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There is a growing need for methodological plurality in advancing operations management (OM), especially with the emergence of machine learning (ML) techniques for analysing extensive textual data. To bridge this knowledge gap, this paper introduces a new methodology that combines ML techniques with traditional qualitative approaches, aiming to reconstruct knowledge from existing publications.

In this pragmatist-rooted abductive method where human-machine interactions analyse big data, the authors employ topic modelling (TM), an ML technique, to enable constructivist grounded theory (CGT). A four-step coding process (Raw coding, expert coding, focused coding and theory building) is deployed to strive for procedural and interpretive rigour. To demonstrate the approach, the authors collected data from an open-source professional project management (PM) website and illustrated their research design and data analysis leading to theory development.

The results show that TM significantly improves the ability of researchers to systematically investigate and interpret codes generated from large textual data, thus contributing to theory building.

This paper presents a novel approach that integrates an ML-based technique with human hermeneutic methods for empirical studies in OM. Using grounded theory, this method reconstructs latent knowledge from massive textual data and uncovers management phenomena hidden from published data, offering a new way for academics to develop potential theories for business and management studies.

The development of circular construction supply chains (CCSCs) is impeded by various barriers, but the current literature overlooks the interrelationships among these barriers and the varying nature of associated countermeasures with the growth of circular economy (CE). This paper aims to develop new perspectives about the transition to CCSCs through the lens of supply-push (SP)/demand-pull (DP) strategies and related underpinning theories.

A systematic literature review including 136 journal articles was undertaken to identify barriers to CCSCs and associated countermeasures that are analysed for their relevance to SP/DP. The interplay between SP/DP approaches was discussed using the “technology acceptance” and “innovation chain” models.

(1) Thirty-five barriers were identified and organised into nine main barrier factors; (2) the predominant factors are knowledge and awareness, policy and regulations, technological capabilities, and incentives; (3) CCSCs transition is SP-configured primarily driven by actors above the project network; (4) “push” measures are devised to gradually create a “pull” environment and can be revoked when demand for circularity is created, suggesting a new “push-to-pull” perspective of CCSCs; and (5) a complex adaptative system is witnessed in relationships between barriers and countermeasures, and interactions among actors at all levels.

The findings offer practitioners countermeasures to barriers encountered in CE initiatives. It also informs policymakers of adjusting policies to accommodate the SP-DP movement in steering the circular transition.

This study uses theoretical models to interpret the dynamics in CCSCs transition and proposes a new definition of CCSCs highlighting their complex and dual transitional/transformational nature.

Strategic trends towards service operations have been widely reported in the recent literature, but organisational capabilities to support such service-centred strategies are less well understood. The purpose of this paper is to identify key organisational issues in managing complex engineering service operations throughout the lifecycle.

Using instruments developed from the product lifecycle management technologies and the network configuration concept, key organisational issues for engineering service operations were identified through case studies focusing on complex engineering products and services systems across a variety of industrial sectors.

The case studies demonstrated different organisational features and strategic priorities of engineering service operations along the whole lifecycle. A generic trend has been observed for engineering systems to move from being design, development and manufacturing focused to embracing support and end-of-life recycling matters.

This paper provides an overall framework for integrating key organisational issues in engineering service operations. It contributes to the service literature by highlighting the need of developing appropriate organisational capabilities to support service-centred strategies with engineering cases. It also provides guidance for companies to manage their engineering network operations throughout the whole lifecycle of complex products and services systems.

Attracted by the easier access to local markets, many foreign companies have formed manufacturing joint ventures in China. One of the key elements of successful international joint venture (IJV) manufacturing in China is the management of suppliers, since the supply chain plays an essential role in contributing to both the quality of finished products and controlling costs. Supplier management in Chinese IJVs is an under‐researched area and so an exploratory study of five manufacturers was conducted using a case study approach. The results show the difficulties faced by IJVs which are in attempting to maintain quality levels at the same time as trying to reduce costs by purchasing materials and components locally. In addition to identifying important implications for companies, the research shows the need for further investigation of the contextual aspects of good supplier management.

International joint venture (IJV) manufacturing is important for both the Chinese economy and a large number of foreign investors. A review of the literature from both Western and Chinese researchers showed that although the purpose and advantages of IJV manufacturing in China are known, a vital aspect – operations management – has largely been ignored. Therefore, exploratory interviews with managers at six companies were conducted to investigate the operations management issues faced by IJV manufacturers in China. Four main problems were identified: the difficulty with recruiting and training suitable employees; all aspects of supplier management; problems with achieving high‐quality output; and achieving an effective IJV business culture. The results have implications not only for researchers, in that they indicate where more research is necessary, but also for practitioners, since they identify the areas where IJV manufacturers are most likely to encounter problems in China.

This chapter presents a review about the history of how China’s environmental legal framework was built up.

The chapter explores environmental legal framework development through two paths: political path and the associated judicial path. It tries to connect the political slogans of China, under each leadership since the “Opening Up” in 1978, to the legislative development on environmental issues.

Regardless of each leadership’s political slogans, China’s economic reform and legislative development had always revolved around the objective – “revive China and its economy in the world,” which had been set by Deng Xiaoping. The “sustainable development,” that as a guiding principle, has already been incorporated into Five-Year Plans as well as China’s environmental legislation since economic reform.

Compared with previous research on this area, the pragmatical approach of this investigation confirms the originality of the research. Literature on this topic, in fact, hardly investigates China’s environmental issue by combining the analysis of the political and the legal perspectives.

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of innovative new products in the retail market. The challenge for retail buyers is to adjust their procurement processes to respond to consumer needs in an efficient and effective manner. This study examines factors influencing buyer‐supplier relationships in a transition economy. We present a model to explain the factors driving retail buyer dependence on suppliers. We find that retailer evaluation of supplier credibility mediates the relationship between retailer perceptions of a supplier ability to add value to its business and the ability to achieve its desired goals. In part, this is due to the supplier’s market orientation. Interestingly, guanxi ties have no impact on the retailer perceptions of the supplier credibility, but have a positive affect on retailer dependence on its supplier partners.