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This study identifies barriers faced by online e-waste collection platforms in India and proposes a novel approach to manage strategies that contribute towards making such online platforms economically, socially, and environmentally sustainable by mitigating their interacting barriers.

The approach consists of a barrier assessment process and a strategy evaluation and planning process. The barrier assessment process uses multiple criteria decision making (MCDM) based method to evaluate the interactive effects of the barriers to derive their direct and indirect impacts on sustainability. The strategy evaluation and planning process evaluates the overall contribution value of strategies for mitigating interacting barriers and then categorizes them into planning zones based on their contribution and feasibility.

The interaction among the barriers is a significant component of the overall impact of the barriers on sustainability. The most impactful barriers are the lack of dissemination of information, lack of government support, insufficient infrastructure, and awareness and attitude of consumers. Lack of government support is the most influential causal barrier. Lack of information dissemination is a significant causal barrier with the highest overall impact on sustainability. Priority strategies that must be implemented to ensure sustainability include government support, offering higher prices or discounts for giving up e-waste, and increasing information dissemination.

Different from existing approaches for evaluating sustainability strategies, the strategies in this study are identified and evaluated based on their overall contribution towards mitigating interacting barriers to sustainability. The approach is applied in the Indian context to reveal the most influential barriers to the sustainability of online e-waste collection platforms and the most effective strategies for mitigating these barriers. The outcomes of this study contribute to strategy planning for sustainable online e-waste collection platforms in India.

Medicine shortages have a detrimental impact on stakeholders in the pharmaceutical supply chain (PSC). Existing studies suggest that building resilience strategies can mitigate the effects of these shortages. As such, this research aims to examine whether resilience strategies can reduce the impact of medicine shortages in the United Kingdom's (UK) PSC.

A sequential mixed-methods approach that involved qualitative and quantitative research enquiry was employed in this study. The data were collected using semi-structured interviews with 23 key UK PSC actors at the qualitative stage. During the quantitative phase, 106 respondents completed the survey questionnaires. The data were analysed using partial least square-structural equation modelling (PLS-SEM).

The results revealed that reactive and proactive elements of resilience strategies helped tackle medicine shortages. Reactive strategies increased relational issues such as behavioural uncertainty, whilst proactive strategies mitigated them.

The findings suggest that PSC managers and decision-makers can benefit from adopting structural flexibility and proactive strategies, which are cost-effective measures to tackle medicine shortages. Also engaging in strategic alliances as a proactive strategy mitigates relational issues that may arise in a complex supply chain (SC).

This study is the first to provide empirical evidence of the impact of resilience strategies in mitigating medicine shortages in the UK's PSC.

The purpose of this paper is to provide the organization with a process for assessing risk associated with their supply chain and a framework from which they can build their strategy to manage risk.

The proposed process is based on a compilation of research and interactions with supply chain managers in various industries, and these sources provide a specific process to identify how critical the risk is, when to act upon it, and how to manage it. An adapted risk mitigation framework organizes strategies according to the likelihood of disruption and consequences. Included is an industry example used to demonstrate the framework.

The variability and uncertainty associated with supply chain risks make disruption difficult to predict. Furthermore, getting information from suppliers about the amount of risk associated with their operation in an attempt to scope one's own risk can be a challenge. Management must consider the amount of risk the organization is going to accept and how much to invest to mitigate it.

To manage the risk associated with supply chain disruption, an organization must deploy a strategy for assessing it. Once risk areas have been identified, the organization must design strategies which will mitigate the risk. The depth and degree to which risk is mitigated depends upon how risk-averse a company is and what they are willing to invest in this activity.

Drawing on the dynamic capability view (DCV), this research determines the suitable configurations of resilience strategies for sustainable tourism supply chain performance amidst “extreme” disruptive events affecting the entire supply chain.

This research applies a multi-study and multi-method approach. Study 1 utilizes in-depth interviews to identify a list of tourism supply chain sustainability risks and resilience strategies. Study 2, using quality function deployment (QFD) technique, determines the most important resilience strategies corresponding to highly significant risks. Study 3, on the other hand, adopts a fuzzy set qualitative comparative analysis (fsQCA) to determine the best recipe of resilience strategies and risks to make the tourism supply chain performance sustainable.

