Kuo-Jui Wu, Ching-Jong Liao, MingLang Tseng and Kevin Kuan-Shun Chiu
The purpose of this paper is to enhance the understanding of sustainable supply chain management (SSCM) and provide a comprehensive and quantitative method to assess performance…
Abstract
Purpose
The purpose of this paper is to enhance the understanding of sustainable supply chain management (SSCM) and provide a comprehensive and quantitative method to assess performance.
Design/methodology/approach
The study applied interval-valued triangular fuzzy numbers associated with grey relational analysis to improve the insufficient information and overcome the incomplete system under uncertainty.
Findings
The findings support the argument that the triple bottom line is insufficient to cover the entire concept of SSCM; in particular, the aspects of operations, stakeholders and resilience have not been addressed in previous studies.
Research limitations/implications
The results reveal that the triple bottom line concept is insufficient to illustrate the principles of SSCM and to provide an extensive basis for theory development. The aspects and criteria considered in the study only relate to the studied company and may need to be reviewed when applied to other industries.
Practical implications
The methodology and findings of the study demonstrate the core applications of criteria ranking and identify priority areas that utilize less investment but that may maintain the studied company’s current performance. Suggestions for the prioritization of criteria to enhance SSCM performance are provided.
Originality/value
The present study provides three valuable contributions. First, it adopts collaboration theory to furnish a theoretical foundation for SSCM. Second, the proposed hybrid method is able to overcome uncertainty and subsequently evaluate SSCM while utilizing incomplete and imprecise information. Third, the evaluation provides significant results for consideration in decision making by the studied company.
Details
Keywords
Ru‐Jen Lin, Rong‐Huei Chen and Kevin Kuan‐Shun Chiu
The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM…
Abstract
Purpose
The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM (information sharing, customer involvement, long‐term partnership, joint problem‐solving, and technology‐based CRM) and five aspects of innovation capability (product, process, administrative, marketing, and service innovations) are identified. The one‐to‐one associations between the two constructs are developed and verified.
Design/methodology/approach
Data from 107 Taiwanese computer manufacturers are collected. Multiple regression analysis is employed to examine the effects of CRM on innovation capabilities.
Findings
The following results are offered: computer manufacturers in Taiwan perform various levels of CRM and, consequently, display different levels of effects on each of the five innovation capabilities. Generally, firms are able to increase their innovation capability by ad hoc CRM; the relationship between customer involvement and process innovation; customer involvement and administrative innovation; and long‐term partnership and marketing innovation are not significant; and technology‐based CRM has positive effects on all five types of innovation.
Practical implications
The findings suggest that not all CRM activities contribute to innovation programs, which clearly indicates the need for applying other mechanisms, such as supplier integration, to form a complete innovation program. Managers should align the development of their supplier management and CRM practices with the desired innovation capability.
Originality/value
The one‐to‐one relationships between CRM practices and innovation capabilities have not been properly examined. The findings suggest the need for more research in this area, and the statistical results provide managers with useful guidelines for implementing appropriate CRM practices to develop specific innovation capabilities to respond to enhanced competitiveness.