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It is difficult to ascertain the success factors and outcomes of deleting a brand, since these factors and outcomes differ by type of industries, firms, and brands, and vary based on contextual and organizational situations. Brand managers would benefit by having a guide explaining various factors that contribute to a successful brand deletion and providing measures of brand deletion success. Therefore, the purpose of this article is to present a list of success factors and outcomes of brand deletion, which brand managers can adapt to their specific brand deletion context and which academic researchers can use to further investigate the systemic aspects of brand deletion.

This article adopts a conceptual viewpoint methodology.

If brand deletion leads to improvements in business performance represented by better customer relationship management, superior competitive position, and boosts in financial performance without degrading stakeholder relationships, it can be called a success. Various factors contribute to this success such as a proactive approach to brand deletion with the involvement of top management and cross-functional teams, timely implementation of the decision, considering the strategic role and importance of the brand to be deleted in the overall brand portfolio, and managing interests of all key stakeholders affected by and influencing brand deletion.

Marketing practitioners can use the guidelines provided in this article and adapt it to their individual idiosyncratic contexts during brand deletion decision-making and implementation. Researchers are encouraged to further investigate the phenomenon of brand deletion strategy and focus more research attention on developing strong empirical knowledge in this important yet under-researched field.

The purpose of this paper is to identify how organizations can evaluate the green product deletion decision within an environmentally sustainable consumption and production environment through a hybrid multistage multiple criteria evaluation approach.

This paper proposes a decision-making model by integrating “soft computation” using neighborhood rough set theory, fuzzy cluster means, and cumulative prospect theory. Literature is used to identify various factors for the decision environment. An illustrative problem provides insights into the methodology and application.

The results indicate that green products can be evaluated from both their relative environmental burdens and benefits. Sustainable consumption and production factors that play a role in this multifactor decision are identified. The results show that a comprehensive evaluation can capture an effective overall picture on which green product(s) to delete.

The opaqueness of the proposed methodology may cause less acceptance by management. The methodology made a number of assumptions related to the data. An actual application of the tool rather than just an illustrative example is needed.

The main contribution of this study is the novel integration of supply chain perspectives, both upstream (supply and production) and downstream (demand/usage), with green product deletion decision making. The hybrid multistage technique has advantages of being able to incorporate many factors that have a variety of quantitative and qualitative characteristics to help managers address green product deletion issues as well as its impact on greening of supply chains and organizational environmental sustainability. This paper adds value to product deletion, supply chain management, and sustainable production and consumption literatures.

The purpose of this paper is to identify the mediating effect of lean management (LM) dimensions on the relationship between flexible manufacturing systems (FMS) dimensions and operational performance metrics.

A survey questionnaire was developed based on previous literature and interviews conducted at the automotive facilities visited that identified 28 lean dimensions, 15 flexibility dimensions and 8 operational performance metrics. The survey was presented to 175 North American automotive manufacturing managers through interviews conducted at 64 automotive facilities. A total of 164 usable responses were studied.

Lean and FMS are multi-dimensional philosophies, the results demonstrate that the automotive industry in North America has implemented many dimensions of both philosophies. Each dimension is categorized based on specific organizational metrics. The 64 facilities studied use common dimensions identified by this study for lean and flexibility. Data analysis indicates a direct link between lean, flexibility and operational metrics. It shows that LM plays a critical role in improving the impact of flexibility on performance metrics. The results also indicate that specific lean and FMS dimensions or categories have higher significant roles than others in the relationship between LM, FMS and operational performance metrics.

Since the sample size only considered automotive manufacturing facilities, the results need to be considered with caution.

This research empirically develops a framework linking FMS and LM to operational performance metrics. This research addresses an area within which there is little consensus on the relationship between LM, FMS and their impact on operational performance metrics. The study is unique due to the depth and breadth of the investigation that far exceeds previous literature conducted. In addition, this research highlights the LM and FMS practices on which managers should focus on when attempting to improve operational performance metrics at their facility.

Purpose: This conceptual paper aims to identify how financial inclusion relates to sustainability and the level of sustainable development.

Methodology: The paper used discourse analysis to identify how financial inclusion relates to sustainability and the level of sustainable development.

