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Human resource management issues in supply chain management research: A systematic literature review from 1998 to 2014
Abstract
Purpose – With today's increasing globalization and associated growing demand for talented supply chain managers, human resource management (HRM) in supply chain management (SCM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in SCM research has not been made so far. To address this gap this paper provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to analyze HRM/SCM issues published in leading SCM journals, to identify different HRM research streams in the SCM literature and to propose areas for future research.
Design/methodology/approach – This paper employs a systematic literature review methodology. The selected journal articles are categorized on the basis of an analytical framework that contains seven HRM/SCM research streams derived from the extant literature.
Findings – The systematic literature review indicates a growing focus on HRM/SCM issues in recent years, a trend that is predicted to continue. Additionally, the study findings show that research has primarily emphasized certain popular categories while other crucial ones lack analysis.
Originality/value – This paper presents a structured overview of 109 peer-reviewed articles published in leading academic journals from 1998 to 2014. The review structures extant HRM/SCM literature and highlights its critical importance in SCM research. Topical gaps in the literature are identified as areas for future research.
... These findings endorse our proposition and find that HR practices (reward, training, and empowerment) strengthen the relationship between green procurement and supply chain collaboration. These findings imply that reward mechanisms (motivation and incentives) designed to achieve the firm's goals are more likely to strengthen the relationship between procurement managers and core members of the supply chains (Zhu et al., 2023;Obeng et al., 2021;Ali et al., 2017;Huo et al., 2015;Hohenstein et al., 2014). Establishing close relationships and maintaining continuous supply chain operations require the effort to coordinate and synthesize with supply chain members (suppliers). ...
... Blackhurst et al. (2011), maintained that procurement managers with high-level skills training can maintain close collaboration with core members of the supply chain, which is beneficial for internal and external supply chain operations. The findings further imply that the support of HR management empowers the procurement department to build, extend, and renew workers' skills and capabilities and tactically transform resources that are necessary for their scope of responsibility (Zhu et al., 2023;Obeng et al., 2021;Ali et al., 2017;Hohenstein et al., 2014;Simon and Hitt 2003). ...
... Lastly, inferring the importance of human resource practice in organizational practices, Hohenstein et al. (2014) and Fisher et al. (2010) pushed for more research to explore the impact of specific HR practices in supply chain management research. In response to this call, this study pioneered the introduction of specific HR practices (reward, training, and empowerment) to strengthen green procurement's positive impact on supply chain collaboration. ...
Green procurement acts as one of the key sustainable supply chain practices for firms, and supply chain resilience sets the basis for improving firms’ internal growth and competitiveness. However, scant research attention has been paid to exploring this relationship. Hence, this study developed a model and assessed the impact of green procurement on supply chain resilience through the intermediary role of supply chain collaboration. The study also assessed the extent to which human resource practices could moderate the relationship between green procurement and supply chain collaboration. With the aid of questionnaire administration, 695 responses were collected from various managers of manufacturing firms in Ghana. Findings from analysis using structural equation modeling as our analysis tool to estimate the direct and structural mediation showed that green procurement had a significant influence on both supply chain collaboration and supply chain resilience. Supply chain collaboration also had a significant influence on supply chain resilience. The mediation role of supply chain collaboration revealed a partial mediation between green procurement and supply chain resilience. The moderation impact of the three factors of human resource practices (training, empowerment, and reward) was examined using hierarchical regression analysis. It was revealed that all three factors of human resource practices chosen for this study moderated significantly in the relationship between green procurement and supply chain collaboration. The study offers some contributions to theory and practice in the main text and can be used for reference by academicians and managers.
... This lack of attention is not just limited to practitioners but also academicians. Hohenstein et al. (2014), based on the SLR of papers published in major LSCM journals between 1998 to 2014, concluded that HRM issues in LSCM are rarely explored. They discovered that in scientific journals in logistics and supply chains, only 0.57 papers deal with the HRM issues in LSCM. ...
... Past studies indicate that the logistics sector is facing a scarcity of workforce, and if this shortage is not addressed immediately may result in a talent shortage "tsunami" in the coming years (Cottrill, 2010;Ellinger & Ellinger, 2014;Hohenstein et al., 2014). This shortage is omnipresent at all three management levels -managerial, operational, and strategic (Jhawar et al., 2014;Kilibarda et al., 2019). ...
... The aging population and slower growth rate in developed countries have already raised the alarm about the future shortage of talented and professional logistics managers. (Feisel et al., 2011;Goffnett et al., 2012;Hohenstein et al. 2014). The situation in developing countries, which is higher in population growth and unemployment, is no different. ...
Purpose: This study aims to understand how nations are adapting their logistics frameworks to enhance efficiency amid globalization and what challenges are faced by them.Methodology: A comprehensive search utilizing electronic databases like Scopus and Google Scholar, employed keywords (National Logistic Policy, HR Challenges, SCM & Talent Management). The search was confined to studies published from 2001 to 2023.Findings: Globalization drives nations to formulate logistics policies, as seen in India’s initiative to boost competitiveness and sustainability. However, a key finding underscores the oversight of human and behavioral aspects in policy implementation. Logistics sector is marked with Talent Shortage on account of talent attraction and high attrition.Limitations: While comprehensive, this study’s scope is limited to only Scopus and google scholar.Practical Implications: Policymakers and practitioners can leverage insights to address both hard and soft wiring components, ensuring the resilience of logistics systems in a globalized context.Originality/Value: This research enriches the existing body of knowledge by addressing the often-overlooked human aspect in logistics system development, providing practical insights for global frameworks.
... Consequently, identifying the skills and knowledge required by a position inevitably plays an important role in achieving organization success. Becoming widespread in many organizations since the end of the 1990s [10], [11], Competence-Based Management (CBM) integrates human capital with business strategies, emphasizes the identification of competencies needed to carry out any job, and stresses the alignment of human resources and corporate strategies, so as to improve work performance and foster competitive advantages [12], [13]. In addition, CBM identifies a set of core competencies that apply to all employees and job-specific (functional) competencies mandate by individual occupations [10]. ...
... Methods Skills Analyses [14] Interview educators from U.S., U.K., and Netherland schools; survey graduate students from 10 universities in Europe, Asia, and USA; interview corporates on the knowledge and skills required by logistics and supply chain managers 13 Ranking Academics vs. students vs. corporate [16] Survey U.S. recruiting firms on skill requirements for senior-and entry-level logistics mangers 80 ...
... Means and ranking logistics managers [20] Content analysis of employment pages in an Australian newspaper on employers' desired attributes for log. managers 13 Ranking and categorization [21] Survey U.S. practitioners on skill requirements for logisticians 83 Means and ranking [22] Survey U.S. headhunters on knowledge prerequisites for senior-level logistics executives 83 Means and ranking [23] Comparisons of surveys of U.S. headhunters and practitioners on skill requirements for senior-level logisticians 83 ...
As the human dimension becomes increasingly critical to overall success of supply chain management (SCM), practitioners, researchers, and educators face the daunting task of identifying requisite competencies for SCM professionals. By using a large, frequently-updated, publicly-available archive – O*NET, this research contrasts SCM and other business professionals to highlight the unique competencies that define the SCM profession. We find that SCM professionals need greater functional knowledge about operations (e.g., transportation, production), higher general knowledge in geography and foreign language, extensive interpersonal skills, and a person-oriented management style. Furthermore, while limited differences exist between purchasing and logistic managers in the SCM profession, they exhibit certain competencies that distinguish them from operation managers. Such results inform efforts at curriculum design, recruitment, career development, and corporate training by suggesting areas where it may well be advantageous to customize efforts toward ensuring that requisite competencies are addressed.
... Consequently, identifying the skills and knowledge required by a position inevitably plays an important role in achieving organization success. Becoming widespread in many organizations since the end of the 1990s [10], [11], Competence-Based Management (CBM) integrates human capital with business strategies, emphasizes the identification of competencies needed to carry out any job, and stresses the alignment of human resources and corporate strategies, so as to improve work performance and foster competitive advantages [12], [13]. In addition, CBM identifies a set of core competencies that apply to all employees and job-specific (functional) competencies mandate by individual occupations [10]. ...
... Methods Skills Analyses [14] Interview educators from U.S., U.K., and Netherland schools; survey graduate students from 10 universities in Europe, Asia, and USA; interview corporates on the knowledge and skills required by logistics and supply chain managers 13 Ranking Academics vs. students vs. corporate [16] Survey U.S. recruiting firms on skill requirements for senior-and entry-level logistics mangers 80 ...
... Means and ranking logistics managers [20] Content analysis of employment pages in an Australian newspaper on employers' desired attributes for log. managers 13 Ranking and categorization [21] Survey U.S. practitioners on skill requirements for logisticians 83 Means and ranking [22] Survey U.S. headhunters on knowledge prerequisites for senior-level logistics executives 83 Means and ranking [23] Comparisons of surveys of U.S. headhunters and practitioners on skill requirements for senior-level logisticians 83 ...
As the human dimension becomes increasingly critical to overall success of supply chain management (SCM), practitioners, researchers, and educators face the daunting task of identifying requisite competencies for SCM professionals. By using a large, frequently-updated, publicly-available archive – O*NET, this research contrasts SCM and other business professionals to highlight the unique competencies that define the SCM profession. We find that SCM professionals need greater functional knowledge about operations (e.g., transportation, production), higher general knowledge in geography and foreign language, extensive interpersonal skills, and a person-oriented management style. Furthermore, while limited differences exist between purchasing and logistic managers in the SCM profession, they exhibit certain competencies that distinguish them from operation managers. Such results inform efforts at curriculum design, recruitment, career development, and corporate training by suggesting areas where it may well be advantageous to customize efforts toward ensuring that requisite competencies are addressed.
... Similarly, as both workforce size and complexity has expanded, a greater focus on metrics and analytics emerged, as managers and strategic decision-makers look to capitalize and plan on how best to enhance their human capital. Staff well-being, agility, and expertise alongside with the push toward Industry 4.0 set the scene for an interesting future of HRM (Srinivasan et al., 2020;Hohenstein et al., 2014). This shift toward HRM away from personnel management provided more insightful knowledge of HR, enriching the value of the workforce and the philosophies of its management (see Table 1). ...
... The Value of HRM in Supply Chain Management HRM in supply chain management can provide value as an intangible measure that can contribute to competitive advantage a network of organizations. Hohenstein et al. (2014) and Sweeney (2013) cite the importance of human capital across the interorganizational logistical concerns and how communication and the relationships between people help facilitate both efficiency and effectiveness. Supply chain network links are bolstered by the strength of these relationships, social engagement, and employee belonging all contributing to a human-centric environment (Myers et al., 2004;Nahapiet & Ghoshal, 1998). ...
... The nature of global supply chain firms means that this competition is not only enhanced but retention of their best and brightest talent is also of great concern. Ultimately, the aim of any recruiter is to identify the largest pool of appropriately qualified and experienced employees that possess all skills, knowledge, and acumen required to perform the role well (Hohenstein et al., 2014). ...
Human resources (HR) are a fundamental asset and vital resource in achieving organizational goals and objectives. Appropriate understanding of the workforce and their management and strategic decision-making to train and enhance them are important considerations for supply chain firms. Through examining international human resource management (IHRM), the chapter discusses the international nature of supply chain firms and how this has not only brought increased competition for talent but added complexities and cultural dimensions that need to be appropriately managed. Strategic human resource management (SHRM), workforce analytics, and various environmental forces – customer demands, complexity in global supply chains, and uncertainty from global pandemics – and their impact on HRM are also discussed. Digital transformation of the supply chain has also meant that HRM practices may be disrupted. The chapter covers these various issues and the challenges facing supply chain firms along with identifying key trends in HR practice. It also highlights key managerial concerns for the future of HR and how these may affect supply chain firms.
... Lean Practices performance [21]. The impact of suppliers' engagement on an organization's performance may be mitigated via training and development. ...
... The impact of suppliers' engagement on an organization's performance may be mitigated via training and development. Organizational performance is improved and training and development are supported via supplier participation initiatives in the supply chain [46], [21]. ...
... From the literature, it is noticed that there are two reasons for the lack of research: first, scholars have only looked at theoretical findings, indicating that GHRM strategies are a major internal force of green supply chain management (GSCM) practices (Aragón-Correa et al. 2013;Cantor et al. 2012;Dubey et al. 2017), though external pressures on enterprises exist (Wolf 2014). Second, data collected on supply chain management (SCM) and human resource management (HRM) were based mainly on their relationship but rarely touched on the concept of "green" (Chiappetta Gómez-Cedeño et al. 2015;Hohenstein et al. 2014;Huo et al. 2015;Longoni et al. 2018;Nejati et al. 2017;Zaid et al. 2018). As per the literature, there is a greater need for further research to explore the trade-offs of GSCM and GHRM under the triple bottom line's economic, environmental, and social performance. ...
... Furthermore, skilled employees in supply chain management can improve the production chain's performance, resulting in a long-term competitive edge (Ellinger and Ellinger 2014). The interplay of various mechanisms and resources may also bring competitive advantages (Hohenstein et al. 2014). Literature asserts that GSCM practices' successful application mainly relies on green human resource management practices (Chiappetta ). ...
