Prioritization of sustainable supply chain practices with triple bottom line and organizational theories: industry and academic perspectives

Abstract

The purpose of this study is to investigate the influence of sustainable supply chain management (SSCM) practices on triple bottom line (TBL) measures from the perspective of organizational theories. This study identified five SSCM practices using a comprehensive literature review and feedback from industry experts. These five practices were prioritized using a fuzzy analytical hierarchy process (FAHP). The results from FAHP analysis were further confirmed by conducting semi-structured interviews in five electronics parts/components manufacturing organizations. This study also prioritized theoretical drivers of SSCM adoption based on the consideration of three organizational theory perspectives – Institutional Theory; Resource-Based View, and; Social Network Theory. The results indicate that the economic dimension was the most important measure for implementing SSCM while sustainable design was the most important SSCM practice for achieving the TBL. The study also found that Institutional Theory is the most important theoretical driver for implementing SSCM. The research findings provide insight for management to allocate necessary resources and to develop effective strategic directions for the implementation of SSCM practices.     

The relationships between firm’s strategy,resources and innovation performance: resources-based view perspective

Besides basic competitive priority (quality, cost, delivery and flexibility), innovation has been recognised as one of the primary sources of competitive advantage for manufacturing industry to compete in global markets. This paper, therefore, presents an empirical study on the relationship between firm strategy, resources and innovation performance. Drawing from the grounded theory of resource-based view, and using 218 responses from Thai production/operation managers, this paper shows that differentiation strategy had a positive relationship with both internal capital or internal resources (represented by knowledge and creativity management) and networks capital or external resources (represented by customer and supplier network). The findings also revealed that only internal capital had a positive effect on innovation performance. Finally, contributions to industry practitioner, academia and national agency in supporting and promoting innovation are presented.     

New manufacturing technology implementation: a study of the Thai automotive industry

The purpose of this study is to develop the conceptual framework for new manufacturing technology (NMT) implementation. Scales representing management activities within four stages (adoption, pre-implementation, implementation, and post-implementation evaluation) of the framework were developed. Data from the survey of 149 Thai automotive manufacturers were used to test for content validity and reliability of those scales. Then, factor analysis was applied to validate and confirm the construction of the framework of each stage. The result of data analysis indicates four stages of NMT implementation, consisting of (a) determining reasons for NMT adoption, (b) monitoring and justifying whether a certain NMT should be adopted, (c) adapting an existing organisational culture while implementing proper project management approach, and (d) evaluating an effectiveness of NMT implementation. This finding can be adopted by the manufacturers to assist them in the adoption and implementation of NMT in their manufacturing environment.