Jury Gualandris

• Jain, S.; Gualandris, J., (Forthcoming), "When does upcycling mitigate climate change? The case of wet spent grains and fruit and vegetable residues in Canada", Journal of Industrial Ecology
• Knight, L.; Tate, W.; Carnovale, S.; Di Mauro, C.; Bals, L.; Caniato, F.; Gualandris, J.; Johnsen, T.; Matopoulos, A.; Meehan, J., et al., 2022, "Future business and the role of purchasing and supply management: Opportunities for ‘business-not-as-usual’ PSM research", Journal of Purchasing and Supply Management, March 28(1): 100753 - 100753.
  Abstract: The raison d'être for this article is simple: traditional ways of researching, theorizing, and practicing purchasing and supply management (PSM) are no longer sufficient to ‘meet the moment’. Scholars need to advance a “business-not-as-usual” footing approach to their work, if they are to make a meaningful contribution to addressing the current and future emergencies, as highlighted by recent extreme weather and the COVID-19 pandemic. Yet, what can this, or should this, mean for a field rooted in traditional business thinking? This article builds on the Journal of Purchasing and Supply Management's (JPSM) 25th Anniversary Special Issue editorial (2019); members of the JPSM's editorial team advance their unique perspectives on what “business-not-as-usual” means for PSM. Specifically, we advocate both thinking much more widely, in scope and ambition, than we currently do, and simultaneously building our ability to comprehend supply chains in a more nuanced and granular way. We explore whether the bias toward positivist work has omitted potentially interesting findings, and viewpoints. This leads to a call to re-think how we approach our work: should the key criteria always be to focus on theory development or testing? Should academics “think bigger”? Turning to specific research themes, illustrations of how our current thinking can be challenged or broadened by addressing the circular economy, and role of purchasing and innovation. Specifically, the focus on the PSM function as an intrapreneur within the larger organization, and the role of innovation and technology in PSM work. Taken together, we hope the ideas and arguments presented here will inform and inspire ambitious and novel approaches to PSM research with significant and enduring impact on the transformation of business.

  Link(s) to publication:

  https://www.sciencedirect.com/science/article/pii/S1478409222000085

  http://dx.doi.org/10.1016/j.pursup.2022.100753

• Gualandris, J.; Longoni, A.; Luzzini, D.; Pagell, M., 2021, "The association between supply chain structure and transparency: a large-scale empirical study", JOURNAL OF OPERATIONS MANAGEMENT, October 67(7): 803 - 827.
  Abstract: An emerging body of work acknowledges the challenges focal firms face in gathering material information about their extended supply chains and begins to point to the role of supply chain structure in influencing supply chain transparency. Still, large-scale empirical evidence on this complex association remains elusive, especially at the supply chain level of analysis. We begin to bridge this empirical gap by examining whether supply chain structure systematically associates to supply chain transparency in the context of the collective public environmental, social, and governance (ESG) disclosures made by a focal firm’s customers, suppliers and sub-suppliers. To shed light on this underexplored empirical phenomenon we gather Bloomberg SPLC data and Bloomberg ESG data about 4803 firms and 20,504 contractual ties organized in 187 extended supply chains. We find that supply chain density positively associates with supply chain transparency, whereas supply chain clustering holds a negative association. We also find that supply chain geographical heterogeneity positively associates with supply chain transparency. Our results significantly expand the literature on supply chain transparency and are relevant to supply chain professionals because they emphasize the central role of supply chain structure in enabling or constraining supply chain transparency.

  Link(s) to publication:

  http://dx.doi.org/10.1002/joom.1150

• Bansal, P.; Gualandris, J.; Kim, N., 2020, "Theorizing Supply Chains with Qualitative Big Data and Topic Modeling", Journal of Supply Chain Management, April 56(2): 7 - 18.
  Abstract: The availability of Big Data has opened up opportunities to study supply chains. Whereas most scholars look to quantitative Big Data to build theoretical insights, in this paper we illustrate the value of qualitative Big Data. We begin by describing the nature and properties of qualitative Big Data. Then, we explain how one specific method, topic modeling, is particularly useful in theorizing supply chains. Topic modeling identifies co-occuring words in qualitative Big Data, which can reveal new constructs that are difficult to see in such volume of data. Analyzing the relationships among constructs or their descriptive content can help to understand and explain how supply chains emerge, function and adapt over time. As topic modeling has not yet been used to theorize supply chains, we illustrate the use of this method and its relevance for future research by unpacking two papers published in organizational theory journals.

