses' individual agility as they attempt to adapt to changing circumstances and, ultimately, the quality of care they provide to their patients. Even if organizations have little control over employees' pre-held beliefs regarding voice, they can still reverse them by developing and nurturing a voice-welcoming culture to boost their workers' agility. This study combines two theoretical frameworks, voice theory and dynamic capabilities theory, to study how individual-level factors (cognitions and behaviors) contribute to nurses' individual agility and the quality of care they provide to their patients. It answers the recent calls of scholars to study the mechanisms through which healthcare operations can develop and sustain dynamic capabilities, such as agility, and better face the “new normal”.Let's talk about it: the impact of nurses' implicit voice theories on individual agility and quality of care
Pierre-Luc Fournier, Lionel Bahl, Desirée H. van Dun, Kevin J. Johnson, Jean Cadieux
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The complexity and uncertainty of healthcare operations increasingly require agility to safeguard a high quality of care. Using a microfoundations of dynamic capabilities perspective, this study investigates the effects of nurses' implicit voice theories (IVTs) on the behaviors that influence their individual agility.

This research uses quantitative survey data collected from 2,552 Canadian nurses during the fourth wave of the Covid-19 pandemic in the fall of 2021. Structural equation modeling is used to test a conceptual model that hypothesizes the effects of three different IVTs on nurses' creativity, spontaneity, agility and the quality of care they deliver to patients.

The results reveal that voice-inhibiting cognitions (like “suggestions are criticisms for higher-ups”, “I first need a solution or solid data”, and “speaking up has negative repercussions”) negatively impact nurses' creativity and spontaneity in crafting solutions to problems they face daily. In turn, this affects nurses' individual agility as they attempt to adapt to changing circumstances and, ultimately, the quality of care they provide to their patients.

Even if organizations have little control over employees' pre-held beliefs regarding voice, they can still reverse them by developing and nurturing a voice-welcoming culture to boost their workers' agility.

This study combines two theoretical frameworks, voice theory and dynamic capabilities theory, to study how individual-level factors (cognitions and behaviors) contribute to nurses' individual agility and the quality of care they provide to their patients. It answers the recent calls of scholars to study the mechanisms through which healthcare operations can develop and sustain dynamic capabilities, such as agility, and better face the “new normal”.

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Let's talk about it: the impact of nurses' implicit voice theories on individual agility and quality of care10.1108/IJOPM-11-2022-0752International Journal of Operations & Production Management2023-06-09© 2023 Emerald Publishing LimitedPierre-Luc FournierLionel BahlDesirée H. van DunKevin J. JohnsonJean CadieuxInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-06-0910.1108/IJOPM-11-2022-0752https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0752/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The “dark side” of Industry 4.0: How can technology be made more sustainable?https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0754/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestA positive outlook on the impact of Industry 4.0 (I4.0) on sustainability prevails in the literature. However, some studies have highlighted potential areas of concern that have not yet been systematically addressed. The goal of this study is to challenge the assumption of a sustainable Fourth Industrial Revolution by (1) identifying the possible unintended negative impacts of I4.0 technologies on sustainability; (2) highlighting the underlying motivations and potential actions to mitigate such impacts; and (3) developing and evaluating alternative assumptions on the impacts of I4.0 technologies on sustainability. Building on a problematization approach, a systematic literature review was conducted to develop potential alternative assumptions about the negative impacts of I4.0 on sustainability. Then, a Delphi study was carried out with 43 experts from academia and practice to evaluate the alternative assumptions. Two rounds of data collection were performed until reaching the convergence or stability of the responses. The results highlight various unintended negative effects on environmental and social aspects that challenge the literature. The reasons behind the high/low probability of occurrence, the severity of each impact in the next five years and corrective actions are also identified. Unintended negative environmental effects are less controversial than social effects and are therefore more likely to generate widely accepted theoretical propositions. Finally, the alternative hypothesis ground is partially accepted by the panel, indicating that the problematization process has effectively opened up new perspectives for analysis. This study is one of the few to systematically problematize the assumptions of the I4.0 and sustainability literature, generating research propositions that reveal several avenues for future research.The “dark side” of Industry 4.0: How can technology be made more sustainable?
Marcos Dieste, Guido Orzes, Giovanna Culot, Marco Sartor, Guido Nassimbeni
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

A positive outlook on the impact of Industry 4.0 (I4.0) on sustainability prevails in the literature. However, some studies have highlighted potential areas of concern that have not yet been systematically addressed. The goal of this study is to challenge the assumption of a sustainable Fourth Industrial Revolution by (1) identifying the possible unintended negative impacts of I4.0 technologies on sustainability; (2) highlighting the underlying motivations and potential actions to mitigate such impacts; and (3) developing and evaluating alternative assumptions on the impacts of I4.0 technologies on sustainability.

