Constantin Blome, Antony Paulraj and Kai Schuetz
There is only limited knowledge about the performance benefits of the alignment of sustainability-related upstream and downstream collaboration. The purpose of this paper is to…
Abstract
Purpose
There is only limited knowledge about the performance benefits of the alignment of sustainability-related upstream and downstream collaboration. The purpose of this paper is to analyze the deviation from an optimal profile of supply chain collaboration and its detrimental effect on sustainability performance as well as market performance.
Design/methodology/approach
The authors analyze the deviation from an optimal profile of supply chain collaboration and its detrimental effect on sustainability as well as market performance. Using data collected from 259 European manufacturing firms and advanced structural equation modeling approach, the authors empirically test a number of direct, mediation, and moderation effects.
Findings
The study shows that an alignment between supply chain initiatives does pay off. Furthermore, the results show that the effects of alignment on performance measures are mediated by the firm's internal sustainable production.
Research limitations/implications
The paper provides research limitations and implications as part of the research.
Practical implications
The paper also offers important conclusions for practitioners. Particularly the paper shows that sustainable supply chain collaboration needs to be operated at an ideal profile in collaboration with advanced internal practices to generate improved performance.
Originality/value
This work is differentiated from earlier work through the joint consideration of alignment of supply chain collaboration for customers and suppliers, providing in combination with mediation analysis new nuances to the field of sustainable supply chain management.
Details
Keywords
Professor Helen Walker, Professor Stefan Seuring, Professor Joseph Sarkis and Professor Robert Klassen
Jude Jegan Joseph Jerome, Vandana Sonwaney and Arunkumar O.N.
In the era of multiple global disruptions, firms are finding it to continue their business. MSMEs are impacted more as they have constrained resources. Organizational flexibility…
Abstract
Purpose
In the era of multiple global disruptions, firms are finding it to continue their business. MSMEs are impacted more as they have constrained resources. Organizational flexibility has emerged as an organizational and management principle that would help firms stay competitive even in volatile markets. This study aims to present a set of guidelines and insights for MSME managers to implement organizational flexibility in their organizations.
Design/methodology/approach
This study uses total interpretive structural modelling to study how the various factors contributing to organizational flexibility behave together. Behavioural theory is used to explain why organizations need to incorporate flexibility, and systems theory of organization is used to explain why an organization needs to have open boundaries.
Findings
Organizational flexibility is a principle that may be supported by the systems theory of organization. The study has shown that it is important for MSMEs to have supply chain collaborations to be more flexible. The study also shows pressure from competitors as the key driver that would make a firm more flexible, and that adequate support from management and technological skills are required to drive flexibility in an organization.
Research limitations/implications
Single respondent bias may have occurred in this study. This can be eliminated by interviewing multiple people from the same organization. Further research around the reasoning for linkages can be explored with theory-driven grounded studies.
Originality/value
This study attempts to use a multi-criteria decision-making technique to present insights to managers to help them make their organizations flexible.