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Article
Publication date: 31 August 2021

Xiaoping Shen, Yeheng Zhang, Yumei Tang, Yuanfu Qin, Nan Liu and Zelong Yi

This paper, with the tobacco industry as the background, establishes an indicator system for tobacco supply chain performance evaluation using the FAHP method.

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Abstract

Purpose

This paper, with the tobacco industry as the background, establishes an indicator system for tobacco supply chain performance evaluation using the FAHP method.

Design/methodology/approach

Based on the relevant data of tobacco enterprises in Guangxi, the paper calculates the performance values of tobacco companies in various cities of Guangxi, and through the analysis of each indicator and the performance values of each city, the authors find that the improvement ability has a major impact on tobacco supply chain performance. Then, the paper establishes a system dynamics model to further demonstrate the impact of information digitalization on the performance of the tobacco supply chain in Guangxi, thus providing theoretical support for building digital tobacco logistics in Guangxi.

Findings

The findings of the study show that the performance of the tobacco supply chains in various cities of Guangxi is generally at the level of “Pass–Good,” which can barely meet the requirements of tobacco supply chain operation, but there is still plenty of room for improvement.

Originality/value

The authors show that digital and IT-based empowerment can maximize the performance of Guangxi's tobacco logistics performance.

Details

Industrial Management & Data Systems, vol. 122 no. 6
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 6 February 2017

Fan Li and Zelong Yi

This paper aims to generate novel insights in supply chain management by reviewing studies related to counterfeiting and piracy issues with a particular emphasis on theoretical…

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Abstract

Purpose

This paper aims to generate novel insights in supply chain management by reviewing studies related to counterfeiting and piracy issues with a particular emphasis on theoretical works.

Design/methodology/approach

A systematic literature review of more than 100 peer-reviewed academic papers is conducted. The authors first introduce the social acceptance of counterfeiting and piracy to explain the existence of these illegal products. After that, they focus on the negative effect of counterfeiting and piracy on supply chain management and society while mentioning their positive and normative effects carefully under certain circumstances.

Findings

People have been attempting to reveal the impacts of counterfeiting and piracy on customers, licit firms, industry sectors, governments and the society as a whole. The negative impacts of counterfeiting and piracy on legal firms and licit supply chains is examined thoroughly in the literature; however, benefits from counterfeiting and piracy are also pointed out. Additionally, researchers are interested in firms’ reactions toward this phenomenon. Based on heuristics from the above analysis, it is fruitful to conduct this research in a theme of supply chain management.

Originality/value

Most studies on counterfeiting and piracy are not from a supply chain management perspective and mainly focus on their effect on consumers or a single firm. To the best of the authors’ knowledge, this paper is one of few studies that incorporate the key aspects of counterfeiting and piracy into supply chain management and also highlight several important directions for future research in the sense of supply chain.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 1
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 10 April 2017

Slawomir Jan Magala

484

Abstract

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Journal of Organizational Change Management, vol. 30 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 6 December 2022

Yunhui Wang, Yaqun Yi and Zelong Wei

Drawing on the dynamic managerial capability perspective and the dynamic capability perspective of business model (BM) literature, this paper aims to investigate how top…

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Abstract

Purpose

Drawing on the dynamic managerial capability perspective and the dynamic capability perspective of business model (BM) literature, this paper aims to investigate how top management team internal social capital (TISC) promotes BM design and how such effects are moderated by market dynamics (i.e. demand uncertainty and competitive intensity).

Design/methodology/approach

The proposed hypotheses were tested by a questionnaire-based survey. The empirical study was conducted on a sample of 210 firms in China. The model was tested via hierarchical regression analysis.

Findings

TISC has a positive effect on BM efficiency but an inverted U-shaped effect on BM novelty. The effects of TISC on BM efficiency and novelty are contingent on demand uncertainty and competitive intensity in different ways. Specifically, this study finds that demand uncertainty strengthens the inverted U-shaped effect of TISC on BM novelty. This study also finds that competitive intensity strengthens the positive effect of TISC on BM efficiency but weakens the inverted U-shaped effect of TISC on BM novelty.

