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This paper aims to examine the dynamic relationship between digital business intensity (DBI) and process innovation through knowledge management. More specifically, the paper investigates the mechanism through which DBI and knowledge management jointly influence process innovation.

The study used a single informant approach of data collection and consistent with prior research, and a random sample of CIOs was selected and invited to participate in the survey resulting in a total 193 usable responses. The analysis and empirical validation of the research model used partial least square.

The results reveal a positive link between DBI and process innovation. This finding presents empirical support for hitherto anecdotal evidence regarding the impact of DBI on process innovation. In particular, the study notes the impactful role of DBI as an input repertoire that facilitates knowledge management with subsequent positive effects on process innovation. Results further surface an accentuating interplay between DBI and knowledge management on process innovation.

The current study advances our understanding of how DBI, a pre-condition to attaining digital business strategy, influences process innovation. Moreover, investigating the consequences of DBI should help offer an initial insight to managers and top management facing the challenge of implementing a successful digital footprint in an increasingly digital business landscape. Furthermore, to the best of the authors’ knowledge, this study is the first to investigate how digitization efforts and knowledge management practices jointly affect process innovation.

While much has been debated about venture formation and demise, the behavioral dynamics of why entrepreneurs intend to continue and persevere post-startup have received scant attention and scrutiny. Building upon the rich tapestry of entrepreneurial cognition, the purpose of this paper is to forward entrepreneurial continuance logic as a theoretical framework to empirically investigate the antecedents, contingencies and mediators of entrepreneurial continuance.

Using observations from surveying 156 practicing entrepreneurs across the USA, UK, South Africa and India, this research offers interesting findings.

Results surface attitudinal tensions between the transactional attitudes of entrepreneurial climate, entrepreneurial responsiveness and calculative commitment and the relational attitudes of affective and normative continuance. Specifically, the authors find that affect is the strongest direct predictor of continuance intentions but only in the absence of entrepreneurial responsiveness behavior.

Entrepreneurial responsiveness, rather than commitment, is found to be a core continuance constituent, traceable as a positive influence on continuance as a direct antecedent, a moderator and a mediator.

The research reveals that entrepreneurs willing to seize and adapt to a changing entrepreneurial landscape are more like to continue with their ventures, but not just driven by strict underpinnings of affect and norms but by a strong sense of economic rationality.

Entrepreneurial continuance is an important behavioral phenomenon with substantial socio-economic consequences. Given the scant attention paid to entrepreneurial continuance – symptomatic of broader downstream effects of entrepreneurial survival and positive socio-economic spillovers, the authors embark on a systematic investigation of continuance intention as post-startup behavior.

The paper explains post-startup entrepreneurial behavior in several ways. First, while affective commitment, a relational attitude, still drives continuance intentions, calculative commitment, a transactional attitude, is a significant contender. Interestingly, the nature of contemporary entrepreneurship disregards continuance behavior based on norms. Second, entrepreneurial responsiveness needs to be cautiously examined in relationship to commitment and continuance. Entrepreneurial responsiveness, a transactional attitude, positively influences continuance; however, in the presence of a relational attitude such as affective commitment, the interplay reduces continuance intentions. Third, perceptions of entrepreneurial climate are found to trigger more opportunity-seeking behavior among entrepreneurs, which in turn increases an entrepreneur’s intention to continue.

This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).

The effects of organizational complexity and of the temporal locus of learning on knowledge sharing are closely examined through a qualitative case study of four projects in a mid‐size manufacturing firm.

Distinguishing between the prior and resulting shared knowledge, this paper uses case studies to establish the importance of learning‐before‐doing over learning‐by‐doing under conditions of entrepreneurial resource constraints.

This paper revisits and extends the Hoopes and Postrel knowledge integration framework to include the mediating effects of organizational complexity and timing of learning on EPD performance in technology‐based firms.

In order to better capture the impact of knowledge sharing on EPD, the paper also develops a method for measuring knowledge transfer directly in terms of three knowledge dimensions: depth, scope, and action.

The paper revisits and advances the conversation on knowledge sharing to highlight the importance of learning before doing in (entrepreneurial) firms facing resource constraints, where pure reliance on “on the job learning” may impede efficiencies and delay the absorption of knowledge for effective collaboration, integration and gains.

This paper aims to explore possible internal and external challenges of foreign multinational enterprises (MNEs) from developed countries to develop sustainable environmental development programs in China.

The research is based on the author's five years' field work (2006‐2010) in China. A total of 30 Chinese executives from 20 different foreign MNEs were interviewed about their companies' corporate social responsibility (CSR) programs.

The focus of 19 companies' environmental programs (95 percent) is internal production and operation efficiency. Only one of 20 companies is committed to increasing the capacity of local Chinese suppliers to comply with the environmental code of conducts listed in their CSR programs and to enable the entire global supply chain to fulfill the international environment standards. The key challenges for foreign companies not to have “holistic and integrated” approaches in their environmental programs are many: keen price competition among Chinese suppliers that are at the low end of global supply chains, some local governments prefer to have economic growth at the expense of environmental welfare, some companies prefer to pay an environmental fee for polluting the local environment as the fee is not high enough to reflect the cost, and the message given by CSR managers to Chinese suppliers are not implemented by their companies' purchasers.

This paper is the first attempt to examine how foreign MNEs balance their CSR requirements internally while managing the performance of their Chinese suppliers to be up to the CSR standards in the global supply chain.