  Link(s) to publication:

  http://dx.doi.org/10.1111/jscm.12224

• Gualandris, J.; Klassen, R. D., 2018, "Delivering transformational change: aligning supply chains and stakeholders in non-profit organizations", Journal of Supply Chain Management, April 54(2): 34 - 48.
  Abstract: Governments and global corporations increasingly both confront and rely on International Non-Governmental Organizations (INGOs) to identify, design and deliver interventions that prompt transformational change in societies, industries and supply chains. For INGOs, transformational change is defined as a fundamental, long-lasting reframing of a social or industrial system through synergistically altering the knowledge, practices and relationships of multiple stakeholder groups. With each intervention, the focal INGO assembles its own complex supply chain of non-profit organizations and for-profit firms to provide the necessary resources and skills. While prior supply chain management literature provides a good starting point, with some generalizability to the non-profit sector, this paper begins with several key differences to explore how interventions are delivered, and then, how INGOs’ supply chains must be aligned. In doing so, at least three critical factors must be taken into account to improve alignment: stakeholder-induced uncertainty supply chain configuration and supply chain dynamism. By synthesizing these factors with prior literature and emerging anecdotal evidence, tentative frameworks and research questions emerge about how INGOs can better leverage their supply chains, thereby offering a basis for scholars in supply chain management to build a much richer and more nuanced research understanding of INGOs.

  Link(s) to publication:

  http://dx.doi.org/10.1111/jscm.12164

• Gualandris, J.; Legenvre, H.; Kalchschmidt, M., 2018, "Exploration and exploitation within supply networks: examining purchasing ambidexterity and its multiple performance implications", International Journal of Operations and Production Management, March 38(3): 667 - 689.
  Abstract: Purpose This research introduces and defines the concept of purchasing ambidexterity in terms of two dimensions: balance dimension and combined dimension. The study proceeds to empirically examine the multiple performance effects generated for the buying firm and its key suppliers. brbr Methodology Ambidexterity theory informs our conceptual model. To test our hypotheses, we collected survey data from 95 purchasing functions of medium and large European firms and applied various estimation techniques. brbr Findings This research indicates that ambidexterity substantially varies across purchasing functions. Further, it discovers that a purchasing function’s ability to advance the combined magnitude of exploratory and exploitative activities represents an essential determinant of supplier efficiency, supplier product innovation, and buyer financial performance. Notably, this research also discovers that balancing the magnitudes of exploratory and exploitative activities on a relative basis produces negative effects on the innovativeness of the supply network. brbr Originality Although ambidexterity theory has been applied to supply chain management, limited attention has been dedicated to purchasing ambidexterity. This gap led us to study how purchasing impacts the competitiveness of the buying firm and of its supply network by balancing and combining exploratory and exploitative activities. This research is the first to advance the notion of purchasing ambidexterity, unpack its underlying dimensions, and examine its multiple performance implications. Such a conceptual and empirical development presents new perspectives on how purchasing can help the buying firm and its supply network to strengthen their competitiveness.

