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The authors attempt to fill the gap in current research by investigating inter‐firm customer knowledge sharing.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>A survey study was conducted. Data were collected from buyers of logistic services. Confirmatory factor analysis and multiple regression were used to analyze data and test hypotheses.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>Results suggest that open and fluent communication mediates the relationship between customer knowledge sharing and satisfaction with a logistics service provider. In addition, the close relationship with the logistics service provider is needed to strengthen the relationship between customer knowledge sharing and satisfaction with the logistics service provider.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>This study provided new empirical evidence concerning inter‐firm customer knowledge sharing. The authors suggest that logistic service providers should be incorporated into the customer knowledge management process to ensure open and fluent communication about customers.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>This study provides practical insights for companies that sell logistic services.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>Customer knowledge sharing has been largely studied in an intra‐firm context, for instance information sharing between marketing and research and development departments. 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(2008), “Integration between shippers and third party logistics providers?”, International Journal of Operations & Production Management, Vol. 28 No. 4, pp. 331‐59.",{"doi":362},"10.1108\u002F01443570810861552",{"id":17,"text":364,"url":17,"identifiers":365},"Parry, G. and Graves, A. (2008), “The importance of knowledge management for ERP systems”, International Journal of Logistics Research and Applications, Vol. 11 No. 6, pp. 427‐41.",{"doi":366},"10.1080\u002F13675560802340992",{"id":17,"text":368,"url":17,"identifiers":369},"Pekkarinen, S. and Ulkuniemi, P. (2008), “Modularity in developing business services through platform approach”, International Journal of Logistics Management, Vol. 19 No. 1, pp. 84‐103.",{"doi":370},"10.1108\u002F09574090810872613",{"id":17,"text":372,"url":17,"identifiers":373},"Penrose, E. (2008), “Straregy\u002Forganization and the metamorphosis of the large firm”, Organization Studies, Vol. 29 Nos 8\u002F9, pp. 1117‐24.",{"doi":374},"10.1177\u002F0170840608096001",{"id":17,"text":376,"url":17,"identifiers":377},"Pillai, K.G. and Min, S. (2010), “A firm's capability to calibrate supply chain knowledge – antecedents and consequences”, Industrial Marketing Management, Vol. 39 No. 8, pp. 1365‐75.",{"doi":378},"10.1016\u002Fj.indmarman.2010.04.002",{"id":17,"text":380,"url":17,"identifiers":381},"Power, D., Sharafali, M. and Bhakoo, V. (2007), “Adding value through outsourcing. Contribution of 3PL services to customer performance”, Management Research News, Vol. 30 No. 3, pp. 228‐35.",{"doi":382},"10.1108\u002F01409170710733296",{"id":17,"text":384,"url":17,"identifiers":385},"Quinn, J.P. (2005), “Perfecting the dialogue”, Logistics Management, Vol. 11 No. 1, available at: www.logisticsmgmt.com\u002Farticle\u002FCA6302390.html (accessed 6 March 2009).",{},{"id":17,"text":387,"url":17,"identifiers":388},"Rai, A., Patnayakuni, R. and Seth, N. (2006), “Firm performance impacts of digitally‐enabled supply chain integration capabilities”, MIS Quarterly, Vol. 30 No. 2, pp. 225‐46.",{"doi":389},"10.2307\u002F25148729",{"id":17,"text":391,"url":17,"identifiers":392},"Rollins, M. (2008), “Customer information usage and its effect on seller company's customer performance in business‐to‐business markets – an empirical study”, dissertation. Turku School of Economics, Turku, Series A‐6.",{},{"id":17,"text":394,"url":17,"identifiers":395},"Ruy, S., Min, S. and Zushi, N. (2008), “The moderating role of trust in manufacturer‐supplier relationships”, Journal of Business & Industrial Marketing, Vol. 23 No. 1, pp. 48‐58.",{"doi":396},"10.1108\u002F08858620810841489",{"id":17,"text":398,"url":17,"identifiers":399},"Ryals, L.J. and Humphries, A.S. (2007), “Managing key business‐to‐business relationships. What marketing can learn from supply chain management”, Journal of Service Research, Vol. 9 No. 4, pp. 312‐26.",{"doi":400},"10.1177\u002F1094670507299380",{"id":17,"text":402,"url":17,"identifiers":403},"Sinkovics, R.R. and Roath, A.S. (2004), “Strategic orientation, capabilities and performance in shipper – 3PL relationships”, Journal of Business Logistics, Vol. 25 No. 2, pp. 43‐64.",{"doi":404},"10.1002\u002Fj.2158-1592.2004.tb00181.x",{"id":17,"text":406,"url":17,"identifiers":407},"Stiess, T.S. (2010), “Information Sharing in the Hardwood Supply Chain”, dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University, in partial fulfillment of the requirements for the degree of Doctor of Philosophy, in Forest Products., Blacksburg, Virginia.",{},{"id":17,"text":409,"url":17,"identifiers":410},"Tu, Q., Vonderembse, M.A., Ragu‐Nathan, T.S. and Ragu‐Nathan, B. (2004), “Measuring modularity‐based manufacturing practices and their impact on mass customization capability: a customer‐driven perspective”, Decision Sciences, Vol. 35 No. 2, pp. 147‐68.",{"doi":411},"10.1111\u002Fj.00117315.2004.02663.x",{"id":17,"text":413,"url":17,"identifiers":414},"Wang, C. and Regan, A.C. (2003), “Reducing risks in logistics outsourcing”, Proceedings of the TRB 82nd Annual Meeting, Institute of Transportation Studies, University of California, Irvine, CA.",{},{"id":17,"text":416,"url":17,"identifiers":417},"Whipple, J.M. and Russell, D. (2007), “Building supply chain collaboration: a typology of collaborative approaches”, International Journal of Logistics Management, Vol. 18 No. 2, pp. 174‐96.",{"doi":418},"10.1108\u002F09574090710816922",{"id":17,"text":420,"url":17,"identifiers":421},"Yazdanparast, A., Manuj, I. and Swartz, S.M. (2010), “Co‐creating logistics value: a service‐dominant logic perspective”, International Journal of Logistics Management, Vol. 21 No. 3, pp. 375‐403.",{"doi":422},"10.1108\u002F09574091011089808",{"id":17,"text":424,"url":17,"identifiers":425},"Choy, K.L., Chow, H.K.H., Tan, K.H., Chan, C.‐K., Mok, E.C.M. and Wang, Q. (2008), “Leveraging the supply chain flexibility of third party logistics – hybrid knowledge‐based system approach”, Expert Systems with Applications, Vol. 35, pp. 1998‐2016.",{"doi":426},"10.1016\u002Fj.eswa.2007.08.084",{"id":17,"text":428,"url":17,"identifiers":429},"Hogan, J., Lemon, K. and Rust, R. (2002), “Customer equity management: charting new directions for the future of marketing”, Journal of Service Research, Vol. 5 No. 1, pp. 4‐12.",{"doi":430},"10.1177\u002F1094670502005001002",{"id":17,"text":432,"url":17,"identifiers":433},"Large, R.O. (2008), “Partner‐specific adaptations in third party logistics relationships”, Proceedings of 15th International Annual EurOMA Conference, June 15‐18, University of Groningen, Groningen.",{},false,{"id":436,"createTime":437,"updateTime":438,"relativeEntities":439,"slug":440,"properties":441,"entityType":115,"verifyStatus":116,"verifyTime":438,"verifyNote":118,"languages":448,"translateLanguages":17,"viewCount":18,"primaryUrl":449,"fullTextUrl":17,"authors":450,"publicationType":171,"publisherRelationship":481,"citationCount":17,"citationInfo":17,"publishDate":529,"publishYear":530,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":531,"openAccess":17,"references":532,"isForceReanalyzing":434},"42721028-2821-4ef6-b370-3317a400c0ba","2024-04-20T23:35:54.324+00:00","2025-02-24T00:20:09.029+00:00",[],"The-firm-as-a-value-added-system",{"title":442,"doi":444,"abstract":446},{"EN":443},"The