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The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

The sample is limited to US manufacturing managers, with a low response rate.

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

The purpose of this paper is to examine the impact of sustainability training and knowledge on sustainable supply chain practices (SSCP) and the resulting impact on sustainable supply chain outcomes (SSCO) and firm performance. It also provides a valid and reliable measure of SSCO.

Data collected from 129 manufacturing managers are analyzed using a partial least squares structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations improved sustainability training and knowledge, utilize SSCP, the degree to which SSCO result, and the subsequent operational performance (OPP) and environmental economic performance (EEP).

Organizational sustainability training and knowledge positively impacts SSCP, and the utilization of SSCP results in SSCO which favorably impact OPP and EEP.

The study is limited to manufacturing organizations.

Practitioners are encouraged to improve organizational learning and training and are provided with a valid and reliable scale for measuring the outcomes of their sustainable practices. Combined with the work of others, this provides a framework for evaluating different aspects of sustainability with a firm.

Improved green manufacturing practices improves the environment by eliminating all forms of waste and provides eco-friendly products and services.

A sustainable supply chain training and knowledge model is proposed and empirically assessed. The results of this investigation support the proposition that sustainability training and knowledge support the implementation of sustainability supply chain practices which, in turn, improve sustainability outcomes and operational and EEP.

The theoretical framework for market-oriented sustainability developed by Crittenden, Crittenden, Ferrell, Ferrell, and Pinney, in which the relationship between organizational culture and performance management is theorized as moderated by stakeholder involvement, is empirically assessed. The paper aims to discuss these issues.

Crittenden et al. model is operationalized using market orientation to represent organizational culture and climate, logistics performance to represent performance management, and green purchasing to represent the moderator stakeholder involvement in sustainability. The model is assessed using data collected from a sample of 257 manufacturing managers working for US manufacturing plants. A partial least squares structural equation modeling approach is used to statistically assess for measurement scale validity and reliability and the moderated model.

The results support the conceptual framework for market-oriented sustainability theorized by Crittenden et al. Organization culture in the form of market orientation interacts with stakeholder involvement in sustainability in the form of green purchasing to enhance performance monitoring in the form of logistics performance.

This study is one of the first to empirically assess the market-oriented sustainability model. Only one set of potential constructs (market orientation, green purchasing, and logistics performance) is used to test the overall model thus limiting the generalization of the results.

The results indicate that manufacturing managers should work to establish and improve market orientation as a direct way of making their plants and organizations environmentally sustainable and that manufacturing managers interact with supply chain partners, specifically suppliers, to satisfy customer demands for eco-friendly products and services.

This is one of the first studies to empirically assess the general form of the market-oriented sustainability model.

This paper aims to theorize and assess a structural model that depicts the impact of an organization's capability to share information with supply chain partners through a focused green information system for the purpose of improving environmental performance.

Data were collected from 159 manufacturing managers and analyzed using a structural equation modeling methodology.

The general capability to share information with supply chain partners coupled with the specific capabilities of green information systems enhances environmental performance. Green information systems serve as a partial mediator to the relationship between supply chain information sharing and environmental performance.

While environmental sustainability has implications for all categories of supply chain partners, the study sample focuses on the manufacturing sector only.

Evidence supports the need for manufacturers to develop information sharing and green information system capabilities to improve environmental performance.

This is one of the first studies to empirically assess the role of information systems in achieving environmental sustainability. The results of this investigation support the proposition that information sharing among supply chain partners is a key to achieving environmental sustainability.

The purpose of this paper is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management practices on environmental and organizational performance from a manufacturer's perspective within a supply chain context.

An environmental collaboration and monitoring performance model is theorized and assessed following a structural equation methodology. Data were collected from 159 manufacturing managers through an on‐line survey.

Environmental collaboration and monitoring practices among supply chain partners are found to lead to improved environmental performance and organizational performance.

As a first wave investigation of the impact of green supply chain management practices on performance, the study is somewhat exploratory.

Practitioners are provided with a framework for assessing the impact of environmental collaboration and monitoring practices among supply chain partners on environmental performance and organizational performance. The study provides evidence that green supply chain practices lead to improved environmental and organizational performance.

The results also have important societal implications. While green supply chain management practices enhance the economic sustainability of the firm, they also positively impact society through improvements to the overall environment.

The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers.

The aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.

Data collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.

Generally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational performance. Operational performance enhances organizational performance.

As a first wave empirical investigation of the impact of GSCM practices on performance, the study is by necessity exploratory.

