David Gligor

1. Online customer reviews are now an important source of information about the marketplace, helping consumers to reduce uncertainty and evaluate products prior to making purchase decisions (Cheung...

1. The COVID-19 crisis presented an unprecedented challenge for businesses worldwide, with global supply chains being disrupted due to nationwide lockdowns and border closures to contain the spread...

Purpose: This study investigates how and under which conditions coopetition, a strategic relationship that blends collaboration and competition among firms, contributes to Triple-A supply chain capabilities: agility, adaptability and alignment. The research examines the indirect effects of coopetition on Triple-A capabilities, focusing on the mediating roles of supply chain digitalization (SCD) and supply chain integration and the moderating role of IT alignment. Design/methodology/approach: Drawing on the dynamic capabilities theory, this research employs an empirical approach, analyzing data from a scenario-based experimental study. The targeted population is supply chain and operations managers working in US organizations. Findings: The analysis reveals that coopetition contributes to Triple-A supply chain capabilities through the serial mediation of SCD and integration. Moreover, IT alignment is found to positively moderate both the digitalization-Triple-A link and the integration-Triple-A link. Originality/value: This study offers novel empirical evidence on the relationship between coopetition and Triple-A supply chain capabilities. It extends existing literature by highlighting the indirect roles of digitalization, integration and IT alignment in translating coopetitive strategies into dynamic supply chain capabilities. It addresses a key gap in the literature by developing and empirically validating a mechanism-based, boundary-conditioned explanation of how and through which processes coopetition contributes to the development of these three critical supply chain capabilities. The findings provide both theoretical contributions to the field of supply chain management and practical insights for managers seeking to enhance responsiveness and resilience through strategic inter-firm relationships.

Purpose: This study aims to investigate the relationships between supply chain (SC) digitalization, transparency and resilience within the UK manufacturing sector. Drawing on organizational information processing theory (OIPT), the research examines how intra- and inter-organizational digitalization contribute to resilience and the role of transparency as both a mediator and moderator in these relationships. Design/methodology/approach: Survey data were collected from 264 UK manufacturing firms. Structural equation modeling was used to validate the research model and test the proposed hypotheses. Findings: The results reveal that SC digitalization positively influences SC resilience through SC transparency. However, transparency also exerts a negative moderating effect on the relationships between both intra- and inter-organizational digitalization and resilience. These findings highlight the nuanced role of transparency, which can both enable and constrain resilience outcomes. Originality/value: This study extends OIPT to the SC resilience context by differentiating between intra- and inter-organizational digitalization and exploring transparency as a dual-role mechanism. By focusing on the UK manufacturers, the research offers novel insights into how digital and information-processing capabilities can be leveraged to enhance resilience in volatile global markets.

Purpose: Whilst existing literature suggests that supply chain executives are the main players involved in dealing with supply chain disruptions, we know less about their role in fostering supply chain resilience. This research uses the dynamic managerial capabilities theory to shed light on how supply chain executives contribute to enhancing supply chain resilience through cultivating supply chain collaboration. Design/methodology/approach: We conducted a series of mediation analyses employing survey data collected from 598 Australian firms. Findings: Three significant managerial antecedents for supply chain resilience supply chain executives' personal relationships, professional experience, and their perceptions of the consequences of supply chain disruptions are introduced. These managerial antecedents are instrumental in establishing more supply chain collaboration and eventually nurturing supply chain resilience. The analyses lend overall support that supply chain executives indeed significantly influence the effectiveness of collaborative relationships that their firms form to hedge against negative consequences of supply chain disruptions. Originality/value: This research marks a crucial advancement in the evolution of theories pertaining to the construction of resilience in supply chains. Furthermore, it highlights the paramount role of executives in managing supply chain disruptions, thereby enriching the discourse on resilience in the context of supply chain disruptions.

Purpose: This study examines how medical quality indicators and transportation/logistics conditions jointly affect the probability of deceased-donor kidney discard. While previous research has focused on clinical factors, this research quantifies the added impact of distance, airport accessibility and temporal coordination on discard decisions. Design/methodology/approach: We analyzed a retrospective panel dataset of deceased-donor kidneys from UNOS Region 4 (2001–2021) using binary logistic regression and pooled logit models with year fixed effects and time-varying interactions. Medical variables, including kidney donor profile index (KDPI) and cold ischemia time, were combined with logistical variables, including donor-to-transplant center distance, airport category, time of day and day of week. We reported results with log-odds coefficients and average marginal effects for better managerial interpretability. Robustness checks addressed multicollinearity and extreme-value sensitivity. Findings: Higher KDPI and longer cold ischemia time significantly increase the probability of organ discard. Key logistics variables include donor-to-transplant distance and airport accessibility; organs from non-hub and small-hub airports have higher discard rates than those from large-hub airports, even after accounting for medical risk. Temporal controls reflect system-level shifts over the years, whereas time-of-day and weekday effects remain weak. Interaction analyses reveal that logistics burdens disproportionately impact marginal-quality organs. Originality/value: The study conducts an integrated, multidisciplinary examination of clinical risk and transportation infrastructure for kidney discard within a single empirical framework. By translating coefficients into probability-scale AMEs, the research provides actionable insights for allocation design, transport planning and infrastructure prioritization. Findings extend healthcare supply-chain theory to a high-stakes, perishable-asset context, demonstrating that accessibility and coordination constraints significantly affect medical utilization outcomes.