firm as a value‐added system",{"VOID":445},"10.1108\u002F09600039510089695",{"EN":447},"\u003Cjats:p>Suggests that much of the competitive dilemma experienced by US and\nEuropean firms in recent years is a result of a persistent failure to\nmanage the firm as a cohesive value‐added system. The complexity of the\ninteractions among the firm′s value‐added abilities underlies this\nchallenge of integrating the firm′s value‐added activities. Presents a\nparadigm of the firm that provides both a rationale and a starting point\nfor the integration of the firm′s value‐added materials management\nactivities. Suggests a framework, the essence of which is that customer\nvalue is added by the functional areas only when consistency exists\namong decisions made in each of four major decision areas. Addresses\ninformation and measurement issues as facilitators which link the\ndecisions areas and bridge the gaps among the functional areas.\u003C\u002Fjats:p>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600039510089695\u002Ffull\u002Fhtml",[451,466],{"id":452,"sortIndex":18,"researcher":17,"roles":453,"affiliations":454,"properties":463,"displayName":465,"givenName":17,"familyName":17},"6be9f584-405a-46f1-bb2c-639c501679a3",[],[455],{"id":456,"sortIndex":18,"affiliation":457,"properties":17},"a1b4c9c7-d324-4291-b92f-04364cfc3295",{"id":456,"createTime":17,"updateTime":17,"relativeEntities":458,"slug":17,"properties":459,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":462,"statistic":17},[],{"title":460},{"VI":461},"Michigan State University, Michigan, USA",[],{"title":464},{"EN":465},"Stanley E.Fawcett",{"id":467,"sortIndex":78,"researcher":17,"roles":468,"affiliations":469,"properties":478,"displayName":480,"givenName":17,"familyName":17},"3862742a-428c-4ded-a96a-5db113d626aa",[],[470],{"id":471,"sortIndex":18,"affiliation":472,"properties":17},"e7f93305-b8fd-437a-aee4-9e9fa81c3611",{"id":471,"createTime":17,"updateTime":17,"relativeEntities":473,"slug":17,"properties":474,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":477,"statistic":17},[],{"title":475},{"EN":476},"TDG International, Montana, USA",[],{"title":479},{"EN":480},"Stanley A.Fawcett",{"url":17,"publisher":482,"properties":522},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":483,"slug":10,"properties":484,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":487,"manageAffiliations":496,"indexDatabases":502,"url":17,"thumbnailPath":17,"statistic":517,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":485,"title":486},{"VOID":13},{"EN":10},[488,492],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":489,"label":490,"description":491,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":493,"label":494,"description":495,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[497],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":498,"slug":17,"properties":499,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":501,"statistic":17},[],{"title":500},{"EN":38},[],[503,510],{"id":42,"indexDatabase":504,"url":55,"indexYears":17,"academicFieldIds":509,"indexDatabaseRanking":17},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":505,"label":506,"description":507,"key":51,"publicationTags":508,"standard":17},[],{"EN":47,"VI":47},{"EN":49,"VI":50},[53,54],[57],{"id":59,"indexDatabase":511,"url":70,"indexYears":71,"academicFieldIds":516,"indexDatabaseRanking":75},{"id":61,"createTime":17,"updateTime":17,"relativeEntities":512,"label":513,"description":514,"key":67,"publicationTags":515,"standard":17},[],{"EN":64,"VI":64},{"EN":64,"VI":66},[69],[73,74],{"impactFactor":18,"impactFactorByYear":518,"i10Index":78,"i10IndexLast5Year":18,"totalPublication":79,"totalPublicationByYear":519,"totalCitation":91,"totalCitationByYear":520,"totalCitationPerPublication":93,"totalCitationPerPublicationByYear":521,"hindexLast5Year":78,"hindex":78},{},{"1990":81,"1991":82,"1992":83,"1993":84,"1994":82,"1995":85,"1996":85,"1997":84,"1998":86,"1999":82,"2000":82,"2001":86,"2002":87,"2003":88,"2004":85,"2005":81,"2006":82,"2007":81,"2008":89,"2009":82,"2010":84,"2011":88,"2012":90,"2013":78},{"2001":91},{"2001":95},{"issue":523,"pages":525,"volume":527},{"VOID":524},"5",{"VOID":526},"24-42",{"VOID":528},"25","1995-06-01",1995,[53,75],[533,536,540,543,547,550,554,557,561,564,567,570,574,577,580,583,587,590,594,597,600,603,606,609,612,616,619,622,625,628,631],{"id":17,"text":534,"url":17,"identifiers":535},"1. Porter, M., Competitive\nAdvantage: Creating and Sustaining Superior Performance, Free\nPress, New York, NY, 1985.",{},{"id":17,"text":537,"url":17,"identifiers":538},"2. Heyer, S. and Van Lee, R., “Rewiring the corporation”, Business\nHorizons, May‐June 1992, pp. 13‐22.",{"doi":539},"10.1016\u002F0007-6813(92)90064-G",{"id":17,"text":541,"url":17,"identifiers":542},"3. Hall, G., Rosenthal, J.\nand Wade, J., “How to make reengineering really\nwork”, Harvard Business Review, Vol. 71 No. 6, November‐December 1993,\npp. 119‐31.",{},{"id":17,"text":544,"url":17,"identifiers":545},"4. Ohmae, K., “The triad\nworld view”, Journal of Business Strategy, Spring 1987, pp. 8‐19.",{"doi":546},"10.1108\u002Feb039171",{"id":17,"text":548,"url":17,"identifiers":549},"5. Ohmae, K., “Getting\nback to strategy”, Harvard Business Review, Vol.\n66 No. 6, November‐December 1988, pp. 149‐56.",{},{"id":17,"text":551,"url":17,"identifiers":552},"6. Stock, J. and Lambert, D., “Becoming a ‘world class’ company with\nlogistics service quality”, International Journal of\nLogistics Management, Vol. 3 No. 1, 1992, pp. 73‐80.",{"doi":553},"10.1108\u002F09574099210804822",{"id":17,"text":555,"url":17,"identifiers":556},"7. Bowersox, D.J. and Closs, D.J., “Adding value by distribution”, Logistics Technology International, 1992, pp. 218‐21.",{},{"id":17,"text":558,"url":17,"identifiers":559},"8. Ginsburg, I. and Miller, N., “Value‐driven management”, Business\nHorizons, May‐June 1992, pp. 23‐7.",{"doi":560},"10.1016\u002F0007-6813(92)90065-H",{"id":17,"text":562,"url":17,"identifiers":563},"9. Stalk, G., Evans, P.\nand Schulman, L.E., “Competing on capabilities: the\nnew rules of corporate strategy”, Harvard Business\nReview, Vol. 70 No. 2, March‐April 1992, pp. 57‐69.",{},{"id":17,"text":565,"url":17,"identifiers":566},"10. Porter, M., Competitive\nStrategy, The Free Press, New York, NY, 1980.",{},{"id":17,"text":568,"url":17,"identifiers":569},"11. Hayes, R., Wheelwright, S.C. and Clark, K.B., Dynamic Manufacturing:\nCreating the Learning Organization, The Free Press,\nNew York, NY, 1988.",{},{"id":17,"text":571,"url":17,"identifiers":572},"12. Drucker, P., “The\nchanged world economy”, Foreign Affairs, Spring 1986, pp. 768‐91.",{"doi":573},"10.2307\u002F20042687",{"id":17,"text":575,"url":17,"identifiers":576},"13. Leenders, M. and Blenkhorn, D., Reverse Marketing – The New Buyer Seller\nRelationship, The Free Press, New York, NY,\n1988.",{},{"id":17,"text":578,"url":17,"identifiers":579},"14. Burt, D.N., “Managing suppliers up to speed”, Harvard Business\nReview, Vol. 67 No. 4, July‐August 1989.",{},{"id":17,"text":581,"url":17,"identifiers":582},"15. Aggarwal, S.C., “MRP, JIT, OPT, FMS?”, Harvard Business Review,\nVol. 63 No. 5, September‐October\n1985, pp. 