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The aim of the paper is to explore how multinational corporations (MNCs) orchestrate internal and external resources to help their multi-tier supply chains learn sustainability related knowledge. Design/methodology/approach-An exploratory multiple case study approach was adopted and three MNCs' sustainable initiatives in China were examined. The data were primarily collected through 43 semi-structured interviews with managers of focal companies and their multi-tier suppliers. Findings-We found that in order to facilitate their supply chains to learn sustainability, MNCs tend to orchestrate in breadth by internally setting up new functional departments and externally working with third parties; and orchestrate in depth working directly with their extreme upstream suppliers adopting varied governance mechanisms on lower-tier suppliers along the project lifecycle. The resource orchestration in breadth and depth and along the project lifecycle results in changes of supply chain structure. Practical implication-The proposed conceptual model provides an overall framework for companies to design and implement their multi-tier sustainable initiatives. Companies could learn from our suggested learning stages and the best practices of case companies. Originality/value-We extend and enrich Resource Orchestration Perspective (ROP), which is internally focused, to a supply chain level; and answer a theoretical question of how MNCs orchestrate their internal and external resources to help their supply chains to learn sustainability. Our extension of ROP refutes the resource dependence theory, which adopts a passive approach of relying on external suppliers and proposes that MNCs should proactively work with internal and external stakeholders to learn sustainability.

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Guest editorial 1. The fourth industrial revolution (Industry 4.0): technologies disruption on operations and supply chain management 1.1 Context During the last five years, journals in robotics, electronics, computer science and production engineering have devoted significant attention to Industry 4.0 and related subjects, including additive manufacturing/3D printing, intelligent manufacturing and big data (

Electronic waste is the fastest growing category of hazardous solid waste in the world. Addressing the problem will require international collaboration, economic incentives that protect labour, and management approaches that minimize adverse impacts on the environment and human health.

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Purpose -The purpose of this paper is to introduce a methodology to help evaluate, select, and monitor sustainable supply chain performance measurement that can be integrated into a performance management system (PMS). Design/methodology/approach -Grey-based neighborhood rough set theory is used to help arrive at a core set of important business and environmental performance measures for sustainable supply chains. The supply chain operations reference (SCOR) model is used to develop both business and environmental measures for supply chain sourcing. Findings -A case illustration shows the applicability of the methodology. A sensitivity analysis shows that variations in outcome considerations may greatly influence the set of key performance measures for a sustainable supply chain PMS.Research limitations/implications -The methodology and presentation is conceptual, yet the tool can provide very useful interpretations for both researchers and practitioners. Practical implications -The tool can be valuable for companies that are trying to identify key environmental and business performance measures for their supply chains. It helps save resources by not requiring the management of a burdensome and complex set of performance measures. Originality/value -This is one of the few approaches that helps to clearly identify and narrow the set of performance measures for sustainable supply chains. It attempts to do so with minimal information loss. It is also the first time that grey techniques have been integrated with neighborhood rough set methodology.