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PurposeThis paper aims to examine how socially responsible supply management activities, a term labeled purchasing social responsibility (PSR) in the extant literature, affect a firm's costs. There has been much debate, and mixed empirical findings, regarding whether socially responsible behavior on the part of companies improves or reduces firm performance.Design/methodology/approachA survey methodology and structural equation modeling are used to assess the relationship between PSR and supplier performance, including the mediating role of organizational learning. The theoretical scope is developed through an integration of literature from logistics, corporate social responsibility, the resource‐based view of the firm, and organizational learning.FindingsNo direct relationship is found between PSR and costs; however, organizational learning and supplier performance act as key, mediating variables between PSR and costs, with PSR leading to organizational learning, improved supplier performance, and ultimately reduced costs.Research limitations/implicationsThe significant mediating roles of organizational learning and supplier performance provide one possible explanation for the past, conflicting findings of studies that have investigated the direct relationship between corporate social responsibility and firm performance.Practical implicationsThe findings suggest that PSR not only is the "right thing to do", but also can lead to significant improvements in supplier performance and costs.Originality/valueThis is the first study to suggest and test the possibility of mediation between social responsibility and firm performance. The research also extends the integration of organizational learning and supply chain management.

A key enabler of environmental projects is the ability of the project champion to gain commitment to the project from other stakeholders in his or her organization. This paper develops a model of commitment-gaining success that is based on intra-organizational influence theory. The model also includes the project payback, customer pressure, government regulation, top management support and the project champion's position in the organizational hierarchy. The model was tested using survey data from 241 environmental professionals describing their attempts to gain the buy-in of purchasing managers, operations managers, industrial engineers and others for environmental projects. The results (obtained from hierarchical regression analysis) show that intra-organizational commitment is positively associated with the project champion's influence behavior—in particular, the champion's use of three influence tactics (inspirational appeals, consultation and rational persuasion) and avoidance of a fourth tactic (ingratiation). Commitment is also positively associated with project payback and with top management support for the environment and negatively associated with environmental regulation. The paper contributes to the OM knowledge base of environmental project implementation by bringing new theory to bear on the topic, by focusing on individual-level, rather than organization-level, variables and by taking a confirmatory, large sample approach which complements extant exploratory research. In addition, the paper contributes to the OM field by evaluating various antecedents to cross-functional integration. The results also provide specific guidance to those who champion environmental projects within their companies.

ABSTRACTEnvironmental purchasing consists of the purchasing function's involvement in activities that include reduction, recycling, reuse, and substitution of materials. Despite the potentially important role that the purchasing function can play in a firm's environmental activities, little research has been performed to date that examines the factors that impact environmental purchasing. The authors develop and empirically test a theoretical model that examines how interorganizational factors both drive and constrain purchasing's involvement in environmental activities. The empirical findings suggest that environmental purchasing activities will be facilitated through increased coordination with suppliers as well as downstream members of the supply chain, including retailers. The results also suggest the need for increased coordination within the firm, particularly between the purchasing function on the inbound side and marketing and distribution functions on the outbound side.

PurposeThe nascent behavioral supply management (BSM) research stream has raised the level of attention given to deviations from the standard assumptions of the rational paradigm in economics. The adaptation of cognitive heuristics, which add vulnerability to judgment and decision making, creates a pressing need to identify and develop mitigation strategies to debias decision making in the supply chain management environment. The purpose of this paper is to investigate debiasing measures, corresponding contextual variables in the supplier selection process, and their implications for financial decision effectiveness.Design/methodology/approachThe authors used a large‐scale empirical survey among 306 buyers to investigate the relationships among individual and organizational contextual factors, debiasing measures in the supplier selection decision, and the financial effectiveness of the supplier selection decision.FindingsIt was found that organizational and individual contextual factors have differing effects on the use of debiasing approaches in the supplier selection decision. Further, the debiasing tactics can have a positive (in the case of supplier selection task decomposing) or a negative (in the case of an interactional challenging of the supplier selection) impact on the financial effectiveness of the supplier selection decision. These findings suggest that supply managers must better understand the contextual factors that influence the supplier selection decision, and carefully choose the correct debiasing tactics when selecting suppliers.Originality/valueThis paper relaxes the economic assumption of rational actors and addresses the need to identify and use debiasing tactics in supply chain management contexts. The research also complements the broader‐based behavioral decision‐making literature, which has often relied upon experimental methodologies that use undergraduate or MBA students, by employing a survey‐based approach with supply managers as key informants.