8‐16.",{},{"id":17,"text":584,"url":17,"identifiers":585},"16. Treleven, M., “Single sourcing: a management tool for the quality supplier\n”, Journal of Purchasing and Materials Management,\nApril 1987, pp. 19‐24.",{"doi":586},"10.1111\u002Fj.1745-493X.1987.tb00176.x",{"id":17,"text":588,"url":17,"identifiers":589},"17. Schonberger, R.J., World\nClass Manufacturing, The Free Press, New York, NY, 1986.",{},{"id":17,"text":591,"url":17,"identifiers":592},"18. Fawcett, S.E., “Logistics and manufacturing issues in Maquiladora operations\n”, International Journal of Physical Distribution and\nLogistics Management, Vol. 20 No. 4, 1990, pp. 13‐21.",{"doi":593},"10.1108\u002F09600039010142005",{"id":17,"text":595,"url":17,"identifiers":596},"19. McGrath, M. and Hoole, R., “Manufacturing′s new economies of scale”,\nHarvard Business Review, Vol. 70 No. 3\n, May‐June 1992, pp. 94‐102.",{},{"id":17,"text":598,"url":17,"identifiers":599},"20. Engel, L., Made in America, WGBH Education Foundation, Boston, MA,\n1992.",{},{"id":17,"text":601,"url":17,"identifiers":602},"21. Collins, S., “Parcel\nshippers face growing demands”, Business Marketing\n, June, 1994, p. 2.",{},{"id":17,"text":604,"url":17,"identifiers":605},"22. Mele, J., “United\nParcel Service delivers data and packages”, Fleet Owner, February 1994, pp. S15‐16.",{},{"id":17,"text":607,"url":17,"identifiers":608},"23. “The Wizard is Oz\n”, Chief Executive, March 1994,\npp. 40‐6.",{},{"id":17,"text":610,"url":17,"identifiers":611},"24. Hayes, R. and Wheelwright, S., Restoring Our Competitive Edge: Competing through\nManufacturing, John Wiley and Sons, New York, NY, 1984.",{},{"id":17,"text":613,"url":17,"identifiers":614},"25. Holden, C., “New\nToyota – GM plant is US model for Japanese management\n”, Science, 18 July 1986, pp.\n273‐7.",{"doi":615},"10.1126\u002Fscience.233.4761.273",{"id":17,"text":617,"url":17,"identifiers":618},"26. Bussey, J. and Tharp, M., “Nummi auto venture is termed success”,\nWall Street Journal, 20 May 1986, p.\nA3.",{},{"id":17,"text":620,"url":17,"identifiers":621},"27. Horngren, C. and Sundem, G., Introduction to Management Accounting, Vol. 8, Prentice‐Hall, Englewood Cliffs, NJ,\n1990.",{},{"id":17,"text":623,"url":17,"identifiers":624},"28. Kaplan, R. and Atkinson, A., Advanced Management Accounting, 2nd ed.,\nPrentice‐Hall, Englewood Cliffs, NJ, 1989.",{},{"id":17,"text":626,"url":17,"identifiers":627},"29. Worthy, F., “Accounting bores you? Wake up”, Fortune, 12\nOctober 1987, pp. 43‐53.",{},{"id":17,"text":629,"url":17,"identifiers":630},"30. Collins, T., “Implementing new performance measures”, NAPM Insights, September 1992, pp. 30‐1.",{},{"id":17,"text":632,"url":17,"identifiers":633},"31. Henkoff, R., “Delivering the goods”, Fortune, 28 November 1994, pp. 64‐78.",{},{"id":635,"createTime":636,"updateTime":637,"relativeEntities":638,"slug":639,"properties":640,"entityType":115,"verifyStatus":116,"verifyTime":637,"verifyNote":118,"languages":647,"translateLanguages":17,"viewCount":18,"primaryUrl":648,"fullTextUrl":17,"authors":649,"publicationType":171,"publisherRelationship":665,"citationCount":17,"citationInfo":17,"publishDate":529,"publishYear":530,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":706,"openAccess":17,"references":707,"isForceReanalyzing":434},"ac1155ab-70e6-460a-b316-75cdef5477fa","2024-04-11T16:47:12.504+00:00","2025-02-23T10:02:30.578+00:00",[],"Recurrent-decision-approaches-to-shipment-release-timing-in-freight-consolidation",{"title":641,"doi":643,"abstract":645},{"EN":642},"Recurrent decision approaches to shipment‐release timing in freight\nconsolidation",{"VOID":644},"10.1108\u002F09600039510089686",{"EN":646},"\u003Cjats:p>Discusses “recurrent approaches” to determining when to\ndespatch a consolidated load. Unlike a “non‐recurrent\napproach” (which sets a target time or weight prior to\naccumulating orders and despatches when the target is reached),\nrecurrent approaches re‐evaluate the shipment‐release decision several\ntimes within an order accumulation cycle. Presents two probabilistic\nrecurrent models, one assuming private transportation and the other\ncommon carriage. Compares the performance of these models with the\nnonrecurrent rules of despatching the “economic shipment\nweight” or, in the case of common carriage, the minimum volume\nweight. Concludes that with both forms of transportation, the decision\nheuristic outperforms despatching the economic shipment weight when that\nweight is close to vehicle capacity. Shows that, with common carriage,\nthe use of the more sophisticated model does not yield better cost\nresults than the minimum volume weight despatch rule. Discusses the\nreasons for, and implications of, these results.\u003C\u002Fjats:p>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600039510089686\u002Ffull\u002Fhtml",[650],{"id":651,"sortIndex":18,"researcher":17,"roles":652,"affiliations":653,"properties":662,"displayName":664,"givenName":17,"familyName":17},"dbdf41e1-5b32-44d2-881b-ffbe02eb3418",[],[654],{"id":655,"sortIndex":18,"affiliation":656,"properties":17},"6a66218d-8d8c-47e0-861b-6eecca3fe545",{"id":655,"createTime":17,"updateTime":17,"relativeEntities":657,"slug":17,"properties":658,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":661,"statistic":17},[],{"title":659},{"EN":660},"Wilfrid Laurier University Waterloo Ontario Canada",[],{"title":663},{"EN":664},"James K.Higginson",{"url":17,"publisher":666,"properties":17},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":667,"slug":10,"properties":668,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":671,"manageAffiliations":680,"indexDatabases":686,"url":17,"thumbnailPath":17,"statistic":701,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":669,"title":670},{"VOID":13},{"EN":10},[672,676],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":673,"label":674,"description":675,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":677,"label":678,"description":679,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[681],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":682,"slug":17,"properties":683,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":685,"statistic":17},[],{"title":684},{"EN":38},[],[687,694],{"id":42,"indexDatabase":688,"url":55,"indexYears":17,"academicFieldIds":693,"indexDatabaseRanking":17},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":689,"label":690,"description":691,"key":51,"publicationTags":692,"standard":17},[],{"EN":47,"VI":47},{"EN":49,"VI":50},[53,54],[57],{"id":59,"indexDatabase":695,"url":70,"indexYears":71,"academicFieldIds":700,"indexDatabaseRanking":75},{"id":61,"createTime":17,"updateTime":17,"relativeEntities":696,"label":697,"description":698,"key":67,"publicationTags":699,"standard":17},[],{"EN":64,"VI":64},{"EN":64,"VI":66},[69],[73,74],{"impactFactor":18,"impactFactorByYear":702,"i10Index":78,"i10IndexLast5Year":18,"totalPublication":79,"totalPublicationByYear":703,"totalCitation":91,"totalCitationByYear":704,"totalCitationPerPublication":93,"totalCitationPerPublicationByYear":705,"hindexLast5Year":78,"hindex":78},{},{"1990":81,"1991":82,"1992":83,"1993":84,"1994":82,"1995":85,"1996":85,"1997":84,"1998":86,"1999":82,"2000":82,"2001":86,"2002":87,"2003":88,"2004":85,"2005":81,"2006":82,"2007":81,"2008":89,"2009":82,"2010":84,"2011":88,"2012":90,"2013":78},{"2001":91},{"2001":95},[53,75],[708,711,714,717,721,724,727,730,733,736,739,742,746,749,753,756,760,763,767,771,775,779,782,786,790,793,796],{"id":17,"text":709,"url":17,"identifiers":710},"1. Newbourne, M.J. and Barrett, C., “Freight consolidation and the shipper (Parts 1 to\n5)”, Transportation and Distribution Management,\nVol. 12 Nos 2‐6, 1972.",{},{"id":17,"text":712,"url":17,"identifiers":713},"2. Masters, J.M., “The\neffects of freight consolidation on customer service”, Journal of Business Logistics, Vol. 2 No. 1\n, 1980, pp. 55‐74.",{},{"id":17,"text":715,"url":17,"identifiers":716},"3. Jackson, G.C., “Evaluating order consolidation strategies using simulation”,\nThe Journal of Business Logistics, Vol. 2 No.