Journal of Business Logistics最新文献

{"title":"What about policy research?","authors":"Robert Glenn Richey Jr, Beth Davis-Sramek","doi":"10.1111/jbl.12324","DOIUrl":"10.1111/jbl.12324","url":null,"abstract":"<p>Over the past decade, many manuscripts and editorial opinions have been written that worry about academic research is not being relevant to management. This cascading complaint is relevant to research across most business disciplines. As our writings become more theoretically esoteric and our methods become more distant from the manager, authors (Hawkins et al., <span>2022</span>), deans, politicians, and now accreditation agencies (Richey & Davis-Sramek, <span>2022</span>) are increasingly asking for an accounting of the value provided by investing in academic research. The current highly flawed measurement of research impact is adjusting to the demands of our increasingly interested stakeholders. Now more than ever, our research must have an impact beyond our hallowed academic halls.</p><p>At the <i>Journal of Business Logistics</i> (<i>JBL</i>), strong theoretical and methodological rigor are the price of admission, but we are also pleased to publish articles that provide implications for industry (Davis-Sramek & Richey, <span>2022</span>). Submissions without managerial implications are consistently desk rejected, but the papers published in JBL are getting serious attention. We note the rapid growth of executives viewing <i>JBL</i> article summaries that we post on our social media accounts as an important avenue to inform business practice. In fact, the <i>JBL</i> LinkedIn account has grown to nearly 2000 followers in just over a year. Only about a third of the individuals following the <i>JBL</i> LinkedIn account are academics (https://www.linkedin.com/company/journal-of-business-logisticss/). This was a pleasant surprise and provides us with another route to support the work of <i>JBL</i> authors.</p><p>Of course, academia and business represent two of the largest <i>JBL</i> stakeholders, but there is another stakeholder group that is ripe for enhanced prospective and retrospective learning about our research – our government officials and policymakers! Why? Because our discipline has never seen a time of such importance. Supply chain “something” always is in the news. Congress and the EU parliaments often talk about “supply chain problems.” Leader's pontificate about the future of transportation and related technology. Regulators are ready to return from COVID clemency which provided enhanced flexibility and improvisation to supply chains (Richey et al., <span>2022</span>). Government agencies are looking for ways to incentivize companies to reshore or nearshore manufacturing that is regarded as “critical.” As we have watched the public spectacles in real time, we find that most people making laws and implementing policies have something in common regardless of political party affiliation. They are making decisions with extraordinarily little knowledge or experience in logistics and supply chain management (L&SCM). It is time for our research community to address the L&SCM policy gap.</p><p>Over the last 2 years, we ha","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"416-420"},"PeriodicalIF":10.3,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12324","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46750833","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 supply chain management framework for services","authors":"Matias G. Enz,&nbsp;Douglas M. Lambert","doi":"10.1111/jbl.12323","DOIUrl":"10.1111/jbl.12323","url":null,"abstract":"<p>While services represent the largest sector of the global economy, 86.8% in the United States, most supply chain management (SCM) research is focused on product flows. Executives in manufacturing firms have benefited from frameworks created to implement SCM processes, but this is not the case for their counterparts in service companies. The two most cited SCM frameworks for services have methodological and conceptual deficiencies. Drawing upon the service-dominant logic of marketing and using an empirical research approach, we developed supply chain structure maps for nine service firms. Our findings indicate that the supply chain structure maps of service companies are comparable to those in the product-based literature, which supports the service-dominant logic. Then, we identified the six key processes that constitute a framework to manage service supply chains. The customer relationship management and the supplier relationship management processes form the critical links in the supply chain, and the other four processes are coordinated through this linkage. The SCM framework for services provides direction for executives in service firms who need to increase cross-functional integration within their firms and with other members of the supply chain. For academics, 12 avenues for future research are identified.