The findings reveal that sustainable tourism performance during an extreme disruptive event (e.g. COVID-19 health crisis) depends on the combined effect of tourism resilience strategies and risks instead of their individual effect.

The research findings offer significant managerial implications. Managers may experiment with multiple causal conditions of risks and resilience strategies to engender the expected outcome.

This research extends current knowledge on tourism supply chain and offers insights for managers to mitigate the risks and ensures sustainable performance in the context of extreme disruptive events.

This study aims to identify the operational and financial risks associated with the city gas distribution project in India and suggest appropriate strategies to mitigate them.

This study aims to identify the operational and financial risks associated with the city gas distribution project in India and suggest appropriate strategies to mitigate them. The survey data is evaluated using factor analysis to understand the latent structure of the critical risk factors. Second, the author uses Situation, Actor and Process–Learning, Action and Performance framework to suggest the mitigation strategies for the identified operational and financial risk factors.

The research identified five critical risk factors and suggested 39 mitigation strategies to address operational and risk factors impacting CGD projects. The findings of this research will enable the CGD companies to formulate long-term strategies for their business and adopt proactive measures to mitigate the operational and financial risks causing delay and increasing project costs. This study also highlights the importance of government support in developing a conducive environment for CGD industry to thrive.

The CGD projects are critical for natural gas growth in India’s energy mix. The project delay leads to a rise in the total cost involved and increases the payback period for the CGD companies. To the best of authors’ knowledge, this research is first of its kind that identifies the critical operational and financial risks affecting CGD projects in India and suggests the mitigating strategies for them.

The purpose of this paper is to test the existence of the halo effect caused by the presentation of information scope (holistic/specific), which can eventually lead to an inaccurate risk assessment of material misstatement. Empirical evidence is provided to demonstrate that methods of knowledge acquisition (explanatory feedback and self-explanation) are able to mitigate the halo effect.

This study used an experimental research, which focused on control and experimental groups in order to determine if the halo effect caused by the information scope (holistic/specific) can be mitigated via the explanatory feedback or self-explanation method.

It was found that auditors who received information from the holistic scope tend to experience the halo effect and eventually, their risk assessments of material misstatement also became less accurate when compared to auditors who received information from the specific scope. The explanatory feedback was found to be effective in mitigating the halo effect. However, the self-explanation knowledge acquisition method was not reliable in mitigating the halo effect.

This research use self-explanation with a manual technique but, in practice, most auditors use audit tools based on computer. Experimental setting with computer to self-explanation cannot held because there is limitation of seminar setting. This research used individual decision; in practice most of audit decision with discussion in audit team.

CPA firms can use explanatory feedback, which comes in the form of managers’ review as a form of knowledge acquisition method as a mitigation strategy for the halo effect.

The social implication of this research is the halo effect that can influence the decision in many aspects. Individuals must increase their professional values with many trainings that are useful to mitigating the halo effect.

The outcome of this paper was derived from the first accounting study that relied on learning methods as a mitigation strategy for the halo effect. In other words, this study used explanatory feedback and self-explanation as methods to test the halo effect. Previous literature on mitigating the halo effect had used audit experiences, implying that CPA firms’ intervention was unnecessary. Moreover, such study periods had been much longer, thereby, deteriorating the effectiveness of the research. Previous studies had only used the learning method to increase human capital quality and this was not related to any method as a mean to mitigate individual bias, for example, the halo effect, and an issue that was covered by this study.

Recycling is associated with positive social and environmental impact, but previous studies have overlooked the cost of recycling operations. Based on the dynamic capability view, the purpose of this study was to identify and evaluate risk factors and resilience strategies within the recycling industry, prioritize these factors and identify the optimal combination of resilience strategies and risk factors to improve market performance.

The research questions were addressed in three subsequent studies. In Study 1, qualitative interviews were conducted to identify risk factors and strategies to mitigate those risks. In Study 2, quality function deployment methodologies were implemented via case studies derived from three different companies. Based on the results of Studies 1 and 2, in addition to the use of fuzzy set qualitative comparative analysis, Study 3 aimed to determine the optimal combination of risk factors and strategies impacting market performance.