Building on a problematization approach, a systematic literature review was conducted to develop potential alternative assumptions about the negative impacts of I4.0 on sustainability. Then, a Delphi study was carried out with 43 experts from academia and practice to evaluate the alternative assumptions. Two rounds of data collection were performed until reaching the convergence or stability of the responses.

The results highlight various unintended negative effects on environmental and social aspects that challenge the literature. The reasons behind the high/low probability of occurrence, the severity of each impact in the next five years and corrective actions are also identified. Unintended negative environmental effects are less controversial than social effects and are therefore more likely to generate widely accepted theoretical propositions. Finally, the alternative hypothesis ground is partially accepted by the panel, indicating that the problematization process has effectively opened up new perspectives for analysis.

This study is one of the few to systematically problematize the assumptions of the I4.0 and sustainability literature, generating research propositions that reveal several avenues for future research.

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The “dark side” of Industry 4.0: How can technology be made more sustainable?10.1108/IJOPM-11-2022-0754International Journal of Operations & Production Management2023-06-20© 2023 Marcos Dieste, Guido Orzes, Giovanna Culot, Marco Sartor and Guido NassimbeniMarcos DiesteGuido OrzesGiovanna CulotMarco SartorGuido NassimbeniInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-06-2010.1108/IJOPM-11-2022-0754https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0754/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Marcos Dieste, Guido Orzes, Giovanna Culot, Marco Sartor and Guido Nassimbenihttp://creativecommons.org/licences/by/4.0/legalcode
Operations of cost-effective charities: a qualitative studyhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0755/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPeople 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. The 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. The 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. The 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.Operations of cost-effective charities: a qualitative study
Anton Shevchenko, Sara Hajmohammad, Mark Pagell
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

People 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.

The 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.

The 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.

The 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.

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Operations of cost-effective charities: a qualitative study10.1108/IJOPM-11-2022-0755International Journal of Operations & Production Management2023-08-01© 2023 Emerald Publishing LimitedAnton ShevchenkoSara HajmohammadMark PagellInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-08-0110.1108/IJOPM-11-2022-0755https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0755/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Complex supply chain structures and multi-scope GHG emissions: the moderation effect of reducing equivocalityhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0759/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestClimate change requires the reduction of direct and indirect greenhouse gas (GHG) emissions, a task that seems to clash with increasing supply chain complexity. This study aims to analyse the upstream supply chain complexity dimensions suggesting the importance of understanding the information processing that these may entail. Reducing equivocality can be an issue in some dimensions, requiring the introduction of written guidelines to moderate the effects of supply chain complexity dimensions on GHG emissions at the firm and supply chain level. A three-year panel data was built with information obtained from Bloomberg, Trucost and Compustat. Hypotheses were tested using random effect regressions with robust standard errors on a sample of 394 SP500 companies, addressing endogeneity through the control function approach. Horizontal complexity reduces GHG emissions at the firm level, whereas vertical and spatial complexity dimensions increase GHG emissions at the firm and supply chain level. Although the introduction of written guidelines neutralises the negative effects of vertical complexity on firm and supply chain GHG emissions, it is not sufficient in the presence of spatial complexity. This paper offers novel insights by suggesting that managers need to reconcile the potential trade-off effects on GHG emissions that horizontally complex supply chain structures can present. Their priority in vertically and spatially complex supply chain structures should be to reduce equivocality.Complex supply chain structures and multi-scope GHG emissions: the moderation effect of reducing equivocality
M. Cristina De Stefano, Maria J. Montes-Sancho
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Climate change requires the reduction of direct and indirect greenhouse gas (GHG) emissions, a task that seems to clash with increasing supply chain complexity. This study aims to analyse the upstream supply chain complexity dimensions suggesting the importance of understanding the information processing that these may entail. Reducing equivocality can be an issue in some dimensions, requiring the introduction of written guidelines to moderate the effects of supply chain complexity dimensions on GHG emissions at the firm and supply chain level.

A three-year panel data was built with information obtained from Bloomberg, Trucost and Compustat. Hypotheses were tested using random effect regressions with robust standard errors on a sample of 394 SP500 companies, addressing endogeneity through the control function approach.

