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PurposeThis pathway discusses the need for further research into how focal companies measure and manage indirect Scope 3 emissions in their value chains.Design/methodology/approachThis pathway relies on the authors' qualitative research on European companies' decarbonisation strategies. We analysed self-reported and tertiary data from 33 manufacturing European companies considered leaders in climate action. Additionally, interviews were conducted with four experts who work to elaborate decarbonisation strategies in large companies that are part of global value chains.FindingsThe limited visibility of focal firms over their value chains and data collection capacity raises questions on the reliability of indirect emissions inventories and companies' ability to manage indirect emissions.Research limitations/implicationsInvestigation of the emerging empirical phenomena of indirect emissions may lead to valuable insights for the measurement and management of sustainability issues.Practical implicationsOur piece explores the process of constructing indirect emissions inventories, assists in ensuring accurate interpretation of the data and provokes discussion on focal companies' role in managing Scope 3 emissions.Social implicationsMany stakeholders refer to companies' Scope 3 inventories. This piece exposes inconsistencies in these inventories and what companies' responsibilities are in managing emissions.Originality/valueResearch on managing sustainability issues in supply and value chains is increasing, and indirect emissions are central in this space. This impact pathway seeks to stimulate research in underdeveloped areas by discussing the limitations of this data and highlighting practical limitations present in its management.

PurposeThis paper explores the precedents for purchasing to contribute effectively to innovation exploration. We investigate how purchasing can become aware of innovation opportunities, their incentives or motivations to explore and capture innovation and the required capabilities.Design/methodology/approachAiming for theory elaboration, we analyse an exemplar case study of a company developing leading-edge practices for involving purchasing in innovation exploration applying an Awareness-Motivation-Capability (AMC) framework.FindingsThis study elaborates on purchasing theory with a comprehensive set of AMC-based precedents for purchasing's innovation exploration contribution that we categorise into three dimensions: motivations, capabilities and awareness. Our findings indicate interrelations between these and purchasing motivation as a precedent of capabilities and awareness.Research limitations/implicationsWe demonstrate the useful of applying AMC theory to researching purchasing's contribution to innovation and how AMC needs to be adapted in this research context. We explore interrelations between awareness, motivation and capabilities but propose future research on the nature of these interrelations.Practical implicationsWe suggest ways for managers to shape, adapt or redesign their purchasing organisations to better support innovation exploration.Originality/valueThis study proposes a framework for purchasing contribution to innovation based on AMC theory.

PurposeAfrica has the most deaths from infections yet lacks adequate capacity to engage in vaccine development, production and distribution, the cornerstone of efficiently managing and eliminating several infectious diseases. Research has scarcely explored the role of institutional logics in vaccine development, production and distribution, collectively known as end-to-end vaccine manufacturing. This study aims to explore how institutional logics influence firms to engage in the vaccine manufacturing value chain in Africa.Design/methodology/approachWe conducted multiple case study research using five vaccine manufacturing firms from four African countries in three regions. Qualitative interviews were conducted among 18 executives in 5 vaccine manufacturing firms.FindingsWe identified that the state, corporate and market institutional logics disparately influence the different parts of the vaccine manufacturing value chain. These institutional logics co-exist in a constellation that also shapes the organizational forms. Their constellation has dominant logics that guide behavior, while subdominant and subordinate logics influence behavior to a limited extent. The findings show that institutional logics are a function of contextual factors, such as historical events, technological changes and pandemics.Originality/valueThe study developed a typology that identifies vaccine manufacturing firm archetypes, institutional logics and their constellations underpinned by contextual factors. The findings have implications for firms and policymakers, as they may guide the end-to-end vaccine manufacturing interventions adapted for their regions.

PurposeDue to emerging uncertainties, supply chain planning (SCP) has become complex for many companies, and practitioners are unsure how emerging technologies can help. We address this gap by identifying pathways of how digital technologies may aid planned flexibility in SCP.Design/methodology/approachThe research builds on engaged scholarship and co-creation of knowledge. Eight senior managers from two companies participated in three rounds of workshops with us discussing and contrasting their planning challenges and potential solutions using examples of industry 4.0 applications drawn from the literature.FindingsBased on a novel framework for digital transition in SCP, this research shows how emerging technologies may aid SCP in building resilience to emergent uncertainties and open new research avenues through four impact pathways.Research limitations/implicationsThe SCP literature is ruefully short on studies that address technology-aided SC resilience. The research explains why this calls for a paradigm shift in SCP research.Originality/valueThis research argues that resilience-building SCP requires planned flexibility and presents a digital transition framework that allows for it.