Green supply‐chain management: A state‐of‐the‐art literature review

There is a growing need for integrating environmentally sound choices into supply‐chain management research and practice. Perusal of the literature shows that a broad frame of reference for green supply‐chain management (GrSCM) is not adequately developed. Regulatory bodies that formulate regulations to meet societal and ecological concerns to facilitate growth of business and economy also suffer from its absence. A succinct classification to help academicians, researchers and practitioners in understanding integrated GrSCM from a wider perspective is needed. Further, sufficient literature is available to warrant such classification. This paper takes an integrated and fresh look into the area of GrSCM. The literature on GrSCM is covered exhaustively from its conceptualization, primarily taking a ‘reverse logistics angle’. Using the rich body of available literature, including earlier reviews that had relatively limited perspectives, the literature on GrSCM is classified on the basis of the problem context in supply chain's major influential areas. It is also classified on the basis of methodology and approach adopted. Various mathematical tools/techniques used in literature vis‐à‐vis the contexts of GrSCM are mapped. A timeline indicating relevant papers is also provided as a ready reference. Finally, the findings and interpretations are summarized, and the main research issues and opportunities are highlighted.     

The Practice of Scenario Planning: An Analysis of Inter‐ and Intra‐organizational Strategizing

Strategic activity is often punctuated through the application of strategy tools. Despite widespread use, a lack of understanding exists regarding the impact such tools and their practices have on an organization's strategy process. Of the growing body of research tackling the phenomenon, none appears to extend beyond an intra‐organizational setting. Acknowledging the importance of multi‐organizational partnerships, particularly in the public sector, in this paper an attempt is made to help fill this void through examining the application and effect of a scenario planning process at an inter‐organizational level. Conceptualizing scenario planning as a practice of simplexity, where complexity of thought combines with simplicity of action, an in‐depth, longitudinal case study is used to demonstrate the importance and interaction of sensemaking, storytelling and organizing in creating meaning within strategizing activities at the inter‐organizational level. However, also demonstrated is the relative weakness of the output of the scenario planning process ? the stories ? as a boundary object capable of transferring knowledge and meaning to the intra‐organizational level. Through empirical and theoretical integration a model is developed presenting the flow of practices and artefacts used in sensemaking within inter‐ and intra‐organizational strategizing.     

Experiential and Informational Knowledge,Architectural Marketing Capabilities,and the Adaptive Performance of Export Ventures: A Cross‐National Study

Knowledge‐based view (KBV) theory posits that the acquisition and use of relevant knowledge is key to understanding organizational performance. However, there is relatively little empirical evidence to support or refute several important propositions underlying KBV theory explanations of organizational performance. In particular, the extant literature has focused on individual technical and scientific components of the knowledge bases of firms in dynamic industries, and largely ignored both different levels of informational and experiential knowledge relevant to the market environment, and the increasingly important context of exporting. Our study addresses these knowledge gaps by developing a framework for export venture knowledge management and empirically examining relationships between different types of individual‐level and organizational‐level knowledge relevant to the market environment, architectural marketing capabilities, and the adaptive performance of export ventures. Using primary data collected in the United Kingdom and China, our study indicates that export ventures' organizational‐level experiential and informational knowledge, and individual‐level experiential knowledge relevant to the market environment, is positively associated with export ventures' architectural marketing capabilities, which are in turn associated with the adaptive performance of export ventures.     

Participatory Organizational Research: Examining Voice in the Co‐production of Knowledge

This paper advances participatory methods in management research. We propose the term participatory organizational research to describe this adjunct to action research. We illustrate the potential of the method to allow sometimes unheard organizational members to generate alternative perspectives that can offer the potential for the co‐production of new forms of knowledge that are locally relevant. Participatory methods originate from work with marginalized groups and have been used more commonly in community and organizational development. The aim of such research is, generally, to change the social and organizational conditions within which participants operate by using their perspectives as active participants to develop alternative possibilities. As such, this research method has significant potential for management researchers in providing the means for unheard organizational members to voice their perspectives: a central component, we argue, in knowledge co‐production. Based on a participatory study of care quality in elder care institutions, we examine in detail how participatory organizational research can enable voice and explore some of the structural limitations particularly in respect of research ethics.     

Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge‐centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.     

