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This study develops and tests a model exploring the relationship between supply chain (SC) counterfeit risk management and performance in the healthcare supply chain (HCSC).

In the proposed theoretical model, HCSC counterfeit risk management is characterized by HCSC counterfeit risk orientation (HCRO), HCSC counterfeit risk mitigation (HCRM) and HCSC risk management integration (HRMI), while performance is represented by healthcare logistics performance (HLP) and healthcare organization overall performance (HOP). Partial least squares structural equation modeling (PLS-SEM) and survey data from 55 HCSC managers are used to test the research hypotheses.

HCRO has a significant positive effect on HCRM, while HCRM has a positive impact on HRMI. With respect to HLP, HCRM has a nonsignificant effect, while HRMI has a significant impact, thus confirming the important mediating role of HRMI. Finally, HLP has a significant positive effect on the overall performance of healthcare organizations.

All study participants were from the United States, limiting the generalizability of the study findings to different countries or regions. The sample size employed in the study did not allow the authors to distinguish among the different types of healthcare organizations.

This study delineates between a healthcare organization's philosophy toward counterfeiting risks vs actions taken to eliminate or reduce the impact of counterfeiting on the HCSC. By offering firm-level guidance for managers, this study informs healthcare organizations about addressing the challenge of counterfeiting in the HCSC.

The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To accomplish this, a questionnaire was developed for a postal survey. The questionnaire was based upon the Competing Values Model of Culture and the Baldrige Award criteria to define the position of the company in their strategic quality approach. This questionnaire was then sent to 1000 members of the American Society for Quality. A total of 219 usable responses were received and analyzed. The results indicate that higher Baldrige scores tend to be significantly related to the Adhocracy and Group cultural types.

The purpose of this paper is to examine differences among industry classes and supply chain positions in order to gain insight into quality management program maturity across industries and within supply chains.

Data for comparison in this study comes from an e-mail survey of professionals across the USA, employed primarily in sourcing or logistics (i.e. Institute for Supply Management (ISM) and Council for Supply Chain Management Professionals (CSCMP)).

This study found that quality maturity varies by industry class. While prior studies have found differences by industry class, they have been limited to at most three classes, while this study examined 17 classes. This study also examines quality maturity by supply chain position, with the finding that quality maturity differed by supply chain position depending on how position is defined. Questions are raised regarding the proper characterization of supply chain position.

The sample group represents members in only two professional groups, ISM and CSCMP. Not all industry groups or supply chain positions were well-represented due to some small sub-group sizes.

Quality program maturity is generally not uniform and there are potentially many opportunities for substantial improvement across various sectors by specific industry. Partnering with suppliers is a recommended approach for sectors lagging in quality maturity.

This research extends the examination of quality management practice in the supply chain by studying a large number of industry classes and supply chain positions and assesses differences in quality maturity across these classes and positions.

Total Quality Management activities are gaining prominence in higher education. Many universities and colleges are implementing these activities across their institutions and incorporating them into the curriculum. Total Quality Management adoption by academia may enerally be attributed to pressures from industry. This research studies the views and expectations of industry managers across the United States on the subject of Total Quality Management in business education. The related literature is reviewed and from it research questions are posed concerning managers’ views of Total Quality Management adoption in business education. Managers were surveyed, and their views in general align well with those of prominent industry advocates. Industry managers in the study, however, are sending the message that knowledge of Total Quality Management is not a prerequisite for employment. In addition, given their opinion that industry is not the primary customer of the business school, managers may be neglecting the supplier‐customer relationship with area business schools. This is a gap that needs to be bridged if business schools are expected to embrace Total Quality Management practices.

The purpose of this paper is to explore the mediating effect of supply chain risk management integration (RMI) on the relationship between supply chain logistics performance (LP) and supply chain cost performance (CP), as well as on the relationship between LP and supply chain service performance (SP). The impact of CP and SP on overall firm performance (FP) is also explored. ISO 9001-certified firms and non-certified firms are assessed to determine whether superior risk-based thinking, as required in the latest ISO 9001 standard, has a positive impact on the different relationships.