Originality/value

The conclusion contributes to the dynamic capability perspective of BM literature in two ways. First, it offers a dynamic managerial capability perspective for understanding the antecedents of BM design. It highlights TISC, a root of dynamic managerial capability, as an important internal antecedent of BM design. Second, it provides a more nuanced understanding of the role of TISC in BM design. The findings show the distinct effects of TISC on BM efficiency and novelty. This study also discusses the contingency role market dynamics play in the TISC–BM design relationship.

Details

Management Decision, vol. 61 no. 1
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 10 April 2017

Yaqun Yi, Meng Gu and Zelong Wei

How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational…

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Abstract

Purpose

How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational inertia theory, the purpose of this paper is to investigate how bottom-up learning affects the speed and magnitude of strategic change and if these relationships are contingent on strategic flexibility.

Design/methodology/approach

Using data of 213 firms in China, the authors conduct an empirical test of hypotheses through a stepwise multivariate regression approach.

Findings

The empirical study suggests that resource flexibility weakens the positive relationship between bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on the magnitude of strategic change. In addition, coordination flexibility strengthens the positive impact of bottom-up learning on the speed and magnitude of strategic change.

Originality/value

The findings not only provide a more nuanced and in-depth understanding of strategic change, but also offer strong guidance for firms on how to make better use of strategic flexibility in order to benefit from bottom-up learning.

Details

Journal of Organizational Change Management, vol. 30 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 4 March 2021

Zelong Wei and Lulu Sun

The aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing…

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Abstract

Purpose

The aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing digitalization on green process innovation, and thus firm performance. The authors also explored how the role of manufacturing digitalization varies with horizontal information sharing, vertical bottom-up learning and technological modularization.

Design/methodology/approach

Five hypotheses were examined by performing regression analyses on survey data from 334 manufacturing firms in China.

Findings

Manufacturing digitalization positively affects green process innovation, and thus firm performance. Furthermore, this positive effect is strengthened by horizontal information sharing and technological modularization and weakened by vertical bottom-up learning.

Originality/value

This study extends the literature rooted in the natural-resource-based view by identifying the crucial role of green process innovation and investigating the value of manufacturing digitalization for developing green capabilities in the digital era. It also contributes to this line of research by revealing contingent factors to leverage manufacturing digitalization from the information processing perspective. Furthermore, this study extends information processing theory to the digital context and identifies the interaction of organizational design (vertical bottom-up learning and horizontal information sharing) and digital investment (manufacturing digitalization).

Details

Industrial Management & Data Systems, vol. 121 no. 5
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 16 April 2020

Zelong Wei and Linqian Zhang

In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment…

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Abstract

Purpose

In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty).

Design/methodology/approach

Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis.

Findings

The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance.

Originality/value

This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.

Details

Chinese Management Studies, vol. 14 no. 3
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 24 May 2011

Zelong Wei, Yaqun Yi and Changhong Yuan

The purpose of this paper is to address the conflicting views on the role of bottom‐up learning; this research combines the information‐processing and organizational inertia views…

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Abstract

Purpose

The purpose of this paper is to address the conflicting views on the role of bottom‐up learning; this research combines the information‐processing and organizational inertia views to explore how bottom‐up learning affects both exploratory and exploitative innovations and if the effects are contingent on organizational formalization.

Design/methodology/approach

Data for this study are obtained through an interview survey instrument from 213 firms. The questionnaire is adopted from several previous studies on organizational learning, structure and innovation with minor translation adjust. A pilot test was conducted and necessary modifications were made to the questionnaire. Tests show that the sampling validity is not biased by non‐response bias and the measure reliability and validity are acceptable. Furthermore, Harman one‐factor and CFA tests show that the results should not be biased by common method bias. The multicollinearity is also tested and controlled during regression analysis.

Findings

The findings show that bottom‐up learning has accelerated positive effect on exploitative innovation while having an inverted U‐shaped effect on explorative innovation. Furthermore, the organizational formalization strengthens the positive effect of bottom‐up learning on exploitative innovation and the U‐shaped effect on exploratory innovation.

