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The purpose of this study aims to develop and test a motives-mass customization (MC) capability-performance model by dividing MC capability into product-oriented MC capability and service-oriented MC capability.

This research tests the hypothesized relationships using survey data from 277 Chinese manufacturing firms.

The results indicate that instrumental, relational and moral motives all have significantly positive impacts on product-oriented and service-oriented MC capability. The authors also find that product-oriented MC capability partially mediates the impacts of relational and moral motives on operational, environmental and economic performance, while service-oriented MC capability partially mediates the impacts of instrumental, relational and moral motives on operational, market, environmental and economic performance.

This study complements the existing MC literature by describing MC capability into two dimensions: product-oriented MC capability and service-oriented MC capability.

This study aimed to investigate how different supply chain integrations (SCIs) (i.e. information integration and organisational integration) would impact product- and service-oriented mass customisation capability (MCC) differently and the moderating role of characteristics of customer needs (i.e. customer need tacitness and diversity).

From the perspective of information processing theory (IPT), the authors tested the hypotheses using survey data from 277 Chinese manufacturers.

The findings indicate that both information and operational integration contribute to product- and service-oriented MCCs. Operational integration promotes product-oriented MCC more, whereas information integration has a greater impact on service-oriented MCC. In addition, customer need tacitness negatively moderates the impact of operational integration on both product- and service-oriented MCC. Customer need diversity negatively moderates only the impact of operational integration on service-oriented MCC.

Managers should focus on not only the position (internal or external) but also the function of SCI when making decisions towards enhancing MCC. Diverse abilities to integrate with different functions are associated with different MCCs.

This study distinguishes between product- and service-oriented MCCs and provides novel insights for understanding how to enhance MCC from a SCI perspective.

This study aims to examine the impacts of the novelty-centered business model design (NBMD) and efficiency-centered business model design (EBMD) on mass customization capability (MCC), as well as the mediating role of supply chain integration.

Using survey data from 277 Chinese manufacturing firms, we test the hypothesized relationships by conducting structural equation modeling.

The results indicate that both NBMD and EBMD have significantly positive impacts on product-oriented MCC and service-oriented MCC. In addition, three dimensions of supply chain integration play different mediating roles in the relationship between BMD and MCC. Specifically, relational integration partially mediates the impacts of NBMD and EBMD on service-oriented MCC, information integration partially mediates the impact of NBMD on product-oriented MCC and service-oriented MCC and operational integration partially mediates the impact of NBMD and EBMD on product-oriented MCC.

This study opens the “black box” in the relationship between business model design and MCC, which offers insights on the complex process of supply chain integration and considers business ecosystem for operational performance.

This study aims to explore how operational coordination affects mass customization capability (MCC) via organizational agility, the double-edged sword effect of customer need diversity and the moderating effect of competitive intensity based on dynamic capabilities perspective.

This study examines the research hypotheses using hierarchical regression analysis by collecting data from 277 Chinese firms.

The results reveal that organizational agility partially mediates the impacts of operational coordination on product-oriented and service-oriented MCC. Customer need diversity is positively related to operational coordination, whereas negatively moderates the relationship between operational coordination and organizational agility. Moreover, competitive intensity negatively moderates the relationship between organizational agility and service-oriented MCC.

This study mainly used perceptual scales to measure organizational agility. There is a need to measure agility through Agility Index which consists of features' combination that enables agility.

Managers would thus do well to integrate business activities with supply chain partners and strive to foster an agile organization. Additionally, managers should take the leadership to assess the customer need and invest time and resources to respond to it when needed even though the response may be difficult.

Although the importance of MCC in meeting personalized customer needs has been recognized, whether and how customer need diversity affects MCC remains unclear. This study provides a framework to study the relationships between customer need diversity and MCC, which deepens our understanding of how to enhance MCC to respond to diverse customer needs.

This study aims to explore how to respond to market turbulence by big data analytics (BDA) capability and mass customization capability (MCC) from the perspective of organizational information processing theory (OIPT).

This study examines the research hypotheses using hierarchical regression analysis by collecting data from 277 Chinese firms.

The results reveal that supply chain agility (SCA) completely mediates the impacts of technical skills on product-oriented and service-oriented MCC and the impact of data-driven decision-making culture (DDC) on service-oriented MCC. SCA also partially mediates the impacts of managerial skills on two dimensions of MCC and the impact of DDC on product-oriented MCC. In addition, market turbulence strengthens the impact of managerial skills on SCA.

