741 publications from this institution
Ecological and environmental issues are playing a larger role in corporate and manufacturing strategies. Global and domestic environmental regulations and laws are forcing many organizations to consider environmental impacts of all functions, business processes and products. In this paper the environmental consciousness issues pertaining to manufacturing and operations management are presented. A general strategic framework on how to manage environmentally conscious programs and projects in a manufacturing enterprise is also developed and discussed. A number of research initiatives that need to be pursued are identified. The pursuit of these research initiatives will alleviate many of the barriers to adoption of environmentally conscious manufacturing strategies.
Presents the introductory editorial for this issue of the publication.
Increased market internationalization with more and stricter environmental regulations in different countries has caused manufacturers to extend their environmental management practices to cover their supply chain partners. Thus, environmental supply chain management (ESCM) has become an important competitive and environmental strategy for manufacturers to pursue. China, as a global manufacturer, is also facing this balance of economic development with environmental protection. The literature remains unclear on whether internationalization is beneficial or costly when it comes to environmental management practices such as ESCM within China. Further insight into this issue will be useful for organizations in developing and emergent economies to more effectively prepare for internationalizing their operations and markets. Using internationalization drivers that propel the implementation of environmental management practices in the Chinese manufacturing industry, we applied cluster analysis to group a sample of 377 Chinese manufacturers surveyed in 2007 into three clusters: mature internationalization, emergent internationalization, and domestic-focused. Institutional theory within an internationalization context sets the theoretical foundation for evidence that the international environmentally oriented institutional drivers encountered are positively associated with the adoption of ESCM practices by Chinese manufacturers. We also find significant differences in the environmental, economic and operational performance outcomes across the three manufacturer clusters. We conclude that manufacturing organizations experiencing internationalization with a greater extent of adopting ESCM practices tend to perform better.
Ecological and environmental issues are playing a larger role in corporate and manufacturing strategies. Global and domestic environmental regulations and laws are forcing many organizations to consider environmental impacts of all functions, business processes and products. In this paper the environmental consciousness issues pertaining to manufacturing and operations management are presented. A general strategic framework on how to manage environmentally conscious programs and projects in a manufacturing enterprise is also developed and discussed. A number of research initiatives that need to be pursued are identified. The pursuit of these research initiatives will alleviate many of the barriers to adoption of environmentally conscious manufacturing strategies.
The discussion in this monograph described the many practices, technologies, and concerns in GSCM. The complexities of both supply chain management and corporate environmental management practices are a great barrier, alone, for their implementation. When they are joined together to form GSCM, the complexities, effort, and costs, can increase exponentially.
Purpose This paper aims to provide a practical model usable by organizations to help form agile virtual enterprises. The model helps to integrate a variety of factors, tangible and intangible, strategic and operational, for decision‐making purposes. Design/methodology/approach A comprehensive development of factors is determined from the literature and an analytical network process (ANP) methodology is introduced for decision model development. An illustrative example is presented. Findings The results provide a robust model that will aid decision makers and agile virtual enterprise brokers form partnerships within these organizational structures. Research limitations/implications The paper introduces a conceptual model with an illustrative validating example. A practical application and reapplication of the model are required to further validate the model. ANP can require significant managerial input for its application, potentially causing fatigue for decision makers. Practical implications Practical implications include a partner selection tool and framework for decision makers. The model may be easily tweaked by the elimination or addition of decision factors and their relationships. Originality/value The paper is useful to practitioners and organizations seeking to manage partnership formation of agile virtual enterprises, an emerging organizational form. This work expands the number of factors and interrelationships among these factors that no other model has explicitly addressed for the agile virtual enterprise formation situation.
No abstract is provided for this article.
No abstract is provided for this article.
The growth in stakeholder pressures, broader sustainable supply chain management practices, and new economic models such as circular economy, has made sustainability a priority for organizations and their supply chains. To be able to manage their activities, programs, processes, and strategies, organizations have adopted and developed performance measures. Unlike other performance measures, emergy analysis quantitatively provides a real value for the work of nature to evaluate performance beyond the traditional measures that have been traditionally presented in the supply chain literature. This chapter offers an introductory explanation of how and what emergy analysis can offer in evaluating the environmental performance of supply chains. It will also consider not only the capabilities of emergy analysis but also the limitations and much-needed research to advance both fields, EA and SSCM.
No abstract is provided for this article.