\n2, 1981, pp. 110‐38.",{},{"id":17,"text":718,"url":17,"identifiers":719},"4. Ha, K.H., Khasnabis, S.\nand Jackson, G., “Impact of freight consolidation\non logistics system performance”, Journal of\nTransportation Engineering, Vol. 114 No. 2,\n1988, pp. 173‐93.",{"doi":720},"10.1061\u002F(ASCE)0733-947X(1988)114:2(173)",{"id":17,"text":722,"url":17,"identifiers":723},"5. Jackson, G.C., “A\nsurvey of freight consolidation practices”, Journal of\nBusiness Logistics, Vol. 6 No. 1, 1985, pp. 13‐34.",{},{"id":17,"text":725,"url":17,"identifiers":726},"6. Pollock, T., “A\nmanagement guide to LTL consolidation”, Traffic World,\n3 April 1978, pp. 29‐35.",{},{"id":17,"text":728,"url":17,"identifiers":729},"7. Jackson, G.C., “Order\nconsolidation research to 1980 and beyond”, in Lambert, D.M. (Ed.), A Decade of Distribution Research,\nThe Ohio State University, OH, 1980.",{},{"id":17,"text":731,"url":17,"identifiers":732},"8. Min, H. and Cooper, M.C., “A comparative review of analytical studies on\nfreight consolidation and backhauling”, The Logistics\nand Transportation Review, Vol. 26 No. 2,\n1990, pp. 149‐70.",{},{"id":17,"text":734,"url":17,"identifiers":735},"9. 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Hall, R.W., “Consolidation strategy: inventory, vehicles and terminals”,\nJournal of Business Logistics, Vol. 8 No. 2, 1987, pp. 57‐73.",{},{"id":17,"text":750,"url":17,"identifiers":751},"14. Daganzo, C.F., “A\ncomparison of in‐vehicle and out‐of‐vehicle freight consolidation\n”, Transportation Research, Vol. 22B No.\n3, 1988, pp. 173‐80.",{"doi":752},"10.1016\u002F0191-2615(88)90013-6",{"id":17,"text":754,"url":17,"identifiers":755},"15. Coyle, J.J., Bardi, E.J. and Langley, C.J. Jr., The Management of Business\nLogistics, 5thed., West Publishing Company,\nSt Paul, MN, 1992.",{},{"id":17,"text":757,"url":17,"identifiers":758},"16. Baumol, W.J. and Vinod, H.D., “An inventory theoretic model of freight\ntransportation choice”, Management Science, Vol.\n16 No. 7, 1970, pp. 413‐21.",{"doi":759},"10.1287\u002Fmnsc.16.7.413",{"id":17,"text":761,"url":17,"identifiers":762},"17. 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Higginson, J.K. and Bookbinder, J.H., “Markovian decision processes in\nshipment consolidation”, Transportation Science,\nVol. 29 No. 3, August 1995\n.",{"doi":774},"10.1287\u002Ftrsc.29.3.242",{"id":17,"text":776,"url":17,"identifiers":777},"21. Powell, W.B., “Analysis of vehicle holding and cancellation strategies in bulk arrival,\nbulk service queues”, Transportation Science, Vol.\n19 No. 4, 1985, pp. 352‐77.",{"doi":778},"10.1287\u002Ftrsc.19.4.352",{"id":17,"text":780,"url":17,"identifiers":781},"22. Larson, R.C. and Odoni, A.R., Urban Operations Research, Prentice‐Hall,\nEnglewood Cliffs, NJ, 1981.",{},{"id":17,"text":783,"url":17,"identifiers":784},"23. Ansari, A. and Heckel, J., “JIT purchasing: impact of freight and inventory\ncosts”, Journal of Purchasing and Materials Management, Vol. 23 No. 2, 1987, pp.\n24‐8.",{"doi":785},"10.1111\u002Fj.1745-493X.1987.tb00183.x",{"id":17,"text":787,"url":17,"identifiers":788},"24. Higginson, J.K., “Modeling shipper costs in physical distribution analysis”,\nTransportation Research, Vol. 27A No. 2, 1993, pp. 113‐24.",{"doi":789},"10.1016\u002F0965-8564(93)90067-U",{"id":17,"text":791,"url":17,"identifiers":792},"25. Ross, S.M., An\nIntroduction to Probability Models, 4th ed., Academic Press, San Diego, CA, 1990.",{},{"id":17,"text":794,"url":17,"identifiers":795},"26. Law, A.M. and Kelton, W.D., Simulation Modeling and Analysis, 2nd ed.,\nMcGraw‐Hill, New York, NY, 1991.",{},{"id":17,"text":797,"url":17,"identifiers":798},"27. Flood, K.U., Callson, O.G. and Jablonski, S.J., Transportation Management, 4th ed., William C. Brown Company Publishers, Dubuque, IA, 1984.",{},{"id":800,"createTime":801,"updateTime":802,"relativeEntities":803,"slug":804,"properties":805,"entityType":115,"verifyStatus":116,"verifyTime":802,"verifyNote":118,"languages":812,"translateLanguages":17,"viewCount":18,"primaryUrl":813,"fullTextUrl":17,"authors":814,"publicationType":171,"publisherRelationship":858,"citationCount":17,"citationInfo":17,"publishDate":906,"publishYear":907,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":908,"openAccess":17,"references":909,"isForceReanalyzing":434},"43b3c61e-d5c0-4f76-b311-0175d5d0a9f8","2024-04-17T17:02:45.657+00:00","2025-02-23T07:05:18.334+00:00",[],"The-role-of-information-connectivity-in-making-flexible-logistics-programs-successful",{"title":806,"doi":808,"abstract":810},{"EN":807},"The role of information connectivity in making flexible logistics programs successful",{"VOID":809},"10.1108\u002F09600030510599922",{"EN":811},"\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>Aims to conceptualize flexible logistics programs and information connectivity as two important aspects of logistics flexibility and to examine the role of information connectivity in making flexible logistics programs successful.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>A hierarchical regression model is used to test the research hypotheses.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>The results suggest that flexible logistics programs are strongly related to all performance dimensions, and that information connectivity fully mediates the relationship between flexible logistics programs and asset productivity and partially mediates the relationship between flexible logistics programs and delivery competence.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>Future theoretical research can develop a detailed conceptualization of logistics flexibility. In this paper, the constructs are developed utilizing an exploratory factor analysis approach. Future research utilizing confirmatory factor analysis approach will allow a better validation of the performance constructs. The paper also considers that studies that link flexible logistics program, information connectivity and performance in a structural equations modeling framework will further enrich one's understanding. In this framework, flexible logistics programs can be considered as a latent variable comprising several individual resource level flexibility measures.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>This research highlights the need for organizational structure, role dependencies and a proactive preparedness in terms of managerial policies. The concept of special programs for accommodating changing customer requirements exemplifies the importance for a firm to be aware of shifting demand characteristics and the ability to tailor service delivery accordingly.