Originality/value

The paper contributes to organizational inertia and information‐processing theories by providing a complete picture on how firms built exploitative and exploratory innovations through bottom‐up learning aligned with appropriate organizational structure.

Details

Journal of Organizational Change Management, vol. 24 no. 3
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 30 September 2021

George Kwabena Asamoah, Ebenezer Afum, Lawrence Yaw Kusi, Yaw Agyabeng-Mensah and Charles Baah

This study aims to examine whether the types of eco-market orientation (eco-proactive market orientation and eco-responsive market orientation) result in green knowledge…

548

Abstract

Purpose

This study aims to examine whether the types of eco-market orientation (eco-proactive market orientation and eco-responsive market orientation) result in green knowledge acquisition and positive organizational outcomes (green customer satisfaction [GCS], green brand image [GBI] and green value-based competitiveness [GVC]). The study further aims to explore the mediation role of green business practices in the relationship between the types of eco-market orientation and organizational outcomes.

Design/methodology/approach

Questionnaire was used to garner data from managers from Ghanaian hospitality firms. The hypothesized relationships were tested using partial least square structural equation modeling.

Findings

The result confirms the notion that although both eco-proactive market orientation and eco-responsive market orientation contribute significantly to enhancing the acquisition of green knowledge, eco-responsive market orientation has a strong effect on green knowledge acquisition. Also, the outcome of the mediation analysis proves that green business practices (GBPs) play an important indirect role in the relationship between eco-market orientation (eco-proactive market orientation and eco-responsive market orientation), GCS, GBI and GVC.

Originality/value

Anchored on the resource advantage theory and natural resource-based view theory, this study offers a fresh contribution to marketing and environmental management literature by developing a unified research model that explores the mediation roles of GBPs between the types of eco-market orientation (eco-proactive market orientation and eco-responsive market orientation), GCS, GBI and GVC.

Details

Management of Environmental Quality: An International Journal, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7835

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Article
Publication date: 27 March 2020

Dong Yang, Zelong Wei, Huibin Shi and Jie Zhao

This study aims to investigate how market orientation (MO) motivates firms to develop business model innovation and how such effects are moderated by strategic flexibility.

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Abstract

Purpose

This study aims to investigate how market orientation (MO) motivates firms to develop business model innovation and how such effects are moderated by strategic flexibility.

Design/methodology/approach

In this study, a questionnaire-based survey was undertaken to test the proposed hypotheses. The empirical study was conducted on a sample of 204 firms using two key informants (408 respondents) in China. The regression model is used to test the proposed model.

Findings

This research finds that both responsive market orientation (RMO) and proactive market orientation (PMO) have a positive effect on business model innovation. The effects of RMO and PMO on business model innovation are contingent on resource (coordination) flexibility in different ways. More importantly, this study finds that resource flexibility enhances the positive effect of RMO and weakens the positive effect of PMO. The study also finds that coordination flexibility enhances the positive effect of PMO.

Research limitations/implications

Future research can explore the internal mechanisms through which RMO and PMO promote business model innovations. Although the study finds that both the MOs promote business model innovation, they may promote business model innovation through different mediating effects. Future research can explore the role of external dynamic capabilities. This research mainly focuses on the internal dynamic capability of focal firms. However, as a focal firm-centered boundary spanning activity system, to transform into a new business model, firms not only need to reconfigure internal resource base, but also need to realign external collaboration network.

Practical implications

This research also bears important managerial implications. First, firms should be aware of the positive effect of MO on business model innovation. Firms with higher level of RMO or PMO can promote business model innovation. Second, when firms implement RMO for business model innovation, managers should focus on resource flexibility. Where MO is responsive, marketing managers need to be concerned with ensuring various applications of existing resource so as to understand effectively the current customers and market domain. Third, to leverage PMO for business model innovation, firms should adopt coordination flexibility. For firms with higher level PMO, firms should try to find the new internal coordination process for customer latent needs.

Originality/value

The conclusion extends the business model innovation research from the view of dynamic capabilities. As one of types of dynamic capabilities, MO is also the important antecedent of business model innovation. Further, this research also discusses the role strategic flexibility plays in business model innovation.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

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