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The purpose of this paper is to explore and further the existing knowledge on supply chain integration (SCI). This study proposes a model and several hypotheses to better understand some SCI antecedents, dependence and resource commitment and their relationships with performance.

Based on diverse theoretical approaches, the author develops and tests an integrated model in which dependence and resource commitment are proposed to enhance external integration, leading to an increase in economic performance. This study's empirical validity is reinforced by collecting data from 142 manufacturing firms in Spain and Germany and testing the model using structural equation model (SEM).

The results support dependence and resource commitment as antecedents of SCI, both with a positive effect. Also, discrepancies in the effect of external integration on performance are found where supplier integration seems not to have any effect on performance.

This study helps to better understand SCI antecedents. It makes both theoretical and managerial contributions by empirically analyzing both antecedents. This furthers extant knowledge regarding the joined impact of resource commitment and dependence on SCI. In particular, it incorporates resource commitment by considering it as the sacrifice firms need to implement to get involved in a long-term relationship.

Managing projects is an important part of operations management, but many projects fail. This study focuses on attribution processes of such disruption from the underrepresented perspective of the project manager. The authors consider two types of causes: the more frequently researched environmental uncertainty (i.e. uncontrollable events) and the scarcely researched uncertainty imposed by non-collaborative project sponsors (i.e. other-controllable events).

The authors test conceptual arguments grounded in attribution theory and the notion of psychological contracts in a scenario-based experiment among 325 practicing project managers.

The findings indicate that non-collaborative project sponsors negatively affect project managers' motivation, whereas uncontrollable disruptions leave hope to achieve positive future outcomes. This latter effect is further strengthened when project managers have an internal attribution style. They tend to blame the disruption on themselves and generally feel in control of achieving success even if they are not.

These socio-psychological insights nuance the economic idea that uncertainty reduces motivation per se in the context of project disruption appraisal. The authors contribute to the behavioral project management literature and general attribution theory and help guide the allocation of resources during the recovery of failed projects.

The paper aims to promote the development of intelligent materials and the 4D printing technology by introducing recent advances and applications of additive layered manufacturing (ALM) technology of intelligent materials and the development of the 4D printing technology. Also, an arm-type ALM technology of shape memory polymer (SMP) with thermosetting polyurethane is briefly introduced.

This paper begins with an overview of the development and applications of intelligent materials around the world and the 4D printing technology. Then, the authors provide a brief outline of their research on arm-type ALM technology of SMP with thermosetting polyurethane.

The paper provides the recent developments and applications of intelligent materials and 4D printing technology. Then, it is suggested that intelligent materials mixed with different functional materials will be developed, and these types of materials will be more suitable for 4D printing.

This paper overviews the current developments and applications of intelligent materials and its use in 4D printing technology, and briefly states the authors’ research on arm-type ALM technology of SMP with thermosetting polyurethane.