  Link(s) to publication:

  http://www.emeraldinsight.com/doi/full/10.1108/IJOPM-03-2017-0162

  http://dx.doi.org/10.1108/IJOPM-03-2017-0162

• Golini, R.; Gualandris, J., 2018, "An empirical examination of the relationship between globalization, integration and sustainable innovation within manufacturing networks", International Journal of Operations and Production Management, March 38(3): 874 - 894.
  Abstract: Purposebr While controlling for supply chain effects, the purpose of this paper is to investigate if globalization and collaborative integration within a firm-wide manufacturing network have significant implications for the adoption of sustainable production (SP) and sustainable sourcing (SS) practices at the plant level. brbr Designmethodologyapproachbr The authors conceptualize SP and SS as process innovations with moderate degrees of innovativeness and apply Organizational integration and process innovation theory to build our conceptual model. Then, the authors use primary survey data from 471 assembly manufacturing plants operating in the US, Europe and Asia to test our hypotheses rigorously. brbr Findingsbr This research finds that the adoption of SP practices at the plant level is significantly and positively associated with globalization and integration of the firm-wide manufacturing network. On the contrary, the adoption of SS practices is more strongly affected by integration in the external supply chain and benefits from the manufacturing network only indirectly, through the association with SP practices. brbr Originalityvaluebr Operations management literature devoted to sustainability has studied sustainable practices mostly from a risk management angle. Also, there exists contrasting evidence in the operations strategy literature about the positive and negative effects that globalization of a manufacturing network may have on the adoption of sustainable practices at the plant level. Moreover, several studies show how integration with supply chain partners helps manufacturing plants transition into more SP and SS practices however, related literatures have neglected that collaborative integration within a firm-wide manufacturing network may also help to develop, or adapt to, new sustainable practices. This research represents a first attempt to resolve discordance and unveil the positive effects that manufacturing networks may have on sustainable innovations at the plant level.

  Link(s) to publication:

  https://doi.org/10.1108/IJOPM-12-2016-0725

• Legenvre, H.; Gualandris, J., 2018, "Innovation Sourcing Excellence: Three Purchasing Capabilities for Success", Business Horizons, January 61(1): 95 - 106.
  Abstract: Innovation sourcing is becoming more critical across many industries. While global value chains have become more fragmented, change and opportunities come from all sides. As a result, companies need to excel at capturing innovation opportunities with existing or potential supply chain members. This article describes a simple framework with three essential innovation sourcing capabilities purchasing needs to excel: (1) Purchasing needs to explore unmet needs and anticipate future competitive advantages by working closely with other functions and clients. (2) It needs to explore external opportunities beyond first-tier suppliers. (3) It needs to involve suppliers in innovation projects that consistently deliver results over time. The framework has been developed based on a combined qualitative and quantitative research methodology that took into account practices and results at the purchasing and company levels of analysis. The framework will help C-level managers and purchasing teams benchmark their maturity in innovation sourcing and understand what steps need to be undertaken to reach excellence.

  Link(s) to publication:

  https://doi.org/10.1016/j.bushor.2017.09.009

• Gualandris, J.; Kalchschmidt, M., 2016, "Developing environmental and social performance: the role of supplier performance and buyer-supplier trust", International Journal of Production Research, January 54(8): 2470 - 2468.
  Abstract: We explore how environmental and social performance of manufacturing firms can be improved as sustainable supply chain management (SSCM) develops and evolves within a firm from internal to external practices. Importantly, this study considers how key suppliers’ sustainability performance and buyersupplier trust mediate and moderate such a development. A conceptual framework is developed which relies on resource-based theories and emerging empirical evidence. Then, partial least square methodology is applied on survey data from a sample of Italian manufacturing firms. Results show that manufacturing firms’ sustainability performance improves as SSCM develops however, while internal practices have a direct impact on performance, the effect of external practices on a manufacturing firm’s sustainability performance is fully mediated by key suppliers’ sustainability performance. Yet, buyersupplier trust significantly influences the scope of such gains. Since evidence suggests that manufacturing firms are still struggling with how to leverage supply chain innovation potential for sustainable development, this study provides a timely and valuable contribution.

