Human capital routines and sustainability trade-offs

2019 ◽  
Vol 39 (5) ◽  
pp. 690-713 ◽  
Author(s):  
Annachiara Longoni ◽  
Mark Pagell ◽  
Anton Shevchenko ◽  
Robert Klassen
Keyword(s):  
Human Capital ◽  
Operations Management ◽  
Three Dimensions ◽  
Functional Domain ◽  
Sustainable Operations ◽  
Content Type ◽  
Trade Offs ◽  
Sustainable Operations Management ◽  
Plant Level ◽  
Effective Use

Purpose Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human capital is proposed to potentially improve all three dimensions. However, functional managers with overlapping responsibilities at the plant-level might implement human capital routines based on their individual functional schemas. The purpose of this paper is to investigate whether functional managers have conflicting perceptions of human capital routines, due to narrow perceptions benefiting their own functional domain, and thus generate trade-offs. Design/methodology/approach A combination of matched survey and archival data from 198 manufacturing plants is used to explore the degree to which functional managers have conflicting perceptions of human capital routines and the effects of these perceptions on sustainability outcomes. Findings The results indicate that on average functional managers have conflicting perceptions that generate trade-offs between sustainability dimensions. However, when functional managers had a shared perception better outcomes on all sustainability dimensions are shown. Thus, human capital routines can be a powerful tool for sustainability only if senior management can promote a shared schema across functional managers. Originality/value Differently than most previous studies assuming shared sustainability goals within an organization, this study considers a multiplicity of functional actors with potentially varying perceptions about sustainability goals and links these to organizational routine implementation and outcomes. Additionally, the dynamic and subjective nature of organizational routines, such as human capital routines, is proposed to explain contradictory impacts in a multi-objective setting such as sustainable operations management.

Industry 4.0 − challenges to implement circular economy

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shubhangini Rajput ◽  
Surya Prakash Singh
Keyword(s):  
Operations Management ◽  
Circular Economy ◽  
Industry 4.0 ◽  
Sensor Technology ◽  
Interpretive Structural Modeling ◽  
Sustainable Operations ◽  
Content Type ◽  
Production And Consumption ◽  
Sustainable Operations Management ◽  
The Internet Of Things

Purpose The purpose of this paper is to identify the Industry 4.0 barriers to achieve circular economy (CE). The study focuses on exploring the link between Industry 4.0 and CE. This leads to the implementation of integrated Industry 4.0-CE and attainment of sustainable production and consumption through analyzing the technological benefits of Industry 4.0. Design/methodology/approach Industry 4.0 barriers are identified from literature review and discussions with industry experts. Here, the interpretive structural modeling (ISM) technique is applied to develop the contextual relationship among the barriers and to identify the prominent barriers hindering the CE implementation. Findings The ISM hierarchical model and Matriced’ impacts croised-multiplication applique’ and classment analysis illustrate that the digitalization process and the semantic interoperability possess high driving power and low dependence. These barriers require keen attention to play a significant role in improving resource efficiency and sustainability, and absence of these barriers may not drive other barriers for CE. Apart from these barriers, cyber-physical systems standards and specifications, sensor technology and design challenges are also the most influential Industry 4.0 barriers for achieving CE. Practical implications The findings provide an opportunity for industry practitioners to explore the most driving Industry 4.0 barriers. The study confirms that integrated Industry 4.0-CE will maintain sustainable operations management by optimizing the production and consumption patterns. It will also provide an opportunity of customization where customers and products interact and can monitor the performance of the operations through the Internet of Things sensors. Originality/value The study provides integration of Industry 4.0 challenges to implement CE. However, the integration of the two burgeoning fields is still very scarce and lacks in adopting the technological benefits of the integrated Industry 4.0-CE.

