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Sustainability has been increasingly recognised as an important consideration for firms in reshoring decisions. Although there are frameworks in the literature that explain the reshoring decision, limited attention has been given to integrating sustainability issues into the analysis, with much of the attention being given to economic factors. This paper integrates environmental, social and economic factors into a reshoring framework through employing the theoretical perspectives of the Natural resource-based view, the Social resource-based view, the Eclectic paradigm and Transaction cost economics. The paper highlights the interdependencies between these perspectives, and adds theoretical depth to our understanding of how social, environmental and economic factors interact to influence the reshoring decision. [ABSTRACT FROM AUTHOR]

Insourcing as a means to countermand former outsourcing decisions is becoming a widespread practice nowadays, particularly in high-tech manufacturing industries. Researchers have focused on the underlying Operations & Supply Chain Management (OSCM) performance drivers (e.g., lead times, control costs, or responsiveness), while the behavioral aspects underlying insourcing decisions remain less empirically explored. We derive a model grounded in the theory of planned behavior (TPB) to study the effects of managers' internal and external drivers as well as their interaction on insourcing intentions and behavior. We test our hypotheses in a vignette-based experiment among 145 managers. We find support for the positive effects of attitude and mimetic pressure on insourcing intentions and several interaction effects, both on insourcing intentions and behavior. Our contextualization of motivational drivers provides new empirical insights into the behavioral aspects of insourcing decision making and suggests a theoretical integration between TPB and Institutional Theory in explaining individual decision making. As part of our results, we provide evidence of a unique boundary condition to TPB in the insourcing context, which allows deriving interesting avenues for future inquiry and recommendations for managers considering insourcing." [ABSTRACT FROM AUTHOR]

Our research builds on the established work on managers' respective functional goals in cross-functional teams (i.e., external motivation) and intersects this literature with the perspective of individual team members' psychological needs (i.e., internal motivation) in the context of organizational buying. We find that psychological needs significantly affect conflict in sourcing teams and interact with goal misalignment to influence both team consensus and final performance. Our study contributes to the growing behavioral literature on sourcing teams and to the scarce team-level motivation literature. Our findings provide guidance on how to compose sourcing teams in terms of their members' inherent needs to improve team decision outcomes under functional goal misalignment. [ABSTRACT FROM AUTHOR]

Sourcing decisions are usually executed in teams of cross-functional specialists to improve decision outcomes via internal integration. However, internal functional specialists (e.g. from purchasing, logistics, R&D, operations and production management, or marketing) not only bring in diverse expertise but also diverse goals and functional incentive structures. We examine how the (mis)alignment of functional goals and the distribution of knowledge on who knows what (metaknowledge) affect political dynamics and the rationality of the decision process in cross-functional sourcing teams. Our hypotheses are grounded on an intra-firm perspective of resource dependency theory. To test our hypotheses, we developed a two-by-two vignette-based social team experiment. The teams consisted of purchasing, research & development and marketing & sales representatives. Based on a sample 87 teams, we find that misaligned goals trigger politics, which impedes rational decision making. Centralized metaknowledge (i.e., one well informed team member) leads to coordination benefits under goal alignment with positive implications for procedural rationality. Moreover, centralzed metaknowledge significantly amplifies politics under goal misalignment. This study contributes to recently sparking research on behavioral operations & supply chain management. Being among the first behavioral cross-functional sourcing team studies we provide theoretical and practical implications for the design of sourcing team integration processes from a organizational politics and group psychology perspective. [ABSTRACT FROM AUTHOR]

Modern business decisions have become increasingly complex, making cross-functional integration an enabler but also a challenge for decision-making teams. Diverse functional priorities create open conflict and trigger covert political tactics. Yet, we know little about the connection between such conflict and organizational politics in decision-making teams. Therefore, we conduct a structured literature review to delineate the status of research and to connect these two literature streams more thoroughly in the future. In a thematic analysis of 134 publications, we identify 10 themes that represent ongoing discussions, debates, and trends within and between conflict and politics research. Our findings show that team conflict research is diverse and overall well-developed, while the team-focus is meaningful but scarce in research on organizational politics. Instead, politics studies focus on the individual within a departmental or firm context and study mostly individual-related phenomena, such as emotions or withdrawal. We map out how research on conflict and politics can enhance their mutual understanding and study the reciprocal effects on one another based on a concluding framework depicting existing knowledge on causes and effects of organizational politics, conflict and their interconnectedness. Our main contribution is a comprehension of the advances and uncovered spots in team conflict and politics literature, which is channeled into a selection of specific ideas for future inquiry. [ABSTRACT FROM AUTHOR]

Buying firms are increasingly confronted with compliance scandals in their upstream supply chain, for which they are held accountable by their stakeholders. Purely symbolic practices, typically referred to as greenwashing, as well as substantive practices, such as green supplier championing, are thus receiving widespread attention in business practices and academia alike. In this study, we reveal the impact of two opposing leadership dimensions following the concepts of ethical and transactional leadership as antecedents for green supplier championing and greenwashing. We particularly address whether these antecedents have a complementary or a counterproductive effect on green supplier championing and greenwashing. Furthermore, we investigate the complementary impact of incentives and the two leadership styles on achieving sustainability behavior. The resulting model is tested using a path analysis based on a data set of 118 firms located in Germany. We find support for the positive impact of ethical leadership on green supplier championing but also a non-significant negative impact on greenwashing. Greenwashing is significantly impacted by leadership styles reflecting obedience to authority, and further moderated by ethical incentives. Interestingly, ethical incentives do not moderate the impact of ethical leadership on green supplier championing. Finally, we discuss implications for theory and business practice. [ABSTRACT FROM AUTHOR]

As professionals hired to make business decisions, managers are expected to act with impartiality. While they may attempt to do so, deeply rooted preferences can emerge that affect their decisions. In particular, corporate environmental (green) investment decisions may lead to inclinations that erode impartiality. This research investigates how a manager's past experiences can influence green investments. We gather data from 247 managers on their past experience and their employer's performance data. We combine data on managerial experience with responses to an experiment that requires managers to make green investments based on a representative managerial decision scenario. The results show that a manager's years of experience and their employer's financial performance, market performance, and operating context influence investment decisions even when making decisions in under clearly described and novel circumstances. While the employers' financial performance influences managers to invest more, the employer's market performance only influences managers' investment in the presence of either high consumer or community pressure. Compared to less experienced managers, experienced managers invest more in response to consumer pressure but less in response to community pressure. Finally, managers employed by companies operating in dynamic conditions invest more. Practical and theoretical implications of these findings in green management are explored. [ABSTRACT FROM AUTHOR]

Recently the reshoring and insourcing decisions are widely discussed within the operations management as well as international business communities. Within this study we clarify the distinct patterns of these two phenomena and develop a unified, theory-based framework on their joint and respective drivers. Based on a review of the business press in the United States and Germany the current coverage of movements along this framework is presented and demonstrates that a large part of the potential reshoring and/or insourcing varieties currently remain obscure. Based on these findings we present a theory-based agenda for future research in this emergent field. [ABSTRACT FROM AUTHOR]

As a result of enhanced stakeholder pressure for sustainable business conduct along the entire value chain, suppliers have become important safeguards of their industrial customers' sustainability performance. There is a limited scholarly understanding of the drivers that allow a supplier to generate a comparative advantage based on an integration of downstream marketing and upstream purchasing processes and how such dyadic functional integration mechanisms are designed in the sustainability context. To shed light on this phenomenon, we present findings from eight case studies at top-tier suppliers and elaborate on these findings based on Resource Dependency Theory (RDT) and Resource-Advantage Theory (RAT). Our results indicate that the suppliers' adoption of Marketing-Purchasing integration is driven by 1. Stakeholder-related, 2. Process-related and 3. Product-related competitive drivers and interaction effects among them. The derived propositions condense knowledge to applicable measures for managerial decisions as they are affected by different sustainability-related competitive drivers and opportunities. [ABSTRACT FROM AUTHOR]

While sustainable and responsible management is an important topic in supplier management, there is little knowledge concerning how ethical culture, perceived by purchasing employees, influences ethical and unethical behaviour in supplier management. Today, buying firms rely on so-called green champions or suppliers that promote sustainability in the upstream supply chain, thereby guaranteeing that the focal buying firm sources sustainable products. At the same time, firms are also confronted with incentives to overreport their upstream sustainability performance, which is commonly referred to as greenwashing (GW). However, GW, as unethical behaviour, and green supplier championing (GSC), as ethical behaviour, can coexist in organisations. Their respective presence is said to be strongly influenced by a firm's ethical culture. Thus, we investigate the effects of senior management leadership (informal ethical culture) and incentives (formal ethical culture) on GSC and GW. Rather than considering mutually exclusive endogeneous variables, we simultaneously investigate the effects of informal and formal culture on GW and GSC. Moreover, we assess their interaction effects. Our analysis consists of a path analytic model based on data from 118 European firms. We found support for four of our seven hypotheses. These findings provide managerial implications as to how GSC can be promoted without simultaneously causing GW. This research illustrates how ethical culture theory can be applied and adopted to responsible supplier management. [ABSTRACT FROM AUTHOR]