scholarly journals The Influence of External and Internal Stakeholder Pressures on the Implementation of Upstream Environmental Supply Chain Practices

2017 ◽  
Vol 59 (2) ◽  
pp. 351-383 ◽  
Author(s):  
Stephanie Graham
Keyword(s):  
Supply Chain ◽  
Hierarchical Regression ◽  
Competitive Pressure ◽  
Manufacturing Companies ◽  
Environmental Practices ◽  
External Stakeholder ◽  
Proactive Environmental Strategy ◽  
Using Data ◽  
Stakeholder Pressures ◽  
Environmental Supply Chain

This study examines the independent and combined influences of internal and external antecedents to upstream environmental practices. Proactive environmental strategy is considered as an internal antecedent and competitive pressure as an external antecedent. Multiple hierarchical regression analysis is used to test the hypothesized relationships using data from a sample of 149 manufacturing companies located within the U.K. food industry. The results suggest that proactive strategy and competitive pressure exert both independent and combined influences on environmental supply chain practices. Proactive strategy appears to be a stronger driver of these practices, suggesting that internal stakeholders such as directors, managers, and employees may be more influential in the adoption of certain practices than external stakeholder pressures. This article builds upon the recent wave of research highlighting the potential for internal and external factors to generate a combined influence on the adoption of environmental practices within companies and their supply chains.

Manufacturers’ tailored responses to powerful supply chain partners

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhexiong Tao ◽  
Shanling Li ◽  
Saibal Ray ◽  
Claudia Rebolledo
Keyword(s):  
Supply Chain ◽  
Resource Dependence ◽  
Market Competition ◽  
Resource Dependence Theory ◽  
Hierarchical Regression ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Exploration And Exploitation ◽  
Competitive Intensity ◽  
Content Type

Purpose This study aims to investigate how relatively weaker manufacturers respond to the dominance of stronger suppliers and/or customers. The study also analyzes how the competitive intensity perceived by manufacturers moderates their responses to powerful chain partners. Design/methodology/approach Using hierarchical regression, data from 1,417 manufacturing companies sampled from the fifth and sixth versions of the International Manufacturing Strategy Survey were analyzed. Findings This study found that relatively weaker manufacturers often adopt exploration strategies to countervail the dominance of suppliers and adopt exploitation strategies to deal with more powerful customers. In dealing with both dominant suppliers and customers, relatively weaker manufacturers are prone to adopt exploration and exploitation strategies simultaneously and hence become ambidextrous. Furthermore, the link between dominance in supply chains and the exploration (exploitation) strategy is strengthened (weakened) as market competition perceived by manufacturers intensifies. Originality/value The contribution of this paper is multi-folds. First, this paper develops and test a novel theoretical model on how relatively weaker manufacturers create tailored strategies to defend their positions in the supply chain. Second, it integrates resource dependence theory and organizational learning theory to propose that relatively weaker manufacturers could use a unique configuration of exploration and exploitation strategies to counteract the dominance of their suppliers and customers. Third, it investigates supply chain power by considering the manufacturers’ upstream and downstream powerful partners together, rather than individually and fourth, it reveals that relationships linking supply chain power to manufacturers’ tailored strategies are contingent on competitive intensity.

scholarly journals Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

2019 ◽  
Vol 11 (3) ◽  
pp. 657 ◽  
Author(s):  
Cheol Kim ◽  
Joo Lee ◽  
Soo Shin
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Equity Sensitivity ◽  
Role Overload ◽  
Hierarchical Regression ◽  
Manufacturing Companies ◽  
Team Members ◽  
Moderation Effect ◽  
Using Data

Drawing on job demand-resources (JDR) theory, this study proposes that role overload and perceived organizational support have interaction effects on turnover intention. Further, we investigate the dynamics between role overload and turnover intention by considering differences in individuals’ reactions to inequity. We conducted several hierarchical regression analyses to test our hypotheses using data from 207 team members at 12 manufacturing companies in South Korea. The results reveal a positive relationship between role overload and turnover intention and a significant joint moderation effect of perceived organizational support and equity sensitivity. This study expands on JDR theory by simultaneously considering the buffer and strain hypotheses in the role overload–turnover relationship and its link to equity sensitivity.

scholarly journals Performance Evaluation of Indian “Supply Chain Management” for Manufacturing Sector

2021 ◽  
Vol 9 (VI) ◽  
pp. 362-371
Author(s):  
Asad Ali
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Manufacturing Sector ◽  
Financial Statements ◽  
Manufacturing Companies ◽  
Output Analysis ◽  
Chain Management ◽  
Supply Chain Efficiency ◽  
Research Findings ◽  
Using Data

In most organizations, financial results have been the key metric of progress. On a weekly, quarterly, and annual basis, the companies have created reporting structures and financial statements to measure their “supply chain” success. Companies, on the other hand, have struggled to establish successful real-time “supply chain” output analysis and processes. Companies today are working in an ever-changing and volatile world while still competing against global competition. As a result, the principle of “supply chain” management (SCM) has assumed strategic significance. So far, research has shown that many modern businesses have struggled to maximize their “supply chain’s capacity because they have often failed to develop the success metrics required to properly leverage their “supply chain”. Manufacturing companies in India are no exception. The authors of this paper want to suggest whether or not a specific solution is appropriate in the case of Indian manufacturing companies. All required factors influencing a company's “supply chain” success have been incorporated, and the suitability of “supply chain” measurement methods, especially for manufacturing organisations, has been suggested. A scale for “supply chain” efficiency methods was established using data obtained from 100 manufacturing organizations throughout India. The research findings are supposed to have important consequences for Indian manufacturing companies in terms of understanding the factors that contribute to effective SCM operations.

