Suchergebnisse

Purpose– The purpose of this paper is to examine the effects of social resources on promoting information sharing practice and, thereby, improving firm performance. In particular, the authors are interested in addressing the following research questions. First, can the development of social capital (expressed in three dimensions: cognitive capital, structural capital, and relational capital) promote the content and quality of supply chain information sharing? Second, what are the relationships among the three social capital dimensions in the context of information sharing? Third, what are the effects of shared information (content and quality) on firm performance?Design/methodology/approach– A theoretical model and several research hypotheses, well-grounded in the western literature, are developed. Data from 272 manufacturers in China were collected to test the model and the hypotheses. Structural equation modeling was used for statistical analysis.Findings– The statistical results reveal that each social capital dimension has different effects on information sharing and performance. Namely, relational capital and cognitive capital have significant positive influences on information sharing. Structural capital has no direct positive impact on information sharing, but it displays indirect affects through the other two social capital dimensions. Furthermore, both the content and quality of the shared information improve manufacturing efficiency and responsiveness performance. Finally, the paper also recognizes possible reciprocal causality between relational capital and cognitive capital.Research limitations/implications– First, considering the distinct role of social relations in China, future studies should examine the influence of social capital and the potential reciprocal relationship between trust and shared vision, using data from other countries. Second, data were collected solely from the Pearl River Delta, China. Studies based on samples drawn from other regions, such as the Yangtze River Delta, the Bohai Sea economic area, and southwest China, would provide a degree of geographic and economic diversity and extend the generalizability of the results.Practical implications– Despite the touting of the value of information sharing, many companies struggle with the practice. The findings help us understand the process by which social capital accumulates and contributes to information sharing. Namely, firms must first engage in social interactions with supply chain partners in order to develop a trusting relationship and a shared vision for information sharing. The managers must also be aware of the possible reciprocal relationship between trust and shared vision. Both the volume and content of information sharing are critical to the performance.Social implications– Manufacturers can use the concept of social capital to build relational rents for information sharing.Originality/value– Responding to the call from the literature, this study extends the discussion of antecedents and consequences of supply chain information sharing, with a focus on the influences of relational resources. The paper proves that social capital provides a valid theoretical base from which to examine the role of social relations in promoting supply chain information sharing. Previous supply chain research in social capital often limited its consideration of social capital to relational capital. Understanding the effects of all three dimensions of social capital and their inter-relationships would contribute to the process by which social capital accumulates and promotes information sharing. Additionally, a study with the Chinese data should validate the theoretical model developed based on western literature, and offer valuable insights to researchers and practitioners from both economic and cultural perspectives.

The closed-loop supply chain (CLSC) focusing on product recycling is getting more and more attention. The question of how to motivate CLSC participants to implement product recycling effectively has come into focus. We study the optimal strategy of a two-echelon CLSC under different incentive mechanisms, characterize the return rate in the form of a state equation for its dynamic behavior and construct a closed-loop supply chain dynamic model. Subsequently, we discuss two incentives—the cooperative promotion incentive and wholesale price discount incentive—based on the no-incentive game and investigate the optimal strategy, steady-state return rate, and revenue of each CLSC player in the three scenarios. Then, the choice of incentives by manufacturers and retailers under different scenarios is determined by comparative analysis. The results indicate that retailers always favor the cooperative promotion incentive. For manufacturers, the wholesale price discount incentive is more advantageous only when the recycling efforts outperform retailers' promotion efforts in unit cost. In most other cases, the cooperative promotional incentive is more popular since it will generate more revenue for each participant and the entire supply chain. Moreover, there is a Profit-Pareto-improvement region when the CLSC implements the cooperative promotion incentive.

