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The purpose of this study is to measure the supply chain competitiveness of the e-commerce industry in Indonesia.

The study used a multi-criteria decision-making model based on the analytic hierarchy process. Four main criteria are used to measure the supply chain competitiveness, i.e. cost, differentiation, sustainability and infrastructure.

The findings of this study show that cost is the most important criterion with a degree of importance of 33.19%, followed by infrastructure of 29.40%, differentiation of 27.96% and sustainability of 9.45%. It shows that the internally controlled strategy contributes about 70% of supply chain competitiveness. The internal infrastructure criterion that consists of software and hardware contributes 65.92% to the whole infrastructure criterion. The internal infrastructure then contributes 19.38% to supply chain competitiveness. Therefore, the internally controlled strategies and internal infrastructure contribute up to 90.08% to the supply chain competitiveness of e-commerce in Indonesia. This result implies that to attain the supply chain competitiveness, the company must carry out strategies focusing on the performance such as cost, differentiation, sustainability as well as on the internal infrastructure such as software and hardware.

In this paper, the authors limited their study to the business to business (B2B) and business to consumer (B2C) players because these two platforms have been experiencing a very rapid growth. While e-commerce business can take many platforms besides B2B and B2C, the future research should include other platform such as consumer to consumer as well. Because the focus in this study is more the information and material flows, it will be of great interest if the future research covers the platform of mobile payment as well that guarantee the ease of cashflows within supply chains. Also, with the occurrence of the Covid-19 pandemic when this paper was written, in the near future, it is then of great interest to incorporate the pandemic context into the proposed model used in this study. The further study should analyze long-term changes happened as the result of pandemic such as behavioral changes of online shopping from customer side or shift in e-commerce supply chain infrastructure and inventory practice.

With this study, it is expected that it can be determined which criteria contribute the most to the supply chain competitiveness of the e-commerce industry in Indonesia that will be useful for industry player.

E-commerce development in Indonesia is still facing serious challenges. The multi-criteria decision making approach used in this research lays a foundation of how supply chain competitiveness is determined based on the judgment of experts coming from major companies within the supply chain.

Service innovation (SI) is crucial for social and economic development. However, most of the studies about innovation relate to product/manufacturing. Aimed at enhancing the academic debate about SI, this paper intends to (1) assess the factors applied in empirical studies about SI from 2006 to 2020, (2) evaluate if researchers differentiate innovation in services from innovation in manufacturing, (3) evaluate if researchers differentiate innovation among distinct service segments within the heterogeneous service industry and (4) propose a categorization model for the factors that influence SI.

Our study employs a five-step approach for a systematic literature review of 99 relevant empirical papers from 2006 to 2020.

Our findings demonstrate a persistent lack of conceptual consolidation in the area, adding value to the ongoing dispute between opposite views on current SI's maturity level. Our results also evidence the non-observance of differentiation of innovation factors between service and manufacturing empirical papers. In addition, our paper shows an even higher lack of differentiation in the use of innovation factors among different service segments.

This paper provides the first more systematic verification of the lack of service differentiation within the empirical innovation study field. In addition, despite the abundance of factors that influence SI, the proposed categorization model offers the possibility to promote an area's conceptual consolidation. Our findings and categorization also support the debate about pathways for the field's development and help researchers in their future study designs and analyses.

Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exchange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.

This study aims to enhance the understanding of what significance consumers place on different aspects of corporate social responsibility (CSR) when evaluating and purchasing grocery brands and products.

The paper builds on existing literature and theories on CSR and marketing, as well as literature on consumers' perceptions of CSR related issues. The Swedish empirical study has two parts; the first explorative stage based on qualitative method and in‐store face‐to‐face interviews through which important consumer attitude‐based attributes of social responsibility are identified in a grocery context. The second quantitative part is based on questionnaires that describe the grocery brand positions and performances along these attributes.

Results point to three general attitude‐based dimensions for CSR positioning and that retail brands can indeed, in relation to leading national brands, build a CSR image. Further, this image is shown to have an impact on consumers' intention to buy. This is also the case for “me‐too” retail brands. The CSR dimension of greatest impact on overall CSR image is product responsibility, whereas human responsibility influences the customer purchase intentions the most. Environmental responsibility, perhaps the most commonly used CSR dimension, is in this study recognised to exert least impact on both overall CSR image and on purchase intentions.

This study is limited to a Swedish context and to one specific purchase situation. Future studies could involve validation of factor structure, relationship between CSR and preference, and ability to positioning in another market, perhaps in more mature markets in terms of well‐developed structures of CSR and health/organic organic products (e.g. the UK). A postal survey would allow the use of longer and evaluated measurement scales previously used in organic food research.

This study substantiates that retailer brands can indeed be distinctly positioned according to aspects other than price, e.g. as here exemplified, the concept of CSR. This relationship has hitherto not been identified outside the UK. The finding that CSR is less clearly connected to the expected dimension of environmental responsibility entails new added knowledge to this research field. The analysis has, moreover, resulted in more a simplified description of the basic dimensions of CSR containing three instead of, as often in the literature, six dimensions.

The purpose of this paper is to analyze the relationship between supply planning, trust and integration, and the influence of them on operational performance.

The paper used a survey with 335 respondents from three different industries. The paper analyzed the data with structural equation modeling.

The results suggest that supply planning and trust are positively related and both influence supply integration and operational performance. At the end the paper proposed a classification for supply integration based on planning use and trust.

The sample is composed by companies from only three industries (machinery, electronics and automobile), what does not allow generalization.

Managers are challenged to develop simultaneously supply chain planning practices and trust-based relationship within buyers and suppliers. They must pay attention to different integration drivers and use them accordingly and in the context analyzed. The study suggests a 2×2 matrix that might help managers’ decision making.

Despite the importance of planning in supply and manufacturing management, few papers analyzed the role of supply planning integrated to trust. The combination between these aspects brings a more realistic and pragmatic view of the supply chain management.

Financial performance has been paid attention at an unprecedented level, which can be confirmed as a fact that the quantitative expansion of financial performance evaluation work. The purpose of this study is to propose a more appropriate model for financial performance evaluation under the unbalanced development.

This paper introduces the differentiation criteria to eliminate the deviation caused by the same principle for multiple performance evaluation objects whose development are unbalanced; Then the generalized grey number is adopted to describe the value of performance evaluation index; and the information entropy weight is used to obtain the index weight to reduce the artificial judgment error; Finally, the generalized grey information entropy weight TOPSIS evaluation model is constructed.

Empirical research shows that in the new evaluation model, the differentiated possibility function effectively eliminates the deviation caused by the same principle, the application of information entropy weight reduces the human judgment error, and the value of generalized grey number further enhances the closeness of the results. Moreover, it is also found that in different scenarios, an adaptive performance evaluation model should be selected to match scientifically reasonable results.

The proposed model offers a solution for financial performance evaluation considering unbalanced development among cities. It can be realized by determining the differentiation possibility function matrix, and then the information entropy weight TOPSIS evaluation model can be constructed. This model reflects the actual situation, improves the performance evaluation accuracy, and can be used under similar conditions.

The purpose of this paper is to present a calibrator to determine the best grid size of a Smart Surface. The Smart Surface is a micro‐electro mechanical systems (MEMS) whose goal is to sort micro‐parts.

The possible micro‐parts are rotated and translated, and their characteristics are stored in a database. Afterwards, when such a micro‐part is laid off the Smart Surface, its characteristics are compared to database values. Simulations show that some grid sizes are better than others in terms of success in part recognition.

The tests performed on all groups of three out of four models show that a sensors grid of (35, 35) is an appropriate parameter for the Smart Surface.

The authors plan to work on a more general case, using any kinds of parts.

The work allows the automation of the process of sorting micro‐parts, in assembly lines for example.

Few works exist for part recognition on very small parts and for choosing the best discretization scale.

This paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.

Using a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.

The criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.

This theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.

Annoying and bothersome behaviours among persons with developmental disabilities (DD) is a relatively frequent phenomenon. However, not all behaviour that is difficult to accept in its surroundings should be seen as abnormal or problem behaviour (PB). Some of these behaviours may be an expression of a person’s psychosocial needs and may be considered as adaptive and normal. The paper aims to discuss these issues.

Authors attempt to discuss relevant issues in persons with DD which have an impact on their behaviour, intending in this way to define criteria for a reliable differentiation between normal and abnormal behaviour and psychiatric disorders.

Differentiating between normal and abnormal may be a difficult task for a professional treating persons with DD because of the lack of adequate criteria for such differentiation. The problem becomes even more complex when one attempts to differentiate between PB and psychiatric disorder. By approaching the subject from a developmental perspective and by determining the level of the person’s emotional development, insight in subjective person’s experiences was achieved. On the ground of a “good practice” the authors made schemata outlining criteria for differentiation between these constructs.

The application of these schemata in the practice made it easier to establish appropriate diagnoses and was favourable for the planning of adequate treatment and support of persons with DD and mental health problems.

Professional Doctorates (PDs) have been added to the curriculum of many universities worldwide, as an alternative to the traditional Doctor of Philosophy (PhD). PDs are more focused on practice-based knowledge that advances professional practice and contributes to society, industry and the economy. The dominance of the PhD as the typical higher degree by research has led universities to develop frameworks for their PDs which are very similar to the PhD framework. This includes the assessment of the PD, which in many cases follows the same process and is based on the same criteria as for the PhD. This similarity in the assessment of the two types of doctorates creates challenges for external examiners (EEs), who are invited to evaluate the contribution of the PD within frameworks which are tailored around the PhD. Here, the authors focus the investigation on the Doctorate in Business Administration and conduct a review and analysis of institutional documents from universities in England in an attempt to understand the similarities and differences between the examination process of the PD and the PhD and the extent to which the examination process of the PD supports the evaluation of the practice-based contribution that is at its heart. Through this review and analysis, the authors identify the challenges that exist for EEs who are called to assess PDs, and make recommendations which will support EEs to evaluate the contribution of the PD.