Purpose: The field of supply chain management (SCM) has historically been informed by knowledge from narrow functional areas. While some effort towards producing a broader organizational perspective has been made, nonetheless, SCM continues to be largely eclectic with little consensus on its conceptualization and research methodological bases. This paper seeks to clarify aspects of this emerging perspective.Design/methodology/approach: A total of 100 randomly selected refereed journal articles were systematically analyzed.Findings: A number of key findings emerged: the field is a relatively “new” one; several disciplines claim ownership of the field; consensus is lacking on the definition of the term; contextual focus is mostly on the manufacturing industry; predominantly “process” conceptual framing prevails; research methods employed are mostly analytical conceptual, empirical surveys or case studies; the positivist research paradigmatic stance is prevalent; and theories related to transaction cost economics and competitive advantage dominate.Originality/value: This review identifies various conceptual and research methodological characteristics of SCM. From a philosophy of knowledge perspective, it is suggested that SCM be framed as a Lakatosian Research Program, for this has the best potential to assist in the development of SCM body of knowledge in a sustainable way into the future.

The purpose of this paper is to determine the readiness factors that are critical to the application and success of lean operating principles in healthcare organizations through a review of relevant literature. A comprehensive review of literature focussing on lean and lean healthcare was conducted. Leadership, organizational culture, communication, training, measurement, and reward systems are all commonly attributed readiness factors throughout general change management and lean literature. However, directly related to the successful implementation of lean in healthcare is that a setting is able to authorize a decentralized management style and undertake an end-to-end process view. These can be particularly difficult initiatives for complex organizations such as healthcare settings. The readiness factors identified are based on a review of the published literature. The external validity of the findings could be enhanced if tested using an empirical study. The readiness factors identified will enable healthcare practitioners to be better prepared as they begin their lean journeys. Sustainability of the lean initiative will be at stake if these readiness factors are not addressed. To the best of the knowledge, this is the first paper that provides a consolidated list of key lean readiness factors that can guide practice, as well as future theory and empirical research.

Purpose – The purpose of this paper is to investigate a model of collaboration based on the notion of firms having strong working relationships with their suppliers and customers. Whilst issues associated with collaborative relationships between firms and their trading partners are a key theme currently being addressed in the supply chain management literature, there appears to be a lack of clear guidelines as to how such capability can be developed in a practical sense. Design/methodology/approach – Data from 418 Australian manufacturing plants are used to test the model. Two key constructs, customer relationship and supplier involvement, are developed. For predictive validity purposes, these constructs are regressed against firm performance construct. Findings – Results of structural equation modeling analysis show, inter alia, that there is some support for this collaboration model, with both collaboration-based constructs influencing performance. Originality/value – The results provide an insight into how firms can develop a level of collaboration capability.

It is generally acknowledged that organisations need to be innovative in order to survive and prosper. Some advocates of total quality management (TQM) have suggested that it provides the necessary platform for inculcating innovation in organisations. Intuitively, TQM components involving sound and effective practices on leadership, customer focus, relations with suppliers, employee inter‐relationships, information/communication systems and management of processes and products do appear to enable organisations develop culture of innovation. A robust TQM‐innovation relationship appears to be conceptually plausible, but little empirical evidence has so far been offered to support this proposition. In this paper, this relationship is explored. Empirical data were taken from a survey of 418 Australian manufacturing organisations. Structural equation modelling technique was used for statistical analysis. Results show that there is insufficient statistical evidence to suggest that TQM is related to innovation. There could well be a more complex relationship between these concepts.