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Supply chain management (SCM)-embedded valuable resources, such as capital, raw-materials, products, partners, customers and finished inventories, where the evaluation of environmental texture and flexibilities are needed to perceive sustainability. The present study aims to identify and evaluate the directory of green and agile (G-A) attributes based on decision support framework (DSF) for identifying dominating measures in SCM.

DSF is developed by exploiting generalized interval valued trapezoidal fuzzy numbers (GIVTFNs). Two technical approaches, i.e. degree of similarity approach (DSA) and distance approach (DA) under the extent boundaries of GIVTFNs, are implicated for data analytics and for recognizing constructive G-A measures based on comparative study for robust decision. A fuzzy-based performance indicator, i.e. fuzzy performance important index (FPII), is presented to enumerate the weak and strong G-A characteristics to manage knowledge risks in allied business environment.

The modeling is illustrated from the insights of decision-makers for augmenting business value based on cognitive identification of measures, where the best performance score is identified by the “sustainable packaging” under the traits of green supply chain management (GSCM). “The use of Web-based applications” under the traits of agile supply chain management (ASCM) and “Outsourcing flexibility” under traits of ASCM is found as the second and third most significant performance characteristics for business sustainability. Additionally, the “Reutilization (recycling) and reprocessing” under GSCM in manufacturing and “Responsiveness and speed toward customers needs” under ASCM are found difficult in attainment.

The G-A evaluation will assist in attaining performance excellence in day-to-day operations and overall functioning. The outcomes will help executives to plan strategic objectives and attaining success.

To reinforce the capabilities of SCM, wide extent of G-A dimensions are presented, concept of FPII is reported to manage knowledge risks based on identification of strong attributes and two technical approaches, i.e. DSA and DA under GIVTFNs are presented for attaining robust decision and directing managerial decision-making process.

This study aims to explore an emerging collection of smart building technologies, known as smart workplace solutions (SWS), in the context of facilities management (FM).

This study is based on semi-structured interviews with facility managers in Finland, Norway and Sweden who have deployed SWSs in their organizations. SWS features, based on empirical data from a previous study, were also used to further analyse the interviews.

It analyses the benefits that SWSs bring from the facility management point of view. It is clear that the impetus for change and for deploying SWS in the context of FM is primarily driven by cost savings related to reductions in office space.

This research has been conducted with a focus on office buildings only. However, other building types can learn from the benefits that facility managers receive in the area of user-centred smart buildings.

SWSs are often seen as employee experience solutions that are only related to “soft” elements such as collaboration, innovation and learning. Understanding the FM business case can help make a more practical case for their deployment.

SWSs are an emerging area, and this study has collected data from facility managers who use them daily.

This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an essential component in new product development (NPD) of complex products to promote comprehensive coverage of product design, marketing, sales, support as well as many other activities of business. Efficient use of teams can allow for greater technical competency coverage, increased creativity, reduced development times and greater consideration of ideas from a variety of stakeholders. While academics continually aspire to propose methods for improved team composition, there exists a gap between research directions and applications found within industry practice.

Through interviewing product development managers working across a variety of industries, this paper investigates the common practices of team utilization in an organizational setting. Following these interviews, this paper proposes a conceptual two-dimensional management support model aggregating the primary drivers of team success and providing direction to systematically address features of team management and composition.

Based on this work, product managers are recommended to continually address the positioning of members throughout the entire NPD process. In the early stages, individuals are to be placed to work on project components with explicit consideration toward the perceived complexity of tasks and individual competency. Throughout the development process, individuals’ positions vary based on new information while continued emphasis is placed on maintaining a shared understanding.

Bridging the gap between theory and application within product development teams is a necessary step toward improved product develop. Industrial settings require practical solutions that can be applied economically and efficiently within their organization. Theoretical reflections postulated by academia support improved team design; however, to achieve true success, they must be applicable when considering product development.