Search results

Existing literature is still lacking field works that reflect the implications and applications of blockchain in supply chain management. This paper aims to explore the role of blockchain technology in improving the performance of maritime shipping and develop a model to enhance blockchain applicability.

Qualitative data were collected through 28 semi-structured interviews from several supply chain actors in the Middle East and were analyzed based on a thematic analysis approach using NVivo software.

An emerging model for improving the performance of the maritime shipping industry through blockchain technology has been developed. The findings suggest that there are transparency and process efficiency–related improvements as an outcome of Blockchain implementation in the maritime shipping industry.

As shipping industry is largely fragmented, small players find it difficult to achieve great benefits such as those achieved by larger players in the sector. The authors’ model provides guidance for the implementation of Blockchain.

To the best of the authors’ knowledge, this is one of the first scholarly works to investigate Blockchain applicability in shipping industry in the Middle East. The lack of a universal standard is a considerable challenge which is still hindering the development of blockchain applications that integrate the different actors.

Lean management is a contemporary management system that firms adopt to boost their performance. Lean management can be integrated with human resources management to develop a new concept of lean human resources management (LHRM). This entails the implementation of several practices. However, the LHRM–performance paradigm remains underexplored in the literature. Hence, this study aims to examine the interrelationships between LHRM practices and the impacts of those practices on firm performance (FP).

Using two equal-sized samples (n = 250 each) of manufacturing firms in Jordan and Germany, this study proposes two structural equation models (i.e. a Jordanian and a German models) depicting the interrelationships between LHRM practices and the impacts of those practices on FP. After testing these models, a comparison between them is conducted, producing findings with theoretical and practical implications.

The main findings of this study indicate that the average implementation of LHRM practices among German manufacturing firms is at a higher level than the average implementation among Jordanian firms. The findings also support the proposed interrelationships between LHRM practices and the impact of those practices on FP for both the Jordanian and German models.

To the best of the authors’ knowledge, this study is among the first to highlight the proposed relationships, both in general and in the context of comparing developed and developing countries. Its findings have important implications that can enable manufacturing managers to benefit from the implementation of LHRM practices to enhance FP in different contexts. These findings provide valuable insights for human resource managers and decision-makers and open several avenues for future research.