PurposeThe authors perform a large‐scale review of debiasing literature with the purpose of deriving a mutually exclusive and exhaustive debiasing taxonomy. This taxonomy is used to conceptualize debiasing activities in the supplier selection process. For each supplier selection‐debiasing construct, scale items are proposed.Design/methodology/approachA systematic classification approach was used to build a debiasing taxonomy, combined with a Q‐methodology.FindingsBased on the developed and externally validated debiasing taxonomy, five debiasing activities for the supplier selection context are derived. The conceptual investigation of these supplier selection‐oriented debiasing measures helps both researchers and supply managers to gain a better understanding of debiasing mechanisms and to effectively further improve the supplier selection process by integrating behavioral aspects.Originality/valueThis research extends the taxonomy of decision biases developed by Carter, Kaufmann, and Michel, by systematically analyzing strategies to debias the decision‐making process. The highly fragmented research landscape on debiasing was inventoried and structured. As a result, a debiasing taxonomy was created that extracted five main debiasing categories. These were then conceptualized within the context of the supplier selection process. In doing so, debiasing literature from different research streams such as economics, psychology, and behavioral and strategic decision making was systematically integrated into the field of supply management. Proposed scale items allow for empirical investigation as a next step in the development of the nascent field of behavioral supply management.

PurposeThe purpose of this paper is to review and integrate the extensive literature base which examines judgment and decision‐making biases, to introduce this literature to the field of supply management, to create a valid, mutually exclusive, and exhaustive taxonomy of decision biases that can affect supply managers, and to provide guidance for future research and applications of this taxonomy.Design/methodology/approachThe authors use a qualitative cluster analysis, combined with a Q‐sort methodology, to develop a taxonomy of decision biases.FindingsA mutually exclusive, and exhaustive taxonomy of nine decision biases is developed through a qualitative cluster analysis. The Q‐sort methodology provides initial confirmation of the reliability and validity of the cluster analysis results. The findings, along with numerous examples provided in the text, suggest that supply management decisions are vulnerable to the described biases.Originality/valueThis paper provides a comprehensive review of the judgment and decision bias literature, and creates a logical and manageable taxonomy of biases which can impact supply management decision making. The introduction and organization of this vast extant literature base provides a contrasting perspective to much of the existing supply management research, which has incorporated the assumption of the rational agent, or what is known in the economics literature as homo economicus. In addition, the authors describe the use of qualitative cluster analysis and the Q‐sort methodology, techniques which have been used rarely if at all in within the field of supply chain management.

AbstractThe advent of the COVID‐19 pandemic accelerated the need to conduct synchronous online instruction in which students and faculty were distributed geographically but aggregated digitally onto a single screen on a computer. This approach will likely persist into the future. Thus, a better understanding of how engagement approaches can be adapted to the synchronous online teaching environment is critical for future success. This research presents an experiment‐based investigation into the effectiveness of two often‐debated engagement approaches, namely, the camera‐on and the vote/chat approaches in a synchronous online learning environment. We found that using individual engagement methods, such as requiring cameras to be on or using the vote and chat functions to elicit student responses, improves learning outcomes. Surprisingly, the combined use of these methods hinders student learning, and they perform no better than the control group where no specific engagement methods were required. We posit that the reason for this result is that too much engagement increases total cognitive load to a point where it is detrimental to learning.

PurposeThe purpose of this paper is to develop a theorization of the unintended consequences of sustainable supply chain management (SSCM).Design/methodology/approachThe authors integrate extant theory of unintended consequences, sustainable supply chain management and paradox theory to develop a typology of the unintended consequences of SSCM initiatives and a conceptual model of the antecedents of these unintended consequences.FindingsThe authors advance a mutually exclusive and collectively exhaustive typology of the unintended consequences of SSCM initiatives. These unintended consequences include trade-offs as well as synergies in the form of positive spillover. The authors' conceptual model identifies multiple levels of stakeholders, multiple performance dimensions, multiple time horizons and the interplay with social construction as antecedents to the unintended consequences of SSCM initiatives.Practical implicationsThe authors' typology suggests that managers must move beyond simply assessing whether the intended consequences of an SSCM initiative have been achieved. Managers must also, to the extent they can, assess the potential for unintended consequences to arise. The authors' typology provides an initial roadmap for managers to continue, discontinue or further consider an SSCM initiative, based on the resulting unintended consequences. The authors' theorization also provides guidance about how managers can more successfully bring SSCM initiatives to fruition and start cycles of learning.Originality/valueThere largely has been a focus in the operations and supply chain management literature on trade-offs between economic performance on the one hand and social or environmental performance on the other. The authors advocate that this focus needs to shift to interactions within and between social and environmental performance. Further, trade-offs are only one type of unintended consequence. By developing a mutually exclusive and collectively exhaustive typology, the authors introduce a much clearer conceptualization of the unintended consequences of an SSCM initiative and a much better understanding of how to manage SSCM initiatives, both prior to and postimplementation.