Using the resource-based view theory, this paper explores the association between green human resource management and green supply chain management. Moreover, the collective impact of green human resource management and green supply chain management on the triple bottom lines (social, environmental, and economic performance) was tested. The current study employed a random sampling technique in evaluating data from 212 firms from the chemical, pharmaceutical, automotive, textile, and food industries. Our main findings include the following. First, green human resource management positively influenced the triple bottom lines. Second, green supply chain management mediates green human resource management and triple bottom lines. Specifically, internal green supply chain management mediates green human resource management practices and sustainable performance. In contrast, external green supply chain management practices only mediate the relationship between green human resource management practices and the environmental and social perspective of sustainable performance. The study provides managerial implications and future recommendations.
... As suggested by RBV, organisational HR capabilities such as unique employee skills and competencies support the achievement of organisational performance goals (Ray et al., 2004). When viewed in Supply Chain Management (SCM) context, employee skills and competencies together with their interactive resource usage in SCM operations contribute to sustainable firm performance (Hohenstein et al., 2014). Furthermore, competent SCM employees demonstrate an ability to enhance the performance of SCM operations, leading to sustainable firm advantage (Ellinger and Ellinger, 2014). ...
During the past decade, environmental awareness and consciousness have increased dramatically particularly in the developing countries. Given the ever-increasing emphasis on the UN member countries for contributing towards the Sustainable Development Goals (SDGs), the notion of Green Supply Chain Management (GSCM) has gained increased traction, and as such it has become a powerful driver toward reducing the harmful impacts of the production processes, activities and emissions on the natural environment. However, it is still unexplored as to what extent the Green Intellectual Capital (GIC) and Green Human Resource Management (GHRM) when subject to the application of Quick Response Technology (QRT) affect the GSCM practices for augmenting the environmental performance of the Small and Medium Enterprises (SMEs) in the developing countries. It is therefore critical to evaluate the link between the above variables with an aim to derive sustainable environmental performance. Thus, by evaluating from the lens of Resource-Based-View (RBV) theory, this research offers a synergistic framework of the relationship between GIC, GHRM and GSCM when subject to a moderation effect of QRT for achieving the Firm Environmental Performance (FEP). In order to examine this, we invited participants from 244 SMEs of Pakistan to participate in this research and the data were statistically analysed using the Smart-PLS-based Structural Equation Modelling. The results demonstrated that GIC and GHRM, when mediated through GSCM and moderated by QRT, significantly enhanced the environmental performance of the SMEs. From the viewpoint of its theoretical contribution, this research adds a novel scholarly perspective to the GHRM, GIC and GSCM literature. On the policy and practice front, it offers sense-making insights and policy recommendations for the SMEs in the developing countries that are striving to adopt and maintain sustainable supply chain practices for deriving environmental performance. Additionally, from the SDG perspective, this research directly contributes towards achieving some specific SDGs in the developing countries, thereby formally sensitising SMEs, Governments, NGOs, Social Communities and Individuals in these countries to focus on the attainment of the SDGs.
... Empirical research has shown that the strategic management of people's knowledge, skills, and talents favors SCM success, organizational performance, and customer satisfaction. 10 Consensus is forming that health outcomes in LMICs will only continue to improve if the capacity and skills of the health SC workforce are developed. As such, there has been an increased focus on systematic approaches to HR capacity development and the professionalization of SCM cadres, particularly in LMICs. ...
The Theory of Change for Building Human Resources for Supply Chain Management (TOC) offers a practical framework outlining 4 interdependent pathways-staffing, skills, working conditions, and motivation-to manage the workforce quantity and capability necessary to operate health supply chains effectively. We conducted a desk review of project reports on applications of the TOC as a diagnostic and analytical framework for health supply chains in Cameroon, Ethiopia, Malawi, Rwanda, and the Philippines. We compared approaches to program development, project management, and implementation to reach conclusions and make recommendations based on experience in each country. The TOC can be applied in multiple country contexts, is useful in highlighting supply workforce challenges, and provides a framework that allows governments and technical partners to readdress them.
... In their review paper, Hohenstein et al. (2014) analyzed the issues in SCM from 1998 to 2014, predicting a growing trend in human resource management and Supply Chain Management challenges. The challenges in the automotive industry are the cause and effect of technological advancements, which are increasing the skill gap. ...
Background/Purpose: As the automotive industry continues to develop due to technological advancements, so too do the challenges connected with globalization of operations and the strategic management of human resources. Therefore, our objective was to map the current research work performed for the period of 2014-2024. Moreover, we conducted a comprehensive analysis regarding emerging topics related to strategic human resources , workforce planning and forecasting, employee wellness, and reskilling/upskilling. Study Design/Methodology/Approach: The methodology used for this review was a Systematic Literature Review, following the PRISMA protocol to remove biases in the review. The search keywords were: workforce planning, strategic HR, skills, employee wellness, and upskilling. In total, 180 articles were retrieved from SCOPUS. Findings: We found that the scholarly work over the year has fluctuated, showing an overall increasing trend of scientific production. The principal themes discussed were 'human, ergonomics, and industrial research'. The research trends were: leadership, knowledge management, innovation, skills, and COVID-19. We concluded that most of the impact on employee satisfaction and upskilling is on an operational level. Originality/Value: Furthermore, our comprehensive review offers theoretical and practical implications in line with the COVID-19 impact and HR strategies.
... In their review paper, Hohenstein et al. (2014) analyzed the issues in SCM from 1998 to 2014, predicting a growing trend in human resource management and Supply Chain Management challenges. The challenges in the automotive industry are the cause and effect of technological advancements, which are increasing the skill gap. ...
Background/Purpose: As the automotive industry continues to develop due to technological advancements, so too do the challenges connected with globalization of operations and the strategic management of human resources. Therefore, our objective was to map the current research work performed for the period of 2014–2024. Moreover, we conducted a comprehensive analysis regarding emerging topics related to strategic human resources, workforce planning and forecasting, employee wellness, and reskilling/upskilling. Study Design/Methodology/Approach: The methodology used for this review was a Systematic Literature Review, following the PRISMA protocol to remove biases in the review. The search keywords were: workforce planning, strategic HR, skills, employee wellness, and upskilling. In total, 180 articles were retrieved from SCOPUS. Findings: We found that the scholarly work over the year has fluctuated, showing an overall increasing trend of scientific production. The principal themes discussed were ‘human, ergonomics, and industrial research’. The research trends were: leadership, knowledge management, innovation, skills, and COVID-19. We concluded that most of the impact on employee satisfaction and upskilling is on an operational level. Originality/Value: Furthermore, our comprehensive review offers theoretical and practical implications in line with the COVID-19 impact and HR strategies.
... The purpose of SLR is to categorize and analyze inclusive leadership along with other key study variables into different focus areas and then highlight avenues for future research. The methodology employed in this paper is based on the works of (Hohenstein et al., 2014;Melnikovas, 2018). This review approach is based on time horizons, database selection, article selection, inclusion and exclusion, and article classification. ...
This study intends to investigate and extensively assess the available studies on inclusive leadership, a leadership paradigm that discourses the satisfaction of employees’ demands for understanding, individuality, and ability. Utilizing an integrative review, we developed a conceptual framework for inclusive leadership style. A systematic literature review is a methodical approach for gathering pertinent material on a certain issue that meets predetermined eligibility criteria and addresses the defined research objectives. The concept of inclusive leadership in the project management (PM) paradigm has gained immense attention from research scholars over the last ten years. Therefore, this study has been directed toward understanding the impact of inclusive leadership on project success, with organizational commitment as a mediating variable and top management support as a moderating variable. Nevertheless, throughout the research and extraction procedure, it was identified that there is a scarcity in the literature concerning empirical and systematic examinations of the interrelationships and connections between given variables; that is, while the majority of studies have examined the influence of inclusive leadership on project performance, neither organizational commitment nor top management support has been evaluated as mediators or moderators. Therefore, future research will be focused on testing the research variables statistically through empirical data collection. Consequently, our analysis offers a more refined comprehension of inclusive leadership research and underscores the deficiencies in the current literature for further inquiry. In conclusion, the systematic literature review’s findings highlight the key areas for future research as well as offer implications for the continued growth of Inclusive leadership literature.
... Second, it is a valid method for generating knowledge by synthesizing existing articles that can be more relevant and of greater importance than new research (Cooper, 2010). The methodology used in this study is based on the works of Hohenstein et al., (2014). This review approach consists of four process steps and discusses the issues of time horizon, database selection, article selection, and article analysis. ...
The aims of this chapter are to systematically review the development of the literature on a roadmap framework based on resilience and the recovery of MSMEs from the crisis that emerged due to the COVID-19 pandemic. In addition, this research is used to identify research topics that must be carried out and research opportunities in the future. A systematic literature review was performed, analyzing studies related 158 to COVID-19, MSMEs or SMEs, and resilience. The authors propose a resilience roadmap during the crisis with a recovery-based framework for reviving the MSMEs post COVID-19. The roadmap outlines six prominent resources or clusters for building resilience processes: health capital, psychological capital, human capital, social capital, technological capital, and economics capital through six applications of resilience capital and grouped into two strategies recovery-based framework. They argue that by using a resilience roadmap with a recovery-based framework that is inclusive, the MSMEs may transform into a new global economy with make policies to respond to the crisis.
... The objective of this research is to systematically categorize the existing knowledge base about Green HRM among various thematic areas and to pinpoint potential directions for forthcoming scholarly inquiries. Following the proposed methodologies of Rashman et al. (2009) andHohenstein et al. (2014), the study was conducted in four phases: literature selection in specified time frame, selection of relevant databases, choosing articles relevant to the study, and categorization of the articles. ...
Academic and professional communities throughout the world have shown a great deal of interest in the topic of environmental or green human resource management (HRM) in the last decade. Despite this growing interest, there remains a lack of comprehensive analysis in this area. This study aims to fill this lack by conducting a systematic and extensive review of the literature. The objectives of this paper consist of three spectrums: firstly, to conduct an in-depth examination of literature related to the Green HRM studies encompassing diverse scopes, methodologies, and contexts, secondly, to explain various focal themes within the Green HRM discourse; and thirdly, to suggest potential avenues for future scholarly inquiry. Adopting systematic literature review, the selected articles for the review were classified into five distinct thematic areas within Green HRM, as identified from the existing body of literature. The research in the area of Green HRM has witnessed a substantial increase over the past 12 years. This review encompasses 70 articles, predominantly employing quantitative methodologies and originating from developing countries. The analysis reveals that the most significant focus within these studies has been on how Green HRM influences both the firm and employees. The scope of this review is confined to academic articles accessible through online databases, specifically those containing terms such as “Environmental training", "Green training," "Green HRM," and "Green human resource". Only peer-reviewed journal papers of the highest caliber are included in the review; books and conference proceedings are not included. This research organizes and synthesizes seventy peer-reviewed articles researches that were published in renowned research journals between 2007 and 2019. It advances our knowledge of the state, trends, and prospects for Green HRM research in greater detail.
... It is interesting to mention that empirical research has demonstrated that employee training is a valuable mechanism for encouraging professional growth and development. Hohenstein et al. (2014) consider that training is crucial for employee development, as the -training programs can assess proficiencies and provide employees with best practices while increasing the necessary competencies for certain positions in order to ensure superior job performance‖ (p. 442). ...
Conducting business in today's ever-changing market environment necessitates making strategic decisions that reach beyond the borders of an SME. To not only survive but also thrive in the face of constant shifts, it is essential to make well-thought-out choices that allow for adaptation, resilience, and prosperity. The research emphasizes the significance of two perspectives, one individually and the other on bundling, and strategically implementing these perspectives of human resource management (HRM) practices within small and medium-sized enterprises (SMEs) to improve their competitive position, financial performance, non-financial performance, and organizational performance. Hence, through the adoption of an integrative interdisciplinary approach and a relational perspective, this thesis sheds light on the influence of Human Resource Management (HRM) practices (recruitment and selection, training and development, communication and information, compensation and reward, job design, performance appraisal) and their impact from multiple dimensions on organizational performance (financial and non-financial) of SMEs. As a result, a quantitative study using self-administered questionnaires with the SMEs was conducted. Using the data obtained from 153 manufacturing SMEs, it tests, examines, and develops the direct relationship between HRM practices and the financial performance, non-financial performance, and organizational performance of SMEs. The findings indicate a positive relationship between HRM practices and financial performance, a positive influence of HRM practices on the non-financial performance of SMEs, and a direct impact of HRM practices as a bundle on the organizational performance of SMEs. In addition, the findings also show that some HRM practices that act individually have a non-significant impact on financial and non-financial performance. This research provides a substantial contribution to the theoretical and practical understanding of the relationship between HRM practices and SME performance.
... Thus, informational equivocality may cause misunderstandings and misinterpretation as information is ambiguous or unsorted, while uncertainty reflects the lack of required information (Daft and Griffin, 1984;Daft and Lengel, 1986). Therefore, organizations may decide to increase their IPC by embedding information processing mechanisms within their business systems, trying to match the IPR while aiming for a systemic fit (Bensaou and Venkatraman, 1995;Busse et al., 2017;Daft and Griffin, 1984;Galbraith, 1974;Hohenstein et al., 2014;Tushman and Nadler, 1978). Thus, research recommends elaborating OIPT to intra-to inter-organizational contexts and urges firms to improve information processing for better decision-making and performance (Srinivasan and Swink, 2018). ...