Horizontal complexity reduces GHG emissions at the firm level, whereas vertical and spatial complexity dimensions increase GHG emissions at the firm and supply chain level. Although the introduction of written guidelines neutralises the negative effects of vertical complexity on firm and supply chain GHG emissions, it is not sufficient in the presence of spatial complexity.

This paper offers novel insights by suggesting that managers need to reconcile the potential trade-off effects on GHG emissions that horizontally complex supply chain structures can present. Their priority in vertically and spatially complex supply chain structures should be to reduce equivocality.

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Complex supply chain structures and multi-scope GHG emissions: the moderation effect of reducing equivocality10.1108/IJOPM-11-2022-0759International Journal of Operations & Production Management2023-05-30© 2023 Emerald Publishing LimitedM. Cristina De StefanoMaria J. Montes-SanchoInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-05-3010.1108/IJOPM-11-2022-0759https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0759/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The spillover effects of supply chain corruption practices on stock returnshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0760/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore the spillover effects of supply chain corruption practices (SCCPs) on stock returns along the supply chain and within the industry. Specifically, it investigates how SCCPs affect the stock returns of corrupt firms' bystander supply chain partners and industry peers, both of which are not involved in the SCCPs. The authors employ the event study methodology to quantify SCCPs' spillover effects in terms of abnormal stock returns. The analysis is based on 117 SCCPs occurring in China between 2014 and 2021. The event study results show that SCCPs have negative effects on the stock returns of corrupt firms' bystander supply chain partners. Such negative effects are more pronounced for bystander buyers than bystander suppliers. However, SCCPs do not have a significant impact on the stock returns of corrupt firms' industry peers. Additional analysis further suggests that SCCPs are more likely to affect the stock returns of domestic rather than overseas bystander supply chain partners. This study is the first attempt to thoroughly examine the spillover effects of SCCPs along the supply chain and within the industry, advancing the understanding of the financial consequences of SCCPs and providing important implications for future research and practices related to supply chain corruption.The spillover effects of supply chain corruption practices on stock returns
Geng Wang, Yangchun Xiong, Yang Cheng, Hugo K.S. Lam
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore the spillover effects of supply chain corruption practices (SCCPs) on stock returns along the supply chain and within the industry. Specifically, it investigates how SCCPs affect the stock returns of corrupt firms' bystander supply chain partners and industry peers, both of which are not involved in the SCCPs.

The authors employ the event study methodology to quantify SCCPs' spillover effects in terms of abnormal stock returns. The analysis is based on 117 SCCPs occurring in China between 2014 and 2021.

The event study results show that SCCPs have negative effects on the stock returns of corrupt firms' bystander supply chain partners. Such negative effects are more pronounced for bystander buyers than bystander suppliers. However, SCCPs do not have a significant impact on the stock returns of corrupt firms' industry peers. Additional analysis further suggests that SCCPs are more likely to affect the stock returns of domestic rather than overseas bystander supply chain partners.

This study is the first attempt to thoroughly examine the spillover effects of SCCPs along the supply chain and within the industry, advancing the understanding of the financial consequences of SCCPs and providing important implications for future research and practices related to supply chain corruption.

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The spillover effects of supply chain corruption practices on stock returns10.1108/IJOPM-11-2022-0760International Journal of Operations & Production Management2023-06-12© 2023 Emerald Publishing LimitedGeng WangYangchun XiongYang ChengHugo K.S. LamInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-06-1210.1108/IJOPM-11-2022-0760https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0760/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Linking production geography and financial performancehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0762/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWhen is it more profitable for multinational manufacturers to manufacture in high-cost environments 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. Using 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. We 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. Our 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. We 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.Linking production geography and financial performance
Oliver von Dzengelevski, Torbjørn H. Netland, Ann Vereecke, Kasra Ferdows
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

When is it more profitable for multinational manufacturers to manufacture in high-cost environments 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.

Using 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.

We 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.

Our 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.

We 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.

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Linking production geography and financial performance10.1108/IJOPM-11-2022-0762International Journal of Operations & Production Management2023-08-14© 2023 Emerald Publishing LimitedOliver von DzengelevskiTorbjørn H. NetlandAnn VereeckeKasra FerdowsInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-08-1410.1108/IJOPM-11-2022-0762https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2022-0762/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Dynamic capabilities of global and local humanitarian organizations with emergency response and long-term development missionshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0778/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have? We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg). The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure. We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.Dynamic capabilities of global and local humanitarian organizations with emergency response and long-term development missions
Byung-Gak Son, Samuel Roscoe, ManMohan S. Sodhi
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).

