The present study analyzes aspects of the application of the Design Science Research (DSR), identifies the problem classes, as well as the contributions and limitations in the implementation of the method in the various areas and subareas of Industrial Engineering. The research uses the method of systematic literature review through a review of articles using the Atlas.ti 8 software, it performs network analysis for classification by area and grouping by similarities, analyzing the aspects proposed in the objective of the study. Through investigation, it offers theoretical and practical contributions. First, it provides a comprehensive view of how DSR has been applied in research, identifying problem classes, artifacts, and classification areas in Industrial Engineering. Similarly, it contributes to a research agenda to replicate the method in emerging areas.

Purpose: The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach: The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings: Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders. Research limitations/implications: Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement. Originality/value: When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.

This qualitative study investigated the gaps that hinder fruit and vegetable waste reduction in small distributors serving the last miles of the food chain. Fifteen Brazilian distributors operating far from the producers were analyzed. The findings contribute to the literature by showing several research gaps. The surplus in farmer planting increases waste generation at the level of distributors. We should know how to collect and process the relevant data to forecast the demand of each small farmer or distributor (e.g., tendencies in market demands or other farmers’ planting plans). Sectoral entities should use these data to help actors define how much to plant or buy. The acceptance of waste by farmers and distributors has a financial reason. Changing such acceptance requires the demonstration of financial gain that a more sustainable approach may have. We need to know how to calculate the economic gains and losses related to waste reduction throughout the chain (before developing useful mitigators). We should also know how to induce entrepreneurs to invest in better resources or practices in transportation, handling, packaging, and storage. Selling items before their decline avoids waste. We need to know how to improve small actors’ gains to increase sales of such products.