Journal of Business Logistics最新文献

{"title":"Artificial intelligence, robotics, and logistics employment: The human factor in digital logistics","authors":"Matthias Klumpp, Caroline Ruiner","doi":"10.1111/jbl.12314","DOIUrl":"10.1111/jbl.12314","url":null,"abstract":"<p>With this editorial, we aim to shed light on the role of the human factor in digital logistics. This has been already established in general (Neumann et al., <span>2021</span>; Schorsch et al., <span>2017</span>) as well as regarding specific perspectives like, for example, addressing the important role of human intuition (Carter et al., <span>2017</span>) or cost developments (Fager et al., <span>2021</span>). For a detailed and comprehensive analysis, we apply an interdisciplinary perspective drawing on economic and social sciences. Starting from the observation of technological innovations such as AI, robotics, and digital technologies and their implementation into supply chains, it can be expected that this impacts work and employment in the field of logistics. It is also evident that a change in work content and job demands is expected, which also depends on the design of human–computer interaction (HCI). HCI is a broad field that covers any interaction between humans and machines such as operating computers, handheld scanners, and mobile devices (Grudin, <span>2012</span>). Depending on the interaction with machines, humans will refrain more and more from operational tasks and have to migrate their capabilities and attention toward supervisory tasks. It is likely that this affects individual psychological outcomes such as motivation, work engagement, and job satisfaction and also team and organizational decisions and processes (Cummings & Bruni, <span>2009</span>; Klumpp et al., <span>2019</span>; Lee et al., <span>2015</span>). However, this also impacts the cooperation among colleagues and with supervisors. Considering the different levels of change, we propose a conceptual framework for analyzing the relevance of the human factor for digital logistics work. The core topic of the structure is the question of HCI. For this area, we distinguish between four relevant levels as outlined below (see Figure 1).</p><p>As the human factor in digital logistics work is of outstanding relevance, we expect that this conceptual framework enables researchers to identify critical gaps and frame their individual research. In this context, it is especially relevant to focus not only on individuals in logistics contexts but to also consider that individuals and organizations operate in dynamic and complex interdependent systems and that thus (social) interactions matter for the implementation and success of digital transformation in business practice (D'Aleo & Sergio, <span>2017</span>). Social interaction is an exchange between two or more individuals, which further influences the perspectives, positions, and actions of the interacting individuals. Through interactions, people design rules, institutions, and systems, which give further orientation and form perceptions (Weber, <span>1978</span>). Besides the examples to be seen in the papers included within this special topic forum, we can outline the importance of a differentiated analysis of su","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"297-301"},"PeriodicalIF":10.3,"publicationDate":"2022-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12314","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48821224","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of financial institutions on exchanges in the agricultural commodity supply chain: An information economics perspective","authors":"Jessica L. Darby,&nbsp;Jason W. Miller,&nbsp;Brent D. Williams,&nbsp;Andrew M. McKenzie","doi":"10.1111/jbl.12313","DOIUrl":"10.1111/jbl.12313","url":null,"abstract":"<p>Recent advances in supply chain research point to the vital but often overlooked role of financial institutions, such as banks and financial markets, in the execution of supply chain activities. We extend this incipient research stream by drawing on information economics and Penrose's resource-based view of the firm to theorize about how financial markets act as a source of information and influence exchange activities in the agricultural commodity supply chain. We test our hypotheses in the U.S. agricultural commodities context, specifically the U.S. rice industry, using a novel data set that combines financial market data with proprietary data on exchanges between farmers and customers. Time series econometric analyses reveal that information from financial markets influences exchanges between farmers and customers, but it has asymmetric effects depending on exchange dynamics and local market conditions. Overall, our analyses support our hypotheses and advance supply chain research by building theory about market-based exchange dynamics and by broadening the scope of mechanisms through which financial institutions impact exchange activities. For practice, we offer quantitative insights that can be leveraged by farmers and purchasing managers. For policymakers, we offer timely guidance related to the provision of information and the ‘real’ implications of financial markets.