Lean links with sustainability

2015 ◽  
Vol 31 (5) ◽  
pp. 7-9 ◽  
Keyword(s):  
Operations Management ◽  
Environmental Benefits ◽  
Sustainable Operations ◽  
Content Type ◽  
Sustainability Performance ◽  
Wide Range ◽  
Pertinent Information ◽  
Sustainable Operations Management ◽  
Lean Operations ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The paper reports that lean operations meet a wide range of sustainability outcomes beyond environmental benefits (including supply monitoring, transparency, workforce treatment and community engagement). It specifies the internal and external policies, procedures, tools and strategies for implementation of lean and sustainable operations management. This is encapsulated in the development of a stage-based theoretical model of lean-sustainability. Further, it is proposed that lean implementation and sustainability performance are in fact interlinked. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Drivers of implementing Big Data Analytics in food supply chains for transition to a circular economy and sustainable operations management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yigit Kazancoglu ◽  
Melisa Ozbiltekin Pala ◽  
Muruvvet Deniz Sezer ◽  
Sunil Luthra ◽  
Anil Kumar
Keyword(s):  
Organizational Commitment ◽  
Supply Chains ◽  
Operations Management ◽  
Data Analytics ◽  
Demand Management ◽  
Big Data Analytics ◽  
Sustainable Operations ◽  
Content Type ◽  
Food Supply Chains ◽  
Sustainable Operations Management

PurposeThe aim of this study is to evaluate Big Data Analytics (BDA) drivers in the context of food supply chains (FSC) for transition to a Circular Economy (CE) and Sustainable Operations Management (SOM).Design/methodology/approachTen different BDA drivers in FSC are examined for transition to CE; these are Supply Chains (SC) Visibility, Operations Efficiency, Information Management and Technology, Collaborations between SC partners, Data-driven innovation, Demand management and Production Planning, Talent Management, Organizational Commitment, Management Team Capability and Governmental Incentive. An interpretive structural modelling (ISM) methodology is used to indicate the relationships between identified drivers to stimulate transition to CE and SOM. Drivers and pair-wise interactions between these drivers are developed by semi-structured interviews with a number of experts from industry and academia.FindingsThe results show that Information Management and Technology, Governmental Incentive and Management Team Capability drivers are classified as independent factors; Organizational Commitment and Operations Efficiency are categorized as dependent factors. SC Visibility, Data-driven innovation, Demand management and Production Planning, Talent Management and Collaborations between SC partners can be classified as linkage factors. It can be concluded that Governmental Incentive is the most fundamental driver to achieve BDA applications in FSC transition from linearity to CE and SOM. In addition, Operations Efficiency, Collaborations between SC partners and Organizational Commitment are key BDA drivers in FSC for transition to CE and SOM.Research limitations/implicationsThe interactions between these drivers will provide benefits to both industry and academia in prioritizing and understanding these drivers more thoroughly when implementing BDA based on a range of factors. This study will provide valuable insights. The results from this study will help in drawing up regulations to prevent food fraud, implementing laws concerning government incentives, reducing food loss and waste, increasing tracing and traceability, providing training activities to improve knowledge about BDA and focusing more on data analytics.Originality/valueThe main contribution of the study is to analyze BDA drivers in the context of FSC for transition to CE and SOM. This study is unique in examining these BDA drivers based on FSC. We hope to find sustainable solutions to minimize losses or other negative impacts on these SC.

Paving the way for the circular economy and more sustainable supply chains

2019 ◽  
Vol 30 (5) ◽  
pp. 1095-1113 ◽  
Author(s):  
Mara Cristina Cardoso de Oliveira ◽  
Marcio Cardoso Machado ◽  
Charbel Jose Chiappetta Jabbour ◽  
Ana Beatriz Lopes de Sousa Jabbour
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Circular Economy ◽  
Original Research ◽  
Supply Network ◽  
Sustainable Operations ◽  
Content Type ◽  
Green Practices ◽  
Sustainable Operations Management ◽  
Governance Instruments

Purpose Circular economy is an emerging concept which requires insights from a variety of disciplines, especially from sustainable operations management. Therefore, the purpose of this paper is to verify how formal and informal instruments of governance influence the induction of green practices in a green network located in Brazil, with implications for the circular economy. Design/methodology/approach Based on a review of the supply chain (SC), green supply chain management, and governance literature, proposals are made regarding the influence of governance instruments in inducing green practices. To investigate these propositions, a qualitative research was conducted using a single exemplary case study of a cosmetics supply network. Findings The authors present original research findings which have both expected and unexpected implications for the circular economy, due to the fact that the data analysis showed that the formal (contracts and environmental norms) and informal (trust and cooperation) instruments of governance positively influence the induction of green practices within the supply network. Originality/value This study contributes to supply network and governance theory by providing insights for better understanding of how governance instruments can induce green practices in a supply network, and it provides practical implications for SC managers, by showing the importance of considering different governance instruments. Implications for the circular economy are made.

scholarly journals Connecting the pieces of the puzzle toward sustainable organizations