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"11-36"},"PeriodicalIF":10.3,"publicationDate":"2022-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44671364","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":"Do as You Say, or I Will: Retail signal congruency in buy-online-pickup-in-store and negative word-of-mouth","authors":"Yao “Henry” Jin,&nbsp;Monique L. Ueltschy Murfield,&nbsp;Dora E. Bock","doi":"10.1111/jbl.12322","DOIUrl":"10.1111/jbl.12322","url":null,"abstract":"<p>Buy-online-pickup-instore (BOPIS) services have become an increasingly important part of a retailer's omnichannel strategy. When service failures (e.g., stock-out) occur, consumers may resort to negative word-ofmouth (NWOM) to share their evaluation of the retailer's BOPIS service. While a retailer's service recovery policies (e.g., cross-channel substitution) may help to fulfill its service intent, the extent to which these two signals can improve consumer satisfaction and diminish their NWOM intent remains unknown. Drawing from both service recovery literature and signaling theory, we conducted a series of five experiments and find that the intradimensional congruity of the signal set communicated by the retailer during its BOPIS service process depends on both its operational capability and the consumer's own predilection regarding the product category. These insights collectively indicate that while a retailer's operations need to support service policies to provide a congruous BOPIS service process, substitution policies offered to consumers during the transaction need to consider the extent to which a consumer's purchase decision is hedonic or utilitarian. In turn, this finding suggests that a retailer's category management needs to consider BOPIS substitution in terms of both product assortment and inventory policies.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"37-60"},"PeriodicalIF":10.3,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12322","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41490922","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":"When the going gets tough, do the tough go shopping?","authors":"Xiaodan Pan,&nbsp;Benny Mantin,&nbsp;Martin Dresner","doi":"10.1111/jbl.12319","DOIUrl":"10.1111/jbl.12319","url":null,"abstract":"<p>This study examines the impacts of consumer confidence on stockpiling behavior and, subsequently, retail inventory management. We show how stockpiling behavior evolved during the “Great Recession” of 2008–2009 as consumer confidence waned and demonstrate the impact of this development on inventory management. Drawing on the two-segment household inventory theory consisting of nonstockpiling and stockpiling segments, we use a panel dataset (2005–2015) to calibrate household inventory holdings. This dataset then serves as input for a retailer-level case study. Our empirical analysis reveals significant impacts from changing stockpiling behavior. When consumer confidence is low, both stockpiling and nonstockpiling segments respond by reducing weekly consumption rates; however, the stockpiling segment also significantly lengthens the time between shopping trips, and ultimately increases the duration of inventory holdings. These changes to consumption and stockpiling add complexity to inventory planning, requiring retailers to carefully adjust inventory levels to maintain service levels.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"61-79"},"PeriodicalIF":10.3,"publicationDate":"2022-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43797207","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":"Plastic response to disruptions: Significant redesign of supply chains","authors":"Molly M. Hughes,&nbsp;Zenan Zhou,&nbsp;Walter Zinn,&nbsp;A. Michael Knemeyer","doi":"10.1111/jbl.12321","DOIUrl":"10.1111/jbl.12321","url":null,"abstract":"<p>A plastic response is a type of resilient response to disruption whereby a supply chain is significantly redesigned. This is in contrast to the most common responses to disruption emphasized in the extant resilience literature, in which restoration of a supply chain to its pre-disruption state is typically the focus. Researching plastic responses is important because they differ greatly from restoration. A plastic response is a new way to operate, thus requiring implementation of major changes to the supply chain. Accordingly, a foundational premise is adopted to characterize a plastic response as (1) a significant redesign, (2) due to a pressing need, (3) requiring most or all of the following: acquisition of new skills, investment in new assets and leadership support, (4) a permanent new way to operate. Additionally, eight propositions are offered to serve as bases for further research. These relate to two fundamental issues: when are plastic responses most likely to be exercised and how to enable plastic responses. The propositions were developed through qualitative data analysis and informed by change management theory. The data were collected from in-depth interviews with global corporations in a variety of industries. Theoretical contributions and managerial implications are offered at the end.