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>An examination of the research questions sheds some light on logistics flexibility as a critical component of logistics capability. With this study logistics flexibility is characterized in terms of flexible logistics programs and information connectivity and hypotheses are tested that link these aspects with performance. It is believed that this enhances and enriches the existing logistics literature and presents avenues for further investigation. Meanwhile, testing the link presents managerial insights for prudent decision making. An investigation of the role of information connectivity provides directions for firms to align their information system strategies with their flexibility‐oriented planning decisions.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600030510599922\u002Ffull\u002Fhtml",[815,830,843],{"id":816,"sortIndex":18,"researcher":17,"roles":817,"affiliations":818,"properties":827,"displayName":829,"givenName":17,"familyName":17},"4f457869-eeed-415e-964b-5ab12d6729aa",[],[819],{"id":820,"sortIndex":18,"affiliation":821,"properties":17},"4db09420-945d-4d69-9903-a7bd75401f9a",{"id":820,"createTime":17,"updateTime":17,"relativeEntities":822,"slug":17,"properties":823,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":826,"statistic":17},[],{"title":824},{"EN":825},"Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan, USA",[],{"title":828},{"EN":829},"David 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(2002), “Kanban at the nexus”, Production and Inventory Management Journal, Vol. 43 No. 3\u002F4, pp. 1‐12.",{},{"id":17,"text":1108,"url":17,"identifiers":1109},"Sethi, A.K. and Sethi, S.P. (1990), “Flexibility in manufacturing: a survey”, The International Journal of Flexible Manufacturing Systems, Vol. 2, pp. 289‐328.",{"doi":1110},"10.1007\u002FBF00186471",{"id":17,"text":1112,"url":17,"identifiers":1113},"Shapiro, R.D. and Heskett, J.L. (1985), Logistics Strategy: Cases and Concepts, West Information Publishing Group, London.",{},{"id":17,"text":1115,"url":17,"identifiers":1116},"Slack, N. (1983), “Flexibility as a manufacturing objective”, International Journal of Operations & Production Management, Vol. 3 No. 3, pp. 4‐13.",{"doi":1117},"10.1108\u002Feb054696",{"id":17,"text":1119,"url":17,"identifiers":1120},"Slack, N. 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(1992), “Competing on capabilities: the new rules of corporate strategies”, Harvard Business Review, Vol. 70 No. 2, pp. 57‐70.",{},{"id":17,"text":1134,"url":17,"identifiers":1135},"Suarez, F.F., Cusumano, M.A. and Fine, C.H. (1995), “An empirical study of flexibility in manufacturing”, Sloan Management Review, Fall, pp. 25‐32.",{},{"id":17,"text":1137,"url":17,"identifiers":1138},"Upton, D.M. (1994), “The management of manufacturing flexibility”, California Management Review, Winter, pp. 72‐89.",{"doi":1139},"10.2307\u002F41165745",{"id":17,"text":1141,"url":17,"identifiers":1142},"Upton, D.M. (1995), “What really makes factories flexible?”, Harvard Business Review, Vol. 73 No. 4, pp. 74‐84.",{},{"id":17,"text":1144,"url":17,"identifiers":1145},"Vannieuwenhuyse, B., Gelders, L. and Pintelon, L. (2003), “An online decision support system for transportation mode choice”, Logistics Information Systems, Vol. 16 No. 2, pp. 125‐33.",{"doi":1146},"10.1108\u002F09576050310467269",{"id":17,"text":1148,"url":17,"identifiers":1149},"Yusuf, Y.Y., Sarhadi, M. and Gunasekaran, A. (1999), “Agile manufacturing: the drivers, concepts and attributes”, International Journal of Production Economics, Vol. 62 No. 1‐2, pp. 33‐43.",{"doi":1150},"10.1016\u002FS0925-5273(98)00219-9",{"id":17,"text":1152,"url":17,"identifiers":1153},"Zhang, Q., Vonderembse, M.A. and Lim, J. (2002), “Value chain flexibility: a dichotomy of competence and capability”, International Journal of Production Research, Vol. 40 No. 3, pp. 561‐83.",{"doi":1154},"10.1080\u002F00207540110091695",{"id":17,"text":1156,"url":17,"identifiers":1157},"MSU Global Logistics Research Team (1995), World‐class Logistics: The Challenges of Managing Continuous Change, Council of Logistics Management, Oak Brook, IL.",{},{"id":1159,"createTime":1160,"updateTime":1161,"relativeEntities":1162,"slug":1163,"properties":1164,"entityType":115,"verifyStatus":116,"verifyTime":1161,"verifyNote":118,"languages":1171,"translateLanguages":17,"viewCount":18,"primaryUrl":1172,"fullTextUrl":17,"authors":1173,"publicationType":171,"publisherRelationship":1232,"citationCount":17,"citationInfo":17,"publishDate":1279,"publishYear":221,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1280,"openAccess":17,"references":1281,"isForceReanalyzing":434},"26151656-adb1-421b-b2a2-b69833835711","2024-04-20T03:44:37.277+00:00","2025-02-22T15:37:01.868+00:00",[],"Simulation-of-goods-delivery-process",{"title":1165,"doi":1167,"abstract":1169},{"EN":1166},"Simulation of goods delivery process",{"VOID":1168},"10.1108\u002F09600031111175852",{"EN":1170},"\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>This paper claims that the parking policy is one of the most obvious tools for reducing traffic congestion, pollutant emissions and conflicts between transportation network users. The purpose of this paper is to propose and implement a strategy, via a simulation tool, for the sharing of parking places between light cars and vans for goods delivery.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>Temporal and spatial dynamic booking of on‐street parking places is described by using the multi‐agent paradigm. Main agents concerned by the sharing of parking places, their rules and interactions are implemented. Behavioral models and learning process of cognitive agents based on stated preferences collected beside the network users are designed for capturing multi‐agent interactions.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>By coupling a 2D traffic simulation tool and the Copert III methodology, it is possible to simulate the traffic and environmental consequences of several scenarios for different infrastructures, occupancy rate of the places reserved for goods delivery and durations of the delivery process.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>Several points are under development: a 3D environment will capture with more realism the behavior of agents in a larger spatial scale and in real time. The behavioral models will be designed by stated preferences obtained from surveys containing questions coupled with pictures of possible scenarios.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>Applied in a real context, the sharing of parking places strategy shows benefits for traffic and for the environment. 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(1999), “GoodTrip – a new approach for modelling and evaluation of urban goods distribution”, paper presented at Urban Transport Systems Conference, Lund, Sweden, 7‐8 June.",{},{"id":17,"text":1296,"url":17,"identifiers":1297},"Boussier, J.M., Sarramia, D. and Estraillier, P. (2009), “Decision support for optimization of car park activity in an urban area”, Journal of Advanced Transportation, Vol. 43 No. 2, pp. 45‐58.",{"doi":1298},"10.1002\u002Fatr.5670430203",{"id":17,"text":1300,"url":17,"identifiers":1301},"Boussier, J.M., Estraillier, P., Augeraud, M. and Sarramia, D. (2005), “Agenda elaboration of driver agents in a virtual city”, Proceedings of the Workshop on Multi‐agents for Modelling Complex Systems, European Conference on Complex Systems (ECCS’05), Paris, France, p. 15.",{},{"id":17,"text":1303,"url":17,"identifiers":1304},"Browne, M. 