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To investigate the linkage between organization performance criteria and the dimensions of agility, e‐supply‐chain drivers and knowledge management.

The analytic network process is applied as the research methodology in the context of executive decisions that include qualitative and quantitative attributes. The decision model is presented, along with a case study with an e‐supply chain of a global telecommunications company.

The study develops a framework for measuring the relative importance of a particular dimension based on the application of theoretical concepts from the information systems and management science literature to the digital, knowledge economy. Since contextual factors play a critical role in the design of effective knowledge‐management (KM) systems, technical and process solutions need to be customized to fit the organization performance criteria, dimensions of agility and supply chain drivers.

The model presented is dependent on the perceptual weightings provided by the decision‐maker and the generalizability of findings based on our model to other organizations may be limited.

This paper addresses the need for a strategic decision‐making tool to assist management in determining which knowledge management construct is most beneficial in the development of an agile supply chain.

This paper fulfils an identified information need and offers practical help in a dynamic and competitive environment by providing a decision model that assists in determining which construct of KM is most important based on an organization's performance criteria, dimensions of agility and supply‐chain drivers.

This paper seeks to introduce a conceptual methodology to support decisions about environmental systems.

The methodology incorporates activity‐based costing and management, the analytic hierarchy process, and business process modeling using the IDEF0 method.

An illustrative example that applies the methodology to a semiconductor manufacturing facility is presented in the paper. The company used the results to analyze a process improvement.

The complexities and nuances of the approach will require facilitation and support. Making the technique more transparent and available to management is a barrier to its diffusion and application.

Potential managerial application and implications include areas such as product cost management, business process design and technology selection.

Application of the methodology encourages management to more fully assess the environmental implications of their decision in evaluating alternative technological processes while also allowing for the inclusion of other organizational decision dimensions.

The selection of third‐party logistics providers is an intriguing practical and research question. With the development and advancement of reverse logistics concepts and practice, the selection of partners for the specific function of reverse logistics support becomes more important. This paper is one of the first to address this issue. The factors that play an important role in selecting a third‐party reverse logistics provider; such as a focus on end‐of‐life product organizational roles (e.g. recycling, reuse, etc.), differ from some traditional factors for supplier selection. How these new factors can be included for the selection of a partner is modeled within a decision‐making framework.

The purpose of this paper is to present a methodology and framework to assist construction firms and contractors in incorporating sustainability measures into their benchmarking efforts.

A methodology that incorporates both strategic and activity‐based criteria for identifying areas for benchmarking is developed by modifying an existing methodology of enterprise performance management. The benchmarking framework makes use of aspects from well‐established management practices such as activity‐based management, balanced scorecard, and multi‐attribute decision models. It allows for the integration of sustainability measures into more conventional measures of construction practice.

The paper finds that activity and strategic metrics can be integrated into a framework for benchmarking. Additionally, metrics specific to sustainability can be incorporated with more traditional measures to provide a holistic analysis of construction practices.

The framework for sustainable construction is useful for benchmarking. It provides a generic structure, which allows for flexibility when applied to a specific organization. The methodology and model, while geared toward the construction industry, can be easily adapted to other industries.

The paper presents a framework for benchmarking in the important area of sustainability within the construction industry. The framework represents a novel integration of activity and strategic analysis into the benchmarking process.

Organizations realize that a strong supporting logistics or electronic logistics (e‐logistics) function is an important organizational offering from both the commercial and the consumer perspective. The implications of e‐logistics models and practices cover the forward and reverse logistics functions of organizations. They also have a direct and profound impact from an environmental perspective. Focuses on a discussion of forward and reverse e‐logistics and their relationship to the natural environment. The issues analyzed include those of traditional green logistics and supply chain management functions such as: inventory management, transportation, warehousing, delivery management, supplier management, packaging and order management. Issues relevant to each of these major areas from the electronic commerce and natural environment overlap are discussed. Examples of practices and results are integrated. Environmental issues facing reverse e‐logistics are also described. Brings to the forefront the reverse e‐logistics function, which has been selcom studied even from a non‐environmental perspective. After discussion of the many pertinent issues in these areas, direction of practice and implications for study and research are then presented.

Policy reforms to primary health care delivery in New Zealand required government-funded firms overseeing care delivery to be constituted as nonprofit entities with governance shared between consumers and producers. This paper examines the consumer and producer interests in these firmsʼ allocation of ownership and control utilising theories of competition. Consistent with pre-reform patterns of ownership and control, provider interests appear to have exerted effective control over these entitiesʼ formation and governance in all but a few cases where community (consumer) control pre-existed. Their ability to do so is implied from the absence of a defined ownership stake and the changes to incentives facing the different stakeholding groups. It appears that the pre-existing patterns will prevail and further intervention will be required if policy-makers are to achieve their underlying aims.