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The purpose of this paper is to compile a set of articles tackling supply chain issues in BOP contexts that address both demand and supply. Solutions are needed for global sustainability problems from medical aid and food availability to the ability to participate in supply chains for the global poor.

The accepted articles in the special issue used a range of qualitative and quantitative methodologies to answer research questions in a variety of base of the pyramid (BOP) contexts. These approaches and results distinguish between demand (BOP market) and supply, or base of the chain (BOC), perspectives.

The findings in the eight accepted marticles are interesting and applicable across different BOP contexts. Compilation of the articles into the special issue and the accompanying editorial led to a comprehensive future research agenda that addresses demand-side issues by investigating the customers in BOP markets, and supply-side issues focusing on the suppliers and intermediaries (BOC) who supply BOP markets. Future research ideas include a focus on supply chain design issues situated at the intersection of the demand (BOP) and the supply (BOC) concerns that address the needs of the world’s poorest populations.

All of the selected articleshave societal implications related to addressing the needs of BOP populations. Many of these articles also have economic and environmental implications, the other two pillars of the triple bottom line. The detailed future research agenda developed in this editorial presents implications for researchers working in emerging and BOP communities to push research forward and further develop the foundational literature in the BOP context.

From a practical standpoint, each of the eight articles presents ideas for businesses that help address the needs of the global poor while enhancing global sustainability performance. The editorial summarizes these implications and provides new directions and examples of success in the BOP context. Managers are provided with techniques to address the supply and demand side of these growing markets.

The overall conceptual framework and positioning of the final papers into the BOP market, BOC suppliers and a combination of the two is novel and helps provide guidance to both scholars and managers.

Traditional purchasing best practices primarily follow a commercial logic and may not necessarily be applicable for social enterprises (SEs) supplier selection. This study examines how SEs focused on poverty alleviation select suppliers amidst competing institutional logics to achieve both social impact and economic performance.

A grounded theory methodology is applied to guide semi-structured interviews with 18 fair trade verified SEs. Constant comparison methods aided in determining the point of data saturation was reached.

The results of this study indicate that SEs select marginalized suppliers based on implicit criteria that is initially based on social-welfare logic and then through a blend of commercial and social-welfare logic based on company structure.

This study is the first to reveal that SEs addressing social issues do not follow the traditional criteria for supplier selection but have their own unique selection criteria when selecting suppliers.

The oil and gas industry form the main resource of economy in Iraq and constructing any project in such sectors requires a huge amount of expenses due to the unique requirements that oil and gas facilities required in such projects. Therefore, adopting an appropriate technological approach such as building information modeling (BIM) which is unfortunately not adopted yet in Iraq is essential to successfully deliver these projects. Thus, this paper aimed to introduce BIM to Iraq through Basra Oil Company (BOC) which is one of the biggest public oil and gas companies in Iraq.

The related literature of journals articles, conference proceedings and published reports have been reviewed. As a result, firstly: a hypothesis has been derived that is “If Basra Oil Company (BOC) adopts and applies BIM approach instead of the 2D approach currently used to manage its projects, the company can overcome several constraints in managing its projects that associated with such 2D traditional approach”; secondly: homogenous, consistence and reliable web-based questionnaire has been designed as its Cronbach’s alpha equal to 0.897 and 0.711 for BIM benefits and barriers, respectively. This questionnaire distributed to the BOC related professionals to test such hypothesis by investigating their readiness and accepting of BIM approach and to rank BIM barriers based on five-point Likert scale.

Based on the analysis using IBM SPSS Statistics 26 of 115 responses, almost 50% of the respondents had experience 11–15 years, while 22.6% had experience more than 15 years in oil and gas industry construction projects. Those participants were from diverse engineering majors that are: 4.3% Architectural Engineers, 31.3% Civil Engineers, 20% Mechanical Engineers, 22.6% Electrical Engineers and 21.7% from other engineering majors. The respondents’ departments demography was 16.5% of design department, 12.2% of construction department, 20.9% of Project Management Department, 12.2% of Maintenance department, 4.3% of HSE Department, 13% of Production Department and 20.9% of “Other Department.” The study resulted in 1: accepting BIM approach to be an alternative of current 2D-traditional approach used by the company to manage and construct its projects, since mean of collected data is (4.4332), Kruskal–Wallis H test significance values were 0.398 and 0.372; and ANOVA test significance values were 0.433 and 0.599 among Engineering Majors groups and Company’s Department groups, respectively. 2: Disclosed and sequenced BIM barriers in the company based on their criticality. 3: verifying reliably how BIM attributes are important to oil and gas construction projects in Iraq, 4: the company top management and company policies are the most critical potential factors to hinder or adopt and implement BIM in the company, 5: while cost is not seen a critical barrier to implement BIM in the oil and gas sector.

The limitation of this study is the excluding of decision makers of BOC, thus more profound future studies need to be conducted where top management and decision makers are involved, particularly the present study demonstrated that support of company top management is the most critical factor which can help the company to adopt (BIM).

The study concludes that BIM approach is valuable for managing projects in oil and gas sector in Iraq and identify the originality in output by using the research method. This noble study provides a leverage for enhanced research to adopt and implement building information modeling (BIM) in Iraq as the study originally demonstrates benefits and identifies the critical barriers in BIM implementation to push the boundaries toward adopt Digitalization and reduce CO2 emission in Iraqi oil and gas sector. The study can be used as evidence and platform to encourage professionals and practitioners to present more sophisticated tools of BIM in the oil and gas industry, especially for facility and operation management. These findings achieved via oil and gas experts, and it is first time to achieve such findings from a case study in Iraqi oil and gas sector.

Despite the universal recognition of port as one of the most traditional and famous fortified wines in the world, there has been little investigation into this product, in either the field of marketing or strategic management. An empirical investigation into the marketing strategies of port wine companies is presented here. Qualitative data were obtained during early 1998 through internal sources and semi‐structured interviews conducted with the directors of port wine shippers and the chairmen of institutions which play a key role in the port wine industry. Four different types of companies were identified in the port wine industry: companies owned by multinationals (MOCs), British family‐owned companies (BOCs), Portuguese family‐owned companies (POCs) and independent wineries (IWs). This study identifies the key issues faced in relation to each of the components of a marketing strategy. It reveals the importance of key issues involved in the development of marketing strategies of port wine, and in particular, the extent of distribution network, packaging, product quality, price point, value for money, direct marketing and the organisation of special events. It also reveals that the port wine industry is controlled by long‐term orientated organisations (i.e. MOCs and BOCs). Companies that have difficulties in controlling their distribution network (i.e. BOCs and IWs) also have difficulty in establishing long‐term objectives. Generalisations to wine marketing must be made with caution since this investigation was built on a study of a specific wine industry which has particular characteristics.

Distribution has been a major element of retailers′ marketing strategy in recent years as companies strive to control costs but at the same time seek competitive advantage through improving service to stores and gaining greater control of stock in the supply chain. In an interview survey of distribution directors from major multiple groups, all companies were reviewing their distribution strategy and many had made major changes to their distribution system. Centralisation of stock in strategically located RDCs and the use of third party contractors were main features of retail companies′ strategy. Contractors were much more aggressive in marketing their services to retailers than hitherto. This is partly related to the competitive and turbulent nature of the industry. In a survey of marketing directors/managers of distribution companies, it was clear that firms were trying to raise their profile in the market as they “went public” and/or because they were moving into new industry sectors away from their “core” specialist areas.

Due to the rapid development and innovation in the Internet-based technology, conventional banks are under pressure and have to compete with Internet-based finance. This has made banks adopt measures to improve operational efficiency and reduce input and increase output.

The authors had proposed a two-stage fairness concern efficiency model based on the classical theory of data envelopment analysis (DEA) and performed an empirical study to measure agricultural loan efficiency in the 20 major Chinese banks.

The findings of the empirical analysis are as follows: (1) peer-induced fairness concern has no impact on deposit efficiency in a centralized bank supply chain; (2) The China Merchants Bank (CMB) has the third lowest deposit efficiency; (3) monotonicity of loan efficiency with input allocation depends on a bank's ownership structure; (4) efficiency ranks are strongly affected by the fairness concern; (5) most Chinese banks show a low agricultural loan efficiency.

This paper contributes to the literature in several ways. First, to the best of the authors’ knowledge, this is the first attempt to analyze agricultural loan efficiency for a bank supply chain system with the fairness concern. This work reveals the hidden factor that restricts loan efficiency of Chinese banks. Second, the proposed fairness concern two-stage DEA model has shown good ability for full ranking. It can provide a new perspective to the classical DEA literature for ranking decision-making units (DMUs). Third, the authors have demonstrated empirical bank efficiency for the 20 major Chinese banks.

At a general level, this article is concerned with the mechanisms through which constructs important to organizational analysis are identified, operationalized and validated. Specifically, the purpose of this paper is to consider the construct of organizational commitment, investigating the validity of a popular tool for its measurement – the British Organizational Commitment Scale (BOCS).Design/methodology/approach – Problems in defining organizational commitment are discussed before tracing the development of the BOCS from its American precursor (the Organizational Commitment Questionnaire) and linking it with more general criticisms of self‐report measures. The BOCS is subjected to a qualitative evaluation drawing from 23 semi‐structured interviews with employees from three organizations; the evidence from which suggests considerable doubts surrounding its construct validity.Finding – The conclusion drawn is that the psychometric approach to construct validation may be inadequate on its own. A qualitative approach could form part of a more robust triangulation methodology.Research limitations/implications – The conclusion drawn has to be treated with some care, as the nature and scale of the sample do not permit strong generalisation. However, there is enough evidence to recommend that the psychometric orthodoxy typical of organizational commitment research spanning the last 50 years needs reviewing.Practical implications – The BOCS is used by a multitude of employers to evaluate the relationship between employees and organization. The evidence presented suggests they may not be attaining as clear an insight as they would wish.Originality/value – The merits of the organizational commitment as a construct and the mechanisms for measuring are widely accepted. This paper presents what appears to be the first prima facie evidence to challenge its value.

Without a doubt, COVID-19 is a disruptive event that one may not consider before it becomes a global pandemic. This study aims to examine the firm’s risk preference, represented as board characteristics towards COVID-19 exposure in Indonesia.

This study uses the boardroom’s average value of board age and female proportion to represent board characteristics. Fixed-effect regression based on industry (Industry FE) and year (Year FE) analyses 861 firm-year observations of all firms listed on the Indonesian Stock Exchange in 2019–2020.

The result shows a positive relationship between the female board and COVID-19 exposure disclosure. Meanwhile, the age proportion does not offer a significant result. The additional analysis document that the directors mainly drove the result and were only relevant during 2020. These results are robust due to coarsened exact matching tests and Heckman’s two-stage regression. This study enriches COVID-19 literature, especially from a quantitative perspective.

The rise of global crises makes the outputs of this study important for non-financial listed firms in Indonesia.

The purpose of this paper is to demonstrate how an industrial retailer used a small‐scale study to explore the importance of retail atmospherics in non‐consumer retailing and made a considerable contribution to its success. It focuses on the importance of interior and point of purchase retail atmospherics as a sales tool in industrial retailing. It also explores the relevance of previous research findings on atmospherics in business‐to‐consumer (B2C) retail outlets to the business‐to‐business (B2B) environment.

The research was carried out using a quantitative questionnaire method using closed questions in a face‐to‐face interaction with respondents in the case study company's best‐performing B2B retail outlet.

The findings indicate that atmospherics are relevant to B2B retailing, although there are differences in the levels of importance attached to various atmospheric elements. Also, the level of importance of the elements varies with trade customers depending on whether they are participating in a planned purchase, an alternative/substitute purchase (when the planned purchase is not possible), or an impulse purchase.

Consumer retailing atmospherics has been subject to considerable examination and proved to be influential in maximising the potential sales of stores. However, industrial (B2B) retailing has been generally overlooked by academic studies. This study not only explores industrial retail buying, but indicates that B2C findings are transferable to some degree and may contribute to improved performance.

Globalization and digitization with connectivity are fast transforming fundamental business assumptions. These two forces – more aggressive global competition and accelerating technological change, especially in information communication and Internet technologies – translate into competition that is increasingly knowledge‐based. This increasingly knowledge‐based nature of competition is driving change in how supply chains are being managed within and across firms. It also signals a demographic shift in the workforce to knowledge work whose mobile exponents demand a different type of work environment and executive leadership. There are also heightened demands from more knowledgeable customers. To manage in the knowledge economy characterized by diversity, complexity and ambiguity, firms must therefore harness the competencies of workers, suppliers and customers.