International journal of Supply and Operations management <p>Production and Operations Management's objective is to be the preeminent publication for operations management research in industry and services. The journal publishes scientific research on the difficulties, interests, and concerns of managers responsible for the design, operation, and supply chain management of products and processes. It covers all aspects of product and process design, operations, and supply chain management and encourages submissions from researchers working in any research paradigm.</p> <p> </p> en-US (Office of JSOM) (Technical Support Contact ) Thu, 30 Dec 2021 00:00:00 +0000 OJS 60 The Effects of Buyers' Attitudes Toward Supplier Diversity on Their Spending with Ethnic Minority Businesses <p>This study examines characteristics that may influence buyers' desire to obtain goods and services from ethnic minority enterprises using data from 277 buyers employed at large buying organizations (LPOs) in the United States and the United Kingdom (EMBs). The literature on social capital is utilized to construct hypotheses about the cognitive, structural, and relational factors that may influence decisions to purchase from minority enterprises. Following that, current discrimination theory is used to deduce how buyers' views about supplier diversity affect the effects of social capital on their buying operations with EMBs. Multiple regression research indicates that in both the United States and the United Kingdom, buyers' perceived positive social capital has a direct, substantial association with their spending with EMBs. Additionally, the findings indicate that in both nations, purchasers' attitudes toward supplier diversity act as a moderator of the connection. Interestingly, despite the fact that the United States pioneered the concept of supplier variety, our study reveals that UK LPO buyers spend more with their EMBs. This research demonstrates how LPOs' strategic corporate social responsibility initiatives may be influenced by their buyers' social relationships with EMBs and their views about supplier diversity, based on these findings.</p> Mingxiang Li Copyright (c) 2022 Mon, 10 Jan 2022 00:00:00 +0000 Choosing Startups as Suppliers: A Supplier Selection Archetypes Typology <p>Recent research demonstrates the value of examining collaborations between established organizations and startups via the lens of the buyer–supplier relationship. However, enterprises must first find, analyze, and select potential startups as suppliers before they can exploit startups' resources and talents in a buyer–supplier relationship. Due to the fact that earlier research has focused exclusively on how purchasing firms select established firms as suppliers, it is unknown which processes, tools, or organizational approaches purchasing organizations employ when selecting startup firms as suppliers. These suppliers are qualitatively distinct in that they lack organizational structure, financial resources, and operational competencies, offering a substantial risk to purchasing organizations. This inductive, qualitative case study research elicits data from twenty established purchasing firms and examines how they choose startup suppliers. We begin by identifying five design motifs that differentiate purchasing firms' selection procedures. We create a typology of three supplier selection paradigms based on these themes. The findings suggest that enterprises who are ready and able to adjust their selection technique to startups should exhibit a higher level of selection performance, implying a greater likelihood of selecting acceptable startups as suppliers. The findings contribute to the literature on supplier selection and shed light on the burgeoning sector of new venture suppliers.</p> Thomas P. Lee Copyright (c) 2021 Mon, 10 Jan 2022 00:00:00 +0000 Strategic Supplier Selection's Effects on Buyer Competitive Performance in Matching Domains: Is Supplier Integration Effective at Mediating Relationships? <p>The purpose of this research is to determine whether strategic supplier selection based on supplier capability in new product development, supplier quality, and supplier cost directly or indirectly improves the buyer's competitive performance capabilities in the matched domains of buyer product innovation, buyer quality, and buyer competitive pricing. The resource-based view of the firm is used to frame the direct effects of strategic supplier selection, arguing that a buyer's ability to select a supplier with resources and expertise in a specified domain should improve the buyer's performance capability in the "matched" domain (but not necessarily in "unmatched" domains). Two supplier integration techniques are considered as potential mediators, assuming indirect pathways. The research hypotheses examine both direct and indirect impacts for each of the matched domains, but do not assume cross-domain interactions. For instance, supplier selection for new product development capability should have an effect on buyer product innovation (in matched domains), but not always on buyer quality capability (unmatched domains). While the direct impacts of strategic supplier selection on buyer performance are supported in each matched domain, the indirect effects via supplier integration are not substantial for the matched domains. Strategic supplier selection is identified as a viable source of competitive advantage in the resource-based view. By contrast, supplier development and supplier partnership do not provide additional performance benefits in a particular domain over and beyond those obtained from strategic supplier selection in that domain; rather, it is the type of the resources selected that determines competitive advantage.</p> Shawnee Jr. Victory Copyright (c) 2021 Mon, 10 Jan 2022 00:00:00 +0000 The Retail Industry’s Impact of Artificial Intelligence Chatbots and Augmented-Reality Applications: An examination of trust and satisfaction of the Youth Vietnamese online shopping <p>As competition in the retail industry heats up, businesses are increasingly resorting to kinds of artificial intelligence (AI) to differentiate themselves. E-commerce firms are combining technologies such as AI chatbots and augmented reality applications (ARA), which have established themselves as prominent customer service solutions in the practitioner area. However, little is known about consumers’ views and participation with developing technologies when they are implemented in a retail setting. A theory-based study model was developed to elucidate the motivational factors required for effective decision-making in this environment. The proposed model was supported by empirical testing conducted as a field study.&nbsp;</p> Phuoc Van Nguyen, Duc Dang Thi Viet Copyright (c) 2021 Mon, 10 Jan 2022 00:00:00 +0000