The transition to a circular economy (CE) is increasing the complexity of data processing for purchasing and supply management (PSM), necessitating the adoption of digital technologies. In particular, digital data spaces (DDSs) have gained prominence for facilitating data sharing and collection and allowing secure data exchange. This study explores the information processing capabilities critical for PSM when using DDSs. Using a single case study research design, the study focuses on the DDS Catena-X. Through 20 semi-structured interviews with experts from 12 participating companies, the research explores organizational information processing theory as a theoretical foundation. The results show that DDSs support PSM within the CE by connecting the various actors and through extensive data exchange along the value chain. In addition, the findings identify two critical sets of information capabilities necessary for the effective use of DDSs in PSM: inter-organizational process capabilities and inter-organizational IT-based capabilities. This study contributes to theoretical knowledge within the supply chain management domain by 1) exploring how DDSs benefit the informational capabilities of PSM in CE, 2) investigating the inter-organizational capabilities PSM needs to fully leverage DDSs while 3) introducing the OIPT to the field of circular PSM utilizing DDSs.
... AI-powered analytics provide organizations with actionable insights into supply chain performance, risks, and opportunities, enabling them to make data-driven decisions and prioritize resources effectively. By providing visibility into supply chain operations and performance, [17], [18] AI systems empower organizations to identify areas for improvement and implement targeted interventions to drive continuous improvement. 3.3.e ...
The COVID-19 pandemic has starkly revealed the vulnerabilities within global supply chains, prompting the urgent need for enhanced risk management strategies. This paper explores the application of Artificial Intelligence (AI) in adaptive supply chain risk management to mitigate disruptions and enhance resilience in the post-pandemic era. By leveraging AI technologies such as machine learning, predictive analytics, and optimization algorithms, organizations can proactively identify, assess, and respond to risks in real-time, thereby fortifying their supply chains against unforeseen disruptions. [1] This paper reviews existing literature on supply chain risk management, AI applications in supply chain management, and post-pandemic supply chain challenges. Furthermore, it presents examples illustrating how AI-driven adaptive risk management approaches have been implemented successfully to navigate disruptions and improve supply chain resilience. Through this analysis, the paper aims to provide insights into the transformative potential of AI-enabled adaptive risk management strategies in building agile and robust supply chains for the future. DOI: https://doi.org/10.52783/tjjpt.v45.i02.6294
... Since in the last years, employees with the right competencies are of increasing strategic importance, individual competencies receive more and more attention in SCM research (Hohenstein et al., 2014;Dubey et al., 2019 Competency is a key factor in achieving excellent performance and competitiveness in the supply chain . ...
The fast economic transformation and the daily changing expectations in the labour market are constantly challenging all three market participants (lecturers, students, and employers). In order to meet these expectations, all participants need to have, for instance, high degree flexibility, openness to learning and innovations, complex mindset, motivation, and agility (competency). Only those educational institutions that meet all these expectations can train students meeting the market requirements. It is important to see that lecturers taking part in training play a decisive role in this process, therefore, their information, updating of their preparedness, their educational methodological preparation and support came to the fore.
To realise the above-outlined research goals, as a first step, I determined the central research question, which is as follows. RQ: How can compliance with the labour market expectations be improved in the field of supply chain management, with the help of the competencies that must be developed according to the educational system? The 'smaller' research questions, hypotheses, methods used, and results from publications (Paper 1-2-3-4), – which can be read in the research method section, are built on each other and all serve to answer this research question.
... Secondly, it is a true approach in order to produce knowledge because of synthesizing available studies, which can sometimes be more pertinent and significant than novel research endeavors [13]. The research methodology used refers to research by Hohenstein et al. [14]. This research's literature review approach is based on six process stages and examines problems based on time horizon, database selection journal selection, article selection, article classification, and article analysis. ...
... Hourly employees working in these entry level positions were rarely loyal to their employer and left for just a little better remuneration. Logistics research shows that emotional intelligence in managers is essential to facilitating the connection with employees and build a better workplace environment (Keller, Ralston & LeMay, 2020;Hohenstein, Feisel & Hartmann, 2014). ...
An inclusive workplace with a diversity of disabilities
Sephora North America created an adaptive and engaged employee culture in response to shortages of entry-level employees. This case study reveals the best practices Sephora used when developing an inclusive initiative aimed at hiring individuals with physical or cognitive disabilities. Our objective in this chapter is to illustrate an inclusive roadmap for companies seeking to operationalize similar inclusive initiatives which will transform their culture and improve their productivity.
Sephora, owned by LVMH Moët Hennessy Louis Vuitton, the world’s leading luxury goods group, was aggressively expanding in North America, which necessitated building a strong, loyal, and productive employee culture. A brand-new distribution centre in Las Vegas was created in 2019 to support the west coast while implementing an inclusive workforce that would decrease employee turnover. Our findings reveal that, through the development of an inclusive workforce on a large scale, Sephora achieved employee engagement while also improving productivity and employee retention. Our findings present the four-stage journey, namely to (1) establish the vision, (2) build the bridge, (3) launch and (4) optimize.
The real-world problems facing Sephora were the shortage of human capital and the need to have an engaged, adaptive, and innovative employee culture. This was in the context of a crisis in employee loyalty across America with a majority of employees not trusting their employer (Aityan and Gupta, 2012; Wharton, 2012). In the manufacturing industry, and especially for the distribution centre, retaining and hiring employees was one of the key human resource crises which elevated the essential role of the manager (Ellinger et al, 2002; van Hoek et al, 2020; The Conference Board, 2021). Furthermore, COVID-19 has led to employment shortfalls in migrant workers who fill seasonal operator positions, putting pressure on farming, service, and manufacturing sectors (Barrero et al, 2020; Corbishley, 2020; Maurer, 2021). Another impact of COVID-19 has been the increase in online shopping that increased distribution centres’ volumes. Hourly-paid employees working in these entry-level positions were rarely loyal to their employer and left for just a little better remuneration.
... This article is based on a systematic literature review (SLR), with the aim of identifying the work carried out in a systematic, transparent and replicable way according to the guidelines presented by Tranfield et al. (2003), Rashman et al. (2009), andHohenstein et al. (2014) and adapted by Hansen and Schaltegger (2016). ...
This study aims to analyze and classify the evolution of crowdfunding in Portugal from 2014 to 2020, addressing the central question, “What is the evolution of literature on crowdfunding and its research focuses in Portugal?”. Additionally, it investigates, through the sub-question, if crowdfunding is perceived as an alternative form of financing. The methodology employs a systematic review, covering four thematic areas: (1) research focus—concepts; (2) research method—quantitative/qualitative identification; (3) geographical area—countries of study; (4) innovation—future research areas. The research begins with Google Scholar, followed by a more specific search of the B-On database, focusing on the Portuguese context. Results highlight the scarcity of research in Portugal, emphasizing the nascency of crowdfunding in the country. The study reveals the importance of investor behavior, influenced by platform security and regulations. Growth in crowdfunding in Portugal is anticipated, attracting multidisciplinary interest but emphasizing the need for more comprehensive studies. Despite limitations in data availability, the study provides valuable insights for entrepreneurs seeking alternative financing in Portugal, demonstrating crowdfunding as an alternative financing method. Integration of crowdfunding with technology, especially blockchain, is suggested as a potentially disruptive system, paving the way for future research and innovations.
... Over the last decade, supply chain has been beleaguered by shortages of both managers and frontline workers across all functions, including warehousing, transportation, production, and procurement (Bhattacharjee et al. 2021;Hohenstein et al. 2014). While the literature has identified supervisory leadership as critical to employee retention (Eisenberger et al. 2002), scholars highlight the importance of context in studying HR concepts and practices specifically in supply chain rather than generalizing from other fields (Johns 2006). ...
Purpose
Supply chain has long faced a persistent workforce shortage. To help both organizations and the field create environments that are more conducive to employee retention, the authors investigate the outcomes of supply chain employee trust in their supervisor.
Design/methodology/approach
Applying person-environment fit theory, the authors evaluate the well-established antecedents to trust in supervisor ability, benevolence and integrity (ABI) relative to person-job (P-J) fit and person-vocation (P-V) fit of US supply chain employees.
Findings
Confirmatory factor analysis indicates that ABI is best modeled as dimensions of a second-order formative trust construct rather than as its antecedents. However, PLS-SEM provides somewhat unconvincing support for the impacts of ABI-trust. Instead, qualitative comparative analysis (QCA) delineates that all three ABI dimensions are not always needed for P-J and P-V fit in supply chain. Some employees respond to affective-based (i.e. benevolence) trust and others to cognitive-based (i.e. ability and integrity) trust.
Practical implications
The QCA results offer specific recommendations for supply chain organizations to enhance employee trust in supervisors to succeed in the struggle for labor.
Originality/value
The results counter extant trust theory, encouraging scholars to consider ABI as distinct dimensions of trust. The study also demonstrates the importance of considering QCA in supply chain research to meaningfully expand contributions to theory and practice.
... Additionally, talented personnel in supply chain management enhance the performance of the supply chain, developing a sustainable competitive advantage (Ellinger and Ellinger, 2014). According to Hohenstein et al. (2014), interactions between various resources can truly provide an edge in the marketplace. As a result, green human resource management is crucial to the efficient use of green supply chain management methods . ...
In this research, the effect of green human resource management (green performance management and compensation, green hiring and training involvement, and green human health) on sustainable performance (economic performance, social performance, and environmental performance) is investigated, and the mediating effects of green supply chain management (external green supply chain management and internal green supply chain management) and corporate social responsibility (external corporate social responsibility and internal corporate social responsibility) are explored. The issue addressed in this study is that firms pay little attention to their products, which results in limited advantages for stakeholders. The study’s originality has revealed the factors and offered remedies and tested a model of the variables influencing food enterprises in Vietnam. A total of 01 representative leaders are selected using a straightforward random sampling procedure to perform the empirical testing study by gathering data from a sample in each firm. A total of 449 food enterprises around the country received online survey questionnaires, which allowed the inclusion of enterprises at various management levels. The data were analysed using structural equation modelling (SEM), the squared approach, and covariance-based structural equation modelling (CB-SEM; covariance-based SEM) via Amoss 22.0 software. According to the research findings, GHRM leads to long-lasting improvements in green supply chain management, corporate social responsibility, and products. When green human resource management positively affects products, green supply chain management positively affects goods, corporate social responsibility positively affects products, green supply chain management positively mediates the influence of green human resource management on products, and corporate social responsibility positively mediates the impact of green supply chain management on products’ sustainable performance effects. This study adds significant value to the current combination of green human resource management, green supply chain management, and corporate social responsibility since it is the first empirical study to examine the influence of green human resource management on goods through the mediating role of green supply chain management and the corporate social responsibility of food enterprises in Vietnam. This research responds to calls that have recently been made to look at the combined effect of both practices on triple bottom lines of sustainability performance. The limits of the current research, managerial implications, and potential future research areas were then reviewed.
... As suggested by RBV, organizational HR capabilities such as unique employee skills and competencies support the achievement of organizational performance goals (Ray et al., 2004). When viewed in Supply Chain Management (SCM) context, employee skills and competencies together with their interactive resource usage in SCM operations contribute to sustainable firm performance (Hohenstein et al., 2014). Furthermore, competent SCM employees demonstrate an ability to enhance the performance of SCM operations, leading to sustainable firm advantage (Ellinger & Ellinger, 2014). ...
... Hourly employees working in these entry level positions were rarely loyal to their employer and left for just a little better remuneration. Logistics research shows that emotional intelligence in managers is essential to facilitating the connection with employees and build a better workplace environment (Keller, Ralston & LeMay, 2020;Hohenstein, Feisel & Hartmann, 2014). ...
This chapter relates how Sephora created inclusive workplaces to help increase retention of employees while improving the workplace culture for all employees. The chapter sets out the four-step process it created to successfully identify, recruit, and onboard disabled employees. This case study reveals the best practices Sephora used when developing an inclusive initiative aimed at hiring individuals with physical or cognitive disabilities. It provides an inclusive roadmap for companies seeking to operationalize similar inclusion initiatives, which will transform their culture and improve their productivity.
... As shared by Hohenstein, Feisel and Hartmann (2014), supply chain performance is the extended activities within the supply chain aimed at enabling the firm to meet the requirements of the end users covering availability of the products and delivery of products on time. It extends the boundary of the enterprise to include materials and finished products and the means of their distribution top reach the end users. ...
... Procurement of goods/services is one of the Supply Chain Management (SCM) chains that regulate the movement of resources, especially towards Human Resource Management (HRM) in the context of public services with the aim of increasing trust and collaboration of various parties in the supply chain. Hohenstein et al. (2014) stated that the categories that influence the above include: a) skills, knowledge, and abilities, b) training and development, c) the impact of human resource management on performance, d) education and teaching, e) recruitment and recruiting, f) compensation and salary, g) global mindset. ...