Finding: The paper argued that granting access to basic formal financial services contributes to greater sustainable development by ensuring that access to finance is guaranteed sustainably, and basic financial services are provided sustainably and based on sustainability principles to yield a lasting impact for sustainable development. The paper also argued that financial inclusion increases the level of sustainable development because financial inclusion increases the economic opportunities and social welfare of banked adults while it only provides limited benefits for the environment. This approach links financial inclusion to sustainable development by adopting sustainability principles in offering basic financial services to banked adults.

Implication: Consequently, a synergy between financial inclusion and sustainable development is needed. The synergy should be based on sustainability principles, requiring policies integrating financial inclusion into the sustainable development agenda.

Originality: This paper is the first to identify the relationship between the financial inclusion agenda, the sustainable development agenda and the sustainability agenda.

The purpose of this paper is to robustly establish whether firms are implementing Lean or Agile production in the automotive supply chain (SC) and, by drawing on contingency theory (CT) as our theoretical lens, independently determine whether Lean and Agile firms can be distinguished based upon contextual factors.

Primary quantitative data from 140 firms in the West Midlands (UK) automotive industry were obtained via a constructed survey. Analysis incorporated the use of logistic regressions to calculate the probability of Lean and Agile organisations belonging to different groups amongst the contextual factors investigated.

Lean and Agile firms co-exist in the automotive SC and Lean firms were found to be at higher tiers of the SC, while Agile firms were found to be at lower tiers.

The originality of this study lies within the novel methodological attempt used to distinguish Lean and Agile production, based upon the contextual factors investigated. Not only is the importance of CT theoretically approved, but “received wisdom” within SC management is also contested. Extant literature propagates that the automotive SC is comprised of organisations that predominantly adopt Lean production methods, and that in SCs comprised of both Lean and Agile organisations, the firms closer to the customer will adopt more flexible (Agile) practices, while those that operate upstream will adopt more efficient (Lean) practices. The findings from this study have implications for theory and practice, as Lean and Agile firms can be found in the automotive SC without any relationship to the value-adding process. To speculate as to why the findings contest existing views, resource dependence theory and, more specifically, a power perspective, was invoked. The authors provide readers with a new way of thinking concerning complicated SCs and urge that the discipline of SC management adopts a “fourth” SC model, depicting a new Lean and Agile SC configuration.

Recent decades have witnessed a rising concern regarding the prosperity of the environment and utilisation of resources. A sustainable approach is being promoted in all sectors. In the field of tourism, sustainable tourism is widely discussed among researchers and practitioners. On the other hand, luxury tourism is criticised for lavish resource utilisation to serve the few luxury tourists. There is a need to include sustainability in luxury tourism to benefit the environment, local communities, tourist destination and luxury tourists. However, sustainable luxury tourism is an emerging concept and needs more investigation. This chapter attempts to present the existing knowledge about sustainable luxury tourism by implementing a systematic literature review. Further, the opportunities and challenges associated with sustainable luxury tourism are being highlighted. This study has identified the factors that need to be considered to promote sustainable luxury tourism. Moreover, suggestions of the researchers are being presented to serve as guidelines. This study includes an example of the Diphlu river lodge, which has practised sustainable luxury tourism for many years. The viewpoint of luxury tourists are being understood by analysing the reviews of tourists from TripAdvisor using NVIVO-12 qualitative data analysis software. The combination of literature review and practical information provides insight into sustainable luxury tourism.

The purpose of this paper is twofold: first, to evaluate the roles of a transactive memory system and the supply network flexibility (SNF) of the firm as antecedents of a firm’s supply chain agility (FSCA), also incorporating the moderating role of the transactive memory system; and, second, to evaluate the relationship between FSCA and operations performance (OP).

Four hypothesized relationships are tested with survey data from 190 high-tech firms using structural equation models.

FSCA can be enhanced through the transactive memory system and SNF, although a higher degree of transactive memory system weakens the positive relationship between SNF and FSCA. A positive relationship is identified between FSCA and OP, while FSCA mediates the relationship between SNF and OP.

Managers can increase FSCA and improve OP by developing both the transactive memory system and SNF. Given that firms have limited resources, investment in internal capabilities should be prioritized as this appears to be more effective at developing FSCA.