2016 ◽  
Vol 23 (6) ◽  
pp. 1605-1623 ◽  
Author(s):  
Joseph Sarkis ◽  
Chunguang Bai ◽  
Ana Beatriz Lopes de Sousa Jabbour ◽  
Charbel José Chiappetta Jabbour ◽  
Vinicius Amorim Sobreiro
Keyword(s):  
Operations Management ◽  
Design Methodology ◽  
Management Practices ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Sustainable Operations ◽  
Chain Management ◽  
Content Type ◽  
Sustainable Operations Management ◽  
Sustainable Organizations

Purpose – The purpose of this paper is to propose a framework integrating the Hart and Milstein (2003) strategies for organizational sustainable development (SD) with the ideas of Kleindorfer et al. (2005) on sustainable operations management (SOM), which requires guidance of green supply chain management (GSCM). Design/methodology/approach – The construction of the framework was based on previous studies that discussed synergies between operations management principles with environmental bias and studies on adoption of GSCM practices. Findings – The proposed framework guides managers to reconcile operations management practices/principles that are already being implemented in organizations with an environmental perspective because these practices sustain organizations to simultaneously reach SOM and SD. Originality/value – The paper presents a framework that provides guidance on how organizations can seek sustainability in their operations, considering that articles on the topic of sustainability have not been developed with this specific focus.

scholarly journals Intellectual Capital and Operational Excellence: An Influential Assessment

2020 ◽  
Vol 5 (6) ◽  
pp. 1062-1076
Author(s):  
Pavitra Dhamija
Keyword(s):  
Intellectual Capital ◽  
Operations Management ◽  
Performance Standards ◽  
Sustainable Operations ◽  
Future Directions ◽  
Behavioural Research ◽  
Sustainable Operations Management ◽  
And Performance ◽  
Operational Excellence ◽  
Operational Processes

Competent intellectual capital is one of the most essential wealth that an organization requires in the present era of cutthroat competition. Operations management is nothing but management of operational processes in every big and small organization, and such activities constitute a major chunk of all organizational activities. Therefore, the present work targets to explore the association between intellectual capital and operational excellence, review of already conducted studies in the said area, and future directions through systematic literature review process. A total number of 165 articles provided by Scopus database (2010 to 2019) is used for analysis and interpretation. Bibliometric analysis and network analysis deliver significant clusters (operations management and optimization; intellectual capital and intellectual investment; knowledge management and decision support system; strategic planning and resource allocation; sustainable operations management and performance standards; behavioural research and change management), which is in turn a novel contribution of this article. The study concludes with a proposed conceptual model and key take away for researchers, academicians, and managers.

An empirical examination of the relationship between globalization, integration and sustainable innovation within manufacturing networks

2018 ◽  
Vol 38 (3) ◽  
pp. 874-894 ◽  
Author(s):  
Ruggero Golini ◽  
Jury Gualandris
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Empirical Examination ◽  
Sustainable Practices ◽  
Content Type ◽  
Manufacturing Plants ◽  
Positive Effects ◽  
Manufacturing Networks ◽  
Plant Level ◽  
Manufacturing Network

Purpose While controlling for supply chain effects, the purpose of this paper is to investigate if globalization and collaborative integration within a firm-wide manufacturing network have significant implications for the adoption of sustainable production (SP) and sustainable sourcing (SS) practices at the plant level. Design/methodology/approach The authors conceptualize SP and SS as process innovations with moderate degrees of innovativeness and apply “Organizational integration and process innovation” theory to build our conceptual model. Then, the authors use primary survey data from 471 assembly manufacturing plants operating in the US, Europe and Asia to test our hypotheses rigorously. Findings This research finds that the adoption of SP practices at the plant level is significantly and positively associated with globalization and integration of the firm-wide manufacturing network. On the contrary, the adoption of SS practices is more strongly affected by integration in the external supply chain and benefits from the manufacturing network only indirectly, through the association with SP practices. Originality/value Operations management literature devoted to sustainability has studied sustainable practices mostly from a risk management angle. Also, there exists contrasting evidence in the operations strategy literature about the positive and negative effects that globalization of a manufacturing network may have on the adoption of sustainable practices at the plant level. Moreover, several studies show how integration with supply chain partners helps manufacturing plants transition into more SP and SS practices; however, related literatures have neglected that collaborative integration within a firm-wide manufacturing network may also help to develop, or adapt to, new sustainable practices. This research represents a first attempt to resolve discordance and unveil the positive effects that manufacturing networks may have on sustainable innovations at the plant level.

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