Journal of Business Logistics最新文献

{"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}

{"title":"In artificial intelligence (AI) we trust: A qualitative investigation of AI technology acceptance","authors":"Abhinav Hasija,&nbsp;Terry L. Esper","doi":"10.1111/jbl.12301","DOIUrl":"10.1111/jbl.12301","url":null,"abstract":"<p>Artificial intelligence (AI) applications are increasingly used to support supply chain management (SCM) activities. However, industry reports and recent research indicate difficulty in implementing AI solutions. This study explores the role of organizational factors in reconciling the differences between the potential SCM benefits of AI and its actual acceptance and use. We apply thematic analysis techniques to explore the marketing materials used by vendors of AI-enabled software and interviews with organization leaders that have experience with the deployment of AI-based technologies. The emergent model from our data analysis highlights organizational tactics often used to emphasize AI trustworthiness. Our findings suggest several tactics that could be used to convey that AI is a trustworthy technology. We build on the thematic model to situate the findings as offering theoretical extensions to the “social influence” aspect of UTAUT; and develop a robust call for research related to the effects of AI trustworthiness on internal, upstream, and downstream activities in the supply chain. The results contribute to academic conversations related to the acceptance and use of technology and the growing digitalization of supply chains. We outline managerial implications regarding the role of AI trustworthiness in AI use for managing SCM.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41973252","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":"Good cause, not so good business? Sales and operations performance of cause-related marketing","authors":"Anníbal C. Sodero","doi":"10.1111/jbl.12298","DOIUrl":"10.1111/jbl.12298","url":null,"abstract":"<p>Building on prior literature on sales and operations planning, corporate social responsibility, and marketing campaigns, we investigate cause-related marketing (C-RM) effects on sales and operations performance across the retail supply chain. C-RM is a corporate social responsibility marketing campaign, in which a for-profit firm donates proceeds from consumer purchases of a promoted product to a designated nonprofit cause. Using a unique, rich, and proprietary dataset from an actual CR-M campaign, we conduct a quasi-experiment analysis. Our findings suggest positive C-RM effects on retail store sales during the campaign, coupled with enduring negative effects on forecast bias and service levels upstream in the retail supply chain. Although academic studies and the specialized media have thoroughly documented the benefits of C-RM to corporate branding, our findings point to trade-offs in sales and operations performance across the retail supply chain. These findings call for firms to carry out holistic assessments of the strategic value of C-RM involving all of its stakeholders, including sales and operations planners and the nonprofit cause, as well as investments in the development and improvement of their forecasting management competence.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43131435","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":"A legitimacy theory perspective on Scope 3 freight transportation emissions","authors":"Lisa M. Ellram,&nbsp;Wendy L. Tate,&nbsp;Lance W. Saunders","doi":"10.1111/jbl.12299","DOIUrl":"10.1111/jbl.12299","url":null,"abstract":"<p>Freight transportation emissions reduction is on the environmental sustainability agenda for the logistics and transportation function in many organizations. Transportation is the fastest growing form of emissions in developing countries and is second only to electricity emissions generation globally. However, freight transportation is not a priority on the overall organizational sustainability agenda for many companies. This research uses in-depth interviews with 12 organizations to provide insight into the Transportation functional and the organizational level action and commitment to freight transportation emissions reduction as part of the overall corporate sustainability agenda. The context of this research takes the perspective of shippers to understand the benefits perceived by shippers in joining a green network/partnership focused on the reduction of freight emissions, fuel consumption, and the associated costs. In most organizations, reducing freight emissions is managed within the Transportation function and there is a lack of organizational focus on outsourced freight transportation emissions reduction. Given the increasing saliency of emissions reductions in many organizations, this represents a gap that needs to be addressed. The research suggests methods for creating more concern and visibility of freight transportation emissions.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48208829","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":"Job satisfaction: An explorative study on work characteristics changes of employees in Intralogistics 4.0","authors":"Sven Winkelhaus,&nbsp;Eric H. Grosse,&nbsp;Christoph H. Glock","doi":"10.1111/jbl.12296","DOIUrl":"10.1111/jbl.12296","url":null,"abstract":"<p>The increasing trend toward digitalization in logistics poses a significant managerial challenge, particularly by fundamentally changing the traditional, manual workplaces in intralogistics. Although intralogistics processes have, in some cases, already been automated or are supported by smart technologies, humans remain an inevitable part of future intralogistics but with changing work characteristics. This study aims to examine the influences of the transition toward Intralogistics 4.0 on work characteristics of intralogistics employees. First, a systematic literature review on work characteristics and job satisfaction in a broader Logistics 4.0 context was conducted. Thereafter, a qualitative, explorative methodology was employed to examine the perception of work characteristics that impact job outcomes such as job satisfaction, motivation, and performance at different Intralogistics 4.0 maturity levels. The results of semi-structured interviews conducted across seven companies demonstrated the significant, heterogeneous changes of work characteristics related to the type of technology applied in Intralogistics 4.0. Our findings indicate that the development toward Intralogistics 4.0-implemented workplaces does not have a simple or predefined impact on humans; instead, the individual design is relevant and can improve the workplaces with more opportunities for satisfying and motivating jobs.