In a recent article by Rosenthal, Zydiak, and Chaudhry (1995), a mixed integer linear programming model was introduced to solve the vendor selection problem for the case in which the vendor can sell items individually or as part of a bundle. Each vendor offered only one type of bundle, and the buyer could purchase at most one bundle per vendor. The model employed n(m + 1) binary variables, where n is the number of vendors and m is the number of products they sell. The existing model can lead to a purchasing paradox: it may force the buyer to pay more to receive less. We suggest a reformulation of the same problem that (i) eliminates this paradox and reveals a more cost‐effective purchasing strategy; (ii) uses only n integer variables and significantly reduces the computational workload; and (iii) permits the buyer to purchase more than one bundle per vendor.
With economic globalization and the emergence of extended enterprises derived from interrelationship among organizations, there has been a steady increase in offshoring outsourcing activities. Subsequently, the strategic importance of offshoring decisions is important. Traditional offshoring decisions mainly emphasize outsource (supplier) selection problems, with their focus upon economic factors. Sustainability, which has recently been seen as a competitive necessity in most industry, rarely enters into the modeling or discussion. Furthermore, additional and integrated facility location factors need to be involved into the offshoring decision process. To help integrate these factors and concerns, this paper constructs a model for evaluation and selection of various offshoring alternatives by simultaneously considering facility location factors, supplier selection metrics, and sustainability factors. The model allows for input from a variety of managerial decision making levels and involves the dynamic perspectives of the competitive environment in evaluating process. An empirical case illustration is applied to demonstrate the efficacy of the model. The paper closes with a discussion of managerial implications and an outlook on aspects for further research.
This paper revisits the recent works of Suwignjo, Bititci and Carrie (SBC) (Int. J. Prod. Econom. 64 (2000) 231) and Bititci, Suwignjo and Carrie (BSC) (Int. J. Prod. Econom. 69 (2001) 15). We show how a generalizable analytical hierarchy technique based on Saaty's systems-with-feedback approach, also known as the analytical network process (ANP), can be applied, as an alternative methodology, to SBC's quantitative model for performance measurement system. The proposed enhancement to SBC's approach can be completed through the utilization of a supermatrix that can arrive at a solution where the necessary combined weights of the factors influencing the performance measure are a result. In addition, we also show how the ANP approach could be used to enhance the dynamic evaluation of BSC's manufacturing strategy performance evaluation model.
A portfolio of management practices/strategies have been used to describe and define Agile Manufacturing with an objective to obtain agility in operations and business functions. The purpose of this paper is to evaluate the relationships and linkages of agility enhancing management practices in order to further understand and advance research in agility and agile manufacturing. Evaluating their relationships in both foundational and relational perspectives is completed through interpretive structural modelling (ISM). By identifying and developing the relationships and linkages among the agility enhancing management practices, managers can better prioritise implementation efforts and resources to successfully achieve agility and agile manufacturing. The developed ISM model has also been validated from practitioners in industry and academia. Human Resource Management is at the core among the fourteen relevant and agility enhancing management practices for agile manufacturing. The paper appears to be one of the first studies with a systemic approach to the implementation of agility and agile manufacturing.
Organizational sustainability requires production systems improvement and adaptation simultaneously balancing environmental, social and business dimensions. This exploratory study investigates how quality management exploitation and exploration may ambidextrously contribute to support environmentally sustainable production development. The study uses data collected through an online survey from ISO 9001 certified manufacturing firms. Drawing upon organizational ambidexterity in management literature, and using fuzzy-set qualitative comparative analysis (fsQCA) to examine the data, we develop a set of propositions that link quality ambidexterity to environmentally sustainable production. Results reveal alternative equifinal configurations of quality management practices that lead to environmentally sustainable production. All configurations combine quality exploration and exploitation practices. The consideration of multiple goals, and especially the requirement for cost efficiency, reveals tensions between the two quality learning modes. The study provides evidence that quality management ambidexterity, the simultaneous presence of quality exploitation and exploration practices, is an important determinant of environmentally sustainable production. The findings provide insights for managers on how to leverage organizational improvement capabilities to achieve sustainability goals.
This chapter introduces the context, justification, and goal of this edited book. The ultimate goal is to present fundamental knowledge and practical insights into the circular economy related to business and technology. The book champions a value-based approach and...
Approximately 80 percent of environmental influence and burden is determined at the design stage. This fact, along with the requirements of governmental
The world and organizations have become engrossed with carbon neutrality. Carbon emissions strategies flowing from broader initiatives have filtered down to organizations. We consider some organizational responses to China's carbon neutrality and carbon peak policy., We quickly summarize three Chinese companies to illustrate roads they have taken. Ansteel, CIMC and Elane have instilled optimizing energy structure, adjusting resource allocation, product design and manufacturing, innovating business models, and digital intelligence transformation are exemplary strategies. Results have occurred, but challenges remain. We summarize for organizations and managers based on these short vignettes.