PurposeThe purpose of this paper is to conduct a systematic review of the sustainable supply chain management (SSCM) literature in the principal logistics and supply chain management journals, across a 20‐year time frame.Design/methodology/approachThe authors use a systematic literature review methodology. This methodology allows for the minimization of researcher bias and the maximization of reliability and replicability. The study's empirical validity is further enhanced by demonstrating high levels of inter‐coder reliability across families of codes.FindingsThe field of SSCM has evolved from a perspective and investigation of standalone research in social and environmental areas; through a corporate social responsibility perspective; to the beginnings of the convergence of perspectives of sustainability as the triple bottom line and the emergence of SSCM as a theoretical framework. While the SSCM research has become more theoretically rich and methodologically rigorous, there are numerous opportunities for further advancing theory, methodology, and the managerial relevance of future inquiries.Research limitations/implicationsThe trends and gaps identified through our analysis allow us to develop a cogent agenda to guide future SSCM research.Practical implicationsThe current perspectives of SSCM hold important implications for managers, by directing limited resources toward projects which intersect environmental and/or social performance, and economic performance.Originality/valueThe paper provides a systematic, rigorous, and methodologically valid review of the evolution of empirical SSCM research across a 20‐year time period.

ABSTRACTThe emergence of the Internet may have fundamentally altered the mechanisms underlying information exchanges between sellers and end consumers. However, little attention has been given to the impact these mechanisms have on the efficiency of supply chain operations.This paper begins to address this deficiency in the literature by evaluating supply chain transaction efficiency effects from Internet purchases by consumers. It develops and empirically tests a theoretical framework examining the role Internet purchases have in establishing transaction‐efficiency levels in product exchanges involving sellers, placed at different supply chain echelons, and consumers. The theoretical framework integrates the transaction‐cost and internet economics, inter‐organizational information systems, and supply chain management literatures. Empirical testing, via structural equation modeling, is based on archival data in the Internet music CD market.The results show that Internet‐mediated purchases by consumers allow for greater transaction efficiencies when inventory ownership is postponed farther upstream in the supply chain and supply chain echelons are disintermediated. The results also indicate that channel structure configuration, defined by the supply chains' Internet retailing echelon, moderates these transaction efficiency effects.

PurposeThis study aims to examine the quality of the extant supply chain management (SCM) research which has utilized a grounded theory (GT) approach. The purpose of this research is to better understand the current state of the field, by introducing and highlighting the distinctions between the Glaserian and Straussian schools of thought and examining the extent to which existing SCM research has either complied with or diverged from the six dimensions which distinguish the two schools of thought. By doing so, it aims to provide guidelines to both reviewers and researchers who might use GT in future studies, with the goal of improving the validity and rigor of GT research.Design/methodology/approachThe method underlying this paper followed the steps of a systematic literature review process. GT works within leading SCM journals were examined to determine the extent to which they complied with the methodological tenets of GT.FindingsThe systematic literature review shows that, while the use of GT in the field of SCM appears to be increasing over time, over half of the investigated studies deviate from the chosen school of thought by not adhering to the six dimensions distinct to Glaser's or Strauss's approach to GT.Research limitations/implicationsThis study calls for researchers to revisit the methodological roots of GT in order to improve the validity of such studies and ultimately the acceptance of the GT methodology by the broader community of SCM researchers. Transparency must be increased with regard to the chosen school of thought and the research process itself. GT is an appropriate methodology for investigating behavioral and social aspects of organizations and inter‐organizational relationships, and thus should be utilized more frequently in future SCM research.Originality/valueThe paper aids researchers in understanding the methodological tenets of grounded theory and the divergence of schools of thought within this methodology.

PurposeWhile most researchers would generally agree that the field of logistics has been maturing over recent decades, this maturation has not yet been empirically established. The purpose of this paper is to assess the maturity of research in the field by measuring author concentration in logistics journals over a sixteen‐year period.Design/methodology/approachResearch propositions of logistics author concentration are first developed from the extant literature. The propositions are then tested by assessing author concentration across 1,796 articles from five scholarly, peer‐reviewed logistics journals from 1992‐2007. The results are compared to similar studies of other academic business disciplines, including accounting, finance, management, and marketing. We also apply regression analysis to the time series data to verify changing author concentration trends.FindingsThe results indicate that logistics publications generally have higher author concentration than other business disciplines, suggesting that logistics research is less expansive and still maturing compared to these other disciplines. However, logistics author concentration has continued to decrease since 1992 relative to schools, countries, degree‐granting schools, and individual authors. This suggests that the field has been expanding and will continue to do so at a consistent pace in the near future.Originality/valueThis paper allows logistics researchers to better understand the recent research history of the field as well as its future research prospects. Additionally, The implication for is presented the international expansion of the field as well as the increasing acceptance of logistics journals by other academic disciplines. In addition, concerns about increased author competition and research proliferation are voiced.