The lack of ASN (Aparatur Sipil Negara/ State Civil Apparatus) interest in participating in the procurement process is a problem that affects the performance of the procurement process in terms of its effectiveness and efficiency. Therefore, the purpose of this research is to identify and evaluate the factors that influence the difficulty of obtaining functional procurement from the viewpoint of various government workers authorized for procurement. This research used a quantitative approach with a questionnaire survey method for data collection. From the results of the literature study, 22 elements of the challenge to obtain procurement professionals were successfully identified. Questionnaires were distributed to ASN (public procurement officials), namely structural, functional and functional assistants working in the field of Procurement of Goods and Services within the West Sumatra provincial government. Furthermore, the data were analyzed using Exploratory Factor Analysis (EFA). As a result, there are three factors of the difficulty of obtaining functional procurement from the perspective of various ASN procurement managers, namely Standard and Policy Factors (6 variables), Transparency and Accountability Factors (4 variables), and Experience and Education Factors (2 variables). This research also suggests measuring the relationship between the three factors by means of confirmatory factor analysis for future research.
... This helps in studying the observe phenomenon by enhancing the understanding and guiding ways toward the identification of the unsolved and critical issues, which gives room for further research (Fink, 2013). Hence, in this study, we adopt the methodologies used by different well-known researchers, such as (Hohenstein, Feisel, & Hartmann, 2014;Rashman, Withers, & Hartley, 2009;Soni & Kodali, 2011;Winter & Knemeyer, 2013), with a focus to include peer-reviewed and high-quality articles. Mckinnon (2013) stated that frequently cited papers show its quality. ...
Proceedings of IACSC 2022 on Environment, Public Health, Urban Planning and Other Issues Related to Sustainable Cities
... The centricity of humans and their influence on the performance of multiple SC stages make employees valuable and a competitive differentiator [8,11]. It is essential to acknowledge the interpersonal aspects of all inter-organisational SC partners. ...
The assertion “Our people are what set us apart from our rivals” is a common statement made by nearly every company, highlighting the significance of their people as the most valuable asset. Similarly, a corporate culture emphasizing risk awareness and learning from experiences has played a key role in shaping supply chain resilience (SCRES) amidst competitive dynamics in response to the COVID-19 pandemic. Employee engagement, communication, and collaboration, as dimensions of SC risk awareness, determine the effectiveness of firms’ cultures in handling large-scale disruptions with robustness and agility. Additionally, the COVID-19 crisis has had a positive impact on firms’ learning orientation. The crucial necessity of digital supply chain (SC) transformation to enhance SCRES under pandemic conditions has further reinforced the need for dynamic adaptation and reconfiguration of firms’ culture and employee skillsets through digital upskilling.
... The articles were searched in title, abstract and keywords of the publications. This search has been inspired by many similar articles like Hohenstein et al. (2014); Durach et al. (2015); Wong et al. (2015); and Mohamad Mokhtar et al. (2019). To ensure high quality, book and book chapters, conference proceedings, doctoral thesis, white papers, editorial notes are eliminated from the dataset. ...
Electric vehicles (EVs) serve an important role in lowering greenhouse gas emissions, which helps to mitigate global warming while also contributing to long-term growth. Thus, this research explores various criterions relevant to electric vehicle (EVs) adoption and causal relationships using the decision-making trial and evaluation laboratory (DEMATEL) method. From the comprehensive literature review, a set of criteria for EVs adoption were identified and are finalised through the Delphi method. The data was gathered from eleven experts and was analyzed using the DEMATEL method to develop the causal relationship between each criterion. The sensitivity analysis was performed to check the robustness of the model. The findings revealed that the key criteria for EV adoption include their causal relationships. It is observed that charging time, driving range and price are the most important criteria for an EV purchase. Battery capacities have a major and influential impact on other criteria like charging time, torque, driving range, and maximum power. Professionals and managers in the EV manufacturing industry can benefit from this prioritization of criteria by understanding the causal relationships between them. This study can also serve as guidance for EV engineers when it comes to implementing client preferences into vehicle design. It can also assist low-performing electric vehicles in determining their benchmarks. This work contributes to building an improved understanding of causal factors of electric vehicle adoption in resource-constrained environments for policy making.
... Finally, 228 articles were extracted at the end. Many researchers commonly use this procedure in their previous work (Muessigmann et al. 2020;Hohenstein et al. 2014). All searches spanned from the period 2008 to 2021 and included journal articles, book chapters, and conference papers published in English only. ...
With the rapid developments in the field of blockchain technology, the food supply chain has entered the era of blockchain applications for the past few years. Although many publications related to blockchain technology have shown a remarkable impact on the food supply chain, there is no bibliometric report that considers this research trend. The research for this study was carried out from the years 2008 to 2021, with the first paper in this field being published in the year 2016. The research uses multiple databases for data analysis, studying approximately 2637 records to enlighten scholars around the world, and 150 records are finalized for the study. The primary purpose of this study is to conduct a systematic literature review to understand the current research status of blockchain technology in managing and transforming food supply chains and fill the gap. Additionally, bibliometric analysis is utilised with the VOS viewer to visualise, comprehend, and simulate the diverse range of findings in terms of essential authors, authorship pattern, keyword analysis, and blockchain usage pattern in food supply chains. Additionally, the literature also examines the advantages, difficulties and applied blockchain-based models in the food supply chain. The study concludes by outlining research gaps, implications, and future research opportunities. This research will help the students, academicians, and experts to get a complete idea of the development of blockchain in the food supply chain area. The highly cited implementation papers existing in the literature have demonstrated that blockchain could improve transparency, traceability, food safety, and food quality. It is a promising technology to build trust among food supply chain actors. Furthermore, it revealed that blockchain is moving from its nascent stage to maturity stage.
... Other studies highlighted factors influencing turnover intention among female nurses working on shifts in the medical sector, such as high work pressure and workfamily conflict [11]. Thus, insufficient empirical research exists on female workforce retention in Supply Chain Management (SCM) to resolve the talent shortage [12]. ...
The logistics sector is considered non-traditional for women as the industry employs mostly men as the required tasks are considered masculine. Logistics operation runs 24/7, which leads to long working hours and overlaps with women’s household responsibilities. The situation is linked to turnover intention among women in this industry. Numerous studies have acknowledged women to be as good as men. Therefore, turnover among women in this industry is a significant loss for the industry as gender imbalance remains a major issue. Furthermore, studies on this subject remain scarce. This study addressed the literature gap by adopting the Self Determination Theory (SDT) and investigated the factors influencing female employees’ intention to stay in the logistics industry. Data analysis was performed using a purposive sampling technique and Smart Partial Least Squares (Smart PLS). Resultantly, job satisfaction mediated the relationship between intrinsic motivation and intention to stay but did not mediate extrinsic motivation and intention to stay. Additionally, the relationship between work-life balance and intention to stay was mediated by organisational commitment. The findings benefit human resource management in the logistics industry to design a better policy to reduce retention prevalence and decrease the number of talented female employees leaving this industry.
... Specifically, training and teamwork [22,23], selective recruitment, variable payment, and, in particular, global thinking [24], improve the supply chain's sustained performance. Regarding employee incentives, Huo et al. [25] relate them positively with the supply chain internal integration, negatively with customer integration, and with no effect on supplier integration. ...
Purpose
This paper aims to determine the effect that human capital and key competitive drivers such as quality, agility, and cost have on firm performance, whether this effect is related to the firm’s outsourcing strategy, and whether the firm size is relevant in explaining such relationships.
Design
This study uses structural equation modeling to test the hypothesized relationships for small to medium enterprises (SMEs) and large organizations using a custom survey based on a review of the literature and completed by 404 firms in the Valle del Cauca agro-industrial region in Colombia.
Findings
Human capital strategies are essential for the effective deployment of operational agility, quality, and cost management strategies, which impact firm performance through effective outsourcing strategies. These relationships, however, do not hold the same across firms of different sizes. Specifically, outsourcing practices are lacking amongst SMEs in the studied region. The study is limited to a specific region, with infrastructure and connectivity limitations that hinder or undermine otherwise potentially valuable third-party logistics strategies.
Practical implications
This paper contributes to the theory and practice in supply chain competitiveness by extending current knowledge of the impact of human capital and key competitive drivers on firm performance, highlighting regional specificities that could hinder firms’ competitiveness, and by presenting a novel, quantitative methodology seldom used for these topics.
... In the PSM discipline, the human capital is strategically important for firms' success (Eltantawy, Giunipero, & Fox, 2009;Hohenstein, Feisel, & Hartmann, 2014;Knight, Tu, & Preston, 2014). Here, the function itself does not make the difference but the people in purchasing (Knight et al., 2014). ...
Nowadays, the human‐centric purchasing and supply management (PSM) discipline is strategically important for firms’ success. Scholars address PSM professionals’ skills and provide practitioners with academic insights. Researchers expect shifts in purchasing objectives, working environment, and tasks due to changes in the business environment. This paper aims to contribute to the PSM professional skills literature by defining current PSM professionals’ skill gaps as the difference between the acquired skill level and perceived skill importance. Therefore, a multinational European survey has been studied. Results show that current PSM professionals feel underqualified to extract the full potential of stakeholders in the supply base. Findings also distinguish three buyer profiles, the junior, senior and executive buyers, and identify skill gaps concerning innovation sourcing, sustainability and the influence of Industry 4.0 on PSM. These skill gaps need to be solved by adequate educational methods to increase buyers’ performance. Here, educational professionals are especially challenged to train current professionals and future PSM students.
Construction is one of the largest sectors of the Asian economy as it accounts for approximately 14.8% of Asia’s GDP. This, together with the fact that labor productivity is a key factor affecting project performance, makes enhancement of productivity a significant contributor to economic growth. Yet, previous studies have not provided a well-defined terminology together with an understanding of the prioritization of factors, which decision-makers need to take into consideration to enhance productivity in a structured manner. A structured literature review has been carried out, focusing on identifying factors affecting labor productivity in Asia, and calculating the aggregated rank. Hypothesis-testing revealed that the ranking could be generalized across the different regions in Asia. A full rank aggregation considering Asia as a whole reveals the five most important factors to be: “Incomplete design”, “Skill and experience (of laborers)”, “Competency of the project manager”, Materials”, and “Client and consultants”. Today’s research on factors affecting labor productivity is fragmented. By making a structured rank aggregation, and comparing findings between studies, a unifying understanding to the relative importance of factors affecting labor productivity has been established. The relative importance gives input to on-site mangers and helps enhancing managerial strategies to improve labor productivity.
Purpose
This practice forum paper aims to present a theoretical framework to better develop the required supply chain management (SCM) competencies and the workforce needed for managing public health supply chains.
Design/methodology/approach
This framework is driven by iterative systems thinking, a deeper consideration of the SCM labor market and a comprehensive mapping of human resource system requirements. The framework centers around three tools. A labor market analysis assesses factors influencing supply of and demand for health SCM workers in a country context. To improve supply of and demand for workers, the SCM Professionalisation Framework provides reference documents to establish health SCM as a recognized profession. The human resources for SCM Theory of Change explains and assesses the conditions required to achieve optimal workforce performance at the organizational level. The Ministry of Health in Rwanda applied these three tools sequentially to assess and improve the supply and performance of its health SCM workforce.
Findings
The authors describe this framework, how the tools were applied in Rwanda, and early impressions of the results.
Practical implications
Practitioners can apply this approach to improve SCM competence and promote the attractiveness of health SCM positions by formalizing their professional status. This could lead to a pool of individuals who seek SCM qualifications and, in time, overcome the current shortage of health SCM workers. Employers can apply this approach to structured roles and workforce needs to meet health SCM system requirements. This would lead to a greater demand for and use of appropriately trained personnel.
Originality/value
This paper presents a novel, iterative, systems-thinking approach to develop human resources in public health supply chains. Rwanda is the first country to apply all three tools using this framework.
This chapter explores the role of Entrepreneurial Orientation (EO) in strengthening supply chain collaboration and interorganizational networks. EO, encompassing innovativeness, proactiveness, and risk-taking, significantly impacts supply chain performance by fostering innovation, enhancing agility, and facilitating bold strategies. The chapter examines the theoretical underpinnings of EO, mechanisms through which EO influences supply chain practices, and practical case studies from firms like Tesla, Zara, Alibaba, Unilever, and Amazon. It identifies challenges and barriers such as potential conflicts, balancing EO with supply chain stability, and organizational culture issues. Emerging trends, including digital transformation, sustainability, and the role of AI and big data, are discussed as key drivers shaping the future of EO-driven supply chain management. The chapter concludes with insights on the implications for theory and practice, and recommendations for future research, highlighting the importance of EO in achieving resilient and adaptive supply chains.
This paper examines the impact of Entrepreneurial Orientation (EO) on the development and retention of supply chain talent within global organizations. By analyzing how EO influences innovation, operational efficiency, and employee engagement, the research reveals that EO plays a vital role in empowering supply chain professionals to take risks, develop new skills, and lead strategic initiatives. The findings suggest that EO contributes significantly to building resilient and adaptable supply chains while enhancing talent retention by creating a fulfilling work environment. However, the study also identifies limitations in the universal application of EO, particularly in smaller firms or varying cultural contexts, and outlines directions for future research. This paper provides essential insights for both academics and practitioners on how to effectively integrate EO into supply chain talent management strategies for sustainable competitive advantage.
