Explore the vast range of titles available.

Purpose: Indeed due to global advancement, rapid technological innovation, and enhancing regional influence, supply chain (SC) has become an essential element. Now, competition has shifted from organization to industry level; any disruption can not only disturb organization but also affect the whole industry. Although Pakistan is agriculture land still industry sector is supporting more than half population, especially the automotive sector is the highest growing sector. Due to regional and economic shift toward China and India, this sector is facing numerous problems. Only thirteen large-scale automotive organizations are operational by creating collaboration among them many issues can be resolved. Supply chain collaboration has dogged the performance in various industries and in various regions. The aim of this study is to explore the potential benefits of supply chain collaboration toward achieving operational performance. Design/methodology/approach: This is an empirical investigation conducting among supply chain department of automotive industries in Pakistan. Data were collected from 232 members of the supply chain that include suppliers, manufacturers, and distributors. Factor analysis and multiple regressions through SPSS have been used for data analysis. Findings: The finding of this study reveals that two supply chain management approaches information sharing (IS), joint decision making (JDM) significantly effect, while Electronic Data Interchange (EDI) does not have a significant effect on operational performance. Research limitations: This study consists only three approaches, next study should include more approaches. Secondly, this study is limited to the automotive sector. Practical implications: [This study will help the managers of the automotive industry in making their operation smooth by applying information sharing, joint decision making, and electronic data interchange. Originality/value: First novelty of this study is the implementation of supply chain collaboration for developing country especially for Pakistan. Secondly, this study seed collaboration as communication and include all aspects of communication like formal communication, informal communication.

The use of lean tools and techniques to reduce waste from the workflow has been prominently gaining popularity in the construction industry worldwide. Last Planner System (LPS) is one such distinguished tool used by construction majors. Much research suggests that LPS plays a significant role in improving collaboration among project team members and the firm's organizational culture. This paper reports the intermediating effect of organizational culture on construction projects that implement the Last Planner System and also identifies the effect of LPS on the project's operational performance. Various survey items pertaining to each variable were identified and validated through Content Validation. All the established items were then compiled into a questionnaire, and multiple data were collected from a variety of projects. The data were analysed using bivariate correlation and multiple regression analysis. Additionally, the \"organizational culture assessment instrument\" was utilized to compare the organizational cultures of various construction sites. It was discovered that the Last Planner System had a positive but negligible relationship with the operational performance of the project, and the organizational culture. It was observed that all the projects implementing LPS had a balance culture. The contribution of this work is the knowledge that implementation of the Last Planner System is not necessarily enhanced by culture to a great extent. However, it has a positive impact on both the operational performance of the project and the organizational culture.

Purpose: The purpose of this study was to assess the direct effect of supply chain integration on operational performance and the mediating effects of external integration on the relationship between internal integration and operational performance among manufacturing firms. Design/methodology/approach: Quantitative survey research design was adopted. A total of thirty (30) manufacturing firms were sampled using cluster sampling. The data was collected using questionnaires from 317 employees in the procurement, account and administration units of the 30 manufacturing firms. Structural Equation Modeling was used to analyze the direct and mediation relationships. Findings: The results showed that the relationship between internal integration and operational performance was significantly mediated by external integration. It was established that operational performance could only be achieved when manufacturing firms' managers pay critical attention to internal and external integration. A Significant positive relationship also exists between supplier integration and operational performance as well as customer integration and operational performance. Originality/value: The unique contribution of the current study is the assessment of the mediating effect of external integration constructs (customer integration and supplier integration) as the mediating variable on internal integration and operational performance.

