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This paper aims to investigate how the sustainable orientation (SO) of companies and the strategic importance of components strategic importance may affect the decision to purchase remanufactured items.

This study employed a 2 × 2 full-factorial (combining between and within-subjects), scenario-based, role-playing experiment. Subjects in the study were US managers familiar with purchasing/supply chain topics. The hypotheses were tested using linear regression models.

The findings suggest that before becoming aware of any social benefits, a company's SO directly affects purchasing decisions, especially when the component is strategic. Perceptional aspects also play a significant role.

This study may help managers develop strategies for adopting the use of remanufactured components. New studies can benefit from the findings by focusing on how awareness of social benefits may increase the likelihood of using remanufactured components.

The findings suggest that before becoming aware of any social benefits, a company's SO directly affects purchasing decisions, especially when the component is strategic. Perceptional aspects also play a significant role.

This paper aims to examines the moderating effect of small vs large supply base size on the relationship between strategic sustainable purchasing (SSP) and organizational sustainability performance (OSP). SSP is conceptualized as a dynamic capability consisting of strategic purchasing and environmental purchasing. Environmental collaboration is conceptualized as a mediator between SSP and OSP. Extant research has not examined the effect of the size of the supply base on the relationship between SSP and OSP.

The hypothesized relationships are tested using a two-step multi-group analysis in partial least squares-structural equation modeling (PLS-SEM).

A small supply base size positively moderates the relationship between SSP and environmental collaboration, thus achieving OSP. In contrast, when the supply base is large, strategic purchasing is positively associated with environmental collaboration, while environmental purchasing is negatively related to environmental collaboration. A large supply base has a positive relationship to environmental collaboration and economic sustainability, while the relationship between environmental collaboration and environmental and social performance is not significant.

This research argues that despite the nuances in the moderating effects of small versus large supply base size, managers need to invest in both dynamic and relational capabilities to achieve organizational sustainability.

Scant research is available in supply chain management research that has examined the important effect of the supply base size on the relationship between SSP and OSP. This research aims to fill this gap. The study helps practitioners understand the effects of supply base sizes for their organizations, increase interrelationships among suppliers, reduce the level of differentiation among them, and, thereby, reduce costs and increase revenues.

In a context of ecological transition, this study aims to explore and understand what fosters the participation of purchasing departments and identify the drivers and difficulties encountered during the development of eco-innovation within firms.

The authors adopt a qualitative methodology that provides tools to study complex phenomena. In-depth interviews with highly knowledgeable respondents from multi-sectoral organisations enable us to explore the eco-innovation process within firms.

From the perspectives of resource-based theory and stakeholder theory, the study contributes to the literature by investigating firms’ internal resources and exploring further dimensions based on sustainable supply chain management and purchasing. Internal stakeholders (e.g. purchasing agents) and external stakeholders (e.g. suppliers) were identified with regard to the business eco-innovation activities of focal companies in relation to upstream stakeholders. The authors examine this complex phenomenon by raising certain intra- and inter-organisational factors, as well as more individual aspects, such as the sensitivity of the purchasing manager to ecological transition. Purchasing agents are involved in increasing the propensity of organisations to eco-innovate and, as internal stakeholders, appear to be influential in eco-innovation.

Given the nascent state of eco-innovation practice and accessibility to primary data about ongoing efforts, this research could not consider all possible drivers.

This study presents an opportunity for purchasing managers to understand challenges more comprehensively to add value within the eco-innovation process. The results highlight recommendations for how best to undertake eco-innovation in upstream supply chains.

The study provides new insights into the constituent resources needed for purchasing participation during eco-innovation to achieve sustainable competitive advantage. This paper is an initial attempt at research in the area.

There is limited knowledge of the sustainable halal food supply management in Brunei Darussalam (Brunei), although it is reputable in the halal economy and advocates the United Nations (UN) Sustainable Development Goals (SDGs). Therefore, this paper highlights issues faced in a small, rentier halal market and proposes sustainable supply chain management (SSCM) initiatives for halal-certified food companies in Brunei.

This paper draws data from published academic research and employs a normative and narrative assessment of SSCM and halal supply chain literature.

Four normative SSCM initiatives and propositions that could be implemented by Brunei halal-certified food businesses in achieving the SDGs are highlighted: responsible sourcing, environmental purchasing, sustainable packaging and green transportation.

This viewpoint paper provides a basis for achieving the “Brunei Vision 2035” through a sustainable supply chain lens that may increase well-being and develop a productive and sustainable economy. It also lays a foundation for realising the SDGs, specifically Goal 12 of Sustainable Consumption and Production.

The dedicated attention to smaller halal markets, such as Brunei, would enrich the literature, reveal unforeseen issues or address gaps in the domains of SSCM and halal food supply chains.

The purpose of this paper is to define supply chain management (SCM) in facilities management (FM) and in generic business context, and extensively review critical elements to ensure the success of SCM and collaborative innovation in FM as a service delivery system.

The paper employs comprehensive literature reviews from a number of publications retrieved from electronic databases, journals and books.

SCM helps organisations to execute strategic purchasing for sustainable market position in a rapidly changing and competitive environment. Facilities will be effectively managed by adopting strategic alliances in SCM with FM suppliers through faster service delivery, increase in service efficiency and cost savings.

Limited literature available on SCM in FM prevents comprehensive results, underlining further discussions on the critical aspects that can be adopted to ensure success in SCM in the context of FM service delivery.

