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This paper aims to assess the links among these supply chain constructs by conducting a full-scale systematic review of all supply chain management (SCM) literature reviews published in ten leading logistics, SCM and operations management journals from 1989 to 2012. Collaboration and integration are as central to SCM as risk and performance management.

The authors apply content analysis to execute the systematic literature review on the sample of 103 articles, supplemented by contingency analysis. These approaches guarantee a replicable, rigorous and transparent research process and minimize researcher bias. The analytical categories required for the content analysis are defined along the constructs of collaboration/integration and risk/performance.

As can be expected, the review highlights the key role of the two constructs in SCM. In this light, the research claims to provide statistical evidence of a link between the constructs of collaboration/integration and risk/performance, most notably between collaboration and performance, information sharing and rewards sharing, as well as integration and supply chain performance.

The study assesses the link between the constructs of collaboration/integration and risk/performance through research embedded in literature reviews, pinpointing research gaps and potential future research directions in the field. Contributing to SCM theory building, a thorough review provides statistical proof of the link between collaboration/integration and risk/performance.

Although numerous literature reviews have been conducted in the past on the SCM constructs of collaboration/integration and risk/performance, no full review of literature reviews aiming to test a theoretical link in the here presented form has yet been undertaken to the authors’ knowledge.

The aim of this research is to examine the evolvement of enterprise risk management (ERM) in Sweden. We examine how the Swedish legal and self-regulatory framework influences ERM development. We examine the impact of ERM research on practice, the professionalization of ERM facilitated by professional bodies and associations, and its promotion by the evolvement of principles and practices. This research is based on interviews with national experts ¹ at the policy level as well as four field visits to large Swedish organizations in order to deepen our understanding of ERM integration with corporate governance, accounting, and disclosures. We find that: There is no obvious misalignment between the legal and self-regulatory framework and ERM practices in organizations; ERM is more integrated with disclosures than with governance and accounting practices; decentralized organizations experience more difficulty in integrating ERM compared to centralized organizations; no tensions were evident between compliance and business partnering in the four field visits, enabling ERM integration; regulation can be useful in promoting minimum standards for ERM integration. This study adds to our understanding of ERM integration and the role of unique governing contracts in linking profitability, growth and risk from an ERM perspective. It also deepens our understanding of ERM integration as a multidimensional construct.

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

Due to an increase in vulnerability, supply chain risk management (SCRM) has gained the attention of both researchers and practitioners. Although different approaches have been widely used to discuss the implementation of risk management, the impacts of leadership factors on SCRM have received little attention. To fill this gap in the literature, this study aims to examine whether transformational leadership and integration facilitate SCRM and enhance performance.

Using 261 Vietnamese manufacturing companies as sample, this study applies partial least squares based structural equation modeling (SEM) to test the proposed hypotheses.

This study demonstrates three contributions for exist leadership and supply chain literature. First, the characteristics of transformational leadership effectively facilitate the internal and external integration in supply chain with higher responsiveness, visibility and integration. Second, transformational leadership has indirectly effect to supply chain risk management practice (SCRMP) throughout supply chain integration (SCI). Additionally, three dimensions of integration enable SCRM and partially mediate the relationship between transformational leadership and SCRM. Furthermore, SCRM not only plays a partially mediating role in the relationship between internal integration, customer integration and supply chain performance but also fully mediates the relationship between supplier integration and supply chain performance.

This study addresses that the paper extends the content of the relationship between transformational leadership and SCI by three integration dimensions among of exist literature. Transformational leadership should be literarily included into part of leadership strategy on SCRMPs since it is shown to have an indirectly positive improvement effect on SCRM. In addition, the paper is targeted the supply chain downstream performance (SCDP) with integration and risk management with the concept of considering downstream performance is a key section to confront the external stakeholder and customers, Finally, the authors emphasized companies should be aware of the importance about how to include transformational leadership, SCI and SCRMP into its supply chain management.

This study contributes to the SCRM literature by empirically examining the effect of transformational leadership and SCI on SCRM and performance in Vietnam, which is few and far better than that of developed countries.

This study aims to empirically investigate the impact of operational risk (i.e. supply, manufacturing and demand risks) on supply chain performance and the moderating role of integration (i.e. supplier, internal and customer integrations) in mitigating the impact of these risks, respectively.

A research framework of hypotheses is tested by structural equation modeling with data collected from the fourth round of the high-performance manufacturing project.

It is revealed that manufacturing and demand risks negatively impact operational performance, and more importantly, internal and customer integrations help to reduce the impact of these two risks. Additionally, the effects of both supply risk and supplier integration are only significant for large firms.

Supply chain managers need to appropriately develop the levels of integration to mitigate the adverse impact of operational risk.

Operational performance is always threatened by different types of risk that adversely affect the supply, production and demand sides of manufacturing firms. Despite this fact, large-scale data-based empirical research on the impact of operational risk on the performance of supply chains has been scarce. This study aims to fill this literature gap.

