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This paper demonstrates, using empirical cases from the National Health Services (NHS), how existing practices in demand specification, procurement and supply management fail to address the significant problems caused by the misalignment of demand and supply. When examining internal demand management a number of problems arise including: product overspecification, premature establishment of design and specification, frequent changes in specification, poor demand information, fragmentation of spend, maverick buying, inter-departmental power and politics, and the risk-averse nature and culture of the organisation. It is argued that unless these problems are addressed and eliminated the NHS will not be in a position to select the most appropriate reactive or proactive approach from the range of sourcing options available. An improvement path that NHS Trusts might follow to achieve more efficient and effective procurement and supply management is outlined.

This paper aims to focus on resistance strategies in distribution channels. The concept of resistance has received much attention in organization theory, but it has been rather neglected in corporate strategy. Only a few works dedicated to distribution channels explicitly use the notion of resistance strategy. These works provide a view of resistance as an inter-organizational phenomenon between companies (i.e. buyers and suppliers) but limit resistance strategies to merely confrontation strategies between channel members. This paper studies resistance strategies in a more open perspective considering that resistance can coexist with collaborative relationships, as part of a specific societal reality.

To capture the deep variety of resistance strategies, from the most active to the most passive, a qualitative research was carried out in France in the context of the book trade, based on 15 semi-structured interviews. The discourse analysis provides insights into the social reality of an organization and also the reality of changes in inter-organizational relationships. The interviews were conducted with 15 different companies representing a significant share of the French market.

The paper shows that channel members successfully develop resistance strategies of logistical nature, based on the efficient monitoring of flows, both inside the company (logistics rationalization) and within the supply chain (control of interfaces). Channel members who implement a logistics rationalization and a control of interfaces succeed not only in containing the power of their powerful partners but also in benefitting from new sources of profitability and improvement of customer service.

The French book trade is an illustration of the role played by logistical aspects in the power exercised by a supplier and resistance strategies that buyers develop in response as part of buyer-supplier relationships. Indeed, it is because they have a strong logistical expertise that dominant actors are capable, step by step, to place dominated actors in a situation of strong dependency, by using for that purpose their logistical means. In turn, dominated actors seek to develop logistical responses to rebalance the buyer-supplier relationships in their favor.

Lean has long been developed and utilised in the manufacturing setting. Today, lean seems to be applicable in all organisational settings; and recently, lean has been applied in the municipal sector. The purpose of this paper is to investigate lean practices in the municipal sector in a service supply chain management (SCM) context.

This paper analyses lean implementation in Danish municipalities through the use of two sets of questionnaire surveys from 2008 to 2009. Furthermore, data based on three confirmative case studies of lean implementations are included.

The paper outlines a model that illustrates under which conditions lean is deemed most appropriate according to the type of service delivered. The surveys and case studies show that lean is mainly implemented as “toolbox lean,” such as with value stream mapping, kaizen and information boards. In addition, the analyses show that the lean philosophy can be used by the public sector to be more effective in terms of cost reduction and service improvements if the assumptions for implementing lean exist.

From a supply chain perspective, data are collected only from a focal firm perspective (municipalities). Future research must investigate lean applications in public service supply chains from interorganisational perspectives.

This paper provides guidance on the concept of lean and on under which circumstances it may be applied in a public service SCM context. Furthermore, it stresses the importance of defining the customers and clarifying their demands in terms of value requirements.

This paper is the first to study the lean philosophy in the public sector from a service supply chain perspective.

The evolution of Lean Six Sigma (LSS) within the operations management theory has enjoyed significant success in both manufacturing and services. Though the applicability of LSS is evident in the services sector through various publications, academic research on the use of LSS in the Banking and Financial Services (BFS) is limited, and hence deserves greater attention. The purpose of this paper is to illustrate the application of LSS in consumer banking in real-time setting.