The logistics industry, with its inherent complexities and dynamic challenges, relies heavily on strategic human resources management (HRM) practices to optimize workforce potential and navigate the multifaceted demands of the global market. Utilizing the fuzzy analytic hierarchy process (Fuzzy AHP) as a decision-making tool, the research aims to unravel the intricate relationship between these strategies and the dynamic logistics sector. Employing a hybrid methodology that integrates an extensive literature review, insights from expert interviews with HR specialists in the Turkish logistics sector, the study examines how logistics companies optimize efficiency and competitiveness while navigating uncertainties. The findings highlight the foundational importance of talent acquisition, emphasizing innovative recruitment, targeted training, and empowerment. performance management takes center stage, emphasizing the critical role of aligning key performance indicators, maintaining a continuous feedback loop, and implementing recognition and rewards programs.
This study explores the strategic integration of risk management and Human Resources (HR) practices within the context of supply chain management, aiming to identify how such integration enhances organizational resilience and sustainability. Employing a systematic literature review and content analysis, the study examines scholarly articles from key databases, focusing on the period from January 2000 to the present. The methodology involves a comprehensive search strategy, stringent inclusion and exclusion criteria, and a detailed selection process to distill insights from relevant literature. Key findings reveal that strategic HR practices, such as talent management, leadership development, and fostering a risk-aware culture, significantly contribute to mitigating supply chain risks and bolstering resilience. Furthermore, the study highlights the pivotal role of technological advancements, including artificial intelligence, blockchain, and the Internet of Things, in supporting the dynamic integration of risk management and HR practices. This integration not only addresses operational efficiencies but also aligns with strategic objectives towards sustainability and adaptability in the face of global disruptions. The study concludes that the strategic importance of integrating risk management with HR practices cannot be overstated, emphasizing its necessity for building agile, resilient, and sustainable supply chains. As organizations navigate the complexities of modern supply chains, this integrated approach offers a pathway to not only survive but thrive amid uncertainties, underscoring a blueprint for sustainable competitive advantage in evolving global markets. This review contributes to the existing body of knowledge by providing a comprehensive overview of current practices and future directions for integrating risk management and HR practices in supply chain management.
Purpose
While, supply chain resilience (SCRES) continues to be a dominant topic in both academic and business literature and has gained more attention recently, there is limited knowledge on SCRES capabilities specific to business functions. The purpose of this paper is to identify and investigate capabilities shared between supply, operations and logistics that are most important for SCRES.
Design/methodology/approach
To address this gap, the authors followed a multi-method research approach. First, the authors used the grounded theory method to generate a theoretical framework based on interviews with 51 managers from five companies in automotive SCs. Next, the authors empirically validated the framework using a survey of 340 SC professionals from the manufacturing industry.
Findings
Five significant capabilities emerged from the qualitative study; all were significant in empirical validation. This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES.
Originality/value
This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES. In addition, the findings of this research help managers better allocate resources among significant capabilities.
Adequate supplier evaluations reduce the cost of projects. Therefore, inadequate supplier monitoring can lead to high costs, non-performance risks, and poor quality of the deliverables. The study examined the influence of supplier evaluation management practices on the supply chain performance of selected Kenyan county governments in Nyanza Region. The study used a number of methods, first utilising a descriptive and correlational research design. The study targeted 112 staff in the procurement department as well as nine lead prequalified suppliers. Data was collected using closed-ended questionnaires and an interview schedule. For data analysis, descriptive and inferential statistics were used. The study utilised both descriptive and inferential statistics. Supplier evaluation management practice had a positive and significant effect on supply chain performance (t = 5.789, p<0.05). The study recommends that devolved units in Kenya should evaluate suppliers to ensure that effectiveness, efficiency, customer satisfaction, and a shortened lead time are realized. This can be achieved through quality commitments, distributions, and delivery strategies and evaluating the cost, thus leading to improved performance of the supply chain of devolved units.
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Over the past two decades, researchers have investigated buyer-supplier relationships (BSRs) to foster supply chain decarbonization as a countermeasure to the effects of climate change. However, the academic intellectual foundation is still far from maturing, not only because of its novelty but also because scholars have focused on narrow topics and theoretical lenses. Thus, this paper aims to understand the present intellectual structure of BSRs in low-carbon supply chains (LCSCs) while showing the lack of knowledge and the need to investigate research topics through multiple theoretical lenses. In this study, a literature review was conducted by collecting data without date restriction in July 2023 and analyzing 804 peer-reviewed articles from top-ranked academic journals. Both quantitative and qualitative methods were applied for the paper's content analysis, including a multiple correspondence analysis and a homogeneity analysis of variance by means of alternating least squares (HOMALS) to map the data. The results show a high degree of fragmentation within the present theoretical foundation of BSRs in LCSCs, including a limited application of theoretical lenses and the need for a balanced research agenda. Based on the assessment of the existent literature, 29 research propositions are presented and they are categorized under eight theoretical lenses that constitute the interpretive framework. This study contributes to building theoretical knowledge of supply chain management 1) by analyzing the present intellectual foundation while mapping investigated research topics and theories in a two-dimensional graph and 2) by proposing a balanced research agenda with 29 research propositions to develop the field of BSRs in LCSCs. In addition to the method's originality in the mentioned field, this review highlights emerging research topics.
PURPOSE OF THE STUDY: This article examines the impact of human capital on supply chain management in state-owned enterprises in South Africa DESIGN/METHODOLOGY/APPROACH: A survey was conducted among members of South Africa's State-Owned Entities Procurement Forum to gather data for this article. Structured questionnaires were used to collect the data, and descriptive analysis was performed using SPSS software FINDINGS: The findings revealed that human capital positively and significantly impacts supply chain management performance in state-owned entities. Three variables concerning human capital practices were practised, namely, organisational structure, skills and competence, and training and development. Based on the findings, supply chain management skills and competence were the strongest and highest predictors of supply chain performance in such entities RECOMMENDATIONS/VALUE: It is recommended that effective human capital practices be aligned with supply chain management practices to enhance supply chain management performance. Moreover, the recommendation made here is that the head of supply chain management in a state-owned entity report directly to the accounting officer. Additionally, the head of supply chain management should be represented within various executive structures and the board of directors for this division to be strategic MANAGERIAL IMPLICATIONS: For supply chain management performance to improve and increase in state-owned entities, organisations must hire employees with the appropriate skills and competencies. State-owned entities should also invest in upskilling their supply chain management teams through continuous training and development. For such training and development to be effective, a skills gap analysis exercise must be undertaken, and all existing gaps must be addressed through practical career development plans JEL CLASSIFICATION: J4
Purpose
The present study seeks to explore the relationships among human resource management (HRM) practices, supply chain management (SCM) implementation and small and medium-sized enterprises' (SMEs) performance in Australia. It also investigates whether HRM practices have any mediating effect on such relationships.
Design/methodology/approach
In line with the research objective, a quantitative model was applied and a multi-item survey questionnaire was developed to collect primary data. Cross-sectional surveys of a sample of 216 SMEs from different industries were undertaken to collect data, and factor analysis and structural equation modelling (SEM) were used to analyse data and test hypotheses.
Findings
The statistical results inform that SCM implementation and HRM practices improve SMEs' performance in Australia. SCM implementation is also found to be positively linked to HRM practices and has a significant indirect effect on organisational performance when the HRM practices are mediating. HRM practices are, thus, found in this study to mediate the relationship between SCM implementation and Australia's SMEs performance.
Originality/value
The concurrent effects of SCM and HRM practices on SMEs' performance and how businesses' internal management such as HRM practices mediate and affect SCM and SMEs' performances have not been addressed previously in the Australian business context. This study, hence, addresses the gap in the literature concerning the effect of SCM on SMEs by integrating HRM practices as a significant behavioural support system to SCM implementation in Australia's SMEs.
This study aims to analyze the relationship between supply chain resilience (SCR) practices and operational performance and the moderating role of digital technologies in Jordanian manufacturing firms. A descriptive-analytical approach was adopted using a questionnaire based on the study model and previous related literature. Four hundred supply chain (SC)-related managers within seventy-one firms were reached to collect the needed data; three hundred and seventy-two complete questionnaires were analyzed. The results revealed that the level of SCR practices and operational performance was high; SCR (with its sub-dimensions: SC agility (SCA), SC flexibility (SCF), and SC collaboration (SCC)) had a significant positive relationship with operational performance; and the appropriate use of digital technologies had a significant moderating impact on the aggregate level of the SCR–operational performance relationship. Finally, research limitations, practical implications, and future research conclude this study.
Megatrends, such as digitalization, globalization, and demographic shifts, are creating an organizational environment that is more volatile, uncertain, complex, and ambiguous than ever before (Stiehm & Townsend, 2002). In addition to geopolitical changes, the technological innovations of digitalization promote the speed of industrial change and introduced the digital age (Kremer, 1993). The resulting digital technologies, such as AI, Big Data, or Robotics, as well as their economical applications, are crucial for the innovativeness and future viability of organizations. They are revolutionizing the way of working in almost any discipline and across most industries. For example, digital connectivity alone can lead to process adaptations through increased data variety, a focus on customer relationships, independence of time and place, the blurring of hierarchy, and incremental production automation. Despite the manifold opportunities created by the adaptation of new technologies, it is an intensive, long-term process, especially for industrial companies which produce mainly material goods and whose business models predate the digital age (Mertens et al., 2017; van der Schaft et al., 2020; Voigt, 2008). As a result of comparing the existing and ideal levels of digitization within companies, adaptations vary from process optimization and strengthening of business models to the redefinition of products or complete restructuring of organizations (Wessel et al., 2021). Especially for traditional companies, this results in a highly scaled, multidimensional transformation process that extends over several years and to many areas of the company, such as strategy, products, processes, employees, culture, and collaboration (Fenlon & McEneaney, 2018; Porfirio et al., 2020). The study by LaClair and Rao (2002) analyzes the success rate of such holistic organizational initiatives. They compare the change initiatives of 40 organizations in different industries and show that 58% of organizations failed to achieve their goals and another 20% only partially achieved their goals. A review of the common success factors of organizations with high levels of goal achievement showed the constant involvement of leaders at all levels (LaClair & Rao, 2002). Leadership theory was able to deduce decades ago that the involvement and capability of leaders are decisive components of the success of transformation projects. Independent studies, such as the by Hambrick and Mason (1984), who introduced macro-organizational theory, or by change luminary Peter Drucker (1999), created the basis for further analyses and recommendations on conducive leadership behaviors, styles, and characteristics (Schoemaker & Day, 2021; Gilley et al., 2009). If we examine the specific change process of digital transformation, a survey from 2015 illustrates that 90% of CEOs consider digitalization have a significant impact on their industry, although only 25% surveyed are prepared for the changes as part of an implementation concept (Taylor, 2015). This is also reflected in the academic community, which reached a consensus on the coherence between the effectiveness of digital transformation and the influence of leaders. However, few academically based analyses on the influences of specific characteristics exist, such as leadership behavior or leadership style, and their practical implications (Porfirio et al., 2021). Given this background, it is of entrepreneurial relevance to resolve the uncertainties and identify the potentials of successful leadership in the digital age, which may stand for the continued existence of companies, especially traditional companies in German industry. The dissertation is dedicated to this highly relevant set of topics, and it examines the mechanisms of leadership in the digital age from different research perspectives with the aim of creating a profound theoretical basis and thus contributing to the further development of theoretical and entrepreneurial understanding. To achieve this goal, this thesis presents three articles that examine empirical data obtained either by the author or through published scholarly articles. The first article reviews the state of research in the topic area through a systematic literature review and identifies the characteristics of effective leadership behavior in the digital age based on theoretical findings. Papers two and three provide a scientific evaluation of empirical data collected by the author herself. Paper two addresses the identification of leadership trends in the digital age. Since paper one and two conclude that “digital collaboration” in the leadership context is highly relevant from the perspectives of theory and practice, the third paper is devoted to this topic exclusively within the framework of a qualitative survey of leaders and experts. In addition, it is combined with an analysis of the effects of the COVID-19 pandemic on this regard. A brief overview of these essays is provided as follows. Article 1: Effective Leadership Behavior in the Digital Age: A Review and Research Agenda The first article presents the current state of the discussion and research on the emerging topic of leadership behavior in the digital age. In recent years, the number of publications on this topic has increased, but a systematic review of the literature is still lacking. The article addresses this circumstance, and it aims to identify the manifold theoretical contributions, to summarize the results in a structured way, and to derive implications for business and future research proposals. The results of the articles are based on 49 selected scientific articles which present eight leadership behaviors that are rated as conducive to dealing with digital transformation. These are categorized according to Fiedler’s (1966) effectiveness model into task- and relationship-related criteria. To employ the identified behaviors, it is additionally deduced that leaders require awareness, willingness and readiness concerning the opportunities and risks of digitalization. Article 2: New Ways of Leadership in the Digital Age: These Trends are Forcing Leaders to Rethink their Existing Leadership Styles To achieve a holistic and generic understanding of future leadership challenges in the context of digitalization, the next article focuses on examining leadership trends. To identify these seminal implications, the methodology used is a combination of an in-depth expert workshop and a systematic literature review. By selecting the chosen exploratory research design, it is possible to compare leadership trends from theory and practice and identify 21 trends. These are assigned to the following derived, superordinate trends: change of leadership role (individual level), change of collaboration (team level), and change of organizational environment (organizational level). The article thus answers the research question of identifying and characterizing current leadership trends and contributes to the decuviation of common focal areas, as well as differences in leadership trends according to the current state of science and practice. Article 3: Successful Collaboration in the Digital Age and the Potential Effects Caused by COVID- 19 in this Regard Building on the findings of the first and second articles, the leadership topic of “digital collaboration” is addressed separately due to its identified relevance to both economics and science. The author applies a qualitative–explorative research design to obtain a detailed picture of the aspects of digital collaboration. For this purpose, after a systematic literature review, experts and leaders in German industry are interviewed about the success factors and challenges of digital collaboration. Because the survey period took place after the third wave of the COVID-19 pandemic, the resulting effects for digital collaboration had to be considered. After analyzing the qualitative interviews and processing the obtained data, seven key factors for digital collaboration were identified, which are divided among the individual, team, and organizational levels. From a practical perspective, the study shows the need for HR support to professionalize systematically this leadership tool and hence empower leaders. The theoretical contribution consists of the analysis and description of the fundamental factors of collaboration in the digital age.