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(2007), “Micro‐simulation model for modeling freight agents interactions in urban freight movement”, Proceedings of 86th Annual Meeting of the Transportation Research Board, Washington, USA, 21‐25 January.",{},{"id":1366,"createTime":1367,"updateTime":1368,"relativeEntities":1369,"slug":1370,"properties":1371,"entityType":115,"verifyStatus":116,"verifyTime":1368,"verifyNote":118,"languages":1378,"translateLanguages":17,"viewCount":18,"primaryUrl":1379,"fullTextUrl":17,"authors":1380,"publicationType":171,"publisherRelationship":1411,"citationCount":17,"citationInfo":17,"publishDate":1458,"publishYear":1459,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1460,"openAccess":17,"references":1461,"isForceReanalyzing":434},"6a85220d-969d-4f6b-b2a7-2d09ee04fd42","2024-04-19T00:55:18.526+00:00","2025-02-22T13:45:30.798+00:00",[],"Buyer-supplier-relationships",{"title":1372,"doi":1374,"abstract":1376},{"EN":1373},"Buyer‐supplier relationships",{"VOID":1375},"10.1108\u002F09600030610714580",{"EN":1377},"\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>To analyze the impact of supplier selection and buyer‐supplier engagement on the performance benefits attributable to buyer‐supplier relationships, and the effect of these benefits on broader measures of buyer performance.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>Analysis is conducted using a structural equation model using survey data.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>Results demonstrate the positive influence of engagement and supplier selection on relationship performance. They also demonstrate that the success of the relationship directly and positively affects buyer performance.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>Additional analysis is required to examine whether the results hold for specific industry or purchase scenarios, and to identify other dimensions of the constructs of interest.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>Buyers should pay attention to selecting the right suppliers and developing the infrastructure that will enable successful buyer‐supplier relationships.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>The paper provides empirical evidence of the impact of cultivating buyer‐supplier relationships on relationship success, and how this directly impacts business performance.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600030610714580\u002Ffull\u002Fhtml",[1381,1396],{"id":1382,"sortIndex":18,"researcher":17,"roles":1383,"affiliations":1384,"properties":1393,"displayName":1395,"givenName":17,"familyName":17},"5d027e67-5b3d-497f-b0f5-4b7e1bfd38e1",[],[1385],{"id":1386,"sortIndex":18,"affiliation":1387,"properties":17},"eff6618d-5569-4968-9824-3615b25b76dc",{"id":1386,"createTime":17,"updateTime":17,"relativeEntities":1388,"slug":17,"properties":1389,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1392,"statistic":17},[],{"title":1390},{"EN":1391},"Department of Business Administration, Utah State University, Logan, Utah, USA",[],{"title":1394},{"EN":1395},"Vijay R.Kannan",{"id":1397,"sortIndex":78,"researcher":17,"roles":1398,"affiliations":1399,"properties":1408,"displayName":1410,"givenName":17,"familyName":17},"ff324a5e-590f-4c7f-aa27-ff87ebb71a4e",[],[1400],{"id":1401,"sortIndex":18,"affiliation":1402,"properties":17},"00c6528d-fb37-4228-810f-8fae14c1614f",{"id":1401,"createTime":17,"updateTime":17,"relativeEntities":1403,"slug":17,"properties":1404,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1407,"statistic":17},[],{"title":1405},{"VI":1406},"College of Business, University of Nevada Las Vegas, Las Vegas, Nevada, USA",[],{"title":1409},{"EN":1410},"KeahChoon 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(1996), A Beginner's Guide to Structural Equation Modeling, Lawrence Erlbaum Associates, Mahwah, NJ.",{},{"id":17,"text":1665,"url":17,"identifiers":1666},"Singh, K. (1997), “The impact of technological complexity and inter‐firm cooperation on business survival”, Academy of Management Journal, Vol. 40 No. 2, pp. 339‐67.",{"doi":1667},"10.2307\u002F256886",{"id":17,"text":1669,"url":17,"identifiers":1670},"Spekman, R. (1988), “Strategic supplier selection: understanding long‐term buyer relationships”, Business Horizons, Vol. 31 No. 4, pp. 75‐81.",{"doi":1671},"10.1016\u002F0007-6813(88)90072-9",{"id":17,"text":1673,"url":17,"identifiers":1674},"Stank, T., Crum, M. and Arango, M. (1999), “Benefits of inter‐firm coordination in food industry supply chains”, Journal of Business Logistics, Vol. 20 No. 2, pp. 21‐41.",{},{"id":17,"text":1676,"url":17,"identifiers":1677},"Stank, T., Keller, S.B. and Daugherty, P.J. (2001), “Supply chain collaboration and logistical service performance”, Journal of Business Logistics, Vol. 22 No. 1, pp. 29‐48.",{"doi":1678},"10.1002\u002Fj.2158-1592.2001.tb00158.x",{"id":17,"text":1680,"url":17,"identifiers":1681},"Swift, C.O. (1995), “Preferences for single sourcing and supplier selection criteria”, Journal of Business Research, Vol. 32 No. 2, pp. 105‐11.",{"doi":1682},"10.1016\u002F0148-2963(94)00043-E",{"id":17,"text":1684,"url":17,"identifiers":1685},"Tan, K.C., Kannan, V.R. and Handfield, R.B. (1998), “Supply chain management: supplier performance and firm performance”, International Journal of Purchasing and Materials Management, Vol. 34 No. 3, pp. 2‐9.",{"doi":1686},"10.1111\u002Fj.1745-493X.1998.tb00042.x",{"id":17,"text":1688,"url":17,"identifiers":1689},"Vollmann, T.E. and Cordon, C. (1998), “Building successful customer – supplier alliances”, Long Range Planning, Vol. 31 No. 5, pp. 684‐94.",{"doi":1690},"10.1016\u002FS0024-6301(98)00073-9",{"id":17,"text":1692,"url":17,"identifiers":1693},"Wernefelt, B. (1984), “A resource‐based view of the firm”, Strategic Management Journal, Vol. 5, pp. 171‐80.",{"doi":1694},"10.1002\u002Fsmj.4250050207",{"id":17,"text":1696,"url":17,"identifiers":1697},"Whipple, J.M. and Frankel, R. (2000), “Strategic alliance success factors”, Journal of Supply Chain Management, Vol. 36 No. 3, pp. 21‐8.",{"doi":1698},"10.1111\u002Fj.1745-493X.2000.tb00248.x",{"id":17,"text":1700,"url":17,"identifiers":1701},"Williamson, O.E. (1985), The Economic Institutions of Capitalism, The Free Press, New York, NY.",{},{"id":17,"text":1703,"url":17,"identifiers":1704},"Wilson, E. (1994), “The relative importance of supplier selection criteria: a review and update”, International Journal of Purchasing and Materials Management, Vol. 30 No. 3, pp. 35‐41.",{"doi":1705},"10.1111\u002Fj.1745-493X.1994.tb00195.x",{"id":17,"text":1707,"url":17,"identifiers":1708},"Zaheer, A., McEvily, B. and Perrone, V. (1998), “The strategic value of buyer‐supplier relationships”, Journal of Supply Chain Management, Vol. 34 No. 3, pp. 20‐6.",{"doi":1709},"10.1111\u002Fj.1745-493X.1998.tb00292.x",{"id":1711,"createTime":1712,"updateTime":1713,"relativeEntities":1714,"slug":1715,"properties":1716,"entityType":115,"verifyStatus":116,"verifyTime":1713,"verifyNote":118,"languages":1723,"translateLanguages":17,"viewCount":18,"primaryUrl":1724,"fullTextUrl":17,"authors":1725,"publicationType":171,"publisherRelationship":1769,"citationCount":17,"citationInfo":17,"publishDate":1816,"publishYear":1817,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1818,"openAccess":17,"references":1819,"isForceReanalyzing":434},"b5a1049a-d6bf-4ddf-b0f1-0e8f57a3e49b","2024-04-18T21:55:00.060+00:00","2025-02-19T21:36:30.006+00:00",[],"Continuous-improvement-and-learning-in-the-supply-chain",{"title":1717,"doi":1719,"abstract":1721},{"EN":1718},"Continuous improvement and learning in the supply chain",{"VOID":1720},"10.1108\u002F09600030310478793",{"EN":1722},"\u003Cjats:p>This paper reports on research into continuous improvement and learning in logistics. It is generally acknowledged that in today's dynamic and turbulent environment, firms have to develop capabilities that allow them to be very flexible and agile, and at the same time, be able to incorporate new (product and process) technologies that enable them to develop and exploit better practices in supply chains. This flexibility and agility calls for companies to increase their effectiveness, exploit synergies, and learn throughout all areas of their operations. This research extends a model developed by Australian and European researchers who examined learning in the product innovation process. The research developed a model of continuous innovation in the product development process and a methodology for mapping learning behaviours (termed the CIMA methodology) that was the starting point for this project. This paper focuses on ten case studies of Australian and Singaporean companies operating distribution centres.