The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.

We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.

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Dynamic capabilities of global and local humanitarian organizations with emergency response and long-term development missions10.1108/IJOPM-12-2022-0778International Journal of Operations & Production Management2024-03-13© 2024 Emerald Publishing LimitedByung-Gak SonSamuel RoscoeManMohan S. SodhiInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-1310.1108/IJOPM-12-2022-0778https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0778/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Making supply chains great again: examining structural changes to US manufacturing supply chainshttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0783/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPresident Trump's tenure was accompanied by a series of protectionist measures that intended to reinvigorate US-based production and make manufacturing supply chains more “local”. Amidst these increasing institutional pressures to localise, and the business uncertainty that ensued, this study investigates the extent to which manufacturers reconfigured their supply bases. Bloomberg's Supply Chain Function (SPLC) is used to manually extract data about the direct suppliers of 30 of the largest American manufacturers in terms of market capitalisation. Overall, the raw data comprise 20,100 quantified buyer–supplier relationships that span seven years (2014–2020). The supply base dimensions of spatial complexity, spend concentration and buyer dependence are operationalised by applying appropriate aggregation functions on the raw data. The final dataset is a firm-year panel that is analysed using a random effect (RE) modelling approach and the conditional means of the three dimensions are plotted over time. Over the studied timeframe, American manufacturers progressively reduced the spatial complexity of their supply bases and concentrated their purchase spend to fewer suppliers. Contrary to the aims of governmental policies, American manufacturers increased their dependence on foreign suppliers and reduced their dependence on local ones. The research provides insights into the dynamics of manufacturing supply chains as they adapt to shifting institutional demands.Making supply chains great again: examining structural changes to US manufacturing supply chains
Mehmet Chakkol, Mark Johnson, Antonios Karatzas, Georgios Papadopoulos, Nikolaos Korfiatis
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

President Trump's tenure was accompanied by a series of protectionist measures that intended to reinvigorate US-based production and make manufacturing supply chains more “local”. Amidst these increasing institutional pressures to localise, and the business uncertainty that ensued, this study investigates the extent to which manufacturers reconfigured their supply bases.

Bloomberg's Supply Chain Function (SPLC) is used to manually extract data about the direct suppliers of 30 of the largest American manufacturers in terms of market capitalisation. Overall, the raw data comprise 20,100 quantified buyer–supplier relationships that span seven years (2014–2020). The supply base dimensions of spatial complexity, spend concentration and buyer dependence are operationalised by applying appropriate aggregation functions on the raw data. The final dataset is a firm-year panel that is analysed using a random effect (RE) modelling approach and the conditional means of the three dimensions are plotted over time.

Over the studied timeframe, American manufacturers progressively reduced the spatial complexity of their supply bases and concentrated their purchase spend to fewer suppliers. Contrary to the aims of governmental policies, American manufacturers increased their dependence on foreign suppliers and reduced their dependence on local ones.

The research provides insights into the dynamics of manufacturing supply chains as they adapt to shifting institutional demands.

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Making supply chains great again: examining structural changes to US manufacturing supply chains10.1108/IJOPM-12-2022-0783International Journal of Operations & Production Management2023-08-22© 2023 Emerald Publishing LimitedMehmet ChakkolMark JohnsonAntonios KaratzasGeorgios PapadopoulosNikolaos KorfiatisInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-08-2210.1108/IJOPM-12-2022-0783https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0783/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does supply chain concentration improve sustainability performance: the role of operational slack and information transparencyhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0807/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite the increasing interest in the role of supply chain concentration (SCC) in improving performance, its influence on firms' sustainability performance remains unexplored, as do the underlying mechanisms of this relationship. Drawing on resource dependence theory, the authors investigate the relationship between SCC and manufacturing firms' sustainability performance and the moderating roles of operational slack and information transparency. The authors use secondary data from 3,581 manufacturing firms listed on the Shanghai and Shenzhen A-share stock markets from 2006 to 2020 to conduct an empirical analysis using panel data regression models. Manufacturing firms' SCC is negatively related to sustainability performance until it reaches a certain point, where SCC positively affects sustainability performance, presenting a U-shaped relationship. In addition, operational slack represented by a quick ratio moderates the relationship between SCC and sustainability performance by flattening the curve. Operational slack represented by receivable turnover ratio moderates the relationship between SCC and sustainability performance by steepening the curve and shifting the turning point left. Information transparency strengthens the effect of SCC on the sustainability performance by steepening the curve. This investigation provides a comprehensive view of the SCC– sustainability performance relationship.Does supply chain concentration improve sustainability performance: the role of operational slack and information transparency
Fu Jia, Ying Xu, Lujie Chen, Kiran Fernandes
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite the increasing interest in the role of supply chain concentration (SCC) in improving performance, its influence on firms' sustainability performance remains unexplored, as do the underlying mechanisms of this relationship. Drawing on resource dependence theory, the authors investigate the relationship between SCC and manufacturing firms' sustainability performance and the moderating roles of operational slack and information transparency.

