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The Human Factor in Logistics and Supply Chain Management


Special issue call for papers from International Journal of