Green consumption involves comprehensive concerns that address the broad scope of sustainability, ecosystem balance, profit‐generation and people. Identifying the factors that influence consumers' purchase behavior enables manufacturers to understand consumers' decision‐making processes and can help them develop more environmentally beneficial products. However, scholars have recently found that a gap exists between environmental concern and consumers' actual purchase behavior. The purpose of this paper is to use cognitive behavior theory to investigate the drivers of green consumption behavior and the missing link in the concern–behavior gap. After collecting 375 valid questionnaires, this study validated the proposed conceptual model using structural equation modeling. The revised model indicates that environmental involvement, informational utility, green advertising skepticism and green trust are antecedent variables of consumer attitudes toward green products. Additionally, this study also provides a possible explanation of and remedies for the concern–behavior gap. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

Purpose Some studies have suggested that a supply chain augmented with information technology (IT) has a positive effect on performance in the marketplace. However, these studies have not explained how the IT-based supply chain achieves this superior performance. This study aims to reveal some of the mediating influences at play: the new product development (NPD) activities of product launch, product innovativeness and product development capability. Design/methodology/approach Taking the electronics manufacturer’s perspective, this study took a resource-based view to propose that NPD activities are affected by IT advancement and that IT-based supply chain architecture is a critical resource that ultimately affects new product performance. Thus study focuses on product launch, because this is the most expensive and risky stage of NPD; product innovativeness, because it plays a substantial role in achieving a competitive advantage; and product development capability, because it leads to superior product performance. A questionnaire was used to collect data from managers of projects, products and supply chains of computer and communication electronics manufacturers; 235 valid questionnaires were returned. These data were subsequently analyzed using a variety of statistical methods. Findings The results support that manufacturers’ IT resources enable them to enhance NPD activities effectively with their suppliers, and that NPD activities play a key role in moderating the relationship between IT-based supply chains and new product performance. Originality/value This paper provides an empirically tested model of how IT-based supply chain architecture can lead to superior new product performance through product lean launch, product innovativeness and product development capability.

Purpose – The purpose of this study is to fill the gaps in previous literature and investigate the link between product launch performance and supply chain architecture and performance. During the past 20 years, most of the new product literature has focused on new product development and product innovation. Only a few product launches have been discussed in specific fields. Design/methodology/approach – From the perspective of the manufacturer, interfunctional coordination, supply chain architecture and supply chain performance affect lean launch performance. Lean launches can also add value to product and marketing performance. A questionnaire was used to gather data from project, account and purchasing managers in the high-tech industry and to test the postulated research model and hypotheses. The conceptual model was tested using 242 usable questionnaires. Findings – The results provide evidence that interfunctional coordination is the basis for improving supply chain architecture. The supply chain has a strong, positive effect on lean launch performance. Lean launch is vital to the successful performance of a new product. Although lean launch execution and supply chain performance affect marketing performance and new product performance, the direct effect on marketing performance is non-significant. Originality/value – This study presents the characteristics of the supply chain architecture specific to the high-tech industry. The authors empirically tested and propose a model to explain how high-tech manufacturers build a solid supply chain and leverage the capabilities of suppliers to improve lean launch execution and new product performance.

The concept of sustainability has been highly valued by all aspects of life, while the supply chain plays a critical role in production and logistics. Supply chain management (SCM) is continuously transformed by information technology (IT). The purpose of this study is to review and discuss the effect of information technology-based SCM on sustainability. This paper conducted a systematic literature review by collecting author-anchored keywords from peer-reviewed articles on IT-based supply chain management. A total of 1264 articles and 2575 keywords from eleven supply chain-related journals were analysed with social network analysis. A knowledge map with ten research hot topics was identified. Additionally, a sustainable supply chain management (SSCM) model is developed not only to guide researchers to further understand IT-based SCM topical and structural meanings but also to contribute to enlightening a coherent and rigorous body of theories relevant to academics and supply chain and logistics managers interested in SSCM.

Access to this document was granted through an Emerald subscription provided by emerald-srm:263496 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. IntroductionOutsourcing strategy plays a critical role in the high-tech industry. Gottfredson et al. (2005) suggested that firms focus on their core competencies and outsource other value added activities to suppliers. Consequently, firms used outsourcing to integrate activities based on the value chain for product development and relied on suppliers for outsourcing services to obtain competitive advantage (Nixon and Woo, 2003) and save on costs (Chalos and Sung, 1998). Brand customers 1 such as HP, Dell, Sony, and Acer, outsource research and development (R&D) and manufacturing to contract manufacturers 2 to obtain a stronger competitive advantage.Most new product literature for the past 2 decades has focused on the relationships among environmental factors, new product development (NPD) activities, and new product success (Calantone and Di Benedetto, 1998;Parry and Song, 1994). Meta-analysis has shown that only 4% of research articles on new product development have focused on product launch (Montoya-Weiss and Calantone, 1994). According to a recent review study 1 Brand customer:A Brand customer is defined as a Branded electronics buyer (international large OEM customer or ODM customer) in this study. 2 Contract manufacturer: A contract manufacturer is defined as a supplier having an original equipment manufacturer (OEM) or original design manufacturer (ODM) business in this study. Downloaded by University of Mississippi At 22:00 28 June 2015 (PT) 2 (Calantone and Di Benedetto 2007), approximately two dozen papers specific to launchissues have been published in the marketing and innovation literature, mostly within the last decade. New product launch is relatively expensive, risky, and lengthy in the entire NPD process (Bowersox et al., 1999). The high investment exerted in R&D for new products might be more exceptional and advantageous than other competitors, but unsuccessful because of poor product launch (Lee and O'Connor, 2003). One empirical product launch study provided evidence that integrated marketing communication is vital to new high-tech product launches (Win...