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"80-108"},"PeriodicalIF":10.3,"publicationDate":"2022-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46951047","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":"Inductive research in last-mile delivery routing: Introducing the Re-Gifting heuristic","authors":"William J. Rose,&nbsp;John E. Bell,&nbsp;Stanley E. Griffis","doi":"10.1111/jbl.12318","DOIUrl":"10.1111/jbl.12318","url":null,"abstract":"<p>The last-mile problem presents a daunting challenge for many logistics service providers, especially some 7000 small, localized operations for whom the cost of complex software solutions is often prohibitive. As a result, last-mile dispatchers rely on simple heuristics to ensure adequate customer service at an acceptable cost. This research effort extends prior qualitative work by developing and testing a simple vehicle routing heuristic, based on behaviors observed in practice, that prioritizes customer service over cost against other simple vehicle routing heuristics across a variety of environments using simulation. The results support the inclusion of a customer service focus in vehicle routing and the addition of such heuristics to existing algorithm portfolios, specifically in urban areas with well-developed highway systems.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"109-140"},"PeriodicalIF":10.3,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12318","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41409767","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 building blocks of a supply chain management theory: Using factor market rivalry for supply chain theorizing","authors":"Peter M. Ralston,&nbsp;Matthew Schwieterman,&nbsp;John E. Bell,&nbsp;Lisa M. Ellram","doi":"10.1111/jbl.12320","DOIUrl":"10.1111/jbl.12320","url":null,"abstract":"<p>As the supply chain discipline matures, opportunities emerge to develop or define theories that are specific to supply chain phenomenon. The current research specifies characteristics that we offer which comprise the building blocks of supply chain theory. These characteristics include the flows of material through a supply chain network, the temporal management of these material flows, the dyadic and triadic interactions of firms within the supply chain network, and the outward focus on supply chain management (SCM), in other words a supply chain orientation, of firms in a supply chain. Further, recognizing that supply chain theories must contain the previously identified characteristics, we offer Factor Market Rivalry (FMR) as a theory of SCM. FMR refers to intense battles for resource positions that are needed to manufacture, provide, or deliver firm products or services. We argue that FMR only occurs within supply chain phenomena. The piece concludes with a future research agenda based upon the practical implications of further developing FMR as a theory of SCM.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"44 1","pages":"141-159"},"PeriodicalIF":10.3,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12320","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46415348","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":"Logistics for a better world","authors":"Beth Davis-Sramek,&nbsp;Robert Glenn Richey","doi":"10.1111/jbl.12317","DOIUrl":"10.1111/jbl.12317","url":null,"abstract":"&lt;p&gt;At a time when the &lt;i&gt;Journal of Business Logistics&lt;/i&gt; (&lt;i&gt;JBL&lt;/i&gt;) was at a crossroads, two starry-eyed Ph.D. students wanted to understand more about the history and the maturity of the field. What better way than to talk to the “visionaries” of the logistics discipline (Davis-Sramek &amp; Fugate,  &lt;span&gt;2007&lt;/span&gt;). One of those visionaries was Bud Lalonde, the founding editor of &lt;i&gt;JBL&lt;/i&gt; and a forefather of the logistics and supply chain management (L&amp;SCM) discipline (Goldsby &amp; Zinn, &lt;span&gt;2018&lt;/span&gt;). He offered us wisdom about how scholars should use their research capabilities to address social challenges. His words were quite profound at the time, and they continue to shape our careers.&lt;/p&gt;&lt;p&gt;Since this “visionaries” article was published, the succession of &lt;i&gt;JBL&lt;/i&gt; editors broadened the scope and reach of the Journal. The current editor team is fortunate to have the foundation to continue to call for a more comprehensive body of knowledge about an expansive range of phenomena. L&amp;SCM scholars also have a unique opportunity to extend our research, teaching, and service in ways that inform business practice and provide insight into a more extensive cast of stakeholders. There is the opportunity to fulfill Dr. LaLonde's aspiration for the discipline to “make the world a better place.”&lt;/p&gt;&lt;p&gt;We find it encouraging that over the last several years, &lt;i&gt;JBL&lt;/i&gt; has both called for and consistently published research demonstrating these efforts. For instance, scholars have designed studies to understand the unique challenges social enterprises and microentrepreneurs face at the base of the pyramid markets (Bals &amp; Tate, &lt;span&gt;2018&lt;/span&gt;; Iyengar et al., &lt;span&gt;2021&lt;/span&gt;; Pal &amp; Altay, &lt;span&gt;2019&lt;/span&gt;). There has been encouraging work on sustainable supply chain management related to procurement decisions (Mukandwal et al., &lt;span&gt;2020&lt;/span&gt;), implementation challenges (Nath et al., &lt;span&gt;2021&lt;/span&gt;), the impact of digitization (Sanders et al., &lt;span&gt;2019&lt;/span&gt;), macrolevel