A case study method is used to study the application of LSS in two consumer banks with stage 1 featuring identification of appropriate consumer banks where LSS projects could be undertaken, and suitable LSS readiness assessment was performed. In stage 2, LSS project opportunities were identified in the select banks through stakeholder engagement. Finally, in stage 3, LSS projects were executed for process improvements in a real-time setting.

The case studies provide evidence of the successful application of LSS in consumer banking and the associated multiple benefits. The extent of applicability and appropriate managerial implications in project management context are elaborated. An LSS project selection criterion is recommended as a part of the study. Further, the study explains five important managerial implications in BFS context, with an outlook for future research.

Practitioner research shows that BFS organizations have changed their ways of working by adapting LSS over the last decade. However, the academic research concerning the applicability of LSS in BFS is apparently limited, and none of these are specific to “consumer banking.” This study serves as a strong foundation for future research in this area, which is at its nascence and upcoming in the researchers’ community. However, strong generalizations should not be made as this study is limited to two cases.

Since the cases are executed in the real-time setup of consumer banks, the paper has several practical implications. First, the paper confirms the applicability of LSS in consumer banking and concludes that LSS project management is merely a sub-set of LSS deployment. Second, LSS needs to be understood using a “systems thinking” perspective in order to move away from a narrow project-only approach. An LSS project selection criterion is recommended as a part of the study, which could serve as a managerial resource. Other managerial implications include effective management of stakeholders and change leadership as essential elements of LSS project management in banks.

LSS has been successful in the past few decades in the manufacturing and service sectors. However, its application in BFS is limited. This study illustrates the applicability of LSS in consumer banks, which deals with high volumes of data, customer bases and associated financial transactions.

The present research aims to investigate how lean project management (LPM) and agile project management (APM) affect project performance outcomes in the construction sector in Jordan. This study focuses on six key project performance outcomes, namely cost, time, quality, client satisfaction, innovation and responsiveness.

The present study employed a quantitative approach to achieve the research objectives. Accordingly, a multi-item survey questionnaire was prepared to gather data from 392 project managers from construction companies in Jordan. The study’s model showed acceptable levels regarding reliability, validity, fit indices and discriminant validity. In order to test the hypotheses of this study, path analysis was employed using Amos 24.0 software.

LPM demonstrated a remarkably high positive impact on cost performance. It also positively affected quality performance and client satisfaction. However, LPM insignificantly affected time, innovation and responsiveness performance measures. On the other hand, APM showed a notably high positive impact on innovation and responsiveness. The findings also revealed that APM positively impacted quality performance and client satisfaction. In addition, APM negatively impacted cost performance and insignificantly impacted time performance.

This study is one of the first comprehensive studies to empirically examine the impact of both LPM and APM on various project performance outcomes in the construction industry in the context of a developing country. It reveals some similarities and differences between LPM and APM with regard to their impacts on project management outcomes. The findings are expected to guide managers in selecting the appropriate project management approach based on the desired performance outcomes. Accordingly, it offers important implications for project managers in construction companies.

The purpose of this paper is to shed more light on the motivations for environmental, social and governance (ESG) risk management by agri-food companies and the neutralization techniques used to legitimize the measures taken in this area.

Based on an analysis of the sustainability reporting of 135 companies, this study shows the interdependence between the main motivations for ESG risk management and the neutralization techniques used in disclosing information about their exposure to threats or negative events that could damage their image.

The results of the study allow us to understand the four main complementary neutralization techniques used to obfuscate the negative consequences of risks related to agri-food activities: mitigating ESG threats, addressing global risks through corporate leadership, taking advantage of sustainability trends and turning risks into opportunities.

Managers can use the results of this paper to identify the best management approaches to take ESG risks into account more substantially in their company.

Ultimately, this study is important to improve the practices of agri-food companies and therefore their social legitimacy.

The examination of these neutralization techniques and their underlying motivations makes important contributions to the emerging literature on ESG risk management. The study also contributes to research on the disclosure of negative information that can damage a company’s reputation and on the strategies that companies use to promote the social acceptability of their activities.

The present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.

Following an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.

The present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.

The present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.

The present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.

Successful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.

Emphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.