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"499-517"},"PeriodicalIF":10.3,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45144416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Cognitive biases as impediments to enhancing supply chain entrepreneurial embeddedness","authors":"David J. Ketchen Jr.,&nbsp;Christopher W. Craighead","doi":"10.1111/jbl.12307","DOIUrl":"10.1111/jbl.12307","url":null,"abstract":"<p>The recently introduced concept of supply chain entrepreneurial embeddedness (SCEE) refers to the extent to which large firms integrate entrepreneurial capabilities into their supply chains. Achieving a higher degree of SCEE can involve assimilating entrepreneurial practices by copying entrepreneurial firms’ behavior, allying with entrepreneurial firms to gain access to and learn from them, and acquiring entrepreneurial firms to bring their practices inside the firm. Because SCEE appears to be a pathway to enhanced firm performance, enhancing SCEE should be attractive. However, our thesis is that efforts to do so may be undermined by cognitive biases—heuristics used by the human mind to simplify complex situations that result in distorted thinking. We explore the possible problems arising due to 11 cognitive biases discussed by Schwenk (<i>Strategic Management Journal</i>, 1984, 5(2), 111). We offer two brief case examples of companies that are seeking to make their supply chains more entrepreneurial; each illustrates several of the biases in action. We also consider whether supply chain complexity and entrepreneurial orientation can mitigate or strengthen cognitive biases’ harmful effects on SCEE. In doing so, we construct an important interface across entrepreneurship and supply chain management.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"45 1","pages":""},"PeriodicalIF":10.3,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12307","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43169724","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sorting out the sorting in omnichannel retailing","authors":"Joakim Kembro,&nbsp;Ebba Eriksson,&nbsp;Andreas Norrman","doi":"10.1111/jbl.12305","DOIUrl":"10.1111/jbl.12305","url":null,"abstract":"<p>The increasing complexity of today's omnichannels has led to challenges with logistics efficiency and customer utility. In this paper, we show how retailers address these challenges by sorting goods at multiple points across the logistics network and inside each material-handling node. As contemporary research on the omnichannel sorting phenomenon is limited and fragmented, we conduct an abductive multiple case study to elaborate omnichannel logistics and transvection theory. It explains why retailers, depending on their omnichannel context, prepone some sorting activities upstream and postpone others to handle trade-offs between customer utility and logistics efficiency. An artifact, including structured terminology, six sorting aspects, and an iconographic platform, is constructed to support the analysis of the extent, variety, and complexity of sorting at both the strategic network level and the operational material-handling node level. We conclude by submitting 10 theoretical and actionable design propositions that support decision making in (re)designing omnichannel logistics networks and offer avenues for future research.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"593-622"},"PeriodicalIF":10.3,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12305","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46816107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the impact of logistics and supply chain management scholarship: Why pursue practical relevance and are we successful?","authors":"Timothy G. Hawkins,&nbsp;Michael J. Gravier,&nbsp;Martin Theodore Farris II,&nbsp;Suman Niranjan,&nbsp;Uchenna Ekezie","doi":"10.1111/jbl.12306","DOIUrl":"https://doi.org/10.1111/jbl.12306","url":null,"abstract":"<p>This study explores the level of relevance of logistics and supply chain management research and probes underlying motives prompting scholars to value and pursue managerial (vs. purely academic) contributions. At its core, the concerns over rigor and relevance of higher education comprise a crisis of trust and credibility that appeared decades ago and continues to provoke concern from the field's thought leaders. While exploratory in nature, the results suggest both practitioners and academics agree at differing levels that logistics and supply chain management research is relevant, but pressure to chase indices and rankings has influenced behavior of academics. Consequently, the academic peer-reviewed process no longer seems to focus on managerial implications. The article begins with theories pertinent to human motivation, namely, self-determination theory (SDT), and employs qualitative interviews of academics to help develop surveys of both academics and logistics and supply chain management practitioners. It then presents the methodologies of quantitative data collection and analysis—combined with interviews of deans and editors—to explore the research questions to offer discussion, implications, future research directions, and conclusions.