factors like country risk (Reinerth et al., &lt;span&gt;2019&lt;/span&gt;), new concept development like supply chain integrity (Castillo et al., &lt;span&gt;2018&lt;/span&gt;), and opportunities for future research (Carter &amp; Washispack, &lt;span&gt;2018&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Likewise, &lt;i&gt;JBL&lt;/i&gt; has published articles that challenge commonly held conceptions about sustainable supply chain management (Davis-Sramek et al., &lt;span&gt;2018&lt;/span&gt;; Sheffi, &lt;span&gt;2018&lt;/span&gt;). Additionally, a focus on supply chain resilience has led to articles about public–private collaboration (Gabler et al., &lt;span&gt;2017&lt;/span&gt;) and the ability to “bounce forward” after a disruption (Novak et al., &lt;span&gt;2021&lt;/span&gt;; Wieland &amp; Durach, &lt;span&gt;2021&lt;/span&gt;). &lt;i&gt;JBL&lt;/i&gt; has also called for research that addresses modern social challenges related to women (Zinn et al., &lt;span&gt;2018&lt;/span&gt;) and race (Esper et al., &lt;span&gt;2020&lt;/span&gt;)—issues that significantly impact supply chain practice. Finally, we look fo","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 3","pages":"294-296"},"PeriodicalIF":10.3,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12317","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42234288","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":"Pulled in opposite directions: A joint consideration of supply and demand uncertainty in supply chain decision-making","authors":"Elliot Bendoly,&nbsp;Ken Boyer,&nbsp;Nate Craig,&nbsp;Somak Paul","doi":"10.1111/jbl.12315","DOIUrl":"10.1111/jbl.12315","url":null,"abstract":"<p>Supply chain inventory management decisions are complicated by the presence of both downstream (demand) and upstream (supply) uncertainties. Prior research shows that each type of uncertainty leads to specific decision biases. Demand uncertainty induces a <i>pull-to-center bias</i>, wherein orders are drawn away from the optimal ordering decision in the direction of expected demand. Supply uncertainty elicits a <i>diversification bias</i>, wherein inventory managers tend to source from multiple suppliers, even when sole sourcing is optimal. Our research employs a controlled laboratory experiment to study these biases when both types of uncertainty—that is, supply and demand uncertainty—are present. Our results show that the presence of both supply and demand uncertainty has a more nuanced effect on decision biases than does either type of uncertainty alone. Demand uncertainty can elicit and influence the diversification bias, even in the absence of supply uncertainty. Moreover, supply uncertainty affects the magnitude of the pull-to-center bias. Our work reveals the need for further attention from supply chain academics and managers on how supply and demand uncertainty jointly affect inventory managers’ decisions.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"448-471"},"PeriodicalIF":10.3,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12315","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41678970","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":"Implementing supplier integration practices to improve performance: The contingency effects of supply base concentration","authors":"Margherita Molinaro,&nbsp;Pamela Danese,&nbsp;Pietro Romano,&nbsp;Morgan Swink","doi":"10.1111/jbl.12316","DOIUrl":"10.1111/jbl.12316","url":null,"abstract":"<p>Companies are recently facing increasing supply chain disruptions that may influence their supply base design choices. However, studies investigating how these choices affect the effectiveness of other supplier management practices, such as supplier integration, are scarce. The aim of this paper is to explore the impact of various types of supplier integration on the buyer's efficiency and innovation, as well as the contingency effects of supply base concentration, an important supply base design choice. Drawing upon Social Exchange Theory, we argue that the expected benefits of supplier integration activities to efficiency and innovation are strengthened by supply base concentration. We test our hypotheses using data collected from 324 manufacturing plants. Hierarchical regression results reveal that some supplier integration types improve performance <i>only</i> under higher levels of supply base concentration, while the effects of other supplier integration types vary according to the type of performance considered or are not significant at all. In addition, the results suggest that developing technologies to share information with suppliers may be counterproductive in driving efficiency. Besides enriching the supplier integration literature, this research offers guidance for managers who wish to improve efficiency and innovation, while also considering the pros and cons of supply base concentration.</p>","PeriodicalId":48090,"journal":{"name":"Journal of Business Logistics","volume":"43 4","pages":"540-565"},"PeriodicalIF":10.3,"publicationDate":"2022-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jbl.12316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48216999","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}