Practitioners are provided with a framework for assessing the synergistic impact of GSCM practices on performance. Internal environmental management and green information systems are identified as necessary precursors to the implementation of green purchasing, cooperation with customers, eco‐design, and investment recovery.

A comprehensive GSCM practices performance model is proposed and empirically assessed. The results of this investigation support the proposition that GSCM practices are both environmentally necessary and good business. A structured two‐wave approach to the implementation of GSCM practices is recommended.

Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing environmental uncertainty as a mediator/moderator of the relationship between agility and performance as others have done, the authors offer an alternative view where supply chain agility is seen as mediating the relationship between environmental uncertainty and supply chain performance.

The authors propose that supply chain agility is a response to the effects of environmental uncertainty and, as such, environmental uncertainty should be seen as a driver of supply chain agility. Few studies test the direct relationship between uncertainty and supply chain performance, and none simultaneously test for agility's mediation and moderation effect between environmental uncertainty and agility.

The model was statistically assessed using partial-least-squares structural equation modeling (PLS/SEM) by analyzing survey data from manufacturing managers in 136 US firms. The study results did not indicate a significant relationship between environmental uncertainty and supply chain performance. However, the authors did find a significant positive relationship between agile manufacturing and supply chain performance using measures that were primarily operations-centered rather than financial. Additionally, the authors found that agile manufacturing fully mediates the relationship between environmental uncertainty and supply chain performance.

The authors’ model, though simple, provides a base for future research for them and other researchers who can incorporate other impacting variables into the model. The study results show that uncertainty can be a force for good and that utilizing agile manufacturing can be a new source of opportunity.

The purpose of this paper is to assess the combined impact of radio frequency identification (RFID), Industrial Internet of Things (IIoT) and Blockchain technologies on supply chain transparency (SCT).

Data from 211 US manufacturing managers is analyzed using a covariance-based structural equation modeling methodology.

The structural model fits the data relatively well. RFID technology directly and positively impact both IIoT and Blockchain technologies which, in turn, directly and positively impact SCT. RFID technology indirectly affects SCT through both IIoT technology and Blockchain technology.

This study is the first to empirically assess the impact of RFID, IIoT and Blockchain technologies on SCT. First-wave empirical studies must be replicated to support generalization of the findings.

This study provides empirical evidence to support the implementation of a combination of RFID, IIoT and Blockchain technologies as infrastructure necessary to achieve end-to-end SCT.

New measurement scales for IIoT technology utilization and Blockchain technology utilization are developed and assessed for validity and reliability. This is the first study to assess the combined impact of RFID, IIoT and Blockchain technologies on SCT.

The purpose of this paper is to assess the combined impact of the Industry 4.0 blockchain and industrial internet of things technology (IIoT) technologies on the development of supply chain linkages associated with power, benefits and risk reduction and the ultimate impact of the linkages on supply chain performance.

A structural model with blockchain and IIoT as antecedents to the supply chain power, benefits and risk reduction linkages and the linkages as antecedent to supply chain performance is theorized. Data collected from 303 US manufacturing managers are analyzed using a covariance-based structural equation modeling (CB/SEM) methodology.

The CB/SEM results indicate that blockchain technology does not directly impact implementation of the linkages. Rather, implementation of blockchain technology supports implementation of IIoT technology, which strengthens supply chain linkages, thereby improving supply chain performance.

To the best of the authors’ knowledge, this study is one of the first to provide empirical evidence that Industry 4.0 technologies such as blockchain and IIoT strengthen linkages among supply chain partners related to power, benefits and risk reduction and that those stronger linkages lead to improved supply chain performance. It should be noted that this study is based on data from managers representing only one sector (manufacturing) and one country (USA). Replication based on data from other sectors and countries is needed to support generalization of the results.

Practitioners are provided with empirical evidence that the implementation of Industry 4.0 technologies such as blockchain and IIoT support supply chain management. These technologies facilitate data and information sharing among supply chain partners, enabling the integration and coordination of business processes throughout the entire supply chain.

The ultimate customers of supply chains benefit when supply chain partners work together efficiently and effectively. The implementation of blockchain and IIoT digital technologies lead to improve linkages among supply chain partners driving improvements in both efficiency and effectiveness, thus benefiting customers and society.

Industry 4.0 technologies are relatively new with the promise of improved supply chain performance. The efficacy of Industry 4.0 technologies as mechanisms to enhance information sharing is demonstrated based on the results of this study.