Globalization results in both pressure and drivers for Chinese enterprises to improve their environmental performance. As a developing country, China has to balance economic and environmental performance. Green supply chain management (GSCM) is emerging to be an important approach for Chinese enterprises to improve performance, possibly on both these dimensions. Using empirical results from 186 respondents on GSCM practice in Chinese manufacturing enterprises, we examine the relationships between GSCM practice and environmental and economic performance. Using moderated hierarchical regression analysis, we evaluate the general relationships between specific GSCM practices and performance. We then investigate how two primary types of management operations philosophies, quality management and just‐in‐time (or lean) manufacturing principles, influence the relationship between GSCM practices and performance. Significant findings were determined for a number of relationships. Managerial implications are also identified.
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Developing performance measurement is a necessary element for the effective management of organisations. Performance measurement has been gaining in importance in both operations and management literature. In this paper an evaluation of the development and implementation of performance measures is presented. Investigation of the process from an actual organisational view-point provides insights into the advantages and disadvantages of a strategic activity-based development framework for performance measurement. General issues and implications for the management of performance measurement development and implementation provide some fundamental guidelines.
No abstract is provided for this article.
Exploring the supply chain and organizational interfaces between performance measurement systems and modern digitization Introduction and background There is a substantially increasing amount of research on new information technologies and digitization in the context of Industry 4.0 and supply chain management.The integrated technology field in supply chain management, especially multi-stakeholder and interorganizational technology, has seen a large surge in the past decade.In previous decades, this interorganizational information and process technology was quite limited.For example, facsimile machines and electronic data interchange used to be the most commonpeer-to-peer technologies.Internally, inventory management, materials requirements planning and demand management software integrated to form enterprise requirements planning (ERP) systems.The evolution to more integrated and broader systems emerged even further with the Internet and cloud computing receiving greater attention over the years.Eventually, incorporating middle-ware to advance this integration and interorganizational advanced planning and work flow management systems saw growth separately and integratively.Recently, the advancements have incorporated the broader variety of emergent information and Industry 4.0 technologies that take advantage and integrate blockchain technology, artificial intelligence (AI), predictive analytics, mobile technology and the Internet of Ihings, cyber-physical systems and even quantum computing.The technological evolution and revolution continue.Realistically, we will not understand the revolutionary technological events faced until the future can thoughtfully look back over the generations.Speaking of revolutionary technological development, Ray Kurzweil (2001) famously stated in his law of accelerating returns that exponential technological change has and will continue to occur and that . . ."the technological progress in the twenty-first century will be equivalent to the level of the previous 200 centuries."That is, in the 21st century, we will be making 20,000 years of progress.Given that similar technological acceleration has occurred for a good part of the past 100 years, we need to be capable of managing in this dynamic technological and innovation environment in the future.Performance measurement will have to adjust.These emergent technologies' importance has substantial evidence through downloaded articles in blockchain technology, Industry 4.0, smart manufacturing and other digitization technologies in almost every journal supply chain, digitization and operations journals.We are also facing new emergent technology such as 5G and 6G, and quantum computing (Sarkis et al., 2021), which will also contribute to performance analysis, big data and supply chain management.Some of the most currently downloaded papers, based on personal experience and websites of various journals with this information (e.g. the International Journal of Production Research), show these topics formby farthe most downloaded articles and studies.In addition, performance measurement, organizational and supply chain are growing in importance as big data is central to the digitization revolution.Performance measurement, another major theme of this special issue, has an even longer history.Managing the performancefor example of agricultural outcomeswas critical even
Foreword Roger E. Kasperson, Stockholm Environment Institute, Sweden Introduction Joseph Sarkis, Clark University Graduate School of Management, USA Part 1: Operations strategy and policy 1. Implementing the industrial ecology approach with reverse logistics Michael Martin, University of Exeter, UK 2. Life-cycle chain analysis, including recycling A.J.D. Lambert, Technische Universiteit Eindhoven, the Netherlands 3. Management of pollution prevention: integrating environmental technologies in manufacturing Neil Jones, INSEAD, France Robert D. Klassen, University of Western Ontario, Canada 4. Organising environmental investments in small and medium-sized firms: A cost-benefit instrument as a tool for integrating environmental policy into overall business policy Anja De Groene, Hogeschool Zeeland, University of Professional Education, the Netherlands Job de Haan, Tilburg University, the Netherlands 5. Green Issues in Product Development Johan Sandstroem, Umea University, Sweden 6. Corporate environmental reporting: Value for manufacturing operations Harry Fatkin, Fatkin Consultancy, USA Part 2: Manufacturing and operations practice 7. Industrial hazardous waste minimisation: Barriers and opportunities Mark Atlas, North Carolina State University, USA 8. Sustainable manufacturing in Lebanon Toufic Mezher, American University of Beirut, USA 9. Customers as green suppliers: Managing the complexity of the reverse supply chain Stephan Vachon, Robert D. Klassen and P. Fraser