This study establishes a risk management system for medical and health care integration projects to address the problem of high-risk potential and a strong correlation between risk factors.

A new fuzzy WINGS-G1 model for identifying key risk factors in medical and health care integration projects is proposed by introducing the fuzzy theory and the concept of risk incidence into the Weighted Influence Non-linear Gauge System (WINGS) method.

The authors analyze the fluidity of project risk factors through complex networks to control direct risks and cut off risk transmission paths to provide a reference for risk control and prevention of medical and health care integration projects.

(1) The integration of fuzzy theory into the WINGS method solves the problem of strong subjectivity of expert scoring in the traditional WINGS method; (2) By the different probabilities of risk factors, the concept of risk incidence is introduced in the WINGS model, which is more conducive to the identification of the critical risk factors and the rational allocation and utilization of organizational resources; (3) The use of the complex network for risk interactivity analysis fully reflects the dynamic nature of risk factors in medical and health care integration projects.

Project information is widely and thoroughly exchanged within construction projects. However, the risk management process exhibits deficiencies in coordination and visibility, particularly in developing countries. Practitioners in developing countries often engage in Project Risk Management (PRiM) using practices that inadvertently hinder project success, frequently resulting in suboptimal outcomes. Therefore, this research explores practices within Project Integration Management (PIM) and Project Communication Management (PCmM) that could enhance PRiM and improve managerial proficiency to achieve project success in developing countries.

The PIM, PCmM and PRiM processes were explored from the literature; the data was gathered initially by close-ended interviews conducted with a panel of twelve experts followed by a well-structured questionnaire. Structural Equation Modeling (SEM) was employed via AMOS to analyze the data and construct a model representing the intricate relationships between the processes. Additionally, the validity and reliability of the method were inspected.

The data analysis confirmed that PIM and PCmM were correlated according to contractors and consultants in the Jordanian construction industry. Furthermore, both have a positive influence on the PRiM. In addition, a 13-step process was developed to apply extra processes and practices to ensure better implementation of the PRiM in developing countries.

The literature highlights that integration and communication management influence project performance. However, there is a lack of research utilizing practices from these knowledge areas to achieve better project risk management implementation. This research highlights two of the most underrated knowledge areas in project management. Therefore, a framework was devised, comprising processes that practitioners should take into account during the planning phase leading to efficient PRiM to enhance their managerial proficiency.

Integrated project delivery (IPD) project that does not use multiparty agreement is identified as IPD-ish. The use of IPD-ish arrangement by incorporating integration practices in conventional contract can be viewed as the part of the adoption process of IPD. Moreover, inappropriate integration practices invite new forms of risks and the absence of multiparty agreement adds to the challenges of risk management in IPD-ish projects. This study discusses such challenges and proposes the use of joint risk management to address the potential pitfalls in IPD-ish arrangement.

A mixed research method was applied. First, the criticality of IPD-ish general and integration-specific risks was examined through a survey. Second, a real IPD-ish project was used to exemplify the use of joint risk management (JRM) to manage IPD-ish risks.

Two types of risks, namely integration risks (IRs) and general risks (GRs), are identified in IPD-ish projects. Two major findings for the IRs: (1) the most critical IRs are related to unbalanced incentivization and inefficient multidisciplinary teams; and (2) only team formation related pre-contract JRM strategies affect IRs. As for the GRs, the most critical ones are associated with design issues and can be effectively mitigated by post-contract JRM.

Using IPD-ish arrangement is an inevitable part of implementation of full IPD. This happens as many change-averse owners would like to test the integration principles using a conventional contract that they are familiar with. In fact, success in IPD-ish would pave the path for further adoption of IPD. This study offers insight into categorization of risks in IPD-ish projects. Appropriate use of post-contract and organization related pre-contract JRM would improve the chance of teasing out the values of IPD through IPD-ish arrangements. Care should be taken to introduce some contracting integration initiatives, such as risk/reward sharing incentive.

Protecting business value is regarded to be the cornerstone of any organization. The purpose of this paper is to investigate and explore the potential contributions of the integration of standardized management systems (MSs) into an integrated MS. This will support a better coordinated management of different kinds of risks that exist in organizational processes.

The findings are based on literature as well as empirical case studies conducted by the authors. It focuses on the potential results of integration of MSs.

It is found that the integration of MSs leads to a more coherent, extensive, consistent, and harmonized process of identification of hazards. Also, it is found that from integration also results in the minimization of associated risks that affect key aspects of business, considering the organizational context vs requirements of each relevant stakeholder, as defined in related management systems standards.

This research, investigate the risk management (RM) and the integration of MSs from existing research papers about empirical studies for the period 2000-2014, including case studies in which the authors are involved. The number of enterprises can be larger.

Although there is some research regarding RM in organizations related to isolated implementations of MSs, this paper stands in a different perspective, since it addresses the issues emerging from the integration of standardized MSs in a broader perspective.