This paper provides an in‐depth analysis of SCM and the significance of adopting critical elements within SCM to ensure the success of a business in an environment that is constantly changing due to various expected or unexpected factors.

This paper presents literature updates on the needs of SCM in ensuring an organisation's sustainability, and in creating effective business collaborations to obtain profits through a common objective in FM.

The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.

The paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.

Competitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.

A study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.

Academics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.

A number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

This study aims to develop a moderated mediation model to explain the practices of supply base management and how they can achieve innovation performance, and the authors explore the boundary conditions of this implementation mechanism.

The authors used the bootstrap procedure to conduct empirical tests on 328 Chinese manufacturers to verify the proposed model.

The results showed that supplier innovation focus, supply-base structuring and long-term relationship focus have a positive impact on innovation performance through supplier innovativeness, and the mediation performs differently under technology and demand uncertainty.

The authors only focused on innovation performance, and it does not explore the links between supply base management and other performance outcomes. This study involves part of the supply network which is easier to manage, i.e. supply base. The authors ignored the importance of other members in supply network. Finally, the data obtained in this study belong to the cross-sectional data during the same period but it accomplishes the research aim well.

The focal firm needs to improve their supply base composition, establish permeable organizational boundaries, and build long-term strategic partnerships characterized by equality and trust with suppliers to stimulate supply base members to make innovative contributions.

This study complements the implementation path of manufacturers around innovation, emphasizing multidimensional characteristics of supply base management. And this study clarifies the mechanism and boundary conditions between supply base management and innovation performance.

Purpose of this study is to explore the nature of relationship between internationalization of firms, sustainability of their supply chains, and the extent of their green innovations. Understanding of the relationship between these constructs is important because of the ever increasing sustainability awareness of consumers in the leading economies of the world. This awareness is now compelling importers of goods from cheap-labor countries to ensure that their suppliers comply with sustainability regulations. This compliance becomes very challenging because of the lack of control on second-tier and third-tier suppliers in a supply chain. First-tier suppliers in this case may drive this effort but need to be motivated enough to do so. In case of environmental sustainability, green innovation (GI) may provide a gradual, and thus more affordable and practical, move toward more eco-friendly ways. As far as the motivation to commit to sustainability and GI is concerned, internationalization and export business expansion may act as one of the most effective motivators for these suppliers. However, the nature of relationship between these three constructs, i.e. internationalization of firms, sustainability of their supply chains and the extent of their GI requires a better understanding.

The work uses a novel data set collected from 146 medium and large textile firms operating in Pakistan. The partial least square-structural equation modeling approach is used for data analysis.

All three constructs of internationalization, GI and sustainable supply chain management (SSCM) are significantly associated and thus complement each other.

This work uses a novel agency theory perspective to analyze the relationship between internationalization, GI and SSCM. In that sense, the findings indicate that internationalization could be one of the incentives that can be used by the principals to deal with agents’ goal conflict and information asymmetry.

This paper aims to identify, using a literature review and expert panel input, what impedes organizations from implementing sustainable procurement, particularly in an emerging economy context.

The extant literature review was carried out to explore and identify the barriers to sustainable procurement. Using interpretive structural modeling (ISM), the authors established a contextual relationship among the 22 identified barriers. These barriers are then classified into different categories, using the matrice d’impacts cross-multiplication appliqúe an classment (MICMAC) technique, based on their driving and dependence power.

The findings improve our understanding of the critical barriers and their direct and indirect effect on each other in obstructing sustainable procurement practices. The study is the first of its kind in identifying the barriers to sustainable procurement and developing a hierarchical relationship among barriers using an integrated ISM–MICMAC methodology based on data from an emerging economy (Pakistan). With a focus on sustainable practices, this study also responds to the United Nations Sustainable Development Goals.

The results of the hierarchical model help understand which barriers are the most crucial to be fixed immediately (i.e. absence of environmental laws and lack of consumer pressure) and how different barriers could influence each other, specifically in emerging economies. The practitioners can use the findings to make more informed decisions to mitigate the crucial barriers that could impede their goals of sustainable procurement.

The study is the first of its kind to identify the barriers to sustainable procurement and develop a contextual relation and hierarchical framework in the Pakistani context.

The purpose of this paper is to systematically review and assess the current status of research on supply chain sustainability from a network structural perspective and provide an organising framework for future scholarship in this area.

By adopting an evidence-based approach, this study conducts a systematic review of 73 articles from 18 peer-reviewed journals published between 2000 and 2020.

Adopting a social network analysis approach, the review identifies specific node-level (i.e. degree centrality, closeness centrality and betweenness centrality) and network-level (i.e. network density, network sub-groups and network diversity) structural properties that play a role in supply chain sustainability. The results reveal that structural properties determine the extent of perception of sustainability risks, the diffusion of sustainability targets, introduction of sustainable innovations, development of sustainability capabilities, adoption of sustainability initiatives and the monitoring of sustainability performance throughout the supply chain.

By distinguishing between supply network and sustainable supply network types, this study extends the existing understandings of the role of network connectivity patterns in supply chain sustainability through synthesising and evaluating the extant literature. This study further clarifies the role of these network structural properties in supply chain sustainability by describing their impact on a set of sustainable supply chain management practices through which firms achieve sustainability goals across their supply chains.