As firms struggle to cope with an increasingly turbulent and uncertain economic environment there is widespread recognition of the importance of organisational learning. One option is to look at the potential of shared learning between firms, where common interests and interdependence provide motivation for experience sharing and other forms of synergy in learning. A particular version of inter-firm learning is the use of supply chains as a mechanism for upgrading and transferring “appropriate practice” and this article reports on exploratory research on this theme. It draws on a literature survey and a detailed study of six UK supply chains at various stages of implementing supply chain learning.
The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.
Executive Overview
The economic landscape of the world is changing rapidly and becoming increasingly global. For virtually every medium-sized to large company in developed as well as developing economies, market opportunities, critical resources, cutting-edge ideas, and competitors lurk not just around the corner in the home market but increasingly in distant and often little-understood regions of the world as well. How successful a company is at exploiting emerging opportunities and tackling their accompanying challenges depends crucially on how intelligent it is at observing and interpreting the dynamic world in which it operates. Creating a global mindset is one of the central ingredients required for building such intelligence. In this article, we address the following issues: why mindset matters, what a global mindset is, the value of a global mindset, and finally, what companies can do to cultivate a global mindset.
We examine how UK universities view different topics within supply-chain management as seen in their research output and their postgraduate curricula and whether this view matches the relative emphasis on these aspects by UK-based employers when hiring. Using content analysis, we analysed: (1) UK-based supply-chain/logistics job advertisements, (2) abstracts of research articles by UK academics in supply-chain/logistics journals, and (3) the description of the postgraduate-level supply-chain/logistics degrees in UK universities. Our findings show that the overall research output of UK universities is broadly in line with employers’ needs with regards to the relative emphasis on different supply-chain topics. However, their relative emphasis on these topics in their teaching programmes is quite different. We suggest that universities need to look into their provision of academic programmes in relation to employers’ needs and need to look into how to leverage their research output better for this purpose.
The role of human capital as a source of competitive advantage has long been recognized; however, there has been little research into the competencies required in the supply chain management system. This paper strengthens the ties between supply chain and human resource management by examining the competencies inherent in successful supply chain management systems. Using structural equation modeling we assess the linkages between individual, network and inter-organizational competencies, investment in strategic partnership and firm performance. The findings reveal that both organizational awareness (competency at the individual level) and supply network competency (competency at the organizational level) have significant and positive effects on collaborative awareness. The importance of inter-organizational competencies is supported by the significant positive effect that collaborative awareness has on investment in strategic planning. Implications for human resource managers and supply chain managers are also provided.
Purpose
Motivated by a lack of studies in graduate level supply chain education, this research aims to explore trends in supply chain‐related graduate programmes in Europe and to propose a framework for designing such programmes.
Design/methodology/approach
The authors determine “knowledge” and “skills” areas applicable to supply chain management (SCM) education and analyse supply chain‐related graduate programmes published by the European Logistics Association in 2004. They revisit the same programmes in 2011 to determine the recent situation and the trends. The authors use cluster analysis to reveal the similarities and differences among these programmes.
Findings
The authors find two distinct clusters: focused and diversified. Focused programmes offer modules in knowledge and skills areas apart from SCM at a negligible level and place more emphasis on SCM in 2011 when compared to 2004. Diversified programmes show a similar increase in the emphasis on SCM with more variety in the knowledge and skills areas.
Research limitations/implications
The authors' findings are based on SCM programmes delivered in Europe and over two discrete time periods. Future research should seek to extend this analysis to other continents with larger samples and incorporate the industry perspective to determine the potential gap between what programmes offer and what industry requires.
Practical implications
SCM‐related graduate programmes continue to redefine themselves. Clustering predominantly serves the universities in re‐assessing and re‐engineering their programmes, helps prospective graduates in their selection process and assists managers in their recruitment practices.
Originality/value
This paper establishes a baseline for assessing SCM‐related graduate programmes with respect to the knowledge and skills they offer and introduces a framework that may serve as a starting point for the design and positioning of such programmes.
The authors address the growing call for research into the management of supply networks serving the public sector. Building on prior action research, this empirical paper focuses on the management of supply in interorganizational, health sector networks identifying the competence requirements (skills, knowledge, traits, and behavioural indicators) associated with effective team performance. Drawing on empirical data, the authors present a competence framework that aims to capture a team's tacit understanding of strategic supply management. Competence indicators are organized into six themes: network understanding; developing network position; relationship management; learning, knowledge and knowledge management; strategy formulation; strategy implementation. Finally, the relevance of the framework to boundary spanning personnel outside the purchasing function and to other organizations is considered.
Purpose
The purpose of the paper is to identify management and human resource (HR) practices that lead to satisfaction with the performance of an organization's supply chain as well as employee wellbeing, and to develop recommendations for practicing managers.
Design/methodology/approach
Adopting an empirical approach, a Delphi expert panel study was first carried out to identify the possible impact of supply chain integration, particularly with regard to human resource management (HRM) policies and practices. Then, using a survey of 228 supply chain professionals, hypotheses linking satisfaction with supply chain performance to non‐traditional HR practices, training, and team organization were tested.
Findings
The Delphi study identified specific HR practices, such as flexible job descriptions and teamwork training that would need to accompany successful supply chain integration. Regression results indicate that flexible job descriptions, team organization, teamwork training, and the use of performance metrics to determine rewards, are significantly related to satisfaction with supply chain performance.
Research limitations/implications
The Delphi results are subjective by nature and the cross‐sectional survey design limits inferences of causality.
Practical implications
This paper identifies management and HR practices that lead to satisfaction with supply chain performance, which is particularly relevant to modern industrial organizations where the trend is toward inter‐organizational networks in the form of integrated supply chains. Implications for employee wellbeing are also discussed.
Originality/value
This paper adopts an interdisciplinary approach and links HRM practice with supply chain management; two separate fields with their own research traditions.
Purpose – This research aims to provide a theoretical framework for exploring how firms can
respond to the growing threat of natural resource scarcity. Specifically, the role of closed-loop supply
chain management is examined as a means for creating resource advantages that can lead to
marketplace competitive advantages.
Design/methodology/approach – The research extends previous theoretical research, integrating
natural resource scarcity and closed-loop supply chain management for the first time.
Resource-advantage theory is employed as the theoretical lens for the research model and propositions.
Findings – The findings deepen understanding of the forces that create natural resource scarcity
conditions in the supply chain, and highlight the need for higher order closed-loop capabilities that
have the ability to mitigate natural resource scarcity.
Research limitations/implications – The theoretical model and six research propositions suggest
relationships between natural resource scarcity, closed-loop capabilities, and firm level performance
that need to be tested empirically. Future research opportunities and methodologies are suggested.
Practical implications – Growing natural resource scarcity is already having a major impact on
many firms and industries; therefore, this research has significant managerial implications due to
supply risks and potential disruptions caused by insufficient natural resources in current and future
supply chains.
Originality/value – This paper seeks to increase discussion about natural resource scarcity and
bring it into focus as a relevant supply chain topic related to closed-loop supply chain capabilities and
the internal firm level resources needed to ensure performance in a changing world.
Purpose
The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset.
Design/methodology/approach
The research methodology informed by social constructivism included in‐depth interviews with 24 global leaders that were analyzed using constant comparative and content analysis. The findings presented in this paper are part of a larger study on the meaning of global leadership and mindset. The framework for this research was guided by the Global Leadership Mindset (GLM) model developed by the authors and their colleagues.
Findings
Transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leading in the global environment. The global leaders' learning journeys were characterized by informal learning during everyday work and life experiences including learning from mistakes, and from and with others. Self‐reflection leading to the “self‐awareness of otherness” as well as reflection with others were at the core of learning and developing the global mindset of these leaders.
Practical implications
The findings of this study highlight the role of human resource development (HRD) professionals in facilitating self‐reflection and reflection with others – core processes for the learning and development of global mindset. HRD professionals are called to address both the “you don't know what you don't know” phenomenon by offering cross‐cultural training programs and experiential learning opportunities and the “you know what you don't know” daily challenges of global leaders and their team members. Initiatives that will incorporate self‐reflective and reflective processes will allow the participants to make meaning of their learning.
Originality/value
This is an initial attempt to explore the development of a global leadership mindset as informed by the GLM model with a focus on its learning component. The findings of this study could inform leaders preparing to work in global environments and HRD professionals called to develop learning environments and a learning culture in global workplaces.
Purpose
In the supply chain context, professionals manage various risks that have the potential to disrupt supplies. Surprisingly, one kind of risk is often overlooked: reputational risk. It is critical to recognise the risk potential that impacts on the reputation of the organisation. Furthermore, managers require an appropriate tool set to control it. The present paper aims to have a twin focus: first, it will lay out the basic premises behind corporate reputation, reputational risk, and corporate social responsibility (CSR). Second, the practical implications will be addressed that lead to a substantial teaching component.
Design/methodology/approach
The present paper is based on two research stages. Initially, the authors adopted the “reflective practitioner” philosophy that aimed at discovering the common beliefs in practice that explain working processes and management thought. In particular, they explored the foundation of CSR, reputation and risk management with specialists in dedicated workshops (electronics, energy, life sciences, telecommunications and defence industries, located at different stages of the supply chain). To gain more insight, the authors subsequently conducted in‐depth interviews in these topic areas with key informants. The combination allowed them methodological triangulation.
Findings
Reputation can be created and controlled as soon as its nature is fully understood (Reputational Owner). Interestingly, it is a transceiving business phenomenon that crosses organizational boundaries. Spillover effects can thus be observed at all stages of the supply chain by mere business association (Reputational Borrower). Reputation can range from positive to negative extremes and needs to be managed. The results of the authors' exploratory work are presented as quotations to provide the substance of the current and relevant subject.
Research limitations/implications
The present work is exploratory in nature. Quantitative research methods are now required to validate and substantiate the findings.
Practical implications
CSR is a contemporary foundation to mitigate reputational risk throughout the supply chain. The authors outline the reputational risk factors in this context and the ways of managing those.
Social implications
In the market place, reputation is a reflection of the supply chain offering (products, services), communication (promotion, PR), and action (behaviour and views expressed). Consumers adopt supply chain reputation as a yardstick when making purchase decisions. It is therefore critical to manage reputational risk in the supply chain and this paper outlines the cause and effect relationships that this topic entails in modern society.
Originality/value
This paper discusses the importance of reputational risk in the supply chain. It also explains the ways it can be mitigated via CSR. This is the management baseline that adds tremendous value for theory builders and present and future managers. Having the education of Master students in mind, the authors outline three specific teaching units that bring the conceptual underpinnings alive in an interactive learning environment.
The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer's seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.
Theorists suggest that integrated manufacturing requires a compensation strategy that reinforces collective effort, professionalism, and flexibility. But several aspects of job design and organizational characteristics may mitigate a direct manufacturing-compensation relationship. Results of this study show virtually no direct effects of advanced technology, just-in-time inventory control, and total quality management on compensation practices. However, when integrated manufacturing is coupled with job characteristics that signal ''knowledge work,'' compensation systems tend to emphasize group-based incentives, salary, and seniority-based pay. Sources of organizational inertia moderate these relationships.
Purpose
Consultancies provide a beneficial teaching tool in linking industry with supply chain education. With the scarcity of supply chain talent and real life experience, there is a real interest in using consultancy modules to bring the two worlds closer. This research paper aims to explore the challenges faced by key stakeholders (clients, lecturers and students) who participate in a supply chain management (SCM) consultancy module.
Design/methodology/approach
Case study methodology is used to describe the challenges faced by the stakeholders in running a SCM consultancy module. Using the existing literature on consultancy module challenges as a point of departure, this paper explores these challenges within a SCM consultancy module. A triangulated research approach allowed capturing the views of the key stakeholders.