Bridging Practice and Theory: A Design Science Approach

Despite ambitious efforts in various fields of research over multiple decades, the goal of making academic research relevant to the practitioner remains elusive: theoretical and academic research interests do not seem to coincide with the interests of managerial practice. This challenge is more fundamental than knowledge transfer, it is one of diverging knowledge interests and means of knowledge production. In this article, we look at this fundamental challenge through the lens of design science, which is an approach aimed primarily at discovery and problem solving as opposed to accumulation of theoretical knowledge. We explore in particular the ways in which problem‐solving research and theory‐oriented academic research can complement one another. In operations management (OM) research, recognizing and building on this complementarity is especially crucial, because problem‐solving–oriented research produces the very artifacts (e.g., technologies) that empirical OM research subsequently evaluates in an attempt to build explanatory theory. It is indeed the practitioner—not the academic scientist—who engages in basic research in OM. This idiosyncrasy prompts the question: how can we enhance the cross‐fertilization between academic research and research practice to make novel theoretical insights and practical relevance complementary? This article proposes a design science approach to bridge practice to theory rather than theory to practice.     

A Resource‐Process Framework of New Service Development

Motivated by the increasing attention given to the operational importance of developing new services, this paper offers a theoretical framework that integrates both process‐ and resource‐oriented perspectives of new service development (NSD) by defining and organizing 45 practice constructs for NSD‐related practices and activities that occur in contemporary service firms. We employ a rigorous procedure whereby both quantitative and qualitative data were gathered through multiple rounds of interviews and card‐sorting exercises with senior service managers. This iterative refinement process helps ensure that the construct domains and definitions are consistent and that they are applicable across multiple service sectors. A primary contribution of this research is to provide precise operational definitions of theoretically important NSD practice constructs. Importantly, this study expands on the NSD literature by including both resource‐ and process‐centric perspectives within a single framework. A second contribution is to illustrate a general methodology for developing clear, concise, and consistent construct definitions that may be generally useful for production and operations management scholars interested in new construct development for emerging areas. Empirical results suggest that the resource‐process framework can help guide and organize future research on, and provide insight into, a more comprehensive view of new service development.     

Evidence‐based Management in Practice: Opening up the Decision Process,Decision‐maker and Context

Evidence‐based management (EBM) has been subject to a number of persuasive critiques in recent years. Concerns have been raised that: EBM over‐privileges rationality as a basis for decision‐making; ‘scientific’ evidence is insufficient and incomplete as a basis for management practice; understanding of how EBM actually plays out in practice is limited; and, although ideas were originally taken from evidence‐based medicine, individual‐situated expertise has been forgotten in the transfer. To address these concerns, the authors adopted an approach of ‘opening up’ the decision process, the decision‐maker and the context (Langley et al. ( 1995 ). ‘Opening up decision making: the view from the black stool’, Organization Science, 6, pp. 260–279). The empirical investigation focuses on an EBM decision process involving an operations management problem in a hospital emergency department in Australia. Based on interview and archival research, it describes how an EBM decision process was enacted by a physician manager. It identifies the role of ‘fit’ between the decision‐maker and the organizational context in enabling an evidence‐based process and develops insights for EBM theory and practice.     

Antecedents of Innovativeness in Technology‐Based Services (TBS): Peering into the Black Box of Entrepreneurial Orientation

Innovativeness is the organization's capability for developing and introducing innovations. We argue that new combinations and recombinations of prior and new knowledge (by way of creating, assembling, and transforming knowledge) result in innovativeness in an organization. We further assert that a knowledge‐based focus on innovativeness is particularly important for firms that are technology‐based. The majority of studies focusing on innovativeness are in the entrepreneurship arena, and a large number of studies consider innovativeness as one of three dimensions of the entrepreneurial orientation (EO) construct, the other two dimensions being proactiveness and risk‐taking. However, recent research has suggested peering into the black box of EO by disaggregating the EO construct and examining the interrelationships among its three components. Hence, using the knowledge‐based view and drawing from multiple disciplines, our study conceptualizes innovativeness as a criterion variable and investigates the antecedent role of proactiveness and risk‐taking propensity on innovativeness in the context of technology‐based services (TBS). We hypothesize that both proactiveness and risk‐taking propensity exhibit a curvilinear relationship with innovativeness and introduce organizational structure formality as a moderator to further explicate these relationships. Our results show that proactiveness has a curvilinear (inverted U relationship) with innovativeness, and that this relationship is attenuated by organizational structure formality. Additional analysis indicates that in TBS firms, risk‐taking propensity has a positive linear relationship with innovativeness, and this relationship is accentuated by organizational structure formality. Finally, we discuss important conceptual and practical implications of our study and provide suggestions for future research.     

