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Article
Publication date: 6 June 2024

Charles Luo, Dongli Zhang, Kevin Linderman and John Ni

Manufacturers face increasing demands to address inefficiencies and improve environmental performance across their supply chains. However, there remains a significant gap in…

101

Abstract

Purpose

Manufacturers face increasing demands to address inefficiencies and improve environmental performance across their supply chains. However, there remains a significant gap in empirical research examining how collaboration in the supply chain affects various environmental practices and their consequent impacts on performance. This study aims to address the gap by examining how shared goals and vision drives compliance-oriented and prevention-oriented practices, subsequently affecting environmental performance and operational costs—critical for fostering antifragility and resilience in today’s environment.

Design/methodology/approach

An empirical study has been performed based on a sample of survey data from 279 manufacturers from fifteen countries and regions. Applying structural equation modeling analysis to the sample dataset, this study examines the mediating role of two distinct types of environmental practices between shared goals and visions and manufacturers’ environmental performance and operational cost.

Findings

This study delineates distinct pathways through which shared goals and vision affect various types of environmental practices, and consequently lead to different performance outcomes: (1) environmental impact of manufacturing activities depends on the collective efforts of the manufacturers and their supply chain partners; (2) shared goals and vision among supply chain partners facilitates both environmental performance and operational cost through prevention-oriented practice; (3) shared goals and vision in supply chain benefits operational cost performance primarily through prevention-oriented practice, but less likely through compliance-oriented practice.

Practical implications

This study reveals two distinct pathways through which the shared goals and vision impact various performance outcomes, providing valuable guidance to businesses aiming to balance operational cost and environmental performance — crucial for resilience in today's turbulent environment.

Originality/value

This study not only corroborates existing theories of the Natural Resource-Based View and collaborative networks but also provides a detailed depiction of how collaboration across the supply chain promotes a diverse range of environmental practices and yields varied performance outcomes. It offers vital insights for supply chain participants to effectively navigate environmental challenges, enabling them to cultivate resilience and proactively address environmental issues.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 27 April 2010

Changyue Luo, Debasish N. Mallick and Roger G. Schroeder

This paper aims to examine the impact of internal coordination capability on supplier involvement.

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Abstract

Purpose

This paper aims to examine the impact of internal coordination capability on supplier involvement.

Design/methodology/approach

Hypothesized relationships are tested using confirmatory factor analysis and hierarchical linear regression models.

Findings

It was found that internal coordination capability and supplier involvement effort have a positive effect on collaborative product development (CPD) performance. In addition, internal coordination capability positively moderates the relationship between supplier involvement and CPD performance.

Research limitations/implications

The study used targets or goals as the standard for measuring all scales in CPD performance. Although, this approach has several advantages and it is widely reported in the literature, it fails to account for the aggressiveness of the goals or targets as well as relative importance of the metrics.

Practical implications

Managers attempting to gain short‐term benefits through increased collaboration scope will risk negative CPD performance unless they are willing to invest significant effort in supplier involvement to reduce the transaction cost.

Originality/value

Unlike existing literature which focuses either on internal integration or external integration, this study focuses on their interaction. It provides empirical evidence that internal coordination capability has a direct and an indirect impact (as moderator) on CPD performance.

Details

European Journal of Innovation Management, vol. 13 no. 2
Type: Research Article
ISSN: 1460-1060

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