Suchergebnisse

PurposeThe purpose of this paper is to examine the past 50 years of driver research from a historical context linked to the political and economic developments of the US motor carrier industry.Design/methodology/approachA comprehensive literature review was conducted and studies were targeted that exemplified eras of historic change pertaining to trucking published within the top-tier logistics journals.FindingsDistinctive categorizations of driver research emerged: organizing era from 1930 to 1949, era of the collective mind from 1950 to 1979, era of the individual from 1980 to 2009 and the era of the driver as extension of the firm from 2010 to present. Research streams are highly influenced by current industry developments, economic conditions and the political landscape.Research limitations/implicationsThe chronological framework of research established specific time-based eras. An alternative framework or other emerging eras may be conceived as scholars consider factors in addition to those explored within this research.Practical implicationsManagers within developing countries may leverage the research within a specific era to help resolve driver problems that have already been researched in the USA. Scholars are encouraged to further study truck drivers as critical extensions of the firm in light of the advances in autonomous vehicles, drones and other technology impacting the motor carrier industry.Social implicationsFor nearly a half century, the turnover of truck drivers has been a major issue. This research provides driver managers with the knowledge to better understand and to more adequately provide for the needs and welfare of truck drivers.Originality/valueThis research is the first to fully connect the research and developments pertaining to the motor carrier industry, the occupation of truck driving and the historical developments of US policy and the economy.

Purpose
This study aims to examine small-firm shifts in behavior during major supply chain disruptions that change supply chains permanently. The study focuses on small to mid-sized enterprise (SME) responses to suppliers' opportunistic behaviors within a larger disruptive environment. The study addresses two broad research questions: how do small businesses adapt to supply chain disruptions, and under what conditions are such adoptions warranted?


Design/methodology/approach
This study used mixed methods, a qualitative netnography and a quantitative analysis of survey data. It tested a model based on responses from members of an online business-to-business community. The model development was driven by the findings from netnography and two theoretical lenses.


Findings
The responses suggested a strong relationship between the two theoretical approaches. The conditions described by the resource-based view (RBV) of the firm led to many real options. Supply chain disruptions and deceptive suppliers triggered rapid adaptation through traditional marketing tactics and strategies. Changes in the supply chain, and place, led to responses in price, promotion and product. Respondents hoarded, developed relationships with new, nonopportunistic suppliers and changed prices, products and product mixes. They developed cooperative relationships – coopetition – to deal with shared problems.


Originality/value
This study interprets supply chain disruptions through the lens of marketing in SMEs; it combines qualitative and quantitative methods to better understand supply chain disruptions in a marketing context; it applies the real options theory and the RBV of the firm to marketing in the context of supply chain disruptions, and it reflects real-time small-firm behavior in a crisis.