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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.

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.

The paper's aim is to theorize and assess a structural model that incorporates radio frequency identification (RFID) technology utilization and supply chain information sharing as antecedents to supply chain performance.

Data from a sample of 155 manufacturing sector and service sector organizations were collected and the model was assessed following a structural equation methodology.

RFID technology utilization does not directly impact supply chain performance. Adoption of RFID technology, however, leads to improved information sharing among supply chain members, which in turn leads to improved supply chain performance.

RFID technology utilization is in the introductory and growth stages of the technology utilization life cycle. Interpretation of the results should be tempered in light of this early stage of adoption.

Practitioners can expect improved customer satisfaction through the implementation of RFID technology and the information sharing that the technology facilitates.

The study offers empirical support for the adoption of RFID technology within an enterprise resource planning context for the purpose of improving supply chain performance.

This study aims to assess the impact of a JIT‐selling strategy on organizational structure by generally replicating the previous work of Germain et al.

In contrast to the sample population of logistics managers surveyed by Germain et al. this research draws on data from manufacturing executives with marketing responsibilities. More importantly, a major limitation of the earlier research, use of a single‐item scale measurement of the JIT‐selling construct, is overcome. A structural equation modeling approach was used to assess the impact of JIT‐selling on the organizational structure dimensions of integration, performance control, specialization, and decentralization.

Germain et al. found that JIT‐selling impacts performance control, specialization, and scheduling decentralization but not integration. While the results of this study support earlier findings that JIT‐selling impacts performance control and specialization, the results alternately find support for a relationship between JIT‐selling and integration and refute the previous finding that JIT‐selling is related to decentralization.

The findings generally support the proposition that adoption of a JIT‐selling strategy will result in changes in organizational structure.

Manufacturing managers working to strengthen relationships with customers through a JIT‐selling approach should prepare for organizational change in terms of increased integration, performance control, and specialization.

JIT strategies are being used to strengthen the operations/marketing interface within the manufacturing sector. Specifically, this study assesses the impact of the JIT‐selling strategy on organizational structure in an effort to verify the work of Germain et al.

The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just‐in‐time (JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP).

Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology.

MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP.

A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

The purpose of this research is to focus on the most basic of relationships – the impact of radio frequency identification (RFID) technology utilization on operational performance. An RFID‐performance model is theorized and tested with data collected from a sample of manufacturing organizations using a structural equation methodology. The structural model incorporating RFID technology utilization as antecedent to operational performance is assessed.

Survey data from a sample of 122 manufacturing sector organizations were collected and the model was assessed following a structural equation methodology.

The measurement scales assess as unidimensional, reliable, and valid. The theorized structural model fits the data relatively well. RFID technology utilization directly and positively impacts operational performance.

Interpretation of the results should be tempered in light of this early stage of adoption of RFID technology in the manufacturing sector. Also, this study is limited only to the operational level benefits of RFID technology utilization. It does not assess the impact of the technology on business and supply chain level performance.

Manufacturing managers can expect improved operational performance to result from the implementation of RFID technology. RFID utilization should not be seen by the practitioner simply as a cost of doing business but rather as a way to improve efficiency and effectiveness which ultimately will lead to increased profits.

The study offers empirical support for the adoption of RFID technology for the purpose of improving operational performance within the manufacturing sector.

In 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper is to theorize a Triple‐A supply chain performance model that incorporates Triple‐A supply chain status as antecedent to supply chain performance and supply chain performance as antecedent to organizational performance.

Using data from a national sample of 132 supply chain professionals collected in partnership with APICS, the authors develop scales based on descriptive items listed by Lee for the Triple‐A supply chain strategy dimensions of agility, adaptability, and alignment and assess the complete model using a structural equation methodology.

Results indicate that Triple‐A supply chain strategy positively impacts supply chain performance and that, in turn, supply chain performance positively impacts organizational performance. Supply chain performance is more strongly related to the marketing performance than to the financial performance of the organization. Additionally, marketing performance positively impacts financial performance.

The major limitation is that only one person in each organization was surveyed with regards to both organizational and supply chain performance. Future research can be aimed at multiple respondents per organization.

Based on the results of this study, the authors argue that organizational success depends on the agility, adaptability, and alignment of supply chains.

This is the first research which has empirically tested Lee's suggestions; his propositions were based on his extensive supply chain research and experience and reported in the Harvard Business Review. The paper's findings are valuable to both practitioners and academic researchers.

Manufacturers have begun to develop and implement strategies that focus on strengthening the operations/marketing interface with customers. Claycomb et al. originally identified and described one such strategy, just‐in‐time (JIT)‐with‐customers, and assessed its impact on organizational structure. Generally, this study seeks to replicate their original work with two primary differences: marketing, rather than logistics executives, are surveyed and structural equation modeling, rather than regression analysis, is used to analyze the data.

Data collected from 180 marketing executives are analyzed using a structural equation modeling approach to assess the impact of JIT‐with‐customers on the organizational structure dimensions of integration, performance control, specialization and decentralization.

Results of this study indicate that JIT‐with‐customers impacts integration, performance control and specialization but is not related to decentralization.

The findings generally support the proposition that adoption of a JIT‐with‐customers strategy will result in changes in organizational structure.

Manufacturing managers working to strengthen relationships with customers through a JIT‐with‐customers approach should prepare for organizational change in terms of increased integration, performance control, and specialization.

JIT strategies focusing on the operations/marketing interface are being implemented within the manufacturing sector. This study assesses the impact of one such strategy, JIT‐with‐customers, for only the second time. The results verify the earlier work of Claycomb et al. and expand the operations/marketing interface literature.