This study provides insightful contributions and implications for enhancing MCC to cope with market turbulence.

This study aims to investigate the internal elements that help in the introduction of a service logic into a goods-oriented organization by focusing on corporate culture and human resource management (HRM) practices.

The study uses a qualitative single case study research design. Data have been collected through archival data and 14 semi-structured interviews to managers, employees and retailers of a bike manufacturer.

The research identifies the following three new internal elements affecting the service orientation of corporate culture of a company with a customization strategy: shared vision built up with the participation of the whole organization; rooting the service orientation into the past history; passion and collaborative study deployed through digital tools. Additionally, related to HRM, the research finds another two elements: emotional salary and that a collective way of understanding and sharing the service infusion is needed.

Given that this is a qualitative research based on a single case study the identified key elements of corporate culture and HRM practices cannot be used as a predictive tool. However, the depth of evidence is significant and allows analytical generalizations, which enable us to put forward tentative propositions for future research.

For managers of industrial firms, the identified elements provide an insight on how to smooth the transition from goods-to service-oriented organization. The shift demands the development of an adequate corporate culture and distinctive management of human resources.

Building on previous literature, the research offers the academic community five new soft elements to be studied in the service infusion process and can guide top managers on how to engage the entire organisation in a service-oriented manner.

By introducing the mass customization service mode into the cloud logistics environment, this paper studies the joint optimization of service provider selection and customer order decoupling point (CODP) positioning based on the mass customization service mode to provide customers with more diversified and personalized service content with lower total logistics service cost.

This paper addresses the general process of service composition optimization based on the mass customization mode in a cloud logistics service environment and constructs a joint decision model for service provider selection and CODP positioning. In the model, the two objective functions of minimum service cost and most satisfactory delivery time are considered, and the Pareto optimal solution of the model is obtained via the NSGA-II algorithm. Then, a numerical case is used to verify the superiority of the service composition scheme based on the mass customization mode over the general scheme and to verify the significant impact of the scale effect coefficient on the optimal CODP location.

(1) Under the cloud logistics mode, the implementation of the logistics service mode based on mass customization can not only reduce the total cost of logistics services by means of the scale effect of massive orders on the cloud platform but also make more efficient use of a large number of logistics service providers gathered on the cloud platform to provide customers with more customized and diversified service content. (2) The scale effect coefficient directly affects the total cost of logistics services and significantly affects the location of the CODP. Therefore, before implementing the mass customization logistics service mode, the most reasonable clustering of orders on the cloud logistics platform is very important for the follow-up service combination.

The originality of this paper includes two aspects. One is to introduce the mass customization mode in the cloud logistics service environment for the first time and summarize the operation process of implementing the mass customization mode in the cloud logistics environment. Second, in order to solve the joint decision optimization model of provider selection and CODP positioning, this paper designs a method for solving a mixed-integer nonlinear programming model using a multi-layer coding genetic algorithm.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

The purpose of this paper is to examine the push effect of risk on supply chain (SC) performance, a new concept in the SC risk body of literature, at service-oriented firms.

Two models were compared: first, contains relationships between risks that show the mechanism of the push effect, i.e. the theoretical model. The other, only exists in direct effects of risks on SC performance, i.e. the competitive model.

Test results proved that the mechanism of the push effect can increase the degree of impact of each and all risks on outputs. By the push effect, risks can explain up to 65 percent variance of SC performance compared with 52 percent of the model without push effect. Moreover, the research found two kinds of the push effect: positive – increasing the impact of “pushed” factors on outputs and vice versa for negative.

The mechanism of the push influence will be broken if mutual interaction among risks was minimized. Practitioners and managers can apply the resultant model as a “road map” in their context to achieve this purpose.

Vargo and Lusch (2008) argued that service-oriented firms will be a new trend since the modern-day industry tends to more focus on customer demand. SC management gradually shifted toward demand chain management that organizations will not make and sell units of output but producing customized services to customers (Walters, 2008). This transformation has led to the emergence of new risks, the impact of risk on the SC also varies and the mismatch of the current risk mitigation strategies (Lusch et al., 2007). Dealing with these changes is the purpose of this research.