This study investigates the influence of an ambidextrous supply chain strategy on manufacturers’ combinative competitive capabilities – the ability to excel simultaneously on competitive capabilities of quality, delivery, flexibility, and cost – and, in turn, on business performance. Drawing upon March's (1991) notions of exploration and exploitation, an ambidextrous supply chain strategy is conceptualized as a simultaneous pursuit of both explorative and exploitative supply chain practices. We operationalize this concept as a second‐order latent construct that captures the co‐variation between exploration and exploitation within the context of a manufacturer's supply chain management strategy. Using survey‐based data gathered from 174 U.S. manufacturers, we find that an ambidextrous supply chain strategy coincides with combinative competitive capabilities and business performance. Our empirical finding contradicts conventional wisdom that argues for tradeoffs between exploration and exploitation. Instead, our empirical results are in line with an emerging complementarity view advocating that supply chain managers build practices to gain operational efficiency while simultaneously searching for opportunities to gain operational advantages. In addition, we provide insights regarding the role of combinative capabilities in mediating the relationship between an ambidextrous supply chain strategy and business performance.

This study investigates the role of learning and effective process implementation in the development of mass customization capability. Building upon the knowledge-based view of the firm, we argue that internal and external learning are two knowledgegeneration routines that contribute to effective process implementation. Effective process implementation, in turn, is a knowledgebased manufacturing capability, which, as a function of internal and external learning, leads to mass customization capability. We employ structural equation modeling to empirically test the effects of learning on mass customization capability, mediated by effective process implementation, using survey data collected from 100 manufacturing plants in 3 industries and 6 countries. Our results provide empirical evidence supporting the proposed model of the effect of internal and external learning on mass customization capability, fully mediated by effective process implementation. This research is one of the first studies to integrate insights from the knowledge-based view of the firm and mass customization. It complements the OM view of mass customization, which to date has largely focused on the technical side, by demonstrating the role of managerial practices and learning in cultivating mass customization capability in a manufacturing environment. Published by Elsevier B.V.

The blood–brain barrier (BBB) is an important physiological barrier that separates the central nervous system (CNS) from the peripheral circulation, which contains inflammatory mediators and immune cells. The BBB regulates cellular and molecular exchange between the blood vessels and brain parenchyma. Normal functioning of the BBB is crucial for the homeostasis and proper function of the brain. It has been demonstrated that peripheral inflammation can disrupt the BBB by various pathways, resulting in different CNS diseases. Recently, clinical research also showed CNS complications following SARS‐CoV‐2 infection and chimeric antigen receptor (CAR)‐T cell therapy, which both lead to a cytokine storm in the circulation. Therefore, elucidation of the mechanisms underlying the BBB disruption induced by peripheral inflammation will provide an important basis for protecting the CNS in the context of exacerbated peripheral inflammatory diseases. In the present review, we first summarize the physiological properties of the BBB that makes the CNS an immune‐privileged organ. We then discuss the relevance of peripheral inflammation‐induced BBB disruption to various CNS diseases. Finally, we elaborate various factors and mechanisms of peripheral inflammation that disrupt the BBB.

his study investigates the role of organizational structure in facilitating the development of mass customization (MC) capability in various manufacturing settings. Specifically, three dimensions of organizational structure are consideredflatness, centralization, and employee multifunctionality. We model organizational structure as a second-order factor whose value is captured on a mechanistic-organic continuum, where the organic form is characterized by a flat, decentralized structure with a wide use of multifunctional employees. We propose that a positive relationship exists between the organic organizational structure and MC capability. Additionally, building upon contingency theory, we argue that this positive relationship is moderated by mass customizer type-full mass customizers, which customize products at the design or fabrication stage of the production cycle, versus partial customizers, which customize products only at the assembly or delivery stages. Based on a study of 167 manufacturing plants from three industries and eight countries, we find that, for the overall sample, organic structure plays a significant role in enabling firms to pursue MC capability. However, an analysis of full versus partial mass customizers shows that the positive impact of organic structure on MC capability is statistically significant only for full mass customizers, not for partial mass customizers.

The Internet has made a wealth of new tools available to the industrial buyer. However, researchers have suggested that computer-mediated interaction with suppliers may not be conducive to strong supplier relationships in general and to trust in particular. This paper compares two computer-mediated sourcing tools (email negotiation and Internet reverse auctions) with faceto-face negotiation. Information richness theory suggests that the different media will produce different impacts relating to sellers' trust in buyers. Data are generated with a simulation experiment using 117 subjects. We found that information richness affects seller-buyer trust: Sellers who used face-to-face negotiation, the richest medium in the study, always reported higher trust in their buyer counterparts than did sellers using Internet reverse auctions. There were also some trust advantages of face-to-face negotiation over email and limited advantages of email over reverse auctions. We also found that procurement complexity influences the relationship between information richness and trust. As hypothesized, when face-to-face negotiation is used, procurement complexity has no effect on seller trust. When reverse auctions are utilized, the greater the complexity of the purchase, the less the seller trust. However, when email is used, greater procurement complexity is associated with greater seller trust, and there are no differences in trust between the email and face-to-face channels. Finally, we found that sellers' trust in buyers is positively associated with sellers' desire for future dealings with the buyer. #

Purpose -The purpose of this paper is to investigate the role of quality management (QM) in the development of mass customization (MC) capability. QM is modeled as a second-order construct reflected by six QM practices (small group problem solving, top management leadership for quality, information and feedback, process management, customer focus, and supplier involvement). The paper proposes that these six practices reflect the core principles of QM, and in turn QM contributes to the development of MC capability. Design/methodology/approach -Using the survey data collected from 167 manufacturing plants in three industries and eight countries, structural equation modeling was employed to test the hypotheses. Findings -The results provide empirical evidence supporting the proposed relationships between QM and MC capability.Research limitations/implications -The dataset for this paper is cross-sectional. Future studies should consider a longitudinal setting that would provide a deeper understanding of causal relationships. Second, an existing database was used, thereby limiting the choices of variables analyzed. Practical implications -The findings of empirical support for the positive impact of QM practices on MC capability provide guidance for managers in the allocation of resources for QM efforts in their pursuit of MC capability. Originality/value -This is one of the first studies to shed light on the effects of QM on MC capability. The paper presents an explanation on how QM helps to develop MC capability and also finds empirical evidence supporting such a relationship.

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