Findings
The findings confirmed that the case entailed all initial 13 challenges faced by key stakeholders, as well as four more challenges (health and safety risks; expertise assessment; depicting supply chain management boundaries; and SCM consultancy skills) which were relevant to the SCM field.
Research limitations/implications
The paper offers an insight into the challenges of teaching a supply chain management consultancy module and addresses the issues for academics to bridge the divide between theory and practice.
Practical implications
This paper assists supply chain educators in consultancy module development and helps companies willing to participate in such modules prepare for the challenges that they will encounter. It also contributes to debate on SCM difficulties in building business‐university collaboration.
Originality/value
Consultancy challenges observed in higher education have been based on individual cases and mainly covered in the marketing literature. This paper is the first case study that depicts all consultancy module challenges faced by key stakeholders and within the supply chain management subject; it highlights some subject relevant challenges for supply chain educators.
Purpose
This study attempts to list and rank the necessary skills required of a global logistics professional based on objective evaluations from industry.
Design/methodology/approach
This paper adopts a novel mixed‐methods approach using elements of concept mapping (brainstorming, multi‐dimensional scaling, cluster analysis), and link analysis. Concept mapping through repeated brainstorming by industry practitioners helps to summarize the key skill required of an effective global logistician. The multidimensional scaling method and cluster analysis support the classification and weighting of the capabilities into nine clusters. Link analysis helps to evaluate the significance of the results and addresses the gap between industry and academic perceptions of the existing global logistics curriculum in Taiwan.
Findings
In dealing with globalization, a logistician needs to be able to integrate, communicate, and analyze from an international perspective, perform financial analysis, maintain good industry and customer relations, exhibit strong people skills, stay healthy, and understand laws and regulations. Significant differences exist between industry practitioners and educators. The former believe that cross‐functional marketing skills are critical and emphasize the importance of risk and financial management. In contrast, logistics educators consider the traditional logistics management skills, such as demand forecasting, sourcing, planning, and system integration, as key priorities.
Research limitations/implications
There is room for research and theory on how to narrow the mismatch between the current logistics curricula in academia and practical requirements. Different pedagogical strategies and techniques can be further investigated to orchestrate an effective and balanced global logistics management course. One research limitation arises from the sample which is confined to Taiwan. Thus, the authors' findings may be constrained by local and cultural influences. Future research could extend to a large‐scale multi‐country data collection and analysis to reduce the possibility of cultural and context bias.
Practical implications
Arming students with such important but diverse global logistics skills presents a challenge for logistics educators who need to find the right balance between breadth and depth of the modules. Educators and practitioners need to work closely together to co‐design and adapt the logistics curricula for a rapidly changing global environment. This will help to shorten the last stage from the classroom to the workplace by keeping abreast of the changes in industry and produce relevant logisticians without compromising on rigour.
Originality/value
The results provide a reference for educators keen on blending logistics education course design with practitioner inputs, to better develop global logistics capabilities. It also provides a reference to help prioritize what skills are important to be taught jointly in a module.
Sustainable competitive advantage has proved elusive for companies in the 1990s. While making enormous investments in technology, research, and state-of-the-art marketing, many of today's managers continue to ignore the single most important factor in achieving and maintaining competitive success: people. Yet all evidence indicates that the source of competitive advantage is shifting from technology, patents, or strategic position to how a company manages its employees. In this excerpt from his newly published book, Competitive Advantage through People, Jeffrey Pfeffer describes how successful companies have overcome the barriers to change and offers a solid framework—with specific actions—for implementing these changes in any industry.
Recognizing that not all employees possess knowledge and skills that are of equal strategic importance, we draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four different employment modes: internal development, acquisition, contracting, and alliance. We use this architecture to derive research questions for studying the relationships among employment modes, employment relationships, human resource configurations, and criteria for competitive advantage.
While there is little question that the logistician's role(s) and responsibilities have undergone dramatic change in recent years, managerial skills and knowledge remain the foundation of effective and efficient logistics management. With this in mind, this article uses Poist's (1984) BLM (Business, Logistics, Management) framework to compare skill requirements for senior-and entry-level logistics managers. The article reports findings from a survey of U.S.-based search firms that engage in the recruitment and placement of managers in logistics, transportation, supply chain management, and related fields. Consistent with previous research based on the BLM framework, results from the present study indicate that management skills are most important for both senior-and entry-level managers, followed in order by logistics skills and business skills. Having said this, the study finds strong differences between senior- and entry-level personnel within the business, logistics, and management components of the BLM framework.
In the prevalent rationalistic approaches, human competence at work is seen as constituted by a specific set of attributes, such as the knowledge and skills used in performing particular work. As an alternative to the rationalistic approaches, an interpretative approach, "phenomenography," is proposed and explored here. Findings suggest that the meaning work takes on for workers in their experience of it, rather than a specific set of attributes, constitutes competence. More specifically, the results demonstrate that the particular way of conceiving of work delimits certain attributes as essential and organizes them into a distinctive structure of competence at work.
Globalization of business has had a profound impact on organizations. The focus of management has shifted from a domestic one to a more complex understanding of how to compete effectively in the global marketplace. One element that has accentuated the need for managers to develop a global mindset is in the area of global supply-chain management. The need to modify and update the type of manager needed to manage global interorganizational relationships effectively has arrived. This theoretical research examines the growing importance of having the appropriate human resource management (HRM) processes to select, train, and retain competent global supply-chain managers. In addressing the human resource dimensions of successful global supply-chain management the growing importance of HRM in the management of supply chains is presented as a combination of resource-based (e.g. internal), market-based (e.g. external) and dynamic capabilities perspectives. In addition, selection, training and assessing the new ‘breed’ of global supply-chain managers is explored.
Supply chain management (SCM) plays a major role in creating (or destroying) shareholder value by influencing the three major drivers of firm financial performance: revenue, operating costs, and working capital. Yet, the relationship between SCM competency and firm financial performance is not well-established. Drawing on the resource-based view of the firm, this study assesses this relationship using Delphi-style opinion data from AMR Research’s Supply Chain Top 25 rankings to assess SCM competency and Altman’s (1968)Z-score statistic as the measure of financial success. The study findings show that firms recognized by industry experts for SCM competency have significantly higher Z-scores than their close competitors and industry averages.
Marketing efforts can offer firms a greater competitive advantage by overtly stimulating the impact of frontline logistics employees on customer value creation. In such a situation, internal marketing becomes the strategy of choice in both service and product support contexts. A broad marketing mix framework is introduced shifting the traditional application from marketing products to marketing the workplace to logistics distribution employees. Research findings support a multidimensional operationalization of internal marketing. Holistic tests indicate that internal marketing on an interpersonal level is associated with satisfied and higher performing distribution center employees and increased interdepartmental customer orientation.
Logistic skills are of importance for employment and career development, and prior research has highlighted differences in skill requirements for different logistics functions as well as for different groups of logisticians. However, the continuing incidence of natural disasters and complex emergencies and their associated challenges including the requirement to build relationships with diverse stakeholders, has increased the demand for humanitarian logisticians—but there is, as yet, little understanding of which skills are important in this context. This article develops a conceptual framework for skills in the field of humanitarian logistics, and evaluates the framework through a content analysis of job advertisements with a special focus on the 2010 Haiti earthquake. This analysis concludes that humanitarian logisticians need a broad spectrum of functional skills (such as procurement, and warehouse and transport management) that must often be held in some depth. In addition, however, humanitarian logisticians need “contextual” skills that reflect their particular field of employment (such as security management and a comprehensive knowledge of donor regulations). It is suggested that such contextual skills are likely to feature in other areas of logistic employment, and that further research to identify these would lead to improvements in training and education programs.
Purpose
This paper aims to provide the results of a large‐scale survey of courses dedicated to the field of logistics in higher education. This research is unique because it represents the first large‐scale study of both undergraduate and graduate logistics courses.
Design/methodology/approach
Content analysis was performed on each syllabus to identify the actual course coverage: requirements, pedagogy and content emphasis. Content analysis is a descriptive approach to categorize data and the results may be limited by the categorizations used in analysis. This aggregated information was utilized to compare historical research findings in this area with the current skills identified as important for career success. These data provide input for gap analysis between offerings in higher education and those needs identified by practitioners.
Findings
Data gathering efforts yielded a sample of 118 logistics courses representing 77 schools and six different countries. The aggregate number of topics covered in undergraduate courses totalled 95, while graduate courses covered 81 different topics. The primary evaluation techniques include the traditional exams, projects and homework. Details regarding learning objectives and grading schema are provided along with a gap analysis between the coverage of logistics courses and the needs identified by practitioners.
Originality/value
The goal is to use these data as a means of continuous improvement in the quality and value of the educational experience. The findings are designed to foster information sharing and provide data for benchmarking efforts in the development of logistics courses and curricula in academia as well as training and development by professionals in the field of logistics.
This paper reviews 726 academic research studies covering logistics and supply chain management (L&SCM) applications within a global context. Articles are analyzed according to their publication year and outlet, common themes, and countries or regions investigated. The sample was drawn from ABI/INFORM’s Global database which includes almost 1,800 journal titles. The review offers a starting point for any researcher, graduate student, faculty member or practitioner delving into the realm of international L&SCM applications. The article also serves as a motivation and inspiration to continue this exciting area of research, and draws attention to the wide array of global L&SCM studies conducted, their settings and viewpoints. This paper helps in the advancement of the field by highlighting some of the most interesting works and drawing attention to lesser-researched countries and regions of the world. The overview also provides an introduction for practitioners and managers to what academic research has covered in the area of global L&SCM. Practitioners can use this review as a starting point for the identification of relevant and useful references for their particular task.
Purpose
The purpose of this paper is to describe how to implement mixed methods research in supply chain management.
Design/methodology/approach
A review of past journal analyses on research methods used in supply chain management‐related disciplines is conducted to demonstrate the low incidence of mixed methods research in supply chain management. Drawing from literature on multiple and mixed methods research, the paper provides guidelines for designing and reporting such studies.
Findings
Knowledge development in logistics and supply chain management relies primarily on single‐method quantitative research designs, while mixed methods approaches are rarely used. Thus, there is a significant opportunity to advance the discipline through the rigorous application of mixed methods research.
Research limitations/implications
Supply chain management phenomena are complex and dynamic. Thus, the application of mixed methods research would serve the advancement of the discipline as these approaches provide richer understanding and more robust explanations of such phenomena.
Practical implications
If supply chain research is to keep up with the dynamic business environment, research methods must be applied with the capability to fully explain supply chain phenomena. The application of a single‐method research approach is not always adequate for this task.
Originality/value
This paper is the first to draw on research from various disciplines to investigate the use of mixed methods in logistics and supply chain management research. It examines its prevalence in the discipline, provides examples of its application from the supply chain management literature, prescribes how to implement mixed methods research, and describes the benefits and limitations of such designs.
Purpose
– There is an ongoing shortage of talented supply chain managers with the necessary skills and business-related competencies to manage increasingly complex and strategically important supply chain processes. The purpose of this paper is to propose that organizations can create and maintain competitive advantage by leveraging the expertise of human resource development (HRD) professionals to provide a range of developmental and change-oriented interventions related to critical supply chain manager skill sets that are currently in short supply.
Design/methodology/approach
– This is a conceptual paper.
Findings
– This is a conceptual paper.
Practical implications
– Supply chain management (SCM) decisions significantly influence financial performance since firms expend up to 75 percent of their revenue on supply chain activities. HRD professionals' intervention capabilities in training and development, organizational development and change management uniquely equip them to disseminate a deeper and broader understanding of the SCM concept within organizations, to help prioritize the development of supply chain managers and to address the complex interpersonal issues associated with helping people to work together collaboratively to foster operational innovation and make increasingly complex supply chain processes function effectively.
Originality/value
– The requisite skill sets for effective supply chain managers are described, linkages between HRD and SCM are highlighted, and areas of HRD professionals' expertise that can be exploited to better develop supply chain managers' skill sets and competencies are considered.
Purpose
– The purpose of this research is to investigate the dynamics and dimensions of behaviors of supply chain employees that may impede the success of supply chain relationships.
Design/methodology/approach
– A grounded theory qualitative method was used to explore the concept of counterproductive work behavior in a supply chain context.
Findings
– Through analysis and evaluation of the data, five key supply chain counterproductive work behaviors (avoiding, withholding, emoting, confounding, and shifting) emerged. Overall, these behaviors are associated with perceived contract breaches, which undermines trust within supply chain relationships.
Research limitations/implications
– This work provides a basis for researchers to explore counterproductive work behaviors within supply chain management and managers to consider these behaviors in relational exchange. Future research can build on the insights provided here by applying quantitative methods to exploring the phenomenon and investigating counterproductive behaviors from the actor's perspective.
Originality/value
– This research provides an overarching framework for relationship management behaviors that may detract from supply chain relationships. Research has previously explored these types of behaviors in a segmented fashion. This work takes a comprehensive look at behaviors and through evaluation of the data, relational and informational contract breaches emerge. The data suggests these contract breaches may undermine the trust within supply chain relationships.