Inter‐organizational Cooperation and Environmental Change: Moderating Effects between Flexibility and Innovation Performance

The paper investigates the moderator effect of inter‐organizational cooperation in the relationship between workplace flexibility and innovation performance. This research question is important because innovation is dependent on the strategic integration of technological knowledge, requiring organizations to acquire new capabilities rapidly or to ensure the presence of knowledge that may be beyond existing internal capabilities. Inter‐organizational cooperation constitutes a relevant mechanism for a firm to increase its knowledge base concerning new products and processes. High‐cooperation firms may have more opportunities to take advantage of flexibility for innovation performance because it facilitates the access and dispersion of knowledge within the firm. We test the research hypotheses in a sample of manufacturing and service firms. The results contribute to the literature on flexibility and innovation because they demonstrate that inter‐organizational cooperation moderates the relationship between flexibility and innovation performance. We discuss the implications of these results for future research and managerial practice.     

Maybe Bacon Had a Point: The Politics of Interpretation in Collective Sensemaking 1

Despite major contributions to theories of organizational knowledge from socially situated, practice‐based approaches, there remains a blind‐spot in this literature concerning power and politics. This paper makes some initial attempts to address this absence by thinking about how far alternative theories of power/knowledge can strengthen and extend practice‐based approaches to knowledge. The need for a detailed analytic of the multiple techniques, strategies, and expressions of power/knowledge in concrete social situations and the different ways in which they come together through specific episodes of enactment is highlighted. To illustrate this, we draw on an ethnographic study of an inter‐organizational collaboration in the telecommunications sector. This illustration focuses on struggles over meaning during a problem‐solving encounter during the later stages of a project for developing and implementing new software for telephone exchanges.     

Managing Change Across Boundaries: Boundary‐Shaking Practices1

To date, boundary spanning has primarily been conceived of as an activity relating an organization to its environment, including other organizations with which it cooperates and competes. In contrast, this study focuses on the boundary spanning practices of individuals acting as change agents to implement boundary‐shaking change initiatives across intra‐organizational boundaries. These boundary‐shaking individuals all work for blue‐chip organizations in sectors as diverse as pharmaceuticals, consultancy and automotive. The change initiatives are equally diverse, including post‐merger integration, exploitation of across‐business synergies and implementing more integrative structures. Through our examination of boundary‐shakers we are able to extend what we know about internal change agency and change agent skills and practices. Our starting point is that organizations are comprised of networks of people with a degree of common interest. Our research shows our research subjects to be active movers and shakers in these networks, using their knowledge of the organizational political context and the motivations of others to create new networks (or new meanings within old networks), which then enables them to pursue their change objectives.     

The Multilevel Nature of Customer Experience Research: An Integrative Review and Research Agenda

Over the last three decades, customer experience (CE) has developed from a burgeoning concept to a widely recognized phenomenon in terms of both research and practice. To account for the complexity of consumption decisions, the CE literature encompasses both the rational information processing approach to consumer decision‐making and the experiential approach, which includes emotions, feelings and sub‐consciousness. The authors classify and examine CE research on two levels. Studies on static CE analyze experiences during touchpoints at one point in time, while studies on dynamic CE assess how experiences evolve over time. Furthermore, both static and dynamic CE research take place from two distinct theoretical perspectives: the organization and the consumer. As both theoretical perspectives essentially deal with the same phenomenon – the organizational perspective with the creation of CEs and the consumer perspective with the perception of customer experiences – there is potential for a productive symbiosis between them. The authors propose that connecting insights from both perspectives can contribute to a better understanding of what constitutes a CE for consumers and how firms can effectively manage it. First, the authors discuss the development of CE and argue that it has evolved into a broad and fragmented ‘umbrella construct’. Second, after distinguishing and defining static and dynamic CE, they systematically evaluate the state of knowledge in both the organizational and consumer perspectives. Finally, they develop an agenda for future research that integrates the consumer perspective into organizational CE research.     

Employee Well‐being and the HRM–Organizational Performance Relationship: A Review of Quantitative Studies

There is a lack of consensus on the role of employee well‐being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well‐being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well‐being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well‐being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health‐related well‐being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.     