A partner selection problem for complex product of manufacturing enterprises in supply chain

2021 ◽  
pp. 1-13
Author(s):  
Congdong Li ◽  
Yinyun Yu ◽  
Wei Xu ◽  
Jianzhu Sun
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Fuzzy Theory ◽  
Partner Selection ◽  
Manufacturing Companies ◽  
Complex Product ◽  
Manufacturing Enterprises ◽  
Collaborative Manufacturing ◽  
Matching Degree ◽  
Decision Making Model

In order to better meet customer needs and respond to market demands more quickly, mounting number of manufacturing companies have begun to bid farewell to the traditional unitary manufacturing model. The collaborative manufacturing model has become a widely adopted manufacturing model for manufacturing companies. Aiming at the problem of partner selection for collaborative manufacturing of complex products in a collaborative supply chain environment, this paper proposes a multi-objective decision-making model that comprehensively considers the maximization of the matching degree of manufacturing capacity and the profits of supply chain, and gives the modeling process and application steps in detail. The method first uses fuzzy theory to evaluate the manufacturing capabilities of candidate collaborative manufacturing partners. Secondly, Vector Space Model (VSM) is used to calculate the matching degree of manufacturing capacity and manufacturing demand. Then, the paper studied the profit of the supply chain under the “non-cooperative” mechanism and the “revenue sharing” mechanism. Furthermore, the decision-making model is established. Finally, a simulation was carried out by taking complex product manufacturing of Gree enterprise as an example. The research results show the feasibility and effectiveness of the method.

Market responsiveness: antecedents and the moderating role of external supply chain integration

2017 ◽  
Vol 32 (1) ◽  
pp. 30-45 ◽  
Author(s):  
Tuan Luu
Keyword(s):  
Supply Chain ◽  
Supply Chain Integration ◽  
Manufacturing Companies ◽  
Data Set ◽  
Content Type ◽  
Business Context ◽  
Market Responsiveness ◽  
Positive Effect ◽  
Ambidextrous Leadership

Purpose The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market forces. This research aims to assess the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and market responsiveness. The research also seeks an insight into how external supply chain integration moderates the positive effect of EO on market responsiveness. Design/methodology/approach Research data were collected from 327 meso-level managers and 517 subordinates from chemical manufacturing companies in the Vietnam business context. Findings Research findings shed light on the positive effect of ambidextrous leadership on EO, which in turn contributes to market responsiveness. The moderation role that external supply chain integration plays on the EO–market responsiveness linkage was also grounded on the data set. Originality/value Through the identification of the predictive roles of ambidextrous leadership and EO for market responsiveness, the current research indicates the convergence between leadership, EO and market responsiveness research streams.

An integrated model of supply chain resilience and its impact on supply chain performance under disruption

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shih-Jung Juan ◽  
Eldon Y. Li ◽  
Wei-Hsi Hung
Keyword(s):  
Supply Chain ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Cross Sectional ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Structured Equation Modeling ◽  
Logistic Issue

PurposeThis study aims to explore the relationships among the five components of supply chain (SC) resilience (SCRES): visibility, velocity, flexibility, robustness and collaboration and their impacts on the SC performance under disruption (SCPUD).Design/methodology/approachFive SCRES components are identified from the literature review and data are collected using an web survey from 113 manufacturing companies in Taiwan. The data are analyzed by structured equation modeling with the partial least square solution. Two-stage least-squares (2SLS) regression was used to test the potential endogeneity of SC collaboration (SCC).FindingsThe results reveal that SCC is an exogenous driver of SCRES; it directly affects visibility, velocity, flexibility, robustness and SCPUD. Furthermore, SC flexibility is the only component of SC agility that directly affects SCPUD; it is influenced directly by SC velocity and indirectly by SC visibility through SC velocity. SC visibility is a vital agility component that positively influences SC velocity and SC robustness.Research limitations/implicationsThe data in this study are cross-sectional and the sample size of 113 is relatively small. The relationship between SC robustness and SCPUD needs a longer observation period to reveal. The logistic issue in the shortage of carriers caused by the pandemic has been overlooked.Practical implicationsA firm should enhance its collaboration and flexibility in the SC as they both are the critical antecedents of SC performance (SCP) during the disruption period.Originality/valueThis study integrates visibility, velocity, flexibility, robustness and collaboration into a complete framework of SCRES. The dependent variable, SCPUD, measures SC performance (SCP) under the disruption caused by the COVID-19 pandemic. It is the first study to investigate the associations of the six constructs in a research model.

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