A theoretical model is developed and tested based on the participation of 140 supply chain managers. The proposed structural equation model positively relates LP, RMI, CP and SP. RMI is positively linked to CP and SP, while CP and SP are positively related to overall FP. Two subsamples (a group of 63 ISO 9001-certified firms and a group of 77 non-certified firms) are used to evaluate the model.

For certified and non-certified firms, LP is positively related to RMI, CP and SP, and SP and CP are positively related to FP. However, for certified firms, RMI partially mediates the relationship of LP with both CP and SP, while for non-certified firms, RMI does not mediate these relationships. The findings suggest that ISO 9001-certified firms are able to leverage RMI efforts to impact positively on supply chain performance, whereas non-certified firms are not.

The study findings are based on the perceptions of managers. Even though the majority of the 63 certified firms included in this study were ISO 9001:2015 certified, the model results do not differentiate between companies certified to the 2008 version of the standard and the 2015 version (which specifically requires demonstration of risk-based thinking).

This study suggests that ISO 9001 provides a framework for risk management processes and collaboration with supply chain partners to positively impact the relationship of LP with cost and SP.

This is one of the first studies to characterize the benefits of using a structured approach for risk-based thinking that is associated with ISO 9001.

The purpose of this paper is to explore the expectations for ISO 9001 certification in a group of small- and medium-sized enterprises, then to assess the reasons for their subsequent abandonment of the certification and the long-term impacts of that decision.

Data for this study come from longitudinal case studies involving a series of questionnaires, in-depth on-site interviews and informal conversations with top managers of 22 firms in the heating technology service industry in Poland. The research process was conducted in three stages. The first stage occurred in the Summer of 2008 in which a broad analysis was conducted of the impact of ISO 9001 certification on the functioning of the organizations. The second stage was conducted in 2012, to gather the information about the organizations that subsequently abandoned their ISO 9001 certification. The third stage was carried out in 2016 to examine the longer-term impact of ISO 9001 certification abandonment in these organizations.

The main motivation for study participants obtaining ISO 9001 certification centred around market visibility and gaining new customers rather than on lowering operating costs or improving quality. Managers also expected certification to improve organization documentation. The decision to abandon certification had to do with lack of time for improvement efforts and questionable cost-benefit that could lead to higher prices. Certification was considered unnecessary to achieve the goals of the organization. In retrospect, only a small percentage (20 per cent) of small- and medium-sized enterprises in the sample group felt that abandoning ISO 9001 certification was largely the correct decision. A majority (53 per cent) thought it was largely a regrettable decision.

The research is based on a limited number of case studies for smaller organizations in one purchasing group in industry rather than on a large cross-section of different organizations sizes and types. Therefore, the ability to draw statistical inferences is limited and the results may not generalize to other settings. However, this appears to be one of the few studies of its kind on voluntary abandonment of the certification.

It is important for business managers to understand not only the reasons supporting initial certification, but the rationale that organizations cite for abandonment of the certification and the long-term impacts of that decision.

A study of voluntary ISO 9001 certification abandonment appears to be relatively absent in the literature. This research opens a new area of research into the assessment of potential consequences of abandoning the certification.

The purpose of this paper is to adopt a contingency theory from a quality perspective to develop a model for assessing the impact of counterfeit prevention efforts on supply chain (SC) performance.

Based on the participation of 140 managers across ten industry sectors, a theoretical model is proposed and structural equation modeling is used to examine the relationships among SC risk management integration, SC counterfeit risk orientation (CRO), SC counterfeit risk mitigation (CRM), SC metric consistency (MC) and SC performance (service and cost benefits).

Findings suggest that firms with greater SC risk management integration have a stronger orientation toward counterfeit risk, greater maturity in CRM, more consistent SC metrics and better SC performance outcomes. CRO alone was not found to significantly improve SC MC.

Results are based on managerial perceptions of SC counterfeit risk and performance metrics. Survey respondents were predominantly from the same country (the USA).

The paper represents a potential quality management framework for SC risk management, in the context of counterfeiting that includes a contingency perspective.

