Purpose: The purpose of this paper is to examine the role of supply chain integration (SCI) in improving sustainability management practices (SMPs) and performance.Design/methodology/approach: Based on data collected from 931 manufacturing firms in multiple countries and regions, the authors conducted a structural equation modeling analysis to test the proposed hypotheses.Findings: The findings suggest that supplier and customer integration are vital enablers for both intra- and inter-organizational SMPs. The results also reveal that both intra- and inter-organizational SMPs are significantly and positively associated with sustainability performance (i.e. economic, environmental and social performance) and function as complements to jointly enhance environmental and social performance.Originality/value: This study incorporates SCI into the sustainability literature, providing a new perspective on sustainability and supply chain management research.

This paper investigates how firms’ social sustainability practices can influence their social performance and, ultimately, financial performance. We include two corporate social sustainability practices: employee-oriented (employee well-being and equity) and socially driven (corporate social involvement) practices. Three leading social theories (social identity theory, social exchange theory, and resource-based view) are applied in explaining how firms’ social practices influence intermediate and bottom-line performance outcomes. Empirical results of 212 US manufacturing firms reveal that (1) the social orientation of the firm promotes firms’ social performances (employee-oriented and community-oriented outcomes) directly; (2) social orientation also indirectly promotes employee-oriented outcomes via employee well-being and equity practices, and so does community-oriented outcome via corporate social involvement practices; and (3) the firms’ social performances can enhance financial performance. The theoretical and managerial implications derived from these empirical results are discussed as well.

Purpose: The purpose of this paper is to explore how a foreign invested manufacturing company’s (FIMC) components sourcing process evolves in order to improve its supply chain outcomes in the context of China’s processing trade. Design/methodology/approach: Grounded in the theory bases of the international sourcing process and supply chain integration, this study utilizes a single-case-study approach with a small- to medium-sized FIMC engaged in China’s processing trade. Findings: This study identifies three stages of the components sourcing process: simple assembly stage, components localization stage and supply chain integration stage. In addition, the case study suggests that the type of processing trade evolves from processing with supplied materials to processing with imported materials as the sourcing process proceeds through the three stages and the internal and external environments change. Originality/value: To our knowledge, this paper is the first to focus on an FIMC’s components sourcing process in the context of China’s processing trade. It contributes to a better understanding of how FIMCs progress through the components sourcing process and apply different types of processing trade in China to maximize their supply chain outcomes.

Having unique market structures divided between a few buyers (military or airliners) and a few oligopolistic producers, as well as requiring several millions of components, the aerospace industry has the typical feature of a complex structure. Due to the complexity of operational procedures, strict safety regulations, and reliability requirements, close cooperation between manufacturers and suppliers is critical in developing new products based on the operational plan that incorporates customers’ needs. Thus, it is necessary to have a systematic planning and technology acquisition procedure that considers these various aspects. However, research has paid little attention to strategic technology learning and acquisition procedures in detail and practical guidelines through which system integrators and suppliers strategically cooperate in sharing strategic development plans. In this regard, we analyzed the case of “T-50,” the first indigenous supersonic advanced trainer introduced by Korea Aerospace Industries in 2005, to investigate the associations between system integration and components in development phases. Not only did we examine how the structures of technology dependence and operations in R&D phases manifest but also identified discrepancies between system integrators and suppliers. Finally, we provided strategic actions for latecomers to effectively acquire core technologies in accordance with both technology absorptive capability and the types of product architecture. This article helps firms to build both strategic technology planning and managerial capabilities in the complex product system industry. The proposed framework provides a detailed strategic planning process in the development phase and includes technology acquisition and R&D project plans between system integrators and suppliers for creating new products.

In a platform ecosystem, complementors can utilize various resources from a platform owner that receives a variety of products/services via complementors for better customers' choice and satisfaction. The literature has focused on the cooperative nature of the platform ecosystem. Less attention, however, has been given to coopetition (i.e., simultaneous strategic use of cooperation and competition). Drawing upon paradox theory, this study develops a research model that explains the individual and joint impact of coopetition balance and coopetition capability on relationship performance in a platform ecosystem. Based on survey data from 365 complementors to Amazon, this study illustrates that coopetition balance and coopetition capability have a significant impact on relationship performance. Additionally, coopetition capability moderates the relationship between coopetition balance and relationship performance. In particular, results show that coopetition capability is the most critical variable to enhance relationship performance. Theoretical and practical implications are discussed in this paper.