Johnson, University of Western Ontario, Canada 10. A Framework for green supply chain costing: A fashion industry example Stefan A. Seuring, Carl-von-Ossietzky Universitat Oldenburg, Germany 11. Design for energy efficiency and selection Marc A. Rosen, Ryerson Polytechnic University, Canada 12. ISO 14001: Greening management systems Nicole Darnall, North Carolina State University, USA Deborah Rigling Gallagher and Richard N.L. Andrews, University of North Carolina, Chapel Hill, USA Part 3: Tools for managing greener manufacturing and operations 13. Environmental management policies: A comparison of reactive and proactive approaches Karl-Werner Hansmann and Claudia Kroeger, University of Hamburg, Germany 14. Aggregate planning for end-of-life products Surendra M. Gupta, Northeastern University, USA Pitipong Veerakamolmal, IBM Corporation, USA 15. Assessing life-cycle environmental impact: Methodology to spur design of greener products and processes K. Ravi Kumar, University of Southern California, USA, Arvind Malhotra, University of North Carolina, USA Dongwon Lee, University of Southern California, USA 16. Tools for closed-loop manufacturing Ad J. de Ron and Frans W. Melissen, Eindhoven University of Technology, the Netherlands 17. Recovery strategies and reverse logistics network design Harold Krikke, Erasmus University Rotterdam, the Netherlands 18. A framework for hierarchical planning and control for remanufacturing V. Daniel R. Guide Jr and David W. Pentico, Duquesne University, USA Vaidy Jayaraman, Washington State University, USA Part 4: Case studies 19. Design for environment at Sony: Incorporating a Sound Respect for Nature Shane Schvaneveldt, Weber State University, USA Hidetaka Yanagida and Akira Isobe, Sony Corporation, Japan 20. Chevron Corporation: Strategic financing for energy efficiency projects Forrest Briscoe, MIT Sloan School of Management, USA 21. A structured approach to industrial emission reduction: The case of a gypsum wallboard production plant Richard A. Reid, University of New Mexico, USA Elsa L. Kojonen, Intel Corporation USA J. Bruce Buell, Lafarge Gypsum Corporation USA 22. Textile waste-water reduction: A case study Charles L. McEntyre, Tennessee Valley Authority, USA 23. Development and application of a pollution prevention index as a P2 metric in a manufacturing plant Eric H. Snider, GeoSyntec Consultants, USA Daniel B. Moorhead, Tenneco Automotive USA 24. Assessment of environmental impacts: A case study of an integrated approach at the plant level Matti Melanen and Kimmo Silvo, Finnish Environment Institute Lea Gynther, Electrowatt-Ekono Oy, Finland
This study analyses business schools' incorporating environmental management issues into their core activities, defined through teaching, research, outreach and management. Taking into account the relative lack of literature on this theme, case study fieldwork is utilized. Two case studies were conducted at Brazilian business schools. The results were analyzed using the conceptual background of barriers to organizational change, transition to a more sustainable society, and path dependence. The main findings indicate that: (a) the incorporation of environmental management issues tends to begin with researching and teaching; (b) this incorporation process depends on the personal motivation of few or single faculty researchers; (c) the trajectory of the analyzed business schools is marked by advances and stagnation, when analyzing the incorporation of environmental management issues to its four core activities; (d) paradoxically, the analyzed business schools can be considered academic leaders in the field, but have had difficulties in adopting environmental management practices internally; (e) there is a “path dependence” effect in this process; (f) there are barriers to organizational change towards green business schools; (g) institutional entrepreneurs are important to the process of greening. This research represents the first research shedding light to understanding the process of greening of Brazilian business schools while considering the multidimensional aspects (teaching, research, outreach and university management).
The articles in this special issues address engineering management issues in the era of the COVID-19 world. Presents the views and opinions of experts rom an organization, work, management, and technological perspective.
Participative design is an effective tool for designing organizational systems where conflicting and diverse goals of users and clients from different organizations must be reconciled. This paper presents a methodology for participative design based on Soft Systems Methodology (SSM). A brief overview of SSM is first presented. The design methodology is then presented within the SSM framework. The design methodology prescribes a set of activities to accomplish participative design, and uses two design tools from the manufacturing and process engineering fields Quality Function Deployment (QFD) and the IDEF0 functional modeling method. Experiences using the design methodology are also presented.
Knowledge sharing among divisions of an organization is an important yet difficult goal foray institution to achieve. This case reports on development of a system that fosters knowledge sharing across divisions and levels of government in a New York State agency. The case will focus on project management aspects, and discuss tools and models used to aid in the development and evolution of this project from an intra-division application to a more pervasive enterprise-wide system. A number of organizational and technological elements provide the impetus for growth, improvement, and success of this system. Overall, the case study provides insights and lessons learned to problems encountered in diverse and sizable organizations, such as large companies and not-for-profit organizations, as well as state and federal governments, where knowledge is distributed and sharing knowledge is critical to organizational performance.
No abstract is provided for this article.
No abstract is provided for this article.
Newly-developed data envelopment analysis techniques permit simultaneous consideration of ‘good and bad’ outputs in evaluating efficiency. We use these techniques to determine joint ecological and technical efficiencies of the 437 largest fossil-fueled electricity-generating plants in the United States. Utilizing the EPA’s E-Grid and Clean Air Markets databases and drawing on ecological modernization theory we evaluate whether innovations in organizational practices and technological solutions help achieve joint technical and environmental performance efficiencies.