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"654-678"},"PeriodicalIF":10.3,"publicationDate":"2022-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72191762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Scholarship that matters","authors":"Robert Glenn Richey,&nbsp;Beth Davis-Sramek","doi":"10.1111/jbl.12308","DOIUrl":"https://doi.org/10.1111/jbl.12308","url":null,"abstract":"&lt;p&gt;The AACSB has not been the only advocate for this perspective. In a recent Harvard Business Review article, the authors lamented that a significant challenge for scholars is to produce and disseminate research that is both academically rigorous &lt;i&gt;and&lt;/i&gt; applicable to practicing managers (Shapiro &amp; Kirkman, &lt;span&gt;2018&lt;/span&gt;). They propose that the challenge is two-fold (Shapiro et al., &lt;span&gt;2007&lt;/span&gt;). First, there is a “lost in translation” problem—research finds that practitioners do not use the academic literature as a resource to learn about best practices. Second, there is a “lost before translation” problem, which reflects the tendency for researchers to design studies without receiving input from the very people who are impacted by the phenomenon of interest.&lt;/p&gt;&lt;p&gt;To address these challenges, there have also been calls for better collaboration between academics and practitioners (e.g., Bartunek et al., &lt;span&gt;2001&lt;/span&gt;; Benoit et al., &lt;span&gt;2019&lt;/span&gt;; Guesalaga &amp; Johnston, &lt;span&gt;2010&lt;/span&gt;; Rynes, &lt;span&gt;2007&lt;/span&gt;). The call for business schools to change their reward systems has also been proposed as a means to incentivize impactful scholarship (e.g., Aguinis et al., &lt;span&gt;2014&lt;/span&gt;). It is interesting to note that despite calls in the literature for academics to offer more relevant insights for practitioners, the AACSB felt it necessary to address this issue directly in its recent report.&lt;/p&gt;&lt;p&gt;From our own perspective as editors, we are pleased to see that AACSB is promoting what we in the logistics and supply chain field have understood since inception. The &lt;i&gt;Journal of Business Logistics (JBL)&lt;/i&gt; has been focused on contributing to Logistics and Supply Chain Management (L&amp;SCM) theory &lt;i&gt;and&lt;/i&gt; practice for over four decades. There has never been serious debate about “rigorous versus relevant” research, for as Tom Mentzer so sufficiently noted, “Why should we choose only one?” (Mentzer, &lt;span&gt;2008&lt;/span&gt;). At &lt;i&gt;JBL&lt;/i&gt;, it has never been enough to provide a theoretical contribution that benefits the academy. &lt;i&gt;JBL&lt;/i&gt; contributions are expected to offer both academic and managerial impact. In our remaining tenure as editors, we intend to double-down on this fundamental tenet of our discipline.&lt;/p&gt;&lt;p&gt;Specifically, we are actively working to address the “lost in translation” problem. Rather than efforts to encourage managers and other stakeholders to use our literature as a resource, we are bringing the insight from articles published in &lt;i&gt;JBL&lt;/i&gt; to them. In addition to our presence on the Linked In platform, soon you will see Katie Thompson-Taylor's (our Editorial Assistant) &lt;i&gt;JBL&lt;/i&gt; article insights into &lt;i&gt;SC Quarterly&lt;/i&gt;, on the CSCMP website, in the &lt;i&gt;Reverse Logistics Journal&lt;/i&gt;, and in future outlines depending on the specific content. As AASCB (and donors, companies, and legislative bodies) applies more pressure on business school administrators to align with changing expectations and updat","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 2","pages":"164-168"},"PeriodicalIF":10.3,"publicationDate":"2022-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12308","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72164398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of the supply chain orientation fit between supply chain members: A triadic perspective","authors":"David Gligor,&nbsp;Javad Feizabadi,&nbsp;Terrance Pohlen,&nbsp;Michael Maloni,&nbsp;Jeffrey A. Ogden","doi":"10.1111/jbl.12304","DOIUrl":"10.1111/jbl.12304","url":null,"abstract":"<p>Existing literature has established supply chain orientation (SCO) as a critical enabler of supply chain management. Although SCO is predicated on alignment across supply chain members, it has primarily been examined at the individual firm level. Given this limitation, we collected triadic archival and survey data from multiple levels of the supply chain to introduce the concepts of <i>SCO supplier fit</i> (i.e., firm's SCO matches its supplier) and <i>SCO customer fit</i> (i.e., firm's SCO matches its customer). The results reveal that SCO supplier fit and SCO customer fit <i>each</i> positively impacts firm operational and customer performance in return on assets (ROA) and return on sales (ROS). More specifically, a firm with an SCO matching its primary upstream or downstream partners performs significantly better than a firm with a higher or lower SCO. In fact, firms with relatively <i>more</i> SCO than key supply chain partners perform significantly worse than those having relatively less SCO. Finally, firms with <i>both</i> SCO supplier fit and SCO customer fit perform better than firms with SCO supplier <i>or</i> customer fit alone. Ultimately, SCO alignment across the supply chain appears to be more important than the level of SCO itself.