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This brief note sheds light on the links between Journal of Economic Literature (JEL) codes and the Sustainable Development Goals (SDGs) of the United Nations.

Three alternative methods based on keyword overlap to establish links between SDGs and JEL codes are presented.

These simple linkages illustrate that the themes of SDGs have corresponding closely related JEL classification codes.

The mappings presented in this note are based on simple keyword overlap and are therefore necessarily imperfect and incomplete. There is plenty of room for further development.

Despite the demonstrated possibility of linking SDGs to existing JEL codes, introducing a specific JEL code for each SDG would reduce search costs for those searching for economic research related to specific SDGs.

The first and preliminary attempt to link SDGs and JEL codes.

The purpose of this paper is to investigate the extent, drivers, and conditions underlying backshoring in the Finnish manufacturing industry, comparing the results to the wider ongoing relocation of production in the international context.

The survey of 229 Finnish manufacturing firms reveals the background, drivers, and patterns of offshoring and backshoring.

Companies that had transferred their production back to Finland were more commonly in industries with relatively higher technology intensity and they were typically larger than the no-movement companies, and with a higher number of plants. They also reported more commonly having a corporate-wide strategy for guiding production location decisions.

Backshoring activity in the small and open economy of Finland seems to be higher compared to earlier studies in larger countries. The findings suggest that there is a transformation in the manufacturing industries with some gradual replacement of labor-intensive and lower technology-intensive industries toward higher technology-intensive industries.

Moving production across national borders is one option in the strategies of firms to stay competitive. Companies must carefully consider the relevance of various decision-making drivers when determining strategies for their production networks.

Manufacturing industries have traditionally been important for employment in the relatively small and open economies of the Nordic countries. From the social perspective, it is important to understand the ongoing transformation and its implications.

There are few empirical studies available of the ongoing backshoring movement, utilizing data from company decision makers instead of macroeconomic factors.

The purpose of the present study is to examine the general and travel-specific job exhaustion of international business travelers (IBTs). The study employs a JD-R model to explain general and travel-specific job exhaustion (IBTExh) through international business travel as demand and leadership (LMX) as a resource buffering the demands of international business travel.

The study was conducted among Finnish service company employees who had taken at least one international business trip during the previous year. The data (N = 569), collected in 2015, were analyzed with path models.

The results suggest that a higher number of international business travel days is related to a higher level of job exhaustion, especially the exhaustion related to international business travel. Moreover, a high-quality LMX was found to be linked to lower levels of both types of exhaustion. Interestingly, for those IBTs' with a low-quality LMX, even a high number of long-haul international business travel days was not connected with IBTExh

The contribution of our study is threefold. First, this study contributes to JD-R theory and the ill-health process by focusing on a job-specific well-being indicator, IBTExh, in addition to general exhaustion. Second, specific job demands related to international business travel, particularly the duration of business travel spent in short-haul and long-haul destinations, contributes to the literature on global mobility. This study sheds light on the potential effects on IBTs of different types of business travel. Third, our study contributes to the leadership literature and the importance of acknowledging the context in which LMX occurs.

How do purchasing and supply management (PSM) practices create value for the business customers of a focal company? The purpose of this study is to approach the question by investigating the delivery of value over three tiers in the supply chain, that is, from suppliers to the focal company, and further to the focal company’s customers following value chain logic.

The study is carried out as a qualitative interview study in four focal companies operating in business-to-business markets. A total of 32 interviews are conducted targeted to managers and directors of sales and marketing, purchasing, product/service development and business units.

The study unveils the characteristics and interplay of supplier-oriented and cross-functional PSM practices in customer value creation. The findings indicate that cross-functional integration between purchasing and the other functions of a focal firm is most beneficial in improving supply flexibility to fulfill customer preferences, identifying new supplier offerings for the customer and facilitating time-to-market of new products.

This study enhances managers’ understanding of the characteristics of the non-financial benefits of purchasing and the role of PSM practices in customer value creation and business success. The findings are indicative of potentially successful practices in the contexts studied.

This study contributes to the supply chain management literature on the benefits of the purchasing function by highlighting the value created for the customer of a focal company. It also extends the discussion in the supply chain management literature on customer value creating interaction processes in business relationships by focusing on PSM practices.

The purpose of this paper is to document the outcome of a global three‐year long supply chain improvement initiative at a multi‐national producer of branded sporting goods that is transforming from a holding structure to an integrated company. The case company is comprised of seven internationally well‐known sport brands, which form a diverse set of independent sub‐cases, on which the same supply chain metrics and change project approach was applied to improve supply chain performance.

By using in‐depth case study and statistical analysis the paper analyzes across the brands how supply chain complexity (SKU count), supply chain type (make or buy) and seasonality affect completeness and punctuality of deliveries, and inventory as the change project progresses.

Results show that reduction in supply chain complexity improves delivery performance, but has no impact on inventory. Supply chain type has no impact on service level, but brands with in‐house production are better in improving inventory than those with outsourced production. Non‐seasonal business units improve service faster than seasonal ones, yet there is no impact on inventory.

The longitudinal data used for the analysis is biased with the general business trend, yet the rich data from different cases and three‐years of data collection enables generalizations to a certain level.

The in‐depth case study serves as an example for other companies on how to initiate a supply chain improvement project across business units with tangible results.

The seven sub‐cases with their different characteristics on which the same improvement initiative was applied sets a unique ground for longitudinal analysis to study supply chain complexity, type and seasonality.