Purpose: This study aims to examine the impact of the supplier's coercive and cognitive pressures on a manufacturer's green purchasing decision-making process and the resultant implications in terms of operational and environmental performances.Design/methodology/approach: Path analysis is performed to test the hypothesized linkages.Findings: This study finds that the supplier's coercive pressure, environmental focus and socio-cultural responsibility will lead a firm to more successful implementations of green purchasing, which, in turn, results in improved operational and environmental performances. The study findings reveal that the commercial values of green purchasing in addition to social and political obligations will promote the adoption of green purchasing in supply chain management practice.Originality/value: This study helps business managers understand the impacts of the supplier's coercive and cognitive pressures on green purchasing and the manufacturer's resultant performances. In particular, coercive pressure is operationalized by the supplier's coercive pressure and environmental regulatory pressure, while cognitive pressure is reflected in the supplier's environmental focus and socio-cultural responsibility. This study contributes to the extant theories and enriches the literature on green purchasing.

Purpose: This paper focusses on the factors to sustainable product development (SNPD) projects success. More specifically, it aims to explore and understand the role of supplier involvement (SI) within SNPD. Additionally, it investigates how effective project leaders can facilitate effective supplier involvement and enhance focal firm's ability to successfully carry out sustainable achievement in product development.Design/methodology/approach: A theoretical framework among SI, SNPD, project leader's personality and leadership style has been established. Six interviews collected from different industries are used to further explore the relationship among SI, SNPD, leader's personality and leadership style.Findings: The difficulties in managing suppliers, the timing and extent of supplier involvement, communication method and frequency, as well as supplier contribution and challenge in SNPD has been summarized. The interviews also confirmed that effective leaders who possess certain personality traits enable appropriate supplier involvement, promote prosperous SNPD and enhance the relationship between SI and SNPD performance by allowing individual members, teams and organizations to function well.Originality/value: Sustainable new product development (SNPD) has been recognized as one of the key factors to achieve environmental and economic success. The paper explores the role of supplier involvement in SNPD project and emphasizes the role of project leaders in the process.

Purpose: This study investigates the possible curvilinear relationship between operational interdependency and supply chain performance as well as the contingency effect of supply chain disruptions, in terms of disruption orientation and disruption impact.Design/methodology/approach: Path analysis was employed to test the hypotheses using the data collected from Chinese manufacturers.Findings: The results confirm an inverted U-shape effect of operational interdependency. As level of buyer-supplier operational dependency increase, the supply chain performance is enhanced. However, the benefits of operational interdependency diminish beyond a certain point. Additionally, the findings of this study show the disruption orientations positively moderate the relationship between interdependency and performance, whereas the effect of disruption impact is not significant.Originality/value: The findings of this study provide an explanation to the theoretical gap about the equivocal results of the effect of dependency, which provide new insights into the literature regarding buyer-supplier relationships. Furthermore, this paper identifies the moderating role of supply chain disruption in the relationship between operational interdependency and supply chain performance, which provide further explanation about the mixed results of the effect of dependency. The results confirmed that supply chain disruption orientation positively moderate the relationship between operational interdependency and supply chain performance.

Firms often aim to develop new products in an environmentally sustainable fashion, while at the same time ensuring profitability. While firms may aim to do so themselves through internal sustainable design practices, what has increasingly become prevalent is to leverage the expertise of suppliers in such endeavors. With this framing and by relying on the resource-based view and its extensions reflected in the natural resource-based view of the firm, this study develops a conceptual model theorizing how internal resources in the form of sustainable design practices enable a firm to improve the environmental and economic performance associated with new product development initiatives. Further, we propose that (external) supplier involvement in new product development complements a firm’s internal efforts to reap benefits from sustainable design practices, with this complementary effect however being contingent on the suppliers’ environmental management capability. The results from testing this model with empirical survey data provide important academic and managerial insights regarding how firms should best manage their efforts to develop environmentally friendly new products through the leveraging of both internal (firm) and external (supplier) resources.

Purpose: This study developed an awareness-motivation-capability framework and explored the association between the framework and supply chain transiliency based on empirical data collected from manufacturers. It also examined the link between supply chain transiliency and a focal firm’s sustainable competitive advantage in the face of supply chain disruptions. Design/methodology/approach: We performed structural equation modeling analyses to test hypotheses based on the data collected through a survey. Findings: The results of path analyses show that awareness of potential supply chain disruptions and resource orchestration capabilities greatly foster supply chain transiliency, which in turn helps gain sustainable competitive advantage. Originality/value: By presenting an awareness-motivation-capability framework for adopting supply chain transiliency in the face of supply chain disruptions, this investigation offers empirical evidence to support the conceptual discussion of transiliency. Practically, the results help supply chain managers be better prepared for the future disruptions and mitigate the catastrophic effects of the pandemic by fostering simultaneous transformability and resiliency.