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Discussion regarding the implications of and antecedents to the decision to outsource manufacturing functions has dominated both the academic literature and popular press for over 30 years. However, economic and competitive landscapes across the globe have changed such that the tenability of outsourcing is being re-evaluated by many organizations. Using the rich body of literature regarding the decision to outsource as a starting point, the purpose of this paper is to investigate the reasons why firms insource and the associated implications thereof.

This case study research captures data from 12 firms in the manufacturing industry that have insourced a previously outsourced function. Data were collected via interviews with executives, researcher observations, and archival records over a nine-month period.

The findings suggest that the primary drivers for insourcing were predominantly the same as those cited for outsourcing. However, insourcing decisions are often made in response to a specific, external trigger event and not necessarily in concert with long-term, strategic goals. This is in contrast to firms’ desires to make more strategic location decisions. The findings also show that insourcing/outsourcing location decisions require continuous evaluation in order to optimize competitiveness and align with long-term firm goals.

This research contributes by not only assimilating and gaining an understanding of key factors affecting insourcing decisions, but also by establishing a baseline for future investigation into this burgeoning area via the presentation of testable propositions.

This paper provides insights for supply chain, logistics, and operations management professionals who seek to better understand the critical factors that should be considered when deciding whether or not to insource.

The benefits of insourcing are being considered to a greater extent across industry, yet there is a dearth of academic or practitioner literature that business leaders and academicians can use as the basis for examining this decision. This research provides both the basis and motivation for developing knowledge in this area of increasing importance.

The proliferation of ride-hailing businesses brings significant considerations for improving the driver's operational performance. Informed by the literature on sharing economy, general deterrence theory and protection motivation theory this research investigates the behavioral factors impacting ride-hailing drivers' operational performance.

The authors empirically test the antecedents impacting a ride-hailing driver's operational performance using an online survey dataset comprising 513 ride-hailing drivers working for Uber and Lyft in the United States.

Ride-hailing drivers' intention to comply with the ride-hailing company guidelines results in better operational performance for the driver. Moreover, drivers believe that ride-hailing companies have effective penalties to deter drivers from violating company guidelines. However, drivers also believe that the chances of being caught while ignoring the company guidelines are low.

The results of this research support the decision-making processes of ride-hailing company managers and offer insights on how managers can enhance the operational performance of their drivers.

This study provides unique contributions to emerging research at the intersection of peer-to-peer asset sharing, behavioral studies and technology management. This research is one of the first to explore the role of behavioral factors such as coping mechanisms on the operational performance of sharing economy workers.

The purpose of this paper is to bring awareness to the logistics and supply chain management (L/SCM) community’s broken review process.

The authors diagnose some of the core problems that limit the L/SCM community from disseminating high-quality research in a timely manner.

Problems attributable to authors, reviewers, and editors are described, and recommendations for each review process participant are provided.

This editorial provides a call for further discussion and action in terms of how the community can improve the contribution to knowledge and society.

This study aims to explore the impact of one significant threat to the rigor of theory building within supply chain management, namely, the improper development of different measures for the same construct.

Two survey studies are conducted. Study 1 investigates the impact of three firm orientations on five of the most cited supply chain agility (SCA) scales. Study 2 explores the impact of the same five SCA scales on three firm performance indicators.

The findings reveal that the five SCA scales display adequate discriminant validity and thus measure distinct concepts. Further, the relationships between SCA and its antecedents and consequences vary significantly depending on the SCA scale used. In essence, the scale used determines whether a relationship is supported or not, implying that researchers have been loosely applying the same label (i.e. SCA) to distinct constructs.

In essence, the scale used determines whether a relationship is supported or not, implying that researchers have been loosely applying the same label (i.e. SCA) to distinct constructs. The findings indicate the need for further scrutiny and investigation regarding the rigor and validity of theory building within the area of SCA. Importantly, rigorous scale development should be encouraged. Scholars should develop new scales when necessary while carefully distinguishing their proposed constructs and measures from extant ones.

This research seeks to better understand the supply base reduction approaches and processes utilized by organizations.

In‐depth case studies were conducted with ten organizations that recently reduced their supply bases. These organizations represented a variety of industries, type of product or service being purchased, and number of suppliers reduced from the supply base.

Three different types of supply base reduction approaches are identified (systematic elimination, standardization, and tiering), examples of each are provided, and guidance is provided about situations in which each would be useful. A basic supply base reduction process is developed and outlined based on the similarities observed among these three different approaches.

A better understanding of these supply base reduction approaches and processes can help organizations successfully implement such efforts by learning from the experiences of other organizations.

Many of the case study respondents commented on the lack of literature pertaining to supply base reduction approaches and processes. Consequently, many of the case study organizations had to perform extensive benchmarking or hire outside consultants to learn more about supply base reduction approaches and processes prior to implementing them within their various organizations. This paper is the first step in filling the void in the literature concerning supply base reduction approaches and processes.

The purpose of this paper is to benchmark the viability of collaborative supply chain (SC) business models for small businesses.

Survey data was collected from 81 companies with 100 or fewer employees, 169 companies with 101‐500 employees, and 308 companies with more than 500 employees. To help contextualize the findings, eight in‐depth interviews with small firms were conducted.