Purpose
The purpose of this overview is to provide a brief introduction to the theme of the special issue, the expert commentary, and six papers included in the special issue. The authors conclude by articulating four avenues of future research that are likely to contribute significantly towards building work‐environments in which employees and organizations can flourish.
Design/methodology/approach
The International Journal of Manpower 's usual double blind review process was used to select the six papers from various parts of the world including Estonia, USA, Australia, Brazil, and Israel that focus on important aspects of the changing work environment and its influence on employee wellbeing. The papers represent a wide variety of research designs, methodologies, and analytic strategies used to investigate the influence of changing work environment on employee wellbeing. An expert commentary provides an overview of current scholarship on changes occurring in the work environment and its impact on employee wellbeing.
Findings
The findings of the studies included in this special issue provide insights into six specific work‐environmental issues influencing employee wellbeing, including workplace bullying; inter‐organizational networks; professional contractor well‐being; inter‐generational differences; commitment and intention to leave; and work‐engagement.
Practical implications
Each article includes practical implications with regard to promotion of employee wellbeing.
Originality/value
Taken as a collective, the six papers in this special issue highlight frontier issues in the relationship between changing work environment and employee wellbeing. The expert commentary provides an easy to access summary of the current scholarship in the area and specifies fruitful areas for future research.
Purpose
– This paper aims to report the results of a study focusing on the competencies and skills of supply chain managers, their use of supply chain technologies and future challenges in supply chain management (SCM), including issues relating to globalisation, environment, and supply chain integration.
Design/methodology/approach
– The study uses a questionnaire survey to collect data from Australian supply chain professionals. A total of 921 surveys were mailed out and 148 responses were received, giving a response rate of 16 per cent.
Findings
– Communication and teamwork is identified as the most important competencies for successful supply chain integration. Knowledge of a broad range of technologies is considered essential; however, their use remains somewhat low. Environmental issues relating to the management of scarce resources are identified as having a significant impact on supply chain strategies.
Research limitations/implications
– The study adds to the literature on the above issues by providing empirical findings from an Australian context which can be used for comparative assessment against similar studies from other countries.
Practical implications
– The study provides insights for firms, industry associations, and governments by identifying the competencies and skills that are required to be developed for supply chain professionals. The findings also indicate the level of awareness and the extent of the adoption of information and communication technologies as well as the perceptions of supply chain professionals on the future challenges of SCM.
Originality/value
– The study is timely given the highly dynamic environment that businesses currently operate in and the challenges that it presents to supply chain professionals.
Purpose
– The aim of this paper is to provide a snapshot of the existing research and suggest potential opportunities for academic inquiry related to the concept of sustainable supply chain management.
Design/methodology/approach
– The researchers review the extant literature at the intersection of “sustainability” and “supply chain management”. This literature is subsequently categorized with the aid of a classification matrix derived from the literature in order to review the current state of thought development across three distinct disciplines (logistics/supply chain management, operations/production management and social/environmental management). The analysis suggests future research opportunities in this area.
Findings
– The findings indicate that the existing literature is primarily focused on individual sustainability and supply chain dimensions rather than taking a more integrated approach. In addition, the findings suggest both the emergence of a group of themes within an individual dimension, such as green logistics within the environmental dimension as well as a set of themes that are consistent across dimensions. The analysis establishes several areas of opportunity for future inquiry.
Originality/value
– The paper contributes to our knowledge on sustainability as it relates to supply chain management by using the triple bottom line approach and supply chain management elements that had been previously established in literature as a means to classify extant literature in this space and identify specific research opportunities in a systematic manner.
Purpose
This is a polemical paper challenging both the principle and practice of journal ranking. In recent years academics and their institutions have become obsessive about the star‐ratings of the journals in which they publish. In the UK this is partly attributed to quinquennial reviews of university research performance though preoccupation with journal ratings has become an international phenomenon. The purpose of this paper is to examine the arguments for and against these ratings and argue that, on balance, they are having a damaging effect on the development of logistics as an academic discipline.
Design/methodology/approach
The arguments advanced in the paper are partly substantiated by references to the literature on the ranking of journals and development of scientific research. A comparison is made of the rating of logistics publications in different journal ranking systems. The views expressed in the paper are also based on informal discussions with numerous academics in logistics and other fields, and long experience as a researcher, reviewer and journal editor.
Findings
The ranking of journals gives university management a convenient method of assessing research performance across disciplines, though has several disadvantages. Among other things, it can skew the choice of research methodology, lengthen publication lead times, cause academics to be disloyal to the specialist journals in their field, favour theory over practical relevance and unfairly discriminate against relatively young disciplines such as logistics. Research evidence suggests that journal ratings are not a good proxy for the value and impact of an article. The paper aims to stimulate a debate on the pros and cons of journal rankings and encourage logistics academics to reflect on the impact of these rankings on their personal research plans and the wider development of the field.
Research limitations/implications
The review of journal ranking systems is confined to three countries, the UK, Germany and Australia. The analysis of journal ranking was also limited to 11 publications with the word logistics or supply chain management. The results of this review and analysis, however, provide sufficient evidence to support the main arguments advanced in the paper.
Practical implications
The paper asserts that the journal ranking system is encouraging a retreat into ivory towers where academics become more interested in impressing each other with their intellectual brilliance than in doing research that is of real value to the outside world.
Originality/value
Many logistics academics are concerned about the situation and trends outlined in this paper, but find it very difficult to challenge the prevailing journal ranking orthodoxy. This paper may give them greater confidence to question the value of the journal ranking systems that are increasing dominating academic life.
With the rapid business expansion in China, multinational logistics companies are desperately in need of local management personnel to staff new offices and routes. This has been a major challenge for multinational logistics enterprises, as finding qualified candidates, recruiting them, and retaining them in China have proven to be harder than expected. Based on a set of interviews with executives in global logistics companies as well as interviews with Chinese supply chain candidates, we explore a set of root causes that underlie the challenges that human resource (HR) managers in multinational logistics companies face when recruiting and retaining Chinese employees. These underlying causes are manifold in nature. First, there is a shortage of qualified graduates from universities for open roles in logistics enterprises partly due to the nascent logistics higher education in China. Second, multinational logistics enterprise roles are often less appealing to talented Chinese job candidates who have multiple options for logistics career opportunities. Third, there is a gap between the expectations of Chinese employees and the perceived reality of foreign managers relative to what constitutes competitive salary, benefits, and job satisfaction conditions. To address the logistics labour challenges, it is imperative that Western logistics enterprises operating in China align their HR strategies and tactics with the hard realities of the Chinese labour pool and the conditions that exist in the market today as well as the near future. We identify several approaches to close the gap that exists today, including (a) creating training opportunities for HR managers on Chinese culture and social contexts, (b) establishing fair incentives internally, and (c) seeking deeper and broader relationships with Chinese universities to attract talent.
Purpose
The purpose of this paper is to explore the evolving nature of supply chain management customised executive education over the past decade and present a conceptual framework for curriculum development and design.
Design/methodology/approach
The paper adopts a combination of methods utilising both in‐depth interviews with academics and practitioners and a single longitudinal case study based on records of 197 customised executive education programmes delivered since 2000.
Findings
The findings show that the needs of practitioners have evolved from acquiring competency‐based training to obtaining support for wider strategy deployment and change management programmes within organisations. Moreover, the design and delivery of programmes have developed over the period considering the requirements for experiential learning, project work involving deeper faculty engagement, pre‐ and post‐course project activity, supported by internet‐based learning portals.
Research limitations/implications
The authors' research provides evidence that the nature of supply chain executive education has changed and that further research is needed to explore the implications for the delivery of programmes.
Practical implications
The adoption of the framework will provide course directors and programme managers involved in supply chain management executive education with insights for successful design and execution of programmes. Similarly, the framework can support decision‐making processes conducted by organisations commissioning customised executive education programs.
Originality/value
Although there is a body of research relating to curriculum development and design generally, there is little empirical research focusing on supply chain management executive education.
Purpose
The purpose of this paper is to describe collaboration between businesses, universities and industry associations in Australia with the aim of developing an appropriate set of competencies for supply chain professionals.
Design/methodology/approach
Three related initiatives are described involving questionnaire surveys (Initiatives 1 and 3) and a series of meetings involving representatives from businesses, universities and industry associations (Initiative 2).
Findings
Initiative 1 identifies that although supply chain professionals in Australia are highly educated, they had limited training in relation to supply chain management. Initiative 2 developed a set of 20 competencies for supply chain professionals and their importance was then assessed in Initiative 3. Generally, high importance is highlighted for the set of competencies. Maintaining momentum of the collaboration is identified as a challenge.
Research limitations/implications
One specific limitation is the somewhat low response rates achieved for the two questionnaire surveys conducted: 15 per cent and 16 per cent, respectively. Australia is unique in many respects; hence generalisation of the findings is limited.
Practical implications
The paper identifies Australian industry needs reflected in the set of competencies developed. The paper highlights the value of collaboration between business, universities/colleges and industry associations.
Originality/value
This paper identifies a set of supply chain competencies considered highly important by supply chain professionals in Australia. These can be used by academic institutions in developing future programs, by businesses for assessing performance of supply chain professionals that they employ and by industry associations in developing appropriate services for their members.
Purpose
The purpose of this paper is to find out the current SCM skill development priorities in manufacturing firms and how the structural properties of the supply chain translate into demand for SCM skills in manufacturing firms.
Design/methodology/approach
An internet survey was designed and conducted. The responses of 154 manufacturing companies operating in Finland were analysed through descriptive statistics and regression analyses.
Findings
The supply chain management skills with an inter‐organisational focus tend to have a higher development priority than the skills with an intra‐organisational focus. The top five skills for development are: demand forecasting and supply planning; sourcing and supplier management; customer and distribution channel management; production planning and control; and information systems for logistics and production planning. Structural properties of the supply chain seem to have an effect on skills that are related to supply chain design and information flow infrastructure, i.e. the ability to locate the various nodes in the network, and to connect and coordinate their respective activities in the face of often uncertain demand.
Research limitations/implications
The results are based on survey research with a limited sample size and geographic coverage with bias towards large firms. The research scope is further limited to investigating the influence of structural properties of the supply chain, leaving opportunities for further research on the demand for SCM skills.
Originality/value
The authors report original findings that provide input to the development processes of training programmes and university curricula, related to supply chain management. They also initiate theory development on the determinants of demand for SCM skills.
As competition becomes increasingly global in nature, the importance of global supply chain management grows. Yet, research attention on this matter has been limited. We seek to offer a strong foundation for future research on global supply chain management by examining it from the perspectives of six prominent organizational theories that range in emphasis from primarily endogenous to primarily exogenous influences. We, in turn, apply real options theory, internationalization theory, organizational economics, resource dependence theory, social network theory, and institutional theory. We also examine the implications for global supply chain management of juxtaposing the insights provided by multiple theories. Our hope is that the ideas generated by applying these theories set the stage for subsequent theoretically robust investigations of global supply chain management.
Previous experimental research demonstrates that inefficient replenishment decision
making in the supply chain can be caused by specific judgment and decision biases.
Based on the literature we use controlled experiments involving both student subjects
and supply chain managers to test debiasing interventions that provide declarative
knowledge, which is theorized to enhance the acquisition of procedural knowledge. We
first investigate the effects of three debiasing components in a single-echelon setting:
knowledge of bullwhip, inventory position (IP), and use of a target order-up-to quantity.
Experiment 1 (N = 1,608 decisions by 67 student subjects) using a 2 × 2 × 2
factorial design for the three components finds that the conceptual understanding of
IP is salient for efficient replenishment decisions. We next examine the effects of the
components in a simulated, multi-echelon, serial supply chain, which introduces the
additional complexity of coordination risk. Experiment 2 (N = 3,072 decisions by 128
student subjects) using a 2 × 2 × 2 factorial design finds that although subjects benefit
from training components, there is evidence of cognitive overload with an increased
quantity of information. Finally we test whether these debiasing components may be an
effective training program for practicing supply chain managers who can be expected
to have higher levels of procedural knowledge through experience gained in the field.
Experiment 3 (N = 864 decisions by 36 supply chain managers) using a 2 × 1 design
investigates the effects of an instructional training intervention which includes all three
debiasing components and finds the intervention to reduce costs by 14%.We provide avenues
for future research and successful practice.
Most SHRM research has concentrated on single, focal organizations and on activities taking place within the firm. The purpose of this article is to lay a foundation for studying SHRM in the supply chain. We present a framework which identifies factors that influence whether adopting a supply chain orientation (SCO) is effective, and articulates the contingencies that shape SHRM practices needed to achieve and capitalize on SCO. We make several contributions to the strategic human resource management and supply chain literatures. First, we highlight this neglected area of research. Second, we expand the boundary conditions of strategic human resource management and HR systems from a primarily single firm, intra-organizational focus to one which includes both intra- and inter-organizational relationships. Third, we provide a framework for understanding the links between HR systems, SCO, and strategic outcomes. Fourth, we build upon previous theorizing in strategic human resource management and provide a framework for research in the supply chain context. And finally, we offer propositions for future research, along with a decision making model which has implications for both research and management practice.