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This study was conducted in the United States of America to identify what practices virtual mentor-coaches perceived to be effective in virtual mentoring and coaching (VMC) within virtual professional learning communities (VPLCs). The authors also sought to determine the ways in which virtual mentor-coaches provided VMC for school leaders within VPLCs.

The authors used a phenomenological approach in our research, describing the lived experiences of practicing virtual mentor-coaches as they engaged in VMC. Data analysis included video analysis and systematic coding of interview data.

An in-depth analysis of interview and video data showed that virtual mentor-coaches support school leaders in developing and transforming school leaders' leadership for building teachers' instructional capacity. The authors identified a VMC process model within VPLCs, including four steps as follows: (1) presentation, (2) collaboration, (3) reflection and (4) action plan.

VMC for school leaders participating in VPLCs is regarded as a transformative model which provides encouragement, reflection and support for instructional leadership actions.

Key steps and components of an effective VMC highlighted in the current research offer practical guidance for future virtual mentor-coaches in conducting and implementing VMC within VPLCs.

This paper aims to investigate how the extant literature on sustainable supply chain management (SSCM) empirically explores the perspective of emerging economy suppliers operating in global supply chains (GSCs). It thereby explains the role of emerging economy suppliers in determining the success of SSCM.

A systematic literature review of 41 empirical papers (published between 2007 and 2021) was conducted, involving both descriptive and thematic analyses.

The findings demonstrate that emerging economy suppliers have a key role in SSCM, given their use of positive feedback loops to proactively create remedies to surpass barriers using their collaboration mechanisms, and exploit authentic sustainability outcomes as reinforcements to drive further sustainability initiatives. The authors also demonstrate that suppliers are particularly focused on the cultural and institutional dimensions of sustainability. Finally, the authors provide an explanatory analytical framework to reduce the institutional distance between buyers and their global suppliers.

This review identifies avenues for future research on the role of emerging economy suppliers in SSCM.

Recognising remedies to surpass barriers and reinforcements to drive new actions can aid SSCM in GSCs and improve understanding between buyers and suppliers.

The valorisation of cultural and institutional issues can lead to more responsible supplier interactions and improved sustainability outcomes in emerging economies.

This review only analyses the viewpoint of emerging economy suppliers, whereas prior SSCM reviews have focused on the buyer perspective. Thus, the authors reduce supplier invisibility and institutional distance between GSC participants.