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Purpose The purpose of this paper is to provide a framework to assess the sustainability of service supply chains (SC) based on the concept of the balanced scorecard and three dimensions of sustainability, namely economic, social, and environmental performance. Design/methodology/approach After reviewing the literature and interviewing the experts, the preliminary list of identified general criteria is categorized in the four perspectives. Then, to select the most important factors in hospital SC, 15 experts evaluated the identified criteria by questionnaires of Fuzzy Delphi Method. Then, interpretative structural modeling was applied to identify the interrelations between the perspectives and between the criteria. Findings The framework includes four perspectives, financial; service SC operations; stakeholders’ satisfaction in the direction of sustainability; and learning, growth, and innovation, to improve the SC for sustainability in the service industry. According to the results, the identified criteria are interrelated. Practical implications The paper provides an important reference to assess the sustainability of service SCs. It will be beneficial in strategic and operational decision-making in service industries. Originality/value Reviewing the literature shows that the concept of sustainability of service SCs is still immature. The paper is a preliminary effort to identify the general criteria of sustainability and their interrelations in the service sector. The presented general framework links the financial measures with the environmental and social measures. It helps to maintain the balance between the sustainability goals for the service SC managers. It can be modified and applied in different service sectors.

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Purpose The purpose of this paper is to develop a framework of sustainable service supply chain management (SCM) processes and practices in the multi-dimensional construct. It tries to provide a template for those sustainability general key practices that can be scheduled and budgeted in different service sectors. Design/methodology/approach To provide an applicable framework, its adaptability to most service settings should be ensured. In this regard, at first, the related literature on service SCM processes and sustainability practices of SCM are reviewed. To modify and confirm the extracted list, it is distributed to experts. After summarizing experts’ opinions, an initial list of the sustainable service supply chain practices (SSSCPs) is provided. Finally, the Fuzzy Delphi Method is applied to construct the framework for hospital supply chain (SC). Findings It suggests that the SSSCPs can be constructed in terms of seven major processes: managing the sustainable supplier, sustainable employee, sustainable customer, sustainable service performance, sustainable service operations, sustainable external relations, and sustainable knowledge, information and technology. Practical implications The framework can be employed as a template of sustainability practices for individual member firms of service SCs to identify and implement the key practices toward sustainability. Originality/value Reviewing the literature indicates that determining what is unique about the sustainable SCM in the service sector is immature. The paper is a preliminary effort to identify the general sustainability practices, in incorporating all sustainability dimensions in service SC processes.

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Open Innovation is a key to improve SMEs' performance in a dynamic marketplace. This article aims to present a dynamic model based on causal relationships among the most important effective factors on Open Innovation in manufacturing SMEs by using system dynamics modelling approach. To study the most important factors, the data collected by questionnaires filled by 275 experts, and analyzed by SPSS and PLS. Causal relationships among studied factors and efficacy coefficients of each factor were identified by fuzzy DEMATEL technique, the data collected from 12 experts and analyzed by MATLAB and EXCEL. Finally, the dynamic model was plotted by VENSIM. According to the results, only strategy of organization has a single loop of causality and effects on itself directly. Economic factors are the most important causal factor that has the highest influence on the other factors. Strategy of organization takes the highest effect from the system and organizational learning is in the next rank. Besides, partners are the most important effected factor and ecological issues as an effected factor has no influence on the others.