  Link(s) to publication:

  http://dx.doi.org/10.1080/00207543.2015.1106018

• Gualandris, J.; Klassen, R. D.; Vachon, S.; Kalchschmidt, M., 2015, "Sustainable evaluation and verification in supply chains: Aligning and leveraging accountability to stakeholders", Journal of Operations Management, July 38: 1 - 13.
  Abstract: Managers are being challenged by multiple (and diverse) stakeholders, which have variety of expectations and informational needs about their firm's supply chains. Collectively, these expectations and needs form a multi-faceted view of stakeholder accountability, namely the extent to which a firm justifies behaviors and actions across its extended supply chain to stakeholders. To date, sustainable supply chain management research has largely focused on monitoring as a self-managed set of narrowly defined evaluative activities employed by firms to provide stakeholder accountability. Nevertheless, evidence is emerging that firms have developed a wide variety of monitoring systems in order to align with stakeholders' expectations and leverage accountability to stakeholders. Drawing from the accounting literature, we synthesize a model that proposes how firms might address accountability for sustainability issues in their supply chain. At its core, the construct of sustainable evaluation and verification (SEV) captures three interrelated dimensions: inclusivity, scope, and disclosure. These dimensions characterize how supply chain processes might identify key measures, collect and process data, and finally, verify materiality, reliability and accuracy of any data and resulting information. As a result, the concept of monitoring is significantly extended, while also considering how different stakeholders can play diverse, active roles as metrics are established, audits are conducted, and information is validated. Also, several antecedents of SEV systems are explored. Finally, the means by which an SEV system can create a competitive advantage are investigated.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jom.2015.06.002

• Gualandris, J.; Kalchschmidt, M., 2015, "Supply risk management and competitive advantage: a misfit model", International Journal of Logistics Management, June 26(3): 459 - 478.
  Abstract: Purpose br The purpose of this paper is to develop a model of congruence for the management of supply risk that is easy to apply, but also accurate. The authors also aim at providing empirical evidence about the relationship between misfit i.e. the incongruence between a firm’s preparedness in (supply) risk management and the potential riskiness characterising the context and competitive advantage.brbr Designmethodologyapproachbr In line with the purpose, literature and field interviews were used to develop a model of congruence in the context of supply risk management (SRM) and operationalise it within a questionnaire. Then, the authors collected survey data to validate the model.brbr Findingsbr Results show that competitive advantage decreases when the firm’s preparedness in SRM does not match to the pattern of risk conditions (i.e. environmental vulnerabilities).brbr Research limitationsimplicationsbr The model of congruence here developed is simple to apply but offer effective decisions support. This study, thus, stimulates future research on the assessment and management of supply chain risk. This study, also, fosters the attention to the non-linear relationship between risk management and business performance.brbr Practical implicationsbr This study develops a model that can be used by practitioners to configure an optimal adoption of SRM practices. Also, the analysis allows to draw some specific recommendations for supply chain managers aiming at improving their preparedness in SRM.brbr Originalityvaluebr By relying on SRM literature, the balanced-resilience logic and the theoretical framework of contingency theory, this study develops and test a model of congruence that shows how companies can gain competitive advantage through the management of supply risk.

  Link(s) to publication:

  https://doi.org/10.1108/IJLM-05-2013-0062

• Gualandris, J.; Kalchschmidt, M., 2015, "Mitigating the effect of risk conditions on supply disruptions: the role of manufacturing postponement enablers", Production Planning and Control, June 26(8): 637 - 753.
  Abstract: Purpose br The purpose of this paper is to develop a model of congruence for the management of supply risk that is easy to apply, but also accurate. The authors also aim at providing empirical evidence about the relationship between misfit i.e. the incongruence between a firm’s preparedness in (supply) risk management and the potential riskiness characterising the context and competitive advantage.brbr Designmethodologyapproachbr In line with the purpose, literature and field interviews were used to develop a model of congruence in the context of supply risk management (SRM) and operationalise it within a questionnaire. Then, the authors collected survey data to validate the model.brbr Findingsbr Results show that competitive advantage decreases when the firm’s preparedness in SRM does not match to the pattern of risk conditions (i.e. environmental vulnerabilities).brbr Research limitationsimplicationsbr The model of congruence here developed is simple to apply but offer effective decisions support. This study, thus, stimulates future research on the assessment and management of supply chain risk. This study, also, fosters the attention to the non-linear relationship between risk management and business performance.brbr Practical implicationsbr This study develops a model that can be used by practitioners to configure an optimal adoption of SRM practices. Also, the analysis allows to draw some specific recommendations for supply chain managers aiming at improving their preparedness in SRM.brbr Originalityvaluebr By relying on SRM literature, the balanced-resilience logic and the theoretical framework of contingency theory, this study develops and test a model of congruence that shows how companies can gain competitive advantage through the management of supply risk.

