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The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

The sample is limited to US manufacturing managers, with a low response rate.

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

The purpose of this paper is to assess the combined impact of the Industry 4.0 blockchain and industrial internet of things technology (IIoT) technologies on the development of supply chain linkages associated with power, benefits and risk reduction and the ultimate impact of the linkages on supply chain performance.

A structural model with blockchain and IIoT as antecedents to the supply chain power, benefits and risk reduction linkages and the linkages as antecedent to supply chain performance is theorized. Data collected from 303 US manufacturing managers are analyzed using a covariance-based structural equation modeling (CB/SEM) methodology.

The CB/SEM results indicate that blockchain technology does not directly impact implementation of the linkages. Rather, implementation of blockchain technology supports implementation of IIoT technology, which strengthens supply chain linkages, thereby improving supply chain performance.

To the best of the authors’ knowledge, this study is one of the first to provide empirical evidence that Industry 4.0 technologies such as blockchain and IIoT strengthen linkages among supply chain partners related to power, benefits and risk reduction and that those stronger linkages lead to improved supply chain performance. It should be noted that this study is based on data from managers representing only one sector (manufacturing) and one country (USA). Replication based on data from other sectors and countries is needed to support generalization of the results.

Practitioners are provided with empirical evidence that the implementation of Industry 4.0 technologies such as blockchain and IIoT support supply chain management. These technologies facilitate data and information sharing among supply chain partners, enabling the integration and coordination of business processes throughout the entire supply chain.

The ultimate customers of supply chains benefit when supply chain partners work together efficiently and effectively. The implementation of blockchain and IIoT digital technologies lead to improve linkages among supply chain partners driving improvements in both efficiency and effectiveness, thus benefiting customers and society.

Industry 4.0 technologies are relatively new with the promise of improved supply chain performance. The efficacy of Industry 4.0 technologies as mechanisms to enhance information sharing is demonstrated based on the results of this study.

The purpose of this paper is to assess the combined impact of radio frequency identification (RFID), Industrial Internet of Things (IIoT) and Blockchain technologies on supply chain transparency (SCT).

Data from 211 US manufacturing managers is analyzed using a covariance-based structural equation modeling methodology.

The structural model fits the data relatively well. RFID technology directly and positively impact both IIoT and Blockchain technologies which, in turn, directly and positively impact SCT. RFID technology indirectly affects SCT through both IIoT technology and Blockchain technology.

This study is the first to empirically assess the impact of RFID, IIoT and Blockchain technologies on SCT. First-wave empirical studies must be replicated to support generalization of the findings.

This study provides empirical evidence to support the implementation of a combination of RFID, IIoT and Blockchain technologies as infrastructure necessary to achieve end-to-end SCT.

New measurement scales for IIoT technology utilization and Blockchain technology utilization are developed and assessed for validity and reliability. This is the first study to assess the combined impact of RFID, IIoT and Blockchain technologies on SCT.

This aim of this paper, from a systems perspective, is to focus on the effects of Radio Frequency Identification (RFID) technology adoption and information sharing within a manufacturing facility on the just-in-time (JIT) and total quality management (TQM) practices and the subsequent impact on operational performance of manufacturing firms.

Data were collected from 104 manufacturing managers, supervisors and quality professionals and analyzed using a path analysis methodology.

RFID technology utilization and supply chain information sharing combine to enhance a manufacturing organization’s JIT and TQM capabilities which lead to improve operational performance.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Manufacturing managers are provided with a framework for assessing the synergistic impact of combining RFID technology and information sharing on the JIT and TQM capabilities and the subsequent impact on the operational performance of the firm.

A systems approach to assessing the impact of a combination of RFID technology and information sharing on operations programs is developed and tested. The results verify the importance of implementing RFID technology within an information sharing environment and support the proposition that RFID technology enhances both JIT and TQM capabilities.

The purpose of this research is to focus on the most basic of relationships – the impact of radio frequency identification (RFID) technology utilization on operational performance. An RFID‐performance model is theorized and tested with data collected from a sample of manufacturing organizations using a structural equation methodology. The structural model incorporating RFID technology utilization as antecedent to operational performance is assessed.

Survey data from a sample of 122 manufacturing sector organizations were collected and the model was assessed following a structural equation methodology.

The measurement scales assess as unidimensional, reliable, and valid. The theorized structural model fits the data relatively well. RFID technology utilization directly and positively impacts operational performance.

Interpretation of the results should be tempered in light of this early stage of adoption of RFID technology in the manufacturing sector. Also, this study is limited only to the operational level benefits of RFID technology utilization. It does not assess the impact of the technology on business and supply chain level performance.

Manufacturing managers can expect improved operational performance to result from the implementation of RFID technology. RFID utilization should not be seen by the practitioner simply as a cost of doing business but rather as a way to improve efficiency and effectiveness which ultimately will lead to increased profits.

The study offers empirical support for the adoption of RFID technology for the purpose of improving operational performance within the manufacturing sector.

The purpose of this paper is to examine the impact of radio frequency identification (RFID) technology utilization in manufacturing firms on manufacturing efficiency and effectiveness.

Using systems theory as a basis, a RFID utilization and outcome(s) performance model was developed from the literature. Data from a sample of 155 manufacturers were collected and the model was assessed using a structural equation methodology.

Findings indicate that utilization of RFID technology leads to improved manufacturing efficiency and manufacturing effectiveness. Improvements in efficiency lead directly to improved organizational performance, and improvements in effectiveness lead directly to improved supply chain performance.

Data were collected during the growth stage of RFID technology adoption and were only collected from firms in the manufacturing sector. Results should be interpreted with these limitations in mind.

The implementation of RFID technology can result in improved manufacturing efficiency and effectiveness. Practitioners considering adoption of the technology should fully account for these potential efficiency and effectiveness related benefits when determining the justification for adoption of this technology.

The paper describes one of the first empirically‐based studies investigating the impact of RFID technology implementation on supply chain and organizational performance in manufacturing organizations.

The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just‐in‐time (JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP).

Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology.

MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP.

A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

The aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.

Data collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.

Generally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational performance. Operational performance enhances organizational performance.

As a first wave empirical investigation of the impact of GSCM practices on performance, the study is by necessity exploratory.

Practitioners are provided with a framework for assessing the synergistic impact of GSCM practices on performance. Internal environmental management and green information systems are identified as necessary precursors to the implementation of green purchasing, cooperation with customers, eco‐design, and investment recovery.

A comprehensive GSCM practices performance model is proposed and empirically assessed. The results of this investigation support the proposition that GSCM practices are both environmentally necessary and good business. A structured two‐wave approach to the implementation of GSCM practices is recommended.

The purpose of this paper is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management practices on environmental and organizational performance from a manufacturer's perspective within a supply chain context.

An environmental collaboration and monitoring performance model is theorized and assessed following a structural equation methodology. Data were collected from 159 manufacturing managers through an on‐line survey.

Environmental collaboration and monitoring practices among supply chain partners are found to lead to improved environmental performance and organizational performance.

As a first wave investigation of the impact of green supply chain management practices on performance, the study is somewhat exploratory.

Practitioners are provided with a framework for assessing the impact of environmental collaboration and monitoring practices among supply chain partners on environmental performance and organizational performance. The study provides evidence that green supply chain practices lead to improved environmental and organizational performance.

The results also have important societal implications. While green supply chain management practices enhance the economic sustainability of the firm, they also positively impact society through improvements to the overall environment.

The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers.