International Journal of Physical Distribution & Logistics Management

Flygansvær, Bente; Laari, Sini; Altuntas Vural, Ceren

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-03-2023-547

Olsson, John; Hellström, Daniel; Vakulenko, Yulia

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-12-2021-0517

The success of last-mile delivery is dependent on consumer acceptance of such services, yet little is known about unattended delivery experience. This paper's purpose is to provide empirically based understanding of customer experience dimensions in unattended home delivery.Design/methodology/approachUsing an engaged scholarship approach, this field study investigated nine households that actively used an unattended delivery service for a period of six to nine months. Empirical data were collected primarily from in-depth interviews.FindingsThe study demonstrates that unattended delivery experience is a multidimensional construct that comprises consumers' cognitive, emotional, behavioral, sensorial, physical and social responses to the service. The empirical evidence provides rich descriptions of each customer experience dimension, and the research offers a framework and propositions on unattended delivery experience.Practical implicationsThe results guide and support managers in assessing and developing delivery services using a consumer-centric approach to enhance customer experience.Originality/valueThis research is one of the first to address unattended delivery experience by providing a comprehensive, empirically grounded framework. The results provide a foundation for future investigations of last-mile delivery experience dimensions.

Ahlqvist, Victoria; Dube, Nonhlanhla; Jahre, Marianne; Lee, Jin Soo; Melaku, Tsegaye; Moe, Andreas Farstad; Olivier, Max; Selviaridis, Kostas; Viana, Joe; Aardal, Christine

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-12-2021-0511

This paper links supply chain risk management to medicine supply chains to explore the role of policymakers in employing supply chain risk management strategies (SCRMS) to reduce generic medicine shortages.Design/methodology/approachUsing secondary data supplemented with primary data, the authors map and compare seven countries' SCRMS for handling shortage risks in their paracetamol supply chains before and during the first two waves of the COVID-19 pandemic.FindingsConsistent with recent research, the study finds that policymakers had implemented few SCRMS specifically for responding to disruptions caused by COVID-19. However, shortages were largely avoided since multiple strategies for coping with business-as-usual disruptions had been implemented prior to the pandemic. The authors did find that SCRMS implemented during COVID-19 were not always aligned with those implemented pre-pandemic. The authors also found that policymakers played both direct and indirect roles.Research limitations/implicationsCombining longitudinal secondary data with interviews sheds light on how, regardless of the level of preparedness during normal times, SCRMS can be leveraged to avert shortages in abnormal times. However, the problem is highly complex, which warrants further research.Practical implicationsSupply chain professionals and policymakers in the healthcare sector can use the findings when developing preparedness and response plans.Social implicationsThe insights developed can help policymakers improve the availability of high-volume generic medicines in (ab)normal times.Originality/valueThe authors contribute to prior SCRM research in two ways. First, the authors operationalize SCRMS in the medicine supply chain context in (ab)normal times, thereby opening avenues for future research on SCRM in this context. Second, the authors develop insights on the role policymakers play and how they directly implement and indirectly influence the adoption of SCRMS. Based on the study findings, the authors develop a framework that captures the diverse roles of policymakers in SCRM.

Rintala, Oskari

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-12-2021-0512

For a long time, researchers have stressed the importance of identity for collaborative supply relationships. Accordingly, it has been proposed that supply relationships may be efficiently managed by establishing a shared collective identity among partners. However, this strategy may challenge the partners' individual distinctiveness and thus lead to adversarial relationship outcomes. In this article, it is argued how and when establishing an intergroup relational identity may be a better choice than building a collective identity.Design/methodology/approachThe conceptual research is based on an analysis of previous literature. Relational identity theorizing and the theory of intergroup leadership are applied to build on and extend previous views on identity in interorganizational contexts.FindingsIt is proposed that when supply chain actors are subject to identity threats in collaborative supply relationships, such threats are driven by the imbalance of power between or among the parties. Therefore, establishing an intergroup relational identity should be preferred over a collective identity in situations characterized by a high identity threat.Research limitations/implicationsFuture studies could support this article's theoretical suggestions with empirical evidence.Practical implicationsIntergroup relational identity preserves the distinctiveness of all parties involved in a collaborative relationship and is based on their individual contributions. Managers could support a collaborative environment and promote a shared vision between or among organizations through appropriate rhetoric.Originality/valueThis study contributes to an understanding of the relational aspects of interorganizational behavior by adapting social psychological theories to this area of research.

Bettiol, Marco; Capestro, Mauro; Di Maria, Eleonora; Micelli, Stefano

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-10-2021-0422

The paper refers to the framework of ambidexterity to explain the strategic paths of manufacturing SMEs in turbulent times, by investigating SMEs' strategic reaction to the COVID-19 pandemic.Design/methodology/approachThe authors adopted an inductive approach methodology. Using a qualitative research method, Italian manufacturing SMEs in different industries were interviewed to outline how they have faced the negative effects of the COVID-19 by considering the strategies implemented during the pandemic.FindingsThe study identifies three ambidextrous strategies for manufacturing SMEs to positively overcome the COVID-19 crisis: (1) playing different roles within the same market (business-to-business and business-to-consumer) simultaneously, (2) simultaneous entrance and management of multiple markets and (3) exploiting manufacturing knowledge for exploring product and business model innovation (simultaneous learning processes).Research limitations/implicationsResults enrich the theoretical discussion on ambidexterity and SMEs, by stressing the strategic dimension of ambidexterity and including a more fine-grained analysis of the different firm’ strategic paths in times of crisis.Practical implicationsThe paper provides practical suggestions for manufacturing SMEs on how they can react during turbulent times and crises by implementing ambidextrous strategies also thanks to the use of digital technologies.Originality/valueThis paper contributes to outlining the conditions for SMEs' resilience in the international competitive context by highlighting the perspective of ambidexterity based on the analysis of multiple case studies from manufacturing industries.

Wang, Ruifeng; Dresner, Martin; Pan, Xiaodan

2023 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-04-2022-0132

The study focuses on (1) the success of three strategies employed during the pandemic – two “persevering” strategies, curbside pickup and return window extension and one innovative strategy, virtual try-on technology and (2) whether the strategies are likely to be successful in the post-pandemic world.Design/methodology/approachThe authors utilize a panel dataset containing 17 department store chains in the US The panel includes weekly sales by the retailers at the city level from 2018 to 2021, encompassing both a pre-COVID-19 period and a period during the pandemic. A two-way fixed effects model, including retailer-city fixed effects and year-week fixed effects, is used to estimate department store sales.FindingsThe authors find that the two persevering strategies offset the negative impact of government-imposed containment and health measures on sales performance. On the other hand, the innovative strategy is more effective with a low level of containment and health measures, leading to our observation that virtual try-on may be more sustainable than the other two strategies in a post-pandemic environment.Originality/valueThis paper makes the following contributions: First, the authors contribute to the literature on strategies that may be used to respond to crises. Second, the authors contribute to the retail management literature, assessing the impact of the three retail strategies on department store sales. Finally, the authors compare the impact on sales of the two persevering strategies to the innovative strategy and conclude that a mix of these types of strategies may be most effective at generating short-term sales during a crisis and longer-term sales post crisis.