  Link(s) to publication:

  https://doi.org/10.1108/IJLM-05-2013-0062

• Gualandris, J.; Kalchschmidt, M., 2014, "Customer pressure and firm innovativeness: their role in sustainable supply chain management", Journal of Purchasing & Supply Management, June 20(2): 92 - 103.
  Abstract: This work investigates the relationships between sustainable supply chain management practices i.e. sustainable process management (SPM) and sustainable supply management (SSM) and two important drivers: customer pressure and innovativeness. A theoretical model that combines stakeholder theory and resource based view is developed and tested by relying on a survey approach. PLS methodology is applied on data collected from a sample of 71 manufacturing companies. Customer pressure and innovativeness positively and significantly impact SPM. SPM then fully mediates the relationships between such drivers and SSM. Innovativeness negatively and significantly moderates the effect exerted by customer pressure on SPM.

  Link(s) to publication:

  https://doi.org/10.1016/j.pursup.2014.03.001

• Gualandris, J.; Golini, R.; Kalchschmidt, M., 2014, "Do supply management and global sourcing matter for firm sustainability performance? An international study", Supply Chain Management: An International Journal, April 19(3): 258 - 274.
  Abstract: Purpose br The aim of this paper is to explore the impact that sustainable supply chain management (SSCM) has on company’s sustainability performance (both environmental and social), the direct and the indirect impacts that traditional supply management (SM) has on such performance and the effect that global sourcing exerts on the relationships involving SM, SSCM and firm sustainability performance.brbr Designmethodologyapproachbr Empirical data were obtained from the fifth edition of the International Manufacturing Strategy Survey. The sample consists of 336 assembly manufacturing companies from 21 countries. Data were collected in 2009. The authors apply a moderated mediation analysis to analyse the role of SM and SSCM, and also perform a multi-group analysis to verify the moderation effect played by global sourcing.brbr Findingsbr First, SSCM improves sustainability performance (both environmental and social) of the company that implements it. Then, SM plays a complex role, as it fosters the adoption of SSCM and makes SSCM more effective. Interestingly, these results are valid for both Locals (i.e. companies sourcing mainly within their continent) and Globals (i.e. companies that have relevant international supply relationships). However, for Locals only, SM also produces a direct effect on sustainability performance of the company.brbr Originalityvaluebr Findings provide empirical evidence that supports previous theoretical works. Furthermore, this paper expands the literature by shedding light on the multifaceted role of SM and on the moderating role of global sourcing. Results are useful to practitioners and researchers interested in developing their understanding of how sustainability at the company level is related to supply chain management.

  Link(s) to publication:

  https://doi.org/10.1108/SCM-11-2013-0430

• Gualandris, J.; Kalchschmidt, M., 2013, "A model to evaluate upstream vulnerability", International Journal of Logistics: Research & Applications, October 17(3): 249 - 268.
  Abstract: The current body of literature with regard to supply chain vulnerability pays limited attention to how companies actually evaluate and manage risk. A second limitation is the scarce use of empirical evidence. Aiming at reducing these gaps, this work proposes a new conceptual model by which companies can assess their upstream vulnerability. The development process for the model involved two steps. First, based on a literature review, a draft of the assessment model was designed and operationalised via a questionnaire. Then, to refine the model and to verify its discriminant ability, case studies were conducted. The model is able to effectively compare the riskiness of the context in which a company operates with the firm's preparedness in risk management, providing guidance in evaluating and reducing upstream vulnerability.

  Link(s) to publication:

  http://dx.doi.org/10.1080/13675567.2013.860959

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