\u003C\u002Fjats:p>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600030310478793\u002Ffull\u002Fhtml",[1726,1741,1756],{"id":1727,"sortIndex":18,"researcher":17,"roles":1728,"affiliations":1729,"properties":1738,"displayName":1740,"givenName":17,"familyName":17},"1fedd6b6-82fe-427f-861c-cf07207e1911",[],[1730],{"id":1731,"sortIndex":18,"affiliation":1732,"properties":17},"1d7afa2c-09d1-429b-b23f-677a8a103f0b",{"id":1731,"createTime":17,"updateTime":17,"relativeEntities":1733,"slug":17,"properties":1734,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1737,"statistic":17},[],{"title":1735},{"VI":1736},"Central Queensland University, Rockhampton, Queensland, Australia",[],{"title":1739},{"EN":1740},"Paul W.Hyland",{"id":1742,"sortIndex":78,"researcher":17,"roles":1743,"affiliations":1744,"properties":1753,"displayName":1755,"givenName":17,"familyName":17},"b0da6e22-706f-461b-8b8a-0673c4624663",[],[1745],{"id":1746,"sortIndex":18,"affiliation":1747,"properties":17},"69fcbc8a-b9a8-4501-8709-e120906be24a",{"id":1746,"createTime":17,"updateTime":17,"relativeEntities":1748,"slug":17,"properties":1749,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1752,"statistic":17},[],{"title":1750},{"EN":1751},"University of Western Sydney, Campbelltown, Penrith South DC, New South Wales, Australia",[],{"title":1754},{"EN":1755},"ClaudineSoosay",{"id":1757,"sortIndex":159,"researcher":17,"roles":1758,"affiliations":1759,"properties":1766,"displayName":1768,"givenName":17,"familyName":17},"ded98ea9-966c-4744-a0bd-8ea22a9bab9e",[],[1760],{"id":1746,"sortIndex":18,"affiliation":1761,"properties":17},{"id":1746,"createTime":17,"updateTime":17,"relativeEntities":1762,"slug":17,"properties":1763,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1765,"statistic":17},[],{"title":1764},{"EN":1751},[],{"title":1767},{"EN":1768},"Terrence R.Sloan",{"url":17,"publisher":1770,"properties":1810},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1771,"slug":10,"properties":1772,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":1775,"manageAffiliations":1784,"indexDatabases":1790,"url":17,"thumbnailPath":17,"statistic":1805,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":1773,"title":1774},{"VOID":13},{"EN":10},[1776,1780],{"id":21,"createTime":17,"updateTime":17,"relativeEntities":1777,"label":1778,"description":1779,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":24},{},{"id":27,"createTime":17,"updateTime":17,"relativeEntities":1781,"label":1782,"description":1783,"parentId":17,"standard":17,"scholarHubFieldId":17},[],{"EN":30},{},[1785],{"id":34,"createTime":17,"updateTime":17,"relativeEntities":1786,"slug":17,"properties":1787,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1789,"statistic":17},[],{"title":1788},{"EN":38},[],[1791,1798],{"id":42,"indexDatabase":1792,"url":55,"indexYears":17,"academicFieldIds":1797,"indexDatabaseRanking":17},{"id":44,"createTime":17,"updateTime":17,"relativeEntities":1793,"label":1794,"description":1795,"key":51,"publicationTags":1796,"standard":17},[],{"EN":47,"VI":47},{"EN":49,"VI":50},[53,54],[57],{"id":59,"indexDatabase":1799,"url":70,"indexYears":71,"academicFieldIds":1804,"indexDatabaseRanking":75},{"id":61,"createTime":17,"updateTime":17,"relativeEntities":1800,"label":1801,"description":1802,"key":67,"publicationTags":1803,"standard":17},[],{"EN":64,"VI":64},{"EN":64,"VI":66},[69],[73,74],{"impactFactor":18,"impactFactorByYear":1806,"i10Index":78,"i10IndexLast5Year":18,"totalPublication":79,"totalPublicationByYear":1807,"totalCitation":91,"totalCitationByYear":1808,"totalCitationPerPublication":93,"totalCitationPerPublicationByYear":1809,"hindexLast5Year":78,"hindex":78},{},{"1990":81,"1991":82,"1992":83,"1993":84,"1994":82,"1995":85,"1996":85,"1997":84,"1998":86,"1999":82,"2000":82,"2001":86,"2002":87,"2003":88,"2004":85,"2005":81,"2006":82,"2007":81,"2008":89,"2009":82,"2010":84,"2011":88,"2012":90,"2013":78},{"2001":91},{"2001":95},{"issue":1811,"pages":1812,"volume":1814},{"VOID":901},{"VOID":1813},"316-335",{"VOID":1815},"33","2003-05-01",2003,[53,75],[1820,1824,1827,1830,1833,1836,1839,1842,1845,1848,1852,1855,1858,1862,1865,1869,1872,1876,1879,1882,1886,1889,1893,1896,1899,1903,1906,1909,1912],{"id":17,"text":1821,"url":17,"identifiers":1822},"Amidon, D.M. (1998), “Blueprint for 21st century innovation management”, Journal of Knowledge Management, Vol. 2 No. 1, pp. 23–31.",{"doi":1823},"10.1108\u002F13673279810800753",{"id":17,"text":1825,"url":17,"identifiers":1826},"Argyris, C. and Schon, D.A. (1978), Organizational Learning, Addison‐Wesley, Reading, MA.",{},{"id":17,"text":1828,"url":17,"identifiers":1829},"Berman Brown, R. and Woodland, M.J. (1999), “Managing knowledge wisely: a case study in organisational behaviour”, Journal of Applied Management Studies, Vol. 8 No. 2, pp. 175–98.",{},{"id":17,"text":1831,"url":17,"identifiers":1832},"Boer, H., Berger, A., Chapman, R. and Gertsen, F. (2000), CI Changes from Suggestion Box to Organisational Learning: Continuous Improvement in Europe and Australia, Ashgate, Aldershot.",{},{"id":17,"text":1834,"url":17,"identifiers":1835},"Bryman, A. (1988), Doing Research in Organisations, Routledge, London.",{},{"id":17,"text":1837,"url":17,"identifiers":1838},"Davenport, T.H., De Long, D.W. and Beers, M.C. (1998), “Successful knowledge management projects”, Sloan Management Review, Vol. 39 No. 2, pp. 43–57.",{},{"id":17,"text":1840,"url":17,"identifiers":1841},"Dell, M. and Fedman, C. (1999), Direct from Dell: Strategies that Revolutionised an Industry, Harper Collins, London.",{},{"id":17,"text":1843,"url":17,"identifiers":1844},"Duffy, J. (2000), “Knowledge management: what every information professional should know”, Information Management Journal, Vol. 34 No. 3, pp. 10–16.",{},{"id":17,"text":1846,"url":17,"identifiers":1847},"Emory, C. and Cooper, D. (1991), Business Research Methods, Richard D. Irwin, Homewood, IL.",{},{"id":17,"text":1849,"url":17,"identifiers":1850},"Fiol, C.M. and Lyles, M.A. (1985), “Organizational learning”, Academy of Management Review, Vol. 10 No. 4, pp. 803–13.",{"doi":1851},"10.5465\u002Famr.1985.4279103",{"id":17,"text":1853,"url":17,"identifiers":1854},"Grantham, C.E., Nichols, L.D. and Schonberner, M. (1997), “A framework for the management of intellectual capital in the healthcare industry”, Journal of Health Care Finance, Vol. 23 No. 3, pp. 1–19.",{},{"id":17,"text":1856,"url":17,"identifiers":1857},"Kervin, J.B. (1992), Methods for