The findings expand the literature by exploring two antecedents of FSCA and by analyzing the impact of FSCA on different measures of OP. Few prior studies have highlighted the importance of the transactive memory system to the operations function.

This study aims to examine the full mediating role of supply chain flexibility (SCF) between lean production (LP) and business performance (BP) found in the previous literature. This effect negates the direct LP-BP effect (the so-called “total eclipse effect”). The authors analyze the individual contributions that the different SCF dimensions (sourcing flexibility; operating system flexibility, distribution flexibility and information system [IS] flexibility) make to the “total eclipse effect” between LP and BP produced by SCF. The relational resources-based view and resource orchestration theory are used to support the theoretical framework.

Covariance-based structural equations modeling (CB-SEM) is used to test the SCF LP-BP total eclipse hypothesis and four additional mediation hypotheses, one for each of the SCF dimensions. Data obtained via a questionnaire given to 260 companies are analyzed with CB-SEM, and SPSS Process is used to evaluate the mediation effect.

Research results indicate that only one of the dimensions (operating system flexibility) has a full mediation effect between LP and BP and is, therefore, the main contributor to the eclipse effect. Two other dimensions (sourcing flexibility and distribution flexibility) have partial mediation effects, so they also contribute to developing the eclipse effect, although to a lesser extent. Finally, IS flexibility is neither a full nor a partial mediation factor and does not contribute to the eclipse effect.

These findings have some important implications. For academia, they generate new knowledge of the role that each of the SCF dimensions or components plays in the LP-BP relationship. For company management, the findings offer supply chain managers specific information on the individual effects that the different types of SCF flexibility have between LP and BP. This will allow companies to target their efforts to develop certain types of flexibility in LP contexts depending on the outcomes that senior managers want to achieve with their SCs.

The purpose of this paper is to contribute to the existing knowledge about the relationships between advanced manufacturing technology (AMT), lean manufacturing (LM), agile manufacturing (AM), and business performance.

A questionnaire-based survey was performed to collect data from 189 Iranian automobile part manufacturers. Statistical analysis of hypothesized relationships was conducted via partial least squares structural equation modeling.

AMT significantly contributes to the development of both LM and AM. These manufacturing systems can co-exist in one system, and LM is a precursor to AM. LM contributes to operational performance whereas AM improves marketing performance and financial performance.

Relying on the cross-sectional data of this research, and lack of generalizability of findings are key limitations. An interesting direction for future research would be to empirically offer a hybrid lean-agile approach and further map the mechanism through which this hybrid approach can be achieved in practice.

Both LM and AM are information-intensive and highly supported by AMT. They contribute to different aspects of business performance. Pursuing both cost-leadership strategy and product mix flexibility is viable via hybridizing the lean and agile systems.

This study is among the first to address issues related to the lean-AM relationship among developing countries. This study is unique in the sense it shows the mechanism through which the value of AMT is truly transformed to performance improvement.

This article investigates the determinants of knowledge management system (KMS) adoption, specifically with reference to Malaysian organizations across various industries.

The structural equation modelling approach using PLS technique was utilized to analyze the hypotheses developed, based on the survey data from 830 respondents comprised of information technology or knowledge management managers in Malaysian organizations from various industries.

Knowledge management (KM) enabling processes, perceived usefulness of KMS, knowledge sharing culture, knowledge taxonomy, and policy and procedure for KMS work, display significant positive effects on the KMS adoption level, with KM enabling processes having the strongest significant positive influence. Meanwhile, incentive and reward, management commitment, and KMS perceived ease of use possess no significant direct effect. However, management commitment was found to have an indirect effect on the KMS adoption level, where its effect is mediated by knowledge sharing culture.

This article outlines several managerial implications for enhancing the adoption of KMS, which include establishing appropriate KM enabling processes, identifying pertinent information to be preserved, shared, and reuse, and generating initiatives to instil a culture of knowledge sharing.

The empirical findings support the relevancy of the technology acceptance model (TAM) construct of perceived usefulness in KMS adoption context and advances the understanding that knowledge sharing culture is a highly influential factor for this construct. This study enriches and extends technology acceptance theory by presenting a more holistic model for KMS adoption with the integration of influencing factors that are inherent to organization.