In today's global service industry, online reviews posted by consumers offer critical information that influences subsequent consumers' purchasing decisions and firms' operation strategies. However, little research has been done on how the same information can be used to identify key competitors and improve services to increase competitiveness. In this article, we propose an analytical framework based on an improved k-nearest neighbor model and a latent Dirichlet allocation model for service managers to harvest online reviews to identify their key competitors and to evaluate the strengths and weaknesses of their businesses. With a sample comprising over 8 million customer reviews of 6,409 hotels in 50 Chinese cities from Ctrip.com , we validate the effectiveness of the proposed approach in the analysis of a hotel's service competitiveness and its key competitors. The findings indicate that the importance of particular attributes of a hotel varies in different segments according to hotel star ratings. This study extends the literature by bridging online reviews and competitor identification for service industries. It also contributes to practice by offering a systematic and effective way for managers to identify their key competitors, monitor market preferences, ensure service quality, and formulate effective marketing strategies.

PurposeDespite touting the value of green practices, many firms struggle to respond appropriately to the diverse environmental issues. The purpose of this paper is to investigate how the external and internal pressures interplay to influence top management championship, which, in turn, fosters the company's green culture and the adoption of green practices. It thus helps to explain Chinese firms' diversity with respect to the adoption of green practices.Design/methodology/approachA conceptual model is developed that summarizes the interplay of external and internal pressures, top management championship, green culture and the adoption of green practices. Data from 148 Chinese manufacturing firms were collected and a structural equation model was used for statistical analysis.FindingsGovernment policy that provides incentives to adopt green practices and overseas customers' green demand has significant positive influences on top management championship, while resources pressure has a significant negative effect. Government command and control policy, domestic customers' green demand and organizational inertia do not impact top management championship. Furthermore, top management championship is positively correlated to both green culture and green practices, and green culture contributes to implementing green practices.Practical implicationsThe findings help us understand which external and internal factors inspire or force top management to adopt green practices, and how they do so. Moreover, managers must also be aware of the bridging role of green culture. The findings will be valuable to policy makers in forming and enforcing "stick" or "carrot" environmental policies.Originality/valueLeveraging a multi-theoretic approach, the authors' research builds on insights from the institutional theory, natural resource-based view (NRBV) and upper echelons perspective, so as to increase the authors' understanding on how firms adopt green practices to respond to environmental sustainability pressures. The institutional theory and the NRBV are leveraged in this study to recognize that firms perceive not only external institutional pressure for environmental management but also the internal pressure from resource constraints and capability to change. Upper echelons perspective is integrated into this study to explain the leadership role that top management serves in the management of the organization's response to dynamic changes in the institutional environment and cultivate green culture within organization.

AbstractCOSCO and China Shipping Container Lines (CSCL) merged and reorganized as COSCO Shipping Lines in 2016. Through using a complex network methodology, we analyze the spatial patterns of their shipping networks before and after the merger. We evaluate the integration effects based on two main dimensions: network and hub economies. While complementarities are found between COSCO and CSCL networks before the merger, COSCO Shipping Lines increased the total number of service nodes and shipping routes significantly. The merger also had the effect of strengthening the hub capacity of 7 of the top 15 hub ports in the main markets covered by the new company. Results underline that this strategy of overseas pivotal ports promoted the development of hub economy and regional market expansion.

AbstractThe success of the bioenergy industry will depend, in part, on enough biomass feedstocks being grown. To increase the reliability of feedstocks supply, a government can offer two types of subsidy program: a farmer subsidy program (FSP) and a bioenergy producer subsidy program (PSP). We develop models to analyze the optimal subsidy program by capturing the interactions between the government, the bioenergy producer, and the farmers. The models incorporate the subsidy budget constraint, the environmental benefits from the use of bioenergy, the farmer's risk aversion and land capacity constraint, as well as the yield uncertainty of feedstocks. The findings reveal that both FSP and PSP are effective as long as the farmers' land capacity exceeds a threshold. If both the subsidy budget and the land capacity are sufficiently large, PSP outperforms FSP; if only the subsidy budget is limited, FSP is better; if only the land capacity is limited, FSP and PSP are equivalent. Counter‐intuitively, we find that PSP always favors farmers more, while FSP favors the bioenergy producer more under certain conditions. Also, we find that FSP can better mitigate risk than PSP when yield uncertainty is high. Lastly, insights for policy makers to promote bioenergy development are highlighted.