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Increasingly, the global market environment is becoming more turbulent, complex and uncertain. Literature has explored the importance of supply management and its direct impact on performance. However, the nature of strategic supply management and its impact on supply flexibility needs further clarification in the context of the use of supplier resources and supplier network coordination. This research presents a model of supply management, supply flexibility and supply chain performance. In this study, we examine the relationships between supply management and supply flexibility, and extend the concept of supply flexibility in terms of supplier flexibility and supply network flexibility on relevant supply chain performance measures. Data for the study were collected from 201 manufacturing firms, and the measurement scales of supply flexibility were tested and validated using structural equation modeling. The results indicate strong, positive and direct relationships between supply management practices and supply flexibility, and between supply flexibility and supply chain performance. Concluding theoretical and managerial implications are discussed.

Purpose The purpose of this paper is to understand the role of post-purchase logistic services on customer satisfaction and future purchase decision, to reveal any differences across China and Taiwan, to fill in a gap in the literature focused on post-purchase logistic activities related to shipping, return, and tracking, to provide managerial guidance in logistics for e-commerce, and to develop insights on logistic services for future research. Design/methodology/approach Using a validated survey instrument, 384 respondents in China and 145 respondents in Taiwan are collected. The research model is analyzed using component-based estimation approach to structural equation modeling. Findings The structural equation analysis of the study found that post-purchase shipping and tracking have an impact on customer satisfaction in both China and Taiwan. It also found that customer service is the most significant factor among the examined antecedents for online shoppers in China. While, return service is more important for shoppers in Taiwan. Finally, customer satisfaction played a stronger positive role for online shoppers in Taiwan as compared to their counterparts in China. Research limitations/implications This research extended the current literature about post-purchase logistic services in an online shopping environment with a literature-based research model and good empirical data support. However, one limitation of the study is that the data collected represents a cross-sectional sample; future research should examine longitudinal sample to study customers’ purchase intentions over time. Practical implications This study can help both scholars and practitioners understand the importance of tracking, return, shipping, and customer service in an online shopping environment and across countries. It provides insights on designing e-commerce relevant shipping services to satisfy and attract customers across countries. Originality/value The study investigated how post-purchase activities contributed to customer satisfaction in online shopping and explored the influence of customer satisfaction on future purchase intention in China and Taiwan. This is one of the first studies available in the literature to provide empirical support and managerial insights about post-purchase activities related to shipping, tracking, and returns for e-commerce with cross-regional comparison.

Manuscript Type: Empirical Research Question/Issue: This study examines the influence of firms' ownership structure on their technological innovation performance. First, we have examined whether ownership concentration positively influences technological innovation performance. Then we have investigated the primary reasons for the results derived from the first stage of our analysis by circumstantially exploring the impacts of four different ownership types. Research Findings/Insights: Using five sets of cross‐sectional data, consisting of 301 Korean firms, we found that ownership concentration does not have a significant effect on firm technological innovation performance. However, some ownership types (e.g., institutional and foreign) do have a positive effect. Theoretical/Academic Implications: Drawing on agency theory and the resource dependence perspective, our paper is the first to consider a comprehensive treatment of the effect of ownership types on innovation in an emerging country, in particular in contrast to previous studies that have focused on advanced economies. Since only partial predictions suggested by agency and resource dependence perspectives were supported, it appears that neither theory adequately captures the ownership‐technological innovation performance relationship. Thus, we suggest that future research should explore the question through a different theoretical lens to better understand the impact of ownership types. We suggest that transaction cost economics can be another path to approach the phenomenon. Practitioner/Policy Implications: This study suggests that managers should recognize how each characteristic of ownership structure (types) influences the building of firm‐specific capabilities for innovation. Policy makers and managers should be aware of the impact of the complete range of ownership types on technological innovation performance when they implement corporate governance reform with greater effectiveness. It also suggests that successful technological catch‐up and innovation not only require policies for upgrading technology capabilities, but also the setting up of a suitable supporting ownership structure that favors innovation of firms in emerging countries. We suggest that successful technological catch‐up and innovation require a supporting ownership structure.

Purpose -The purpose of this paper is to present a research model that defines the inter-relationships between strategic green orientation, integrated product development, supply chain coordination, green performance outcomes and business unit performance. This paper aims to address innovation issues by integrating strategic orientation, internal business practices, supply chain coordination, and performance outcomes measures. Design/methodology/approach -The international data of 711 firms accessed through the International Manufacturing Strategy Survey (IMSS IV) are used to validate this model. Findings -A firm's strategic green orientation involves past green practices, implementation of innovative environment improvement program and future commitment for environmental practices. This strategic green orientation is supported by a set of inter-organizational innovation practices such as integrated product development practices, effective coordination of supply chain network and relevant and measurable performance outcomes. Originality/value -The model, variables, empirical tests and results in this paper suggest a new understanding about strategic green orientation and its relationships with product development practices and supply chain coordination. The framework is intended both to explicitly inform senior executives of the importance of inter-organizational innovation practices such as strategic green orientation in terms of past, present and future practices as well as to the factors that effectively implement such strategic direction and commitment. It is also intended to provide a lens with which further research can be directed to enhance environmental reputation and outcomes of firms through new product development practices and supply chain network coordination and the sustainable long-term competitive advantages of the firms.

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Purpose -The purpose of this research is to show that small or medium enterprises (SMEs) have significant impacts on supply chain performance. They may take the roles of suppliers, producers, distributors, and customers. In this paper large firms and SMEs are compared in terms of strategic and operational choices. Design/methodology/approach -SMEs are classified on two dimensions -chain relationship position and strategic focus. Four types of SME characteristics are discussed: efficiency, coordination, collaboration, and innovation. Also presented are the five possible growth paths of SMEs, along with theoretical and managerial implications. Findings -The theoretical contribution of this paper to the nature of SMEs and their supply chain relationships is threefold: the differences between large enterprises and SMEs have been examined in terms of key management practices; key characteristics of four types of SMEs have been identified in terms of their supply chain relationship position and strategic focus; and the transition paths that SMEs may follow in moving from one type to another have been shown. The models presented in this paper give an informed insight and understanding of the dynamic changes that can transform SMEs within their supply chain relationships.Research limitations/implications -The growth paths that have been outlined for SMEs display diverse patterns. In view of the sheer numbers of SMEs that comprise the global economy, and their strategic roles as suppliers, component manufacturers, service providers, and distributors, their growth patterns may not be easily discernible over a short time period. Practical implications -Managerial implications of the study include: SME executives may diagnose their current business position and strategically plan intended changes by enhancing their operational capabilities and chain relationship positions, in view of changing market realities; most importantly, they may strive to take practical steps to evolve from Efficiency SMEs all the way to Innovation SMEs. The road-map presented in this paper may be helpful in benchmarking current operations and in planning future transitions. In this way, SME management may take practical steps to implement desirable growth paths through appropriate management practices that utilize appropriate intra-and inter-organizational capabilities. Originality/value -These SME growth patterns provide a useful framework for meaningful case studies that illustrate the potential for the dynamic transformation of SMEs.

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