Benchmarking the viability of collaborative SC business models using a contingency, resource‐based‐view assessment paradigm reveals a perplexing paradox. Managers at small firms suggest that the majority of the benefits of SCM are within their reach. They also note that the barriers to implementation do not intimidate them. However, they also report that they are not actively pursuing SCM as a strategic weapon. Our research shows that the best way to avoid the cost squeeze and death spiral encountered by small business in today's global SC environment is to create the collaborative capabilities promoted by SCM. That is, while large firms leverage size firms must leverage creative collaboration to insinuate themselves into competitive SC teams to drive long‐term growth. We recommend three alternative SCM strategies based on the small firm's growth strategy.

The small‐business literature on supply chain management (SCM) is relatively scant and provides conflicting views of SCM's viability. This research represents a unique multi‐method approach that shows that SCM is applicable to the world of small business.

To examine the nature and extent of commitment to supply chain collaboration. Also, to explore the state of supply chain governance structures.

A multi‐method survey and in‐depth interview methodology was employed to gather data. Content analysis was then used to identify the types and extent of managerial support for supply chain initiatives.

Four types of managerial support are needed to achieve the highest levels of supply chain success: top management support, broad‐based functional support, channel support, and infrastructural/governance support. None of the interview companies have put all four types of support in place. Leading‐edge governance relies on cross‐functional/inter‐organizational teams, executive governance councils, customer advisory boards, supplier advisory councils and a modified reporting structure that overseas all value‐added activities from product conceptualization to customer relationship management. Again, none of the interview companies have established all aspects of an effective supply chain governance structure.

Much has been written on the need to focus on supply chains and create more cooperative and integrative relationships with key organizations in the supply chain; however, little has been written concerning the commitment levels among those involved in the supply chain or the types of governance structures that should be utilized within a given organization or along the supply chain. This paper bridges this gap, providing a benchmark for managerial commitment and presenting a composite governance structure based on observed best practices. Both academics and practitioners can use the insights provided to work toward a better understanding of supply chain commitment and governance.

The purpose of this article is to develop a typology of e‐marketplace functionality and then link the typology to the associated value creation potential of differing types of e‐marketplaces.

In‐depth interviews with the executives of 50 e‐marketplaces, a web/mail‐based survey of another 350 e‐marketplaces and interviews with several e‐marketplace customers were conducted.

B2B e‐marketplaces offer a variety of different value propositions. Leading e‐marketplaces have a well‐developed strategy for reaching a particular segment of the buying community, based on service needs. Developing e‐marketplaces do not demonstrate the same focus. On one hand, only a few e‐marketplaces had developed the same winning constellations of services, while on the other hand, most were planning a roll‐out of a wide variety of services that would carry them far beyond a focused strategy. The success of this approach seems problematic.

The prudent customer of an e‐marketplace should weigh their requirements against the functionality found across the broad set of e‐marketplaces as well as against the constellations of functionality (and value creation potential) developed in this research. Only after a careful assessment of needs, can companies make rational decisions about how to effectively use e‐marketplaces.

This research employs a strong research method to create a unique typology of e‐marketplace functionality. This research also links the typology of e‐marketplace functionality to its value creating potential.

This study aims to examine the connection between strategy‐linked outsourcing goals and measures of outsourcing performance. The strategies of growth, cost, and differentiation (core competence) are examined in terms of their relationship with goal achievement and cost performance measures.

Regression analysis and ANOVA were applied to survey data collected from 165 purchasing executives.

Findings support a positive relationship between goal intensity for a single strategy and achievement of goals related to that strategy. Findings also suggest that firms with high commitment to growth and cost strategies tend to achieve cost‐related performance at higher levels than firms with a lower commitment to same. Finally, the findings also suggest that firms pursuing a single or dominant strategy achieve lower levels of cost saving performance, as compared with firms pursuing a “balanced” approach that emphasizes two or three different strategies in roughly equal measure.

This study relies on very limited performance variables, mainly cost reduction. Additional variables that addressed growth and core competence would provide additional insight on the link between outsourcing and performance.

Goal intensity is positively related to higher performance on desired outsourcing outcomes. Firms demonstrated greater success in their ability to pursue multiple outsourcing strategies over firms pursuing a single strategy.

The link between strategy and outsourcing performance had not been empirically established.

The Deming management method, which encompasses the breadth of W. Edwards Deming's approach to quality management, has had significant impact on the practice and scholarship of quality management. In this paper we present a scholarly introspection and discussion on scientific research related to the Deming management method, the contributions of such research to theory development in quality management, and future research directions to pursue in order to continue to advance scientific knowledge in quality management. In doing so, we traced the historical development of the Deming management method. We present and discuss two streams of research related to the Deming management method, namely the concept of profound knowledge and the Deming‐based theory of TQM. We also highlight several opportunities for future research that would advance theory development in the TQM discipline – opportunities anchored by the imperative for confirmatory research that requires proper operationalization and primary data, and the plausibility of theory refinement and extension through the specification of new relationships and the inclusion of moderators and mediators.