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"518-539"},"PeriodicalIF":10.3,"publicationDate":"2022-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48977336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Make-or-buy decisions for industrial additive manufacturing","authors":"Anne Friedrich,&nbsp;Anne Lange,&nbsp;Ralf Elbert","doi":"10.1111/jbl.12302","DOIUrl":"https://doi.org/10.1111/jbl.12302","url":null,"abstract":"<p>Much of the potential of industrial additive manufacturing (AM) is said to lie in the digital specification of components that can be transmitted seamlessly and unambiguously to partners fostering flexible outsourcing. In industry, we observe nuanced AM supply chain governance structures that result from make-or-buy decisions, with a tendency to implement AM in-house. Thus, there is a discrepancy between what is discussed in the literature and implemented in practice. We apply a multiple-case study approach to investigate <i>why</i> and <i>how</i> AM impacts the make-or-buy decision of manufacturing firms. We identify four decision profiles demonstrating the spectrum of specific governance structures and develop a framework to explain the underlying rationales. We find strong arguments for in-house AM including firms’ perceived need to protect their digitally encapsulated intellectual property, reevaluation of their core competencies, commitment to internal learning, and senior management's enthusiasm for AM. By using transaction cost economics and the resource-based view, we contribute to the understanding of how arguments of these general theories are modified by the digital and emerging traits of AM. We reveal contradicting guidance in the theories’ argumentation for the case of AM and provide managers a clear perspective on alternative strategies for their AM implementation process.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"623-653"},"PeriodicalIF":10.3,"publicationDate":"2022-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12302","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72160459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovation and labor in the port industry: A comparison between Genoa and Antwerp","authors":"Andrea Bottalico,&nbsp;Thierry Vanelslander,&nbsp;Patrick Verhoeven","doi":"10.1111/jbl.12303","DOIUrl":"https://doi.org/10.1111/jbl.12303","url":null,"abstract":"<p>With the advancement of innovation initiatives in the port industry, port labor has fundamentally changed in terms of new tasks, skills required, professional profiles, training, employment relations, work organization, and number of jobs. Current literature often focuses more on the assessment of investments in this particular sector rather than on the evaluation of innovative processes and the interaction with employment issues. In this article, the authors assess the relationship between innovation and employment in the port industry by comparing two distinct case studies—the ports of Antwerp and Genoa—which are characterized by partially common features and different socio-institutional contexts. Based on qualitative research conducted between 2016 and 2019, the comparative study finds that incremental innovative solutions produce a polarized port labor market in both cases, as previous studies assess. Nevertheless, the findings show that, in the case of Antwerp, a mediated and structured bargaining system interacts positively with employment issues and incremental innovative solutions, while in the case of Genoa, a disarticulated and less structured context reflects a weaker ability to influence virtuously the intertwine between innovation and employment.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"368-387"},"PeriodicalIF":10.3,"publicationDate":"2022-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12303","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72160455","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Empirical evidence on human learning and work characteristics in the transition to automated order picking","authors":"Dominic Loske","doi":"10.1111/jbl.12300","DOIUrl":"10.1111/jbl.12300","url":null,"abstract":"<p>Although technological innovation has enabled a new wave of warehouse automation, human involvement remains necessary for most order picking operations in grocery retailing. This has spawned new forms of interaction between humans, machines, and intelligent software, that is, cyber-sociotechnical systems. However, scant empirical field-based research has been conducted on how this transition impacts human learning and the perception of work characteristics. Considering that humans are an essential element of these systems, it is fundamentally important to quantify the impact of these transformations when aspiring to improve performance, quality, and workers' well-being as primary outcomes of order picking systems. This study utilized a mixed-methods design, developing and applying parametric and non-parametric approaches to operationalize learning progress, and semi-structured interviews were conducted to examine perceived work characteristics. The findings indicate that the perception–cognition–motor–action cycle for learning by doing tasks can be accelerated through real-time feedback provided by the order picking system. Furthermore, perceived work autonomy and feedback from the picking system are constant or perceived as greater when human decisions are accepted. The results have valuable implications for logistics practitioners, emphasizing the need for human-centered work system design.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"302-342"},"PeriodicalIF":10.3,"publicationDate":"2022-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42804968","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}