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The purpose of this paper is to present a conceptual model that defines the essential components shaping the new Digital Supply Chains (DSCs) through the implementation and acceleration of Industry 4.0.

The scope of the present work exposes a conceptual approach and review of the key literature from 1989 to 2019, concerning the evolution and transformation of the actors and constructs in logistics and Supply Chain Management (SCM) by means of examining different conceptual models and a state-of-the-art review of Industry 4.0’s concepts and elements, with a focus on digitization in supply chain (SC) processes. A detailed study of the constructs and components of SCM, as defined by their authors, resulted in the development of a referential and systematic model that fuses the inherent concepts and roles of SCM, with the new technological trends directed toward digitization, automation, and the increasing use of information and communication technologies across logistics global value chains.

Having achieved an exploration of the different conceptual frameworks, there is no compelling evidence of the existence of a conceptual SCM that incorporates the basic theoretical constructs and the new roles and elements of Industry 4.0. Therefore, the main components of Industry 4.0 and their impact on DSC Management are described, driving the proposal for a new conceptual model which addresses and accelerates a vision of the future of the interconnectivity between different DSCs, grouped in clusters in order to add value, through new forms of cooperation and digital integration.

This research explores the gap in the current SCM models leading into Industry 4.0. The proposed model provides a novel and comprehensive overview of the new concepts and components driving the nascent and current DSCs. This conceptual framework will further aid researchers in the exploration of knowledge regarding the variables and components presented, as well as the verification of the newly revealed roles and constructs to understand the new forms of cooperation and implementation of Industry 4.0 in digitalized SCs.

Food banks play an increasingly important role in society by mitigating hunger and helping needy people; however, research aimed at improving food bank operations is limited.

This systematic review used Web of Science and Scopus as search engines, which are extensive databases in Operations Research and Management Science. Ninety-five articles regarding food bank operations were deeply analyzed to contribute to this literature review.

Through a systematic literature review, this paper identifies the challenges faced by food banks from an operations management perspective and positions the scientific contributions proposed to address these challenges.

This study makes three main contributions to the current literature. First, this study provides new researchers with an overview of the key features of food bank operations. Second, this study identifies and classifies the proposed optimization models to support food bank managers with decision-making. Finally, this study discusses the challenges of food bank operations and proposes promising future research avenues.

Creating our built environment is largely the responsibility of the dynamic and complex construction industry. This business is made up of a wide range of people who work together to construct buildings and infrastructure projects, from contractors and labourers to architects and engineers. Aside from its observable results, the construction sector has a particular culture and atmosphere that are formed by a special fusion of history, creativity and teamwork. The culture and environment in which the construction industry functions are the main topics of this section of the book.

In this chapter, we focus on the people component of the technology commercialization process. We review how the need for a variety of skills and knowledge sets creates unique challenges and opportunities for the team, particularly given the complexities associated with commercialization and the need for creativity throughout the process. We suggest that simply having a multidisciplinary team in place does not ensure success and highlight the potential benefits and liabilities. In particular, we highlight the relevance of team composition in terms of professional orientation and social network ties. We then review how team composition influences internal team processes.

In this chapter we apply intergroup emotion theory (IET; Mackie, Devos, & Smith, 2000) to reflect on the conditions under which individuals may experience intergroup emotions in workgroups, and to explore some possible consequences of those emotions. First, we briefly outline IET and describe the psychological mechanisms underlying intergroup emotion with a particular emphasis on the role of social identification. Second, we describe some of the antecedents of shared and varied social identifications in workgroups, which may in turn elicit shared or varied intergroup emotions in workgroups. Finally, we consider potential consequences for both relationship and task outcomes such as organizational citizenship behavior, workgroup cohesion, relationship and task conflict, issue interpretation, and information sharing.

As the use of countertrade increases and countertrade research proliferates, it is necessary to integrate the knowledge to document what has been done and identify gaps for future research. Proposes Bagozzi′s exchange framework as a model for integrating research and identifying situational contingencies, characteristics of social actors and third parties, and social influence between actors as the determinants of exchange. Managerial implications are also identified.