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The purpose of this paper is to report the analysis of factors influencing additive manufacturing (AM) application in the food domain.

Based on literature review, 16 factors are being considered in the study. Interpretive structural modelling is used as a modelling approach. The derived structural model indicates the dominant factors. Matriced’ impacts croises-multipication applique and classment (cross-impact matrix multiplication applied to classification) (MICMAC) analysis is being done to group the factors.

Based on the study, it has been found that raw material usage, the shelf life of food, demand for the food and accuracy are dominant factors. MICMAC analysis indicated that number of driving, dependent and linkage factors are 6, 4 and 4, respectively.

In the present study, 16 factors are being considered. In future, additional factors could be considered to deal with advancements in the food domain.

The study has been executed in discussion with practitioners in AM, and hence derived inferences have practical validity. Food making has become more agile with 3D printer and has become sensitive to customer demand.

Social implications are primarily highlighted by the aspect of controlling the exact amount of nutrients corresponding to the application of food. In certain commercial applications, people can customize their shape and ingredients to be injected into the food.

The development of a model for the analysis of factors influencing AM in the food domain is the original contribution of the authors.

The purpose of this study is to investigate how board characteristics impact the governance, environmental and ethics disclosure. Board characteristics such as board size, gender diversity, board independence, CEO/chair duality and board meeting are included.

This study is based on a sample of 82 companies listed in the SBF120 between 2012 and 2017. A number of econometric techniques are used such as generalized least squares to test the panel regressions.

Board independence, board gender diversity and board meetings have a positive and significant influence on governance, environmental and ethics disclosure. Board size is positively and significantly associated only with corporate environmental disclosure. The adoption of Global Reporting Initiatives (GRI, G4) has not affected or biased the corporate governance (CG), environmental and ethics disclosure.

This study adds to the literature on management reporting behavior and ethics and contributes to the extant CG literature by offering new evidence on the disclosure of good CG practices as well as environmental and ethics behavior. This study offers new insights about the potential influence of board characteristics on such specific disclosure practices focusing “during the optional period of GRI4 and after their mandatory adoption”.

Business environments and global transportation system have become more complex than ever due to complexity drivers of industries which create uncertainty and unpredictability to organizations. Like other industries, the maritime business faces different and difficult problems which threaten organizational survival. The ability to cope with those uncertainties, threats and problems shows the resilience ability of organizations that help to survive and prosper. The organizational resilience concept arises as a requirement to deal with problems and uncertainties of business environments which are swiftly changing. This study aims to suggest an organizational framework to show how maritime business organizations as the sea leg of global transportation system can develop resilient organizations via complex adaptive systems (CAS) approach if adequate design features of CAS could be defined and included in organizational properties.

A total of 15 CAS features were identified as the enablers of organizational resilience throughout the literature. An interpretive structural modeling (ISM) approach has been conducted to determine the mutual relation between the CAS features which constitute an organizational framework. These CAS features have been categorized by conducting MICMAC analysis.

This study proposes a framework that identifies CAS features as the enabler of resilient maritime business organizations. The CAS approach offers new managerial toolkit to realize current organizational situations and allows managers to understand that it is difficult to control their system in this dynamic environment where special management practices are required especially in volatile times rather than ordinary times. Also, organizations could not compete as a sole organization but as a web/system of organizations. CAS is more resilient than other systems because resilience is the emergent occurrence of the system formed from nonlinear, dynamic interactions with self-organized agents.

The research has some limitations, like organizational resilience studies are in the infant stage and further research into this area should be extended. This study uses the CAS approach to develop organizational resilience. Further studies could use different lenses and contemporary subjects in management field which should also be useful while developing resilience in organizations. This study uses ISM and MICMAC analysis where further studies could use quantitative design and methods like formal concept analysis or the decision making trial and evaluation laboratory to determine the relational weighs of CAS features while developing resilient organizations. Future studies may also focus on different maritime stakeholders like IMO or ILO, maritime agencies, freight forwarders or insurance underwriters regarding developing and enhancing resilience of the maritime system.

World trade and transportation systems are getting more uncertain and lean on complex relations where maritime transportation is a “vital backbone” of such operations. But becoming more complex structures leads to vulnerable systems and organizations. Most risk management applications are based on predicting the known risks where many of them are not enough to fight with unknowns. Coping with today's problems are difficult for organizations in any industry. But for maritime business stakeholders who work in such a global web of relations, it is much more challenging. So, stakeholders of the system like forwarders, ports or ship chandlers may easily apply those features to develop resilient organizations too. Legal authorities of the system and rule-makers like local Chambers of Shipping, IMO or Classification societies can benefit from this framework and provide supportive settings to develop system-wide resilient organizations.

By understanding environmental uncertainty and complexity better than others, organizations become resilient and cope with significant difficulties which make them more competitive as a substantial strategic advantage. Resilient management offers to break down points at the system and shows them ways to restore quickly while transporting goods while traditional risk assessments are not enough.

The originality of the study lies in two folds; first of all the key and most used features of CAS is linked to developing resilient maritime organizations and by maritime expert opinions, this study tries to determine which of these CAS features are the most effective to trigger other features to develop organizational resilience in the maritime business. And secondly, the concept of organizational resilience and the CAS approach are not analyzed in depth in the context of maritime business.

The purpose of this paper is to study the 14 principles of Edwards Deming and create significant relationships between them. No research has been reported on the implementation of Total Quality Management (TQM) using Deming’s 14 principles. To fill this gap, Interpretive Structural Modeling (ISM) and MICMAC analysis have been developed to understand mutual interactions among variables and find both the dependence and driving power of these variables.

The research paper discusses a blend of practical applications and introduces a theoretical framework. An ISM-based methodology is used to study and examine interactions between identified variables, while MICMAC analysis is used to identify the dependence and driving power.

This research utilizes Deming’s 14 quality principles, with experts from academia and industry consulted to identify contextual relationships among variables. The result shows that the stated principles “take action to accomplish the transformation,” “institute training,” “encourage education to employees” and “institute leadership” are strategic requirements, while “drive out fear,” “break down barrier between staff areas” and “eliminate numerical quotas” are tactical requirements. “Adopt the new philosophy,” “create constancy in improvement of product and service” and “cease dependence on mass inspections” are operational requirements for TQM applications.

An ISM-based quality framework, dependence power and driving power of variables using MICMAC analysis have been recommended to the service and manufacturing industry as a new focus area in the implementation of TQM.