The study advances knowledge of how firms may address the challenging issue of counterfeiting in the SC. Empirical findings offer a firm-level quality management framework for managerial decision making in the context of counterfeiting.

The purpose of this paper is to explore the nature of ISO 9001 certification and diffusion in the USA in relation to organizational supply chain position, quality maturity, and supplier quality maturity.

Data for comparison in this study comes from an e-mail survey questionnaire of supply chain professionals across the USA. A pilot survey was initially e-mailed to 100 supply chain professionals and preliminary data from 27 respondents were used to revise the questionnaire. Respondents to the revised questionnaire returned 565 e-mailed questionnaires out of 2,924 active e-mail addresses.

The results suggest that companies adopting ISO 9001 are likely doing so as part of an overall quality management program more so than from direct market pressure. It appears that ISO 9001 certification rates differ by organizational position in the supply chain. ISO 9001 certified organizations are more likely to have quality programs of greater maturity and suppliers with greater quality maturity than organizations that are not ISO 9001 certified. Certified organizations are also more likely to use suppliers that are ISO 9001 capable or certified than non-ISO 9001 organizations.

Not all industry groups or supply chain positions were well-represented due to some small sub-group sizes.

The study of ISO 9001 certification in US organizations has been lacking in the literature. Given the weak adoption rate of ISO 9001 in the USA, this study helps characterize ISO 9001 certification from a supply chain perspective and explores possible reasons for low certification rates.

This research extends the knowledge of quality management in the supply chain by studying ISO 9001 certification in relation to supply chain position and differences in quality maturity between certified and non-certified organizations in the USA.

The purpose of this research is to develop a validated general measure of supply chain risk management maturity (SCRMM) to assess organizational risk management maturity in the context of the supply chain (SC).

Dimensions and statements measuring SCRMM were developed through a literature review and consultation with experts. The instrument was refined through a pilot study and a full-scale study of 140 SC managers in the USA. A final SCRMM instrument, consisting of 25 statements, was obtained through scale purification, exploratory factor analysis, reliability analysis, and confirmatory factor analysis of construct validity. Cluster analysis was conducted to characterize the organizational groupings with respect to the instrument dimensions.

SCRMM was found to be comprised of the three main dimensions of SC Risk Management Orientation, Enterprise Risk Management Integration (ERMI), and SC Risk Collaboration. ERMI was found to be comprised of the three sub-dimensions of SC Risk Mitigation, Improvement of Risk Management Processes, and Organization Internal Risk Management. Cluster analysis revealed three groups characterized according to SCRMM as leaders, followers, and laggards.

The findings are based on a sample in the USA, so the SCRMM scale may not generalize to supply chains in other countries or geographic regions.

The instrument provides a self-assessment and benchmark tool for businesses to advance their SC risk management through different stages of maturity.

This is a pioneering general instrument that treats risk management maturity of the organization in the context of the SC. Participants span many industries and SC positions.

Comprehensive management systems such as ISO 9001 or ISO 14001 are designed to help organizations improve processes, ensure customer satisfaction, efficient information flow, efficient use of resources and many other prosperous management areas. These systems can also bring unintended direct and indirect effects on organizations. In this study, the authors examine the environmental effects that the implementation of these management systems cause.

A survey-based methodology was used for this study, with textile organizations in three countries – Poland, Slovakia and the Czech Republic. The research focused on four areas related to environmental effects. The first area was the level of improvement of the organizations' environmental performance, which was examined by the methods of descriptive statistics. The second area was analyzing differences in environmental effects concerning the implementation of the systems using inferential statistics. The third area was the analysis of latent links between individual effects using factor analysis.

This study's insights shed some light on the benefits of implementing more, not fewer systems with benefits to organizations and entire industries with new possibilities for economic growth that do not have to come at the expense of the environment.

Organizations implementing management systems can realize dynamic benefits across a supply chain and within a manufacturing organization. Here the authors see an opportunity for ISO systems as a stepping stone to a more sustainable textile manufacturing economy.