The results across the three studies revealed a number of risk factors as well as which risk factors and resilience strategies have the greatest impact on market performance. Specifically, it was found that higher levels of readiness, response and recovery strategies lead to greater market performance, whereas weak readiness, response and recovery strategies, along with low societal, environmental and health and safety risk factors, significantly inhibit performance.

This research extends current understandings of market performance in relation to recycling industry management and offers insight for decision-makers toward combating significant risk factors in business-to-business settings.

The purpose of this paper is to link humanitarian logistics (HL) and supply chain risk management (SCRM) to provide an understanding of risk mitigation strategies that humanitarian organisations use, or could use, to improve their logistics preparedness.

Based on systematic reviews of RMS in SCRM and supply chain strategies (SCS) in HL literature, a framework is developed and used to review published case studies in HL.

The study finds that humanitarian actors use a number of the strategies proposed in the framework, particularly those related to strategic stocks, postponement, and collaboration. Strategies related to sourcing and procurement, however, especially those on supplier relationships, seem to be lacking in both research and practice.

The study is based on secondary data and could be further developed through case studies based on primary data. Future studies should explore the generalisability of the findings.

Practitioners can use the framework to identify potential new SCS and how strategies can be combined. Findings can help them to understand the abnormal risks of main concern, how they may impact normal risks, and provide ideas on how to tackle trade-offs between different risks.

The results can support improvements in humanitarian supply chains, which will provide affected people with rapid, cost-efficient, and better-adapted responses.

The paper connects SCRM and HL to develop a framework and suggests propositions on how humanitarian actors can mitigate supply chain risks. Questioning the focus on strategic stock it suggests complementary or alternative strategies for improving logistics preparedness.

The main objective of this study is to investigate an impact of organizational culture on supply chain risk and strategic sourcing. It also examines the relationship between organizational culture and strategic sourcing. By collecting 159 survey responses from supply, executives and managers of U.S. manufacturing firms, it provides empirical evidence that organizational culture and strategic sourcing mitigate supply chain risks. Organizational culture also makes a positive impact on the implementation of strategic sourcing. This study emphasizes the importance of cultural impacts to supply executives and managers in supply chain risk management.

There are various risks that can derail the adoption of business analytics (BA) practice in a telecom service provider (TSP) thereby jeopardising the possibility to increase profitability and improved customer experience. The purpose of this paper is to analyse different associated risks using situation-actor-process, learnings-actions-performance (SAP-LAP) model and build mitigation strategies for the adoption. Also the risks are ranked using the interactive ranking process (IRP) methodology and the dominating matrix provides insight to the actions and actors that need attention to improve the processes and performance.

A case study of a TSP (X1) was analysed through close interactions with experts within the company and externals involved in setting up the BA practice in X1. Using the SAP-LAP framework risks were identified and then the IRP was used to rank the actors w.r.t performance and actions w.r.t processes.

X1 has taken initiatives for setting up the BA practice in order to improve the profitability and customer experience through data insights. The suggested conceptual SAP-LAP model helps to address risk mitigation strategies for its adoption and the IRP frameworks helps in understanding the prioritisation matrix (using the ranking) to be considered to mitigate the risks.

The IRP framework is limited to certain relationships between actors, w.r.t processes and actions w.r.t performance for the prioritisation matrix of identified risks. This has scope to be further expanded to other relationships and therefore refining the findings. Also this approach could be used to study other industries too.

SAP-LAP model identifies the risks in adopting the BA practice in a TSP. The synthesis of SAP leads to LAP, which bridges the gap by suggesting improvement actions based on the learning from the present situation, actors and processes. IRP provides the prioritisation matrix for mitigating the risks by identifying the dominating factors.

BA practice plays a dominant role in a TSP. An approach to study the risks of its adoption using the SAP-LAP and IRP framework bridges the gap between the academic and corporate world. This paper is very relevant to managers involved in setting up a BA practice. For the academic, use of research model validates the identification of risks that are recognised in the corporate world and prioritising the risks that need to be addressed.