Business Research, Harper Collins, New York, NY.",{},{"id":17,"text":1859,"url":17,"identifiers":1860},"Lanciotti, C. (1999), “Supply chain integration, category management and the Italian food retail sector”, in Galizzi, G. and Venturini, L. (Eds), Vertical Relationships and Vertical Coordination in the Food System, Physica‐Verlag, Heidelberg.",{"doi":1861},"10.1007\u002F978-3-642-48765-1_21",{"id":17,"text":1863,"url":17,"identifiers":1864},"(The) Logistics and Distribution Institute (2000), Web page, available at: www.louisville.edu\u002Forg\u002Flodi\u002FAbout.html, University of Louisville, Louisville, KY.",{},{"id":17,"text":1866,"url":17,"identifiers":1867},"McAdam, R., Stevenson, P. and Armstrong, G. (2000), “Innovative change management in SMEs: beyond continuous improvement”, Logistics Information Management, Vol. 13 No. 3, pp. 138–49.",{"doi":1868},"10.1108\u002F09576050010326538",{"id":17,"text":1870,"url":17,"identifiers":1871},"Marshall, C. and Rossman, G.B. (1995), Designing Qualitative Research, 2nd ed., Sage, Thousand Oaks, CA.",{},{"id":17,"text":1873,"url":17,"identifiers":1874},"Mays, N. and Pope, C. (1995), “Rigour in qualitative research”, British Medical Journal, Vol. 311, pp. 109–12.",{"doi":1875},"10.1136\u002Fbmj.311.6997.109",{"id":17,"text":1877,"url":17,"identifiers":1878},"Mellor, R., O'Marra, C.E. and Ryan, A. (2000), “Continuous improvement strategies in Australian manufacturing sector”, in Boer, H., Berger, A., Chapman, R. and Gertsen, F. (Eds), CI Changes from Suggestion Box to Organisational Learning: Continuous Improvement in Europe and Australia, Ashgate, Aldershot.",{},{"id":17,"text":1880,"url":17,"identifiers":1881},"Miles, M.B. and Huberman, A.M. (1994), Qualitative Data Analysis. A Sourcebook of New Methods, Sage, USA.",{},{"id":17,"text":1883,"url":17,"identifiers":1884},"Mitchell, J.C. (1983), “Case and situation analysis”, Sociological Review, Vol. 31 No. 3, pp. 86–211.",{"doi":1885},"10.1111\u002Fj.1467-954X.1983.tb00387.x",{"id":17,"text":1887,"url":17,"identifiers":1888},"Myburgh, S. (2000), “The convergence of information technology & information management”, Information Management Journal, Vol. 34 No. 2, pp. 4–16.",{},{"id":17,"text":1890,"url":17,"identifiers":1891},"Newhouse, R.P. and Mills, M.E. (1999), “Vertical systems integration”, Journal of Advanced Nursing, Vol. 29 No. 10, pp. 22–9.",{"doi":1892},"10.1097\u002F00005110-199910000-00006",{"id":17,"text":1894,"url":17,"identifiers":1895},"O'Laughlin, K. (2000), High Performance Value Chains, Cap Gemini Ernst & Young, US, LLC, New York, NY.",{},{"id":17,"text":1897,"url":17,"identifiers":1898},"Robson, C. (1993), Real World Research – A Resource for Social Scientists and Practitioner‐Researchers, Blackwell Publishers, Oxford.",{},{"id":17,"text":1900,"url":17,"identifiers":1901},"Seely Brown, J. and Duguid, P. (1998), “Organizing knowledge”, California Management Review, Vol. 40 No. 3, pp. 90–111.",{"doi":1902},"10.2307\u002F41165945",{"id":17,"text":1904,"url":17,"identifiers":1905},"Senge, P.M. (1990), “The leader's new work: building learning organisations”, Sloan Management Review, Vol. 32 No. 1, pp. 7–23.",{},{"id":17,"text":1907,"url":17,"identifiers":1908},"Yin, K. (1989), Case Study Research – Design and Methods, Sage Publications, Beverly Hills, CA.",{},{"id":17,"text":1910,"url":17,"identifiers":1911},"Yin, K. (1994), Case Study Research – Design and Methods, Applied Social Research Methods Series 5, 2nd ed., Sage, Newbury Park, CA.",{},{"id":17,"text":1913,"url":17,"identifiers":1914},"Zonabend, F. (1992), “The monograph in European ethnology”, Current Sociology, Vol. 40 No. 1, pp. 49–60.",{"doi":1915},"10.1177\u002F001139292040001005",{"id":1917,"createTime":1918,"updateTime":1919,"relativeEntities":1920,"slug":1921,"properties":1922,"entityType":115,"verifyStatus":116,"verifyTime":1919,"verifyNote":118,"languages":1929,"translateLanguages":17,"viewCount":18,"primaryUrl":1930,"fullTextUrl":17,"authors":1931,"publicationType":171,"publisherRelationship":1975,"citationCount":17,"citationInfo":17,"publishDate":2016,"publishYear":2017,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":2018,"openAccess":17,"references":2019,"isForceReanalyzing":434},"193dcef1-66ed-41e0-b0df-1445a2f2a6b9","2024-04-15T17:50:40.222+00:00","2025-02-19T14:44:29.923+00:00",[],"Outsourcing-strategies-of-the-security-sector-through-acquisition-procedures",{"title":1923,"doi":1925,"abstract":1927},{"EN":1924},"Outsourcing strategies of the security sector through acquisition procedures",{"VOID":1926},"10.1108\u002F09600031211281439",{"EN":1928},"\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>The aim of this research is to reveal the security‐related outsourcing strategies of the public sector and the military and the relevant logistics outcomes by examining buying tactics.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>A tentative model was devised from theoretical literature of how buyers use their negotiating power and relationships to achieve improved service quality and\u002For unit‐cost reductions. The model was tested using survey data from 149 respondents from the Finnish Defence Forces, and the public sector and industrial firms in Finland via structural equation modelling analysis.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>Contrary to the approach of classic economics, where negotiating power correlates with direct costs, the findings indicate that negotiating power and relationships do not affect direct costs in the public sector and military contexts, but rather that negotiating power and relationships correlate with an improved service level, which consequently decreases the indirect logistics costs.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Research limitations\u002Fimplications\u003C\u002Fjats:title>\u003Cjats:p>By focusing on improvement in services in terms of their logistics service purchasing, the buyers reveal that their outsourcing strategy involves vertical outsourcing. The data are collected from one country, which may cause bias. Further studies would be required to test this research proposal in other countries.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>To obtain cost reductions, buyers of logistics services could learn from the public sector and the military on how to use negotiating power and relationships to obtain better service instead of short‐term cost reductions, as better service correlates with reduced costs in the long run.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>This study is important to practitioners as well as academics since there is little quantitative research available regarding strategic outsourcing modes and outcomes of adopting different modes.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",[120],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F09600031211281439\u002Ffull\u002Fhtml",[1932,1947,1960],{"id":1933,"sortIndex":18,"researcher":17,"roles":1934,"affiliations":1935,"properties":1944,"displayName":1946,"givenName":17,"familyName":17},"f4f0c10f-5203-46f8-8339-a4262640f619",[],[1936],{"id":1937,"sortIndex":18,"affiliation":1938,"properties":17},"fb868542-3cfa-4b5d-8bd8-b98ff2411580",{"id":1937,"createTime":17,"updateTime":17,"relativeEntities":1939,"slug":17,"properties":1940,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1943,"statistic":17},[],{"title":1941},{"VI":1942},"Department of Marketing, University of Oulu, Oulu, 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