Returns management employee development: antecedents and outcomes

Abstract

Purpose

The purpose of this paper is to empirically investigate the antecedents and impacts of a largely overlooked concept, employee development, within the challenging area of returns management.

Design/methodology/approach

The proposed relationships are validated through structural equation modeling analysis with survey data collected in India.

Findings

Combining the ability–motivation–opportunity model in human resource management and the theoretical tenets associated with dynamic capabilities, the authors confirmed that supply chain learning, returns management orientation and information support are important antecedents of returns management employee development. In turn, the findings suggest that, as a dynamic capability, returns management employee development positively impacts a firm’s returns management and market performance.

Practical implications

To successfully tackle the challenges related to handling returns, companies must focus their resources not only on new technologies and related processes, but also on employee training and development as well.

Originality/value

Although recruiting and retaining talent in supply chain management has long been recognized as a serious global challenge, no previous research has empirically studied employee development practices in the returns management context.

Citation

Chen, H., Genchev, S.E., Willis, G. and Griffis, B. (2019), "Returns management employee development: antecedents and outcomes", The International Journal of Logistics Management, Vol. 30 No. 4, pp. 1016-1038. https://doi.org/10.1108/IJLM-08-2018-0218