To fill a gap in current literature, this paper analyses the impact of human factors on the operational performance of innovation hubs in the SAARC Nations and the European Union. Upon conducting an extensive examination of academic literature, four primary classifications of human factors were determined: organizational factors, individual attributes, the nature of a task and working environment. This research offers a cross-sectional analysis of these factors and their implications on innovation centres in the culturally and economically diverse domain of SAARC Nations and the European Union. The findings suggest that organizations functioning in the context of Innovation hubs in SAARC Nations, where centralized authority and value correctness is mostly emphasised on, face challenges in order to foster employee engagement and creativity. However, the innovation hubs of the European Union receive treatment from a more flexible and tolerant approach which is backed by progressive technology and is incredibly sensitive to concerns touching on ergonomics and safety of the working environment. This research highlights High performing, High committing, and High involvement management, management techniques to manage human factors to enhance operation performance. Adaptive and individual approach to the management of human variables, based on the differences in cultural and economic conditions of each region, is essential for effective development of the innovative substance and competitive advantage, the paper states. The results obtained from this study offer important guidance for the policymakers, managers and practitioners who are involved in managing and creating innovation hubs. It has provided a framework of how the organisation’s operation performance may be improved through effective management of human resources.

This study supports the idea that supply chain integration decisions are essential in the choice of strategy for the electric automotive industry in Morocco. Some studies indicate that the most admired and feared competitors today are companies that link customers and suppliers and their internal processes to tightly integrated networks. On the other hand, empirical studies have shown that supply chain integration is no guarantee of success. On the basis of these assertions, we will examine the relationship between supply chain operational performance-dependent variables (cost, quality, flexibility, and time) and integration-independent variables (customer, supplier, and internal integration). The current research is considered a causality study, addressing the effect of the three dimensions of integration on the operational performance of companies in the Moroccan electric automotive sector. Empirical data were collected from 253 companies, using a questionnaire developed and refined through interviews with experts and the panel of judges. Statistical techniques such as descriptive statistics, correlation and multiple regressions were used. The results of the study indicate a significant positive relationship between the integrated supply chain and the operational performance of the supply chain of companies in the Moroccan electrical automotive sector. Thus, the results affirmed that this sector interlocutors report a close relationship between integration and supply chain performance.

Fully mechanized timber harvesting systems are generally characterized by a high operational performance being widespread and used across many regions. Such systems are adaptable to different levels of operational integration, enabling also the recovery of energy wood, but given integration configurations affect their performance. A production study was carried out in a Norway spruce clear-cut aiming to investigate the performance of a mid-sized harvester-forwarder system in general, and the effect that fuelwood recovery from tree tops may have on its performance. Data was collected in the field during 11 days of observation using state-of-art equipment and software. Harvester’s operations were monitored using a digital camera. Data refined from 27.5 filmed hours that accounted for 1045 felled and fully processed trees was used to model and compute its performance indicators. In addition, fuel consumption data was sampled in the field. The results indicated that a delay-free cycle time consumption was affected by variables characterizing the tree size. The net production rate was estimated to about 26.5 m3 ∙ h-1, being substantially affected by supplementary tree-top processing. Forwarding operations were monitored using a handheld computer and a Global Positioning System unit. The delay-free cycle time consumption was affected by forwarding distance and the amount of loaded wood, resulting in a net production rate of about 19.2 m3 ∙ h-1. Under these circumstances, the forwarding performance matched the harvester’s outputs for an extraction distance of about 100 m, indicating that the supplementary processing of the tree-tops had no effect on the system’s productive performance in the studied conditions. Most likely, it affected the harvester’s fuel consumption given its proportion of 9% in the delay-free harvester’s cycle time. The results also indicated a mean fuel consumption of about 1.7 l ∙ m-3 for the studied harvesting system.