The authors use secondary data from 3,581 manufacturing firms listed on the Shanghai and Shenzhen A-share stock markets from 2006 to 2020 to conduct an empirical analysis using panel data regression models.

Manufacturing firms' SCC is negatively related to sustainability performance until it reaches a certain point, where SCC positively affects sustainability performance, presenting a U-shaped relationship. In addition, operational slack represented by a quick ratio moderates the relationship between SCC and sustainability performance by flattening the curve. Operational slack represented by receivable turnover ratio moderates the relationship between SCC and sustainability performance by steepening the curve and shifting the turning point left. Information transparency strengthens the effect of SCC on the sustainability performance by steepening the curve.

This investigation provides a comprehensive view of the SCC– sustainability performance relationship.

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Does supply chain concentration improve sustainability performance: the role of operational slack and information transparency10.1108/IJOPM-12-2022-0807International Journal of Operations & Production Management2023-12-04© 2023 Emerald Publishing LimitedFu JiaYing XuLujie ChenKiran FernandesInternational Journal of Operations & Production Managementahead-of-printahead-of-print2023-12-0410.1108/IJOPM-12-2022-0807https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2022-0807/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Brilliance in resilience: operations and supply chain management’s role in achieving a sustainable futurehttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2023-0953/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to discuss how the mastery of resilience in operations and supply chains plays a significant role in the transition to a more sustainable future. Furthermore, it is supposed to propose avenues for future research on operational and supply chain resilience, interacting with the sustainability literature in our field. A conceptual review of resilience and sustainability themes within operations and supply chain management research is conducted. Reflections on the topic are informed by relevant literature published over the last decade. The major conceptual contributions are threefold: (1) This article elaborates on the understanding of operational resilience and supply chain resilience concepts and reviews their respective primary research streams. (2) It proposes resilience as the missing element in the pursuit of excellence in organizations that want to contribute to a more sustainable future. (3) The article offers a research framework that provides a future research agenda at the intersection of resilience and sustainability in operations and supply chain management research. The article highlights gaps in current research and illustrates further areas of research that need to be addressed to maximize the contribution of operations and supply chain management research in supporting practitioners to achieve a more sustainable future.Brilliance in resilience: operations and supply chain management’s role in achieving a sustainable future
Maria Holgado, Constantin Blome, Martin C. Schleper, Nachiappan Subramanian
International Journal of Operations & Production Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this article is to discuss how the mastery of resilience in operations and supply chains plays a significant role in the transition to a more sustainable future. Furthermore, it is supposed to propose avenues for future research on operational and supply chain resilience, interacting with the sustainability literature in our field.

A conceptual review of resilience and sustainability themes within operations and supply chain management research is conducted. Reflections on the topic are informed by relevant literature published over the last decade.

The major conceptual contributions are threefold: (1) This article elaborates on the understanding of operational resilience and supply chain resilience concepts and reviews their respective primary research streams. (2) It proposes resilience as the missing element in the pursuit of excellence in organizations that want to contribute to a more sustainable future. (3) The article offers a research framework that provides a future research agenda at the intersection of resilience and sustainability in operations and supply chain management research.

The article highlights gaps in current research and illustrates further areas of research that need to be addressed to maximize the contribution of operations and supply chain management research in supporting practitioners to achieve a more sustainable future.

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Brilliance in resilience: operations and supply chain management’s role in achieving a sustainable future10.1108/IJOPM-12-2023-0953International Journal of Operations & Production Management2024-03-25© 2024 Emerald Publishing LimitedMaria HolgadoConstantin BlomeMartin C. SchleperNachiappan SubramanianInternational Journal of Operations & Production Managementahead-of-printahead-of-print2024-03-2510.1108/IJOPM-12-2023-0953https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2023-0953/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited