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The purpose of this study is to explore four integrative supply chain practices – customer information technology (IT) integration, supplier IT integration, customer collaboration, and supplier collaboration – using a service‐dominant logic (SDL) lens to inform their relationships with procurement capability and ultimately firm performance. The study goes on to examine how firms with high and low procurement capability differ in their use of these practices, thus informing curiosity regarding “best practices”.

Data were collected from 711 firms in 23 countries during the International Manufacturing Strategy Survey (IMSS). Exploratory factor analysis established simple factor structure and construct validity. Stepwise regression was employed to analyze relationships among customer collaboration, supplier collaboration, customer IT integration, supplier IT integration, procurement capability, and firm performance. T‐tests examined differences between the practices employed by firms with high and low procurement capability.

Findings reveal positive relationships among customer collaboration, supplier collaboration, customer IT integration, and procurement capability. Supplier IT integration is not found to be significantly related to procurement capability. Procurement capability is in turn found to be positively associated with firm performance. All four variables emerge as best practices of firm's demonstrating high procurement capability.

This study provides a rare empirical investigation, and rich insights, into SDL for value co‐creation in supply chain management by examining an international sample of manufacturers. This study contributes to the extant understanding of supply chain collaboration and integration by unpacking key practices in the context of a firm's procurement capability. Lastly, “best practices” are provided which should be of great interest for practitioners from around the globe.

The notion of achieving competitive advantage using a strategic customer service orientation (SCSO) has received increased research attention. The purpose of this paper is to examine the concept of SCSO in the context of rapidly changing competitive market environments. An organization-wide SCSO can be implemented through lean manufacturing practices to achieve favorable operational and business performances (BPs).

This study employs survey methodology to examine a research model that theorizes eight hypotheses with respect to the relationships among SCSO, human and technical lean practices, and performance outcomes (operational and BPs). Data from 571 firms participating in the International Manufacturing Strategy Survey (IMSS) IV are analyzed using structural equation modeling (AMOS 20).

The findings suggest that firms with a SCSO implement both human and technical aspects of lean manufacturing practices leading to better performance results. The findings also indicate that performance outcomes are indirectly influenced through the combined efforts of technical and human lean manufacturing practices.

Generalizations here are limited to manufacturing firms. SCSO beyond manufacturing firms like healthcare or high-tech organizations that implement lean practices in response to a SCSO have yet to be examined and provide fertile opportunities for future research.

These findings suggest practical insight into how to integrate service-driven value creation and delivery for achieving both cost effectiveness and quality performance outcomes.

The examination of the consequences of SCSO in manufacturing firms from multiple countries is a novel contribution in the field, as is the examination of technical and human lean practices. It comes at a time when manufacturing firms increasingly recognize the value of services for global competitiveness.

The purpose of this paper is to develop and illustrate a theoretically grounded framework capable of strategic guidance in making sourcing decisions.

Based on literature review and secondary data from the US operation of 7‐Eleven, a large international retailer, this study develops and supports a framework for understanding and undertaking business process sourcing decisions. The framework considers internal core competencies, as well as the role of external actors in value creation, in analyzing sourcing decisions for business processes.

Case analysis reveals that a firm's successful sourcing decisions can be explained by resource based view (RBV) and value co‐creation theories. RBV is shown to provide an internal view of the firm considering its core competencies, while value co‐creation illuminates the external perspective considering the role of customers when making sourcing decisions. Further, these theories can be decomposed and simplified, thereby providing scholars with new theoretical insights for this phenomenon and practitioners with a decision‐making tool for undertaking sourcing decisions.

This paper explains in granular detail how effective outsourcing decisions can be made. It employs a rarely considered perspective by combining nascent literature from the value co‐creation stream with established beliefs about RBV core competencies to make three contributions. First, it shows how sourcing decisions can be explained not only by the RBV perspective but also by the value co‐creation view. Second, in considering the role of value co‐creation with the customer, it introduces the perspective of the customer as a decision‐making consideration for sourcing. Third, it provides practitioners with a sourcing decision‐making tool.

The purpose of this paper is to examine the use of specific supply chain information technologies (IT) for e‐commerce, e‐procurement, and enterprise resource planning (ERP), when implementing lean practices to achieve mass customization (MC) performance. The study further investigates how these technologies may be deployed differently in product and service focused contexts. “Best practices” of high performing MC firms are also explored.

Survey method was employed to collect data from 711 firms in 23 countries. Exploratory factor analysis was employed to establish simple factor structure and construct validity. Hierarchical multiple regression was used to analyze relationships between lean practices, IT use, and MC performance in aggregated and bifurcated samples of product and service focused manufacturers. T‐tests were used to examine differences between the practices employed by high and low MC performers.

Findings suggest that lean practices can reasonably predict MC performance. In this context, of lean practices, e‐commerce and e‐procurement reasonably predict MC performance. ERP is not shown to predict MC performance. Results suggest that e‐commerce use is a better predictor of performance than e‐procurement or ERP for service focused manufacturers. E‐commerce and e‐procurement appear to be reasonable predictors of MC performance in product manufacturers, while ERP is not. “Best practices” related to lean practices, e‐commerce, e‐procurement, and ERP emerge among high MC performers.

This paper describes what is believed to be the first study to examine these three IT approaches in the context of lean practices and supply chain MC performance. This paper also contributes to the growing interest in differences among product and service focused manufacturing firms. Finally, specific “best practices” are provided to add value for practitioners.

In this paper, a model of student loyalty with graduate online programs utilizing relationship marketing theory elements was developed. The relationships between service quality, commitment and satisfaction, reputation and ultimately loyalty were explored. The purpose of this paper is to investigate the relationships between factors that may lead to customer loyalty in online educational organizations.

Case study/quantitative methods were used.

This research assessed customer loyalty intentions by examining the service quality, commitment, satisfaction, and reputation of online students in master's level online programs.

The relationship between service quality, commitment, satisfaction, reputation, and loyalty have not been adequately investigated in online master's programs.

Manufacturers find bottom of the pyramid (BOP) markets challenging to serve due to low margins and highly localized needs. As such, residents in BOP markets often go without products commonly available in developed countries. Going without medical equipment may negatively affect healthcare services. This study develops a supply chain design strategy that supports the production of medical equipment by preserving variety flexibility at low volumes that stands to create new market opportunities for manufacturers and improve healthcare for residents in BOP markets.

The authors introduce a mass-customization model called options-based planning (OBP) which offers a framework to both leverage the efficiencies of high volume production models and provide products that are customized to local market needs. An empirical simulation, grounded in data collected from a large international manufacturer of magnetic resonance imaging (MRI) equipment, illustrates how an OBP production strategy will likely perform under BOP conditions and facilitate the delivery of healthcare equipment to BOP markets.

OBP provides a means for manufacturers to provide the customization necessary to serve fragmented BOP markets, while enabling higher production volume to make serving these markets more feasible. The empirical simulation reveals the relative benefits of OBP under conditions of forecast uncertainty, product complexity (number of design parameters) and different levels of responsiveness.

Increased access to modern medical equipment should improve healthcare outcomes for consumers in BOP markets.

The MRI context in BOP markets serves to illustrate the value of the OBP model for manufacturers.

This research aims to explore the fine-grained relationships between nurse staffing and hospital operational performance with respect to care quality and operating costs. The authors also investigate the moderation effect of competition in local hospital markets on these relationships.

A six-year panel data is assembled from five separate sources to obtain information of 2,524 USA hospitals. Fixed-effect (FE) models are used to test the proposed hypotheses.

First, nurse staffing is initially associated with improved care quality until nurse staffing reaches a turning point, beyond which nurse staffing is associated with worse care quality. Second, a similar pattern applies to the relationship between nurse staffing and operating costs, although the turning point is at a much lower nurse staffing level. Third, market competition moderates the relationship between nurse staffing and care quality so that the turning point of nurse staffing will be higher when the degree of competition is higher. This shift of turning point is also observed in the relationship between nurse staffing and operating costs.

The study identifies three ranges of nurse staffing in which hospitals will likely experience simultaneous improvements, a tradeoff or simultaneous decline of care quality and operating costs when investing in more nursing capacity. Hospitals should adjust nurse staffing levels to the right directions to achieve better care or reduce operating costs.

Nurses constitute the largest provider group in hospitals and profoundly impact care quality and operating costs among all health care professionals. Optimizing the level of nurse staffing, therefore, can significantly impact the care quality and operating costs of hospitals.

Caring for older adults is an increasingly complex and multi-dimensional global concern. This article provides a comprehensive definition of the older adult care experience and discusses its key components to help practitioners deliver older adult-centered care to maximize well-being outcomes for older adults.

Based on prior research on service operations, service experience, person-centered care and the unique, evolving needs of older adults regarding their care, this paper develops a conceptual framework in which the older adult care experience is the central construct, and key dimensions of well-being are the outcomes.

The older adult care experience is shaped by older adults' perceptions and evaluations of the care that they receive. Older adult-centered care has autonomy, dignity, unique needs and social environment as its core dimensions and results in those older adults feel empowered, respected, engaged and connected as part of their experience. The article also discusses how such experience can be evaluated by using quality dimensions from service operations, hospitality and healthcare contexts, and challenges that service firms may face in creating older adult care experience.

Given the changing demographics and unique needs of older adults, it is an imperative for academics and practitioners to have an understanding of what determines older adult care experience to better serve them. Such understanding is important as by creating and fostering older adult care experience, service organizations can contribute to individual and societal well-being.

To the authors' best knowledge, this is the first paper to provide a comprehensive conceptualization of the older adult care experience.