The purpose of this study is to examine the current state of sustainability efforts within the field of supply chain management, more specifically supply chain logistics operations, and to identify opportunities and provide recommendations for firms to follow sustainable operations. This study also aims to stimulate further research within the area of sustainable logistics operations.

The reasons why it is important to implement sustainability into supply chain operations is discussed. Based on a review of the extant literature, various areas within the logistics function where sustainability can be implemented are then presented. Some short‐term and long‐term recommendations for the successful implementation of sustainability in the logistics function of supply chains are provided.

There has been very little work done to understand the role and importance of logistics in an organization's quest towards sustainability. For firms to implement a sustainability strategy in their supply chain operations, the logistics function needs to play a prominent role because of the magnitude of costs involved and the opportunity to identify and eliminate inefficiencies and reduce the carbon footprint.

Firms in their quest for sustainable logistics operations must start early and start simple. A top management commitment is required for such efforts to be successful. Also, firms need to be able to visualize and map out their supply chains and benchmark their sustainability efforts with other firms in their industry.

Firms need to follow sustainable practices in their overall operations and in their logistics operations in particular because not only does it have financial and other intangible benefits, but it is also the right thing to do. Firms have a great social responsibility especially with respect to use of non‐renewable sources of energy and materials and also with respect to how their products are used and handled once they reach the end of their life cycles.

This paper is the first of its kind which examines the state of sustainability within the field of supply chain logistics operations and identifies areas and sets the agenda for future research in this field.

This paper aims to provide information about which conditions green supply chains have to fulfil in order to attain an environmentally sustainable situation.

The paper describes a macro economic analysis in which, first, the non‐human – made physical surroundings is described as a collection of possible uses, or environmental functions, on which human life is entirely dependent. Second, the possibilities and impossibilities of evaluating environmental functions are described. Third, it is stated that competing functions are by definition economic goods. Fourth, the concepts of national income (NI) ex asymmetric entries and the environmentally sustainable national income (eSNI) are formulated. Fifth it is shown why the estimate of eSNI has to be realised with the aid of an economic model. Sixth, it is argued why there is no conflict between environmental conservation and employment. Finally, the relation of this analysis and supply chains is given.

The results of an environmentally sustainable production level (the eSNI) is given, both for The Netherlands and for the world. It is found that a series NIs ex asymmetric entries and a series of eSNIs alongside the standard NI would greatly ameliorate the information about the inevitable choices between the growth of production and safeguarding vital environmental functions for future generations.

Both the concepts presented and the results of the estimates are original.

This paper seeks to frame and model the environmental issues and impacts associated with the management of pallets throughout the entire life cycle, from materials to manufacturing, use, transportation to end‐of‐life disposal.

A linear minimum cost multi‐commodity network flow problem is developed to make pallet‐related decisions based on both environmental and economic considerations.

This paper presents a review of the environmental impacts associated with pallets by life cycle stage. The types of materials used to fabricate pallets, the methods by which they are treated for specific applications, and various pallet management models are described with respect to embodied energies, toxicity and emissions. The need for companies to understand the cost, durability, and environmental impact tradeoffs presented by pallet choices is highlighted. The paper introduces a model to assist in choosing both how pallets are managed and the material they are constructed of that balances these tradeoffs.

There is limited research on the environmental impact of different management approaches of large‐scale pallet operations. The proposed model and approach will provide companies seeking to engage in more sustainable practices in their supply chains and distribution with insights and a decision‐making tool not previously available.

This paper aims to examine whether some countries achieve logistics efficiency at the cost of undermining environmental quality. In so doing, a hybrid index, the green logistics performance index (GLPI) combining both the LPI and the environmental performance index (EPI), is constructed.

Being a macro analysis measuring the green supply chain efficiency of a country, this paper utilizes the secondary data compiled by the World Bank and the World Economic Forum. A series of simple regression analyses were conducted in order to find out the varying degrees of association between the LPI, the EPI, the GLPI and the national income level.

As active logistics activities can have an impact on carbon footprints such as greenhouse gas emissions, it was found that some countries chose to increase their income level at the expense of the environment degradation. Consequently, the GLPI is suggested as a good indicator of a country's green logistics efficiency, showing what impact the country's logistics competitiveness has on its environment.

This paper is the first attempt to measure the efficiency of the supply chain of a country from a green perspective by proposing the GLPI combining the LPI and the EPI. It is also the first literature in the supply chain management academia to utilize both the LPI and the EPI.

How can managers optimally distribute rewards among individuals in a job group? While the management literature on compensation has established the need for equitable reimbursements for individuals holding similar positions in a function or group, an objective grounding of rewards allocation has certainly escaped scrutiny. This paper aims to address this issue.

Using an optimization model based on a financial rubric, the portfolio approach allows organizations to envision human capital assets as a set (i.e. a team, group, function), rather than independent contractors. The portfolio can be organized and managed for meeting various organizational objectives (e.g. optimizing returns and instrumental benefits, assessing resource allocations).

This research introduces an innovative portfolio management scheme for employee rewards distribution. Akin to investing in capital assets, organizations invest considerable resources in their human capital. In doing so, organizations, over time, create a portfolio of human capital assets. The findings reduce large variances in rewards distribution yet serving employee and management considerations.

The research has tremendous implications for managers who can mitigate serious equitable rewards distribution issues by creating a process that exemplifies rewards distribution using four different rewards allocation scenarios based on varying managerial prerogatives.

This research is a unique model that addresses a pressing human resource issue by solution based on a usable and feasible optimization mechanism from financial portfolio theory.