Suchergebnisse

Evidence from extant literature indicates that faculty support is a critical driver for implementing the United Nations Principles for Responsible Management Education (PRME), particularly for schools pursuing an advanced, cross-disciplinary level of sustainability integration. However, there is limited existing research offering insight into how to build faculty support for sustainability programs. Addressing this gap, the authors present an exploratory methodology using a survey and structural model to measure differential faculty support for sustainability. The methodology also increases awareness of the underlying drivers of and barriers to expanding the reach of sustainability across business faculty, ultimately allowing PRME institutions to address their distinct needs. The authors describe application of the methodology at a recent PRME signatory institution, including actions taken as a result of intriguing findings that identified difficulties in gaining broad faculty acceptance of PRME.

PurposeDespite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).Design/methodology/approachWe used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).FindingsThe results reveal that supply chain agility retains a direct link to both B2B and B2C' value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.Originality/valueThe current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).

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.

Immigration is an important and contemporary topic in management education given its impact on labor, wages, innovation, and diversity. However, extant research offers few insights into the antecedents to student immigration attitudes. Survey data from undergraduate students taking business courses at two large public universities in the southeast U.S. reveal that while student attitudes toward immigration are more moderate than the general U.S. population, these attitudes differ by gender, political affiliation, and immigration background. Following realistic conflict theory and social identity theory, these student immigration attitudes are a function of both fear and competition. First, their attitudes are confounded by conflicting antecedents in perceived personal competition for resources with immigrants (e.g., jobs, wages) versus immigration benefits (e.g., costs, labor base, innovation). Second, xenophobia (fear of immigrants) is a remarkably powerful influencer of one's immigration attitude and its antecedents. With these points, management educators must engage students in critical thinking about immigration to prepare them to effectively work with diverse colleagues and business partners while leading global organizations. We, therefore, present four cross-disciplinary areas of intersection between immigration and management education, including diversity and cultural intelligence, human resource management and ethics, entrepreneurship and innovation, and finally, economic and socioeconomic impacts.

PurposeSupply chain has long faced a persistent workforce shortage. To help both organizations and the field create environments that are more conducive to employee retention, the authors investigate the outcomes of supply chain employee trust in their supervisor.Design/methodology/approachApplying person-environment fit theory, the authors evaluate the well-established antecedents to trust in supervisor ability, benevolence and integrity (ABI) relative to person-job (P-J) fit and person-vocation (P-V) fit of US supply chain employees.FindingsConfirmatory factor analysis indicates that ABI is best modeled as dimensions of a second-order formative trust construct rather than as its antecedents. However, PLS-SEM provides somewhat unconvincing support for the impacts of ABI-trust. Instead, qualitative comparative analysis (QCA) delineates that all three ABI dimensions are not always needed for P-J and P-V fit in supply chain. Some employees respond to affective-based (i.e. benevolence) trust and others to cognitive-based (i.e. ability and integrity) trust.Practical implicationsThe QCA results offer specific recommendations for supply chain organizations to enhance employee trust in supervisors to succeed in the struggle for labor.Originality/valueThe results counter extant trust theory, encouraging scholars to consider ABI as distinct dimensions of trust. The study also demonstrates the importance of considering QCA in supply chain research to meaningfully expand contributions to theory and practice.

Purpose
A talent shortage and underrepresentation of women in logistics emphasize the need to assess the logistics work culture. As logistics practitioners face round-the-clock job pressures, work–family conflict presents one such opportunity for study. Consequently, the purpose of this paper is to assess the impact of supervisors and mentoring on work interference with family (WIF) and subsequent job satisfaction and intent to leave logistics.


Design/methodology/approach
Under role conflict theory, the authors apply structural equation modeling to survey data of logistics practitioners, focusing on time, strain and behavior WIF sources.


Findings
The results highlight the complexity of WIF in logistics. Strain and behavior-based WIF relate to job satisfaction, which then relates to intent to leave logistics. Family-supportive supervisors reduce time and strain-based WIF, and mentoring provides complementary support for behavior-based WIF. However, mentoring also yields unintended contradictory effects for women as detrimental to time-based WIF.


Research limitations/implications
The relatively small sample size, particularly for women, limits generalizability of the results.


Practical implications
To foster supportive work environments, logistics organizations must train supervisors and mentors to resolve employee WIF, including its different sources and gender-specific impacts.


Originality/value
The interplay of supervisors and mentors has not been well studied to date. Also, the contradictory impacts of mentoring for women based on WIF sources challenges WIF literature and issues warnings for mentoring in professional practice. Finally, the results provide insight into the talent shortage and gender imbalance in logistics that lack empirical study.

PurposeScholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).Design/methodology/approachWe collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.FindingsOur results revealed four distinct "recipes" (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.Originality/valueOur results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.