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-01-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12296","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46896800","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":"A research agenda to reflect reality: On being responsive","authors":"Robert Glenn Richey,&nbsp;Beth Davis-Sramek","doi":"10.1111/jbl.12297","DOIUrl":"10.1111/jbl.12297","url":null,"abstract":"<p>If you ignored the news, isolated yourself from the stock market, and were not a fan of musician Jack White, here is what else you may have missed in 2021: logistics and supply chain management matter to the point that the field is now under a microscope (McLain et al. <span>2021</span>). While media pundits and politicians continue to incorrectly say “the” supply chain (Singman, <span>2021</span>), it is refreshing that, for the first time ever, the public at large understands that getting products to retail shelves or to one's doorstep can actually be rather complicated.</p><p>At the time of this editorial, one of the most significant challenges for many companies around the globe is responding to pandemic pent-up demand and adjusting to the related supply chain constraints and bottlenecks (Pylas, <span>2021</span>; Thorbecke, <span>2021</span>). Globally, a shortage of hourly labor for essential supply chain roles has created a ripple effect that continues to interrupt business operations and exacerbate supply chain disruptions (Taylor, <span>2021</span>). Likewise, companies are struggling to recruit and retain professional supply chain talent, especially as supply chain roles evolve to become more strategic—literally to those that help shape business strategy (Supply Chain Digital, <span>2020</span>).</p><p>Looking back, the last two decades have seen major growth in the importance of logistics and supply chain management (L&amp;SCM) as an invaluable career and as a major research discipline. Yet, most business schools have been unresponsive to market needs, with many displaying an unwillingness to be adaptable, flexible, agile, or improvisational enough to include L&amp;SCM education within their degree offerings. More inexplicably, many business schools do not even have an L&amp;SCM course in their core curriculum (Opatrny-Yazell &amp; Nelson, <span>2021</span>).</p><p>The reality is that operational efficiency will always be integral to L&amp;SCM decisions, but when it consistently comes at the expense of developing L&amp;SCM processes that adapt to market changes, the outcome can be disastrous. This is one of several reasons that as JBL editors, we emphasize research that underscores the strategic importance of L&amp;SCM both within the firm and across the extended supply chain. We want to see the research reflected in JBL aligned with current business reality—because supply chain stuff is really tricky, even for Elon Musk.</p><p>After experiencing the recent global supply chain disruption—the largest since WW2—L&amp;SCM strategy seems to be evolving. The lean manufacturing and inventory strategy once coveted by most companies is losing favor. For instance, the pioneer of the lean strategy, Toyota, has paused its Just-in-Time (JIT) approach (Trivedi, <span>2021</span>). Disruptions in recent years have exposed vulnerabilities of sole sourcing strategies, while globally accessible e-commerce allows consumers to demand low prices, even ","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12297","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41881515","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":"Perceptions of Resource Scarcity in Factor Markets: The Effect on Managerial Attention and Collaboration","authors":"Robert Wiedmer,&nbsp;Judith M. Whipple","doi":"10.1111/jbl.12295","DOIUrl":"https://doi.org/10.1111/jbl.12295","url":null,"abstract":"<p>In globalized factor markets, firms face threats of resource scarcity, which challenge purchasing managers in interpreting signals about complex and uncertain factor-market conditions. When future resource supply is threatened, purchasing managers are affected not only by the expected scarcity but also by the uncertainty of the scarcity threat. We investigate how expected resource scarcity and scarcity uncertainty affect managerial attention to scarcity perceptions, which, in turn, impacts the likelihood to respond to the scarcity threat by collaborating with the major supplier. We collected data from 203 purchasing managers about their experience with a scarcity incident and developed new scales for assessing perceived scarcity. Our findings indicate that expected resource scarcity results in increased levels of managerial attention while scarcity uncertainty reduces managerial attention. Importantly, managerial attention mediates the effect of expected resource scarcity and scarcity uncertainty on purchasing managers’ propensity to collaborate. The results illustrate the contrary impact of expected resource scarcity and scarcity uncertainty on purchasing managers’ attention and highlight managerial attention as an important behavioral consideration to understand how purchasing managers mitigate environmental risk. Finally, we identify individual (responsibility, experience) and organizational (trust) factors that increase purchasing managers’ attention to scarcity threats and collaboration.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2022-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72158717","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":"Supply disruptions and protection motivation: Why some managers act proactively (and others don't)","authors":"Christoph Bode,&nbsp;John R. Macdonald,&nbsp;Maximilian Merath","doi":"10.1111/jbl.12293","DOIUrl":"10.1111/jbl.12293","url":null,"abstract":"<p>Supply (chain) disruptions present considerable managerial challenges with potentially severe consequences. To protect their firms, managers often must decide whether or not to take proactive measures. Protection motivation theory suggests that individuals' intention to respond to a threat proactively results from their cognitive appraisal (situational interpretation) processes. These processes evaluate the characteristics of potential coping responses (e.g., its effectiveness in averting the threat) and the threat itself (e.g., its severity). Building on this framework, this study presents an analysis of what drives managers to, or deters them from, proactively responding to the threat of a disruption. The results from a discrete choice experiment suggest that decision makers have a strong <i>subconscious</i> focus on cost-related aspects of a specific proactive action, all the while <i>consciously</i> prioritizing the efficacy (effectiveness) of the action over its costs. Moreover, decision makers' perceptions of the relative importance of proactive action attributes deviate considerably from their actual choice behavior. This study investigates additional behavioral aspects of supply chain risk management such as a proactive personality, risk attitude, control appraisal, and experience, many of which have significant effects on the relative importance of certain proactive action attributes. The improved understanding has three relevant messages for managerial practice, which are related to the perception–action gap, the importance of self-assessment and self-awareness, and training.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":null,"pages":null},"PeriodicalIF":10.3,"publicationDate":"2021-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12293","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45185072","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}