Knowledge Diversity,Turnover, and Organizational‐Unit Productivity: An Empirical Analysis in a Knowledge‐Intensive Context

We examine the role of knowledge diversity among unit members on an organizational unit's productivity. Utilizing a proprietary data set of corrective maintenance tasks from a large software‐services firm, we investigate the impact of two key within‐unit diversity metrics: interpersonal diversity and intrapersonal diversity. We analyze the independent influence of interpersonal diversity and the interactive influence of interpersonal diversity and intrapersonal diversity on organizational unit's productivity. Finally, we examine how diversity moderates productivity of an organizational unit when employee turnover occurs. Our analysis reveals the following key insights: (a) interpersonal diversity has an inverted U‐shaped effect on organizational unit's productivity; (b) intrapersonal diversity moderates the influence of interpersonal diversity on organizational‐unit productivity; (c) at higher levels of interpersonal diversity, rate of decrease in productivity of the organizational unit due to turnover is higher. We discuss the resulting theoretical and managerial insights associated with these findings.     

Strategic Network Orchestration in Emerging Markets: China's Catch‐up in the High‐Speed Train Industry

Transitioning from catch‐up in production to catch‐up in innovation capabilities is essential to emerging market firms (EMFs) achieving internationalization and a competitive advantage. While some EMFs are now positioned among the world's most advanced firms, many struggle to become independent innovators. Thus, understanding how EMFs can develop internal absorptive capacity and progress towards catching up in innovation capabilities remains important. Our study seizes this research opportunity and develops a network‐based explanation of catch‐up, which complements existing technological and organizational explanations. Specifically, we address the question of ‘How does the orchestration of collaborative networks enable EMFs to catch up in production and innovation capabilities?’ by describing an important yet under‐researched process of strategic network orchestration and showcasing the dynamic interdependencies between network orchestration and organizational learning. Our study provides a detailed account of Chinese high‐speed train (HST) development from 1990 to 2020 and opens the possibility for future research on network orchestration in emerging market contexts. This provides EMF managers with a set of actionable network orchestration mechanisms that can be used when designing and purposefully managing their strategic nets of domestic and foreign partners.     

Vertical Integration with Price‐Setting Competitive Newsvendors*

This article addresses the problem of distribution channel design under demand uncertainty. We consider two manufacturers, each producing a substitutable product and selling it through either a decentralized or an integrated retail store, which is modeled as a price‐setting newsvendor. A multiplicative demand function incorporating a random shock term is assumed. Of primary interest is how demand uncertainty and production cost affect the equilibrium distribution channel structure. Results indicate the following: On the one hand, if the random shock term is uniformly distributed on [0, x], then the equilibrium design does not depend on the variance of the shock. On the other hand, if the random shock term is uniformly distributed on [1 −r, 1 +r], then the equilibrium design does depend on the variance of the shock. In particular, an increase in r favors the integrated structure where both channels are integrated and hurts the decentralized configuration where both channels are decentralized. Additionally, we explain the qualitative similarities and differences between the structural properties of the equilibrium distribution channel structure when demand is, and is not, uncertain. We also establish that production cost always favors the decentralized structure, while it hurts the integrated one. One important managerial implication of our study is that, by reducing the number of decisions made in supply chains, the impact of demand uncertainty can be controlled to a certain extent.     

Beyond Make‐Buy: Internalization and Integration of Design and Production

Much recent attention in industrial practice has been centered on the question of which activities a manufacturing firm should complete for itself and for which it should rely on outside suppliers. This issue, generally labeled the “make‐buy” decision, has received substantial theoretical and empirical attention. In this paper, we broaden the scope of the make‐buy decision to include product design decisions, as well as production decisions. First, we examine independently the decisions of whether to internalize design and production, and then we consider how design and production organizational decisions are interdependent. The specific research questions we address are: (1) How can design and production sourcing decisions be described in richer terms than “make” and “buy”? (2) Do existing theories of vertical integration apply to product design activities as well as production decisions? (3) What is the relationship between the organization of design and the organization of production? (4) What organizational forms for design and production are seen in practice? After developing theoretical arguments and a conceptual framework, we explore these ideas empirically through an analysis of design and production sourcing decisions for bicycle frames in the U. S. mountain bicycle industry.