Purpose: This research aims to test and analyze the consensus of organizational strategy with the contingency of organizational culture and isomorphism pressure which have an impact on organizational performance moderated by human capital. The survey is conducted to the owners/managers of Batik Micro Small Medium Entreprises (MSMEs) in 18 villages in Pekalongan, Indonesia. Design/methodology/approach: The data collecting is using questionnaire and interview to some owner/managers and leader of the Batik group. Pekalongan is a city of Batik that has Batik MSMEs spread in every area of the villages. Therefore, the sampling technique used in this research includes two stages: proportional area random sampling and purposive sampling. 17 MSMEs were taken as samples in each village. Furthermore, after selecting 17 MSMEs, the study used purposive sampling technique with a sample size of 170 MSMEs. This research uses three variables: isomorphism, organizational culture, and organizational strategy measured by semantic scale and use two bipolar typologies. As for organizational performance, it is measured using Likert scale. The data analysis technique is using Euclidience Distance Simple Regression with contingency approach and moderation of Euclidience Distance Simple Regression. Findings: These results provide are; (1) The higher the alignment degree between imitation strategy and hierarchy culture, the higher the organizational performance will be; (2) The higher the alignment degree between innovation strategy and adhocracy culture, the higher the organizational performance will be; (3) Human capital strengthens the consensus of imitation strategy with the contingency of hierarchy culture and benign isomorphism, so that the organizational performance is higher; (4) Human capital does not strengthen the consensus of innovation strategy with the contingency of adhocracy culture and hostile isomorphism, so that the organizational performance is higher. Research limitations/implications: The sampling technique of this research is done using purposive sampling, so it is feared that it cannot generalize to the existing population. The data collection also uses primary data with measurement approach based on the owner/manager perceptions, which sometimes still requires assistance and good understanding for the respondents. Organizational performance will be increase if the condition of hierarchy culture, benign isomorphism, and imitation strategy are supported by the moderation role of human capital that can strengthen the relationship with organizational performance. Practical implications: The higher the alignment degree between imitation strategy and hierarchy culture, the higher the organizational performance will be. If the organization tend to choose imitation strategy, it is more emphasizes on low market pressure, support from government regulation, low public and media pressure, and stable politic and safety, and vice versa. Originality/value: This research wants to fill the research gap by examining the importance of having an alignment of organization strategy (Imitation vs Innovation) related with the contingency of organizational culture (Hierarchy vs Adhocracy) and isomorphism pressure (Benign vs Hostile) so that Batik MSMEs entrepreneurs can further improve their organizational performance (operational performance and environmental performance).

Purpose The purpose of this paper is to examine the moderating role of Industry 4.0 technologies on the relationship between lean production (LP) and operational performance improvement within Brazil, a developing economy context. Design/methodology/approach One representative from each of the 147 studied manufacturing companies filled in a survey on three internally related lean practice bundles and two Industry 4.0 technology bundles, with safety, delivery, quality, productivity and inventory as performance indicators. As this study was grounded on the contingency theory, multivariate data analyses were performed, controlling for four contingencies. Findings Industry 4.0 moderates the effect of LP practices on operational performance improvement, but in different directions. Process-related technologies negatively moderate the effect of low setup practices on performance, whereas product/service-related technologies positively moderate the effect of flow practices on performance. Originality/value With the advent of Industry 4.0, companies have been channelling their efforts to achieve superior performance by advancing levels of automation and interconnectivity. Eventually, widespread and proven manufacturing approaches, like LP, will integrate such technologies which may, in turn, impair or favour operational performance. Contrary to previous studies, the contingencies appeared to have a less extensive effect. The authors point to various options for further study across different socio-economic contexts. This study evidenced that purely technological adoption will not lead to distinguished results. LP practices help in the installation of organisational habits and mindsets that favour systemic process improvements, supporting the design and control of manufacturers’ operations management towards the fourth industrial revolution era.

Purpose - The aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.Design methodology approach - Data collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.Findings - Generally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational performance. Operational performance enhances organizational performance.Research limitations implications - As a first wave empirical investigation of the impact of GSCM practices on performance, the study is by necessity exploratory.Practical implications - Practitioners are provided with a framework for assessing the synergistic impact of GSCM practices on performance. Internal environmental management and green information systems are identified as necessary precursors to the implementation of green purchasing, cooperation with customers, eco-design, and investment recovery.Originality value - A comprehensive GSCM practices performance model is proposed and empirically assessed. The results of this investigation support the proposition that GSCM practices are both environmentally necessary and good business. A structured two-wave approach to the implementation of GSCM practices is recommended.