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This research aimed to determine the differences and similarities in each pilot project to understand the primary design forms and concepts of sponge city concept (SCC) projects in China. It also aimed to examine ten pilot projects in Shanghai to extrapolate their main characteristics and the processes necessary for implementing SCC projects effectively.

A literature review and field survey case study were employed. Data were mostly collected through a field survey in Shanghai, focusing on both the projects and the surrounding environment. Based on these projects' examination, a comparative method was used to determine the characteristics of the ten pilot SCC projects and programs in Shanghai.

Six main types of SCC projects among 30 pilot cities were classified in this research to find differences and similarities among the pilot cities. Four sponge design methods were classified into ten pilot projects. After comparing each project size using the same geographical size, three geometrical types were categorized into both existing and new city areas. SCC project characteristics could be identified by combining four methods and three geometrical types and those of the SCC programs by comparing the change in land-use and the surrounding environment in ten pilot projects.

The results are valuable for implementing SCC projects in China and elsewhere and future research on the impact of SCC projects.

This paper aims to discover why such a public partnership project had been successful with a non-profit third-party alliance such as a smart city consortium (SCC) promoting smart city development.

This descriptive case study is primarily based on analysing data collected from various texts, public statements, media interviews and three semi-structured interviews with key members involved in the Covid-19 dashboard project.

The data and analysis reviews that both interpersonal and interorganisational trust, dedication and proactiveness of the leaders at SCC were major contributing factors to why SCC was able to partner with the Hong Kong Government in the Covid-19 dashboard in the first place and that the success was also a direct outcome of effective mass collaborative knowledge management activities.

The research in leadership attributes and activities in the non-profit alliance has been few and this collaborative partnership between the alliance and the government is an example of the importance of further research in smart city leadership.

In deploying projects for mass collaboration and knowledge sharing in smart city development (which is multi-disciplinary in nature). there are still many new and evolving organisational practices and leadership matters that many business leaders and city managers can learn from.

Smart city development projects involve the notion of sharing data in an open environment enabled by software and mediating tools. Successful projects such as this Hong Kong Covid-19 dashboard which serves a diverse audience can further promote the importance of an open data policy regime for the benefit of the public.

This case study covers a highly original and unique case study with the leaders at the SCC and representatives from the Hong Kong Government.

This paper presents a conceptual model of effective subcontractor development practices to guide general contractors' development of a network of high-performing subcontractors (SCs) for Leadership in Energy and Environmental Design (LEED) projects.

Drawing from supplier development theories and practices in the manufacturing sector, a mixed interpretivist and empirical methodology is adopted to examine the body of knowledge within literature for conceptual model development. A self-reporting survey questionnaire with a five-point Likert scale is used to assess 30 construction professionals' perceptions of the effectiveness of 37 SC development practices classified into five categories. Descriptive statistics, weighted means, and t-tests are used for data analysis.

SC prequalification, commitment, incentives, evaluation and feedback practices can be effective in generating high-performing SCs. Practices that require more direct involvement and linkages between GC and SC are perceived to be less effective.

Theoretical contributions include a framework to foster future research to advance knowledge and understanding to enhance the adoption of SC development practices in the construction sector.

Implementation of ranked SC development practices can equip GCs with a network of high-performing SCs for improved competitive advantage and revenues.

The proposed conceptual model expands discussions on the modification of supplier development theories and practices currently utilized in the manufacturing sector toward their application in the construction sector. This research differs from previous research, which primarily focused on the manufacturing sector.

The relevance of “industry clockspeed” to supply chain co‐ordination (SCC) has recently been stressed but hardly been researched. Taking an information‐processing perspective, the purpose of this paper is to examine the development of SCC theory under varying clockspeed circumstances.

This exploratory research project investigated four Dutch multinational firms operating in industries with different “clockspeeds”.

The main findings of this exploratory research suggest that, with increasing clockspeed, the use of inventory as a means of providing slack against uncertainty decreases, whereas the use of lateral relations increases. Remarkably, the role of outsourcing is substantial in both low‐ and high‐clockspeed settings, but limited in the intermediate group. Opposite to this, the role of vertical information systems is limited in low‐ and in high‐clockspeed industries, but substantial in medium‐clockspeed firms. These findings are consistent with the basic theory of organisational life‐cycle patterns.

More data should be collected and analysed in subsequent research, e.g. data relating to more companies, investigated over longer periods of time, paying attention to multiple dimensions such as company age and size. Organisational solutions that may deal with accelerating industry clockspeeds are platform‐based product development, time and form postponement, and modular production networks.

Supply chain managers should be wary of one‐size‐fits‐all solutions irrespective of current industry settings or company maturity stage.

Previous research argues that the shorter the life cycles of the products that firms sell, the more rapidly they have to invent not just new products, but new ways of organising as well. This study is a follow‐up to this work with a focus on the co‐ordination within a supply chain in response to varying levels of industry clockspeed, an issue hardly considered in earlier work.

The purpose of this paper is to provide a systematic review of the literature on Collaborative Planning, Forecasting and Replenishment (CPFR). The review emphasises the descriptors of CPFR implementation and models, as well as the impact of CPFR and other supply chain collaboration (SCC) initiatives on supply chain (SC) performance.

The systematic review includes 50 full-text papers retrieved from four databases: Emerald, EBSCO, ScienceDirect and Wiley. Rigorous and verifiable keywords, review steps and selection criteria were applied to the database and inter-coders agreement was systematically checked.

There is no consensus regarding the breadth and scope of CPFR configurations. CPFR is context-dependent and varies according to the configuration of the SC. Trust, information-communication technology and the quality of information sharing are main enablers and inhibitors of implementation.

Practitioners will benefit from insights related to the choice of SCC configurations (e.g. number of partners, nature of products and spatial complexity), the importance of trust and empowerment for SCC and the need to outweigh carefully the costs and benefits of specific SCC before implementation.

CPFR, which is considered by many to be the most advanced and the most comprehensive SCC process and has a direct impact upon SC performance. Nonetheless, efforts to synthesise the overall state of the art in CPFR have been rather limited to date. As an effort to fill this gap, this paper provides a better understanding of the role of CPFR as a determinant of SC performance. As an effort to contribute to complete the cycle of theory building based on the literature review, seven propositions for CPFR research are put forward.

This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance.

Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling.

This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.

This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study.

The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.

This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

Recently, in response to the credit crunch and the increased costs of financing, new solutions for supporting the financial management of supply chains, known as supply chain finance (SCF), have been developed. They exploit the strengths of supply chain links to optimise working capital. The purpose of this paper is to provide a reference framework that links together the objectives leading to the adoption of SCF solutions and several moderating variables.

This paper adopts a multiple case study methodology, analysing 14 cases of the application of SCF solutions among Italian companies.

The main findings are the identification of the different objectives leading to the adoption of SCF; the analysis of the impact of moderating variables (the level of inter- and intra-firm collaboration, the level of the trade process digitalisation and the bargaining power and financial strength of the leading firm) on SCF adoption; and the formulation of a reference framework supporting the effective adoption of SCF solutions.

This contribution is exploratory in nature; theory-testing contributions should be the focus of further research. Also, the sample is limited to Italian companies. Finally, the service provider’s point of view has been marginally taken into consideration in this study.

The article addresses the need for more empirical research on SCF. It provides a reference framework focused on the objectives and moderating variables leading to effective SCF adoption, providing a theory-building contribution on the general topic of SCF and on the specific topic of the adoption process of different SCF solutions.

This study aims to present a competitive advantages framework suited for disaster prone regions in the era of climate change, present supply chain cooperation (SCC) as an integral part of GrSCM within the automobile industry and evaluate the competitive advantages framework merits based on SCC as a new implementation tool.

In an effort to address limited green supply chain management implementation strategies in disaster prone regions, the paper presents SCC as an economic, social and political implementation tool. To explore this; the study introduces SCC in a three-phase competitive advantages model adopted from the Barney 1995 model (with slight differences). Smart PLS 3.0 software package was adopted to carry out multi-variable data analysis. The study’s assumption is a capital economic system and bases its argument of analysis on stockholder theoretical lenses.

Big company size does not significantly affect SCC, suggesting that companies of all size can organize and enhance their network to be cooperative. Companies with cooperative supply chain network tend to have competitive advantages. SCC is also a viable way to manage business risks, be there internal or external.

One of the study’s limitation is the stockholder theory it adopts, which shoulders its assumptions on a capital economic model of operation. Indeed, the study covered China, which is seen to be a communist-based economy. Another study’s limitation is that it narrows its data collection to disaster prone areas as documented by Guha-Sapir et al. (2012). Consequently, the findings of this study might be only applicable to areas that experience significant level of disruptions usually caused by disaster incidents.

The study is also the first of its kind to propose a model for automobile manufacturing in disaster prone regions. This is done by introducing SCC as an economic, social and political factor, while risk ranking is introduced as an environmental factor to constitute the external changes that Barney 1995 introduced.

The purpose of this paper is to present a research model that defines the inter‐relationships between strategic green orientation, integrated product development, supply chain coordination, green performance outcomes and business unit performance. This paper aims to address innovation issues by integrating strategic orientation, internal business practices, supply chain coordination, and performance outcomes measures.

The international data of 711 firms accessed through the International Manufacturing Strategy Survey (IMSS IV) are used to validate this model.

A firm's strategic green orientation involves past green practices, implementation of innovative environment improvement program and future commitment for environmental practices. This strategic green orientation is supported by a set of inter‐organizational innovation practices such as integrated product development practices, effective coordination of supply chain network and relevant and measurable performance outcomes.

The model, variables, empirical tests and results in this paper suggest a new understanding about strategic green orientation and its relationships with product development practices and supply chain coordination. The framework is intended both to explicitly inform senior executives of the importance of inter‐organizational innovation practices such as strategic green orientation in terms of past, present and future practices as well as to the factors that effectively implement such strategic direction and commitment. It is also intended to provide a lens with which further research can be directed to enhance environmental reputation and outcomes of firms through new product development practices and supply chain network coordination and the sustainable long‐term competitive advantages of the firms.

The authors explore the under-researched area of post-decision evaluation in PPPs (public–private partnerships), focusing upon how and whether Post-decision Project Evaluation (PdPE) is considered and provided for in United Kingdom (UK) public infrastructure projects.

The authors’ research design sought insights from overviewing UK PPP planning and more focused exploration of PPP operational practice. The authors combine the extensive analysis of planning documents for operational UK PPP projects with interviews of different stakeholders in PPP projects in one city. Mobilising an open critical perspective, documents were analysed using ethnographic content analysis (ECA) and interviews were analysed using thematic analysis consistent therewith. The authors theorise the absence and ambiguities of PdPE drawing on the sociology of ignorance.

The authors find a long-standing absence and lack of PdPE in PPP projects throughout planning and operational practice, reflecting a dynamic, multi-faceted ignorance. Concerning planning practice, the authors’ documentary analysis evidences a trend in PdPE from its absence in the early years (which may indicate some natural or genuine ignorance) to different levels or forms of weak inclusion later. Regarding this inclusion, the authors find strategic ignorance played a substantive role, involving “deliberate engineering” by both public sector and private partners. Interview findings indicate lack of clarity over PdPE and its under-development in PPP practice, deficiencies again suggestive of natural and strategic ignorance.

The authors draw from the sociology of ignorance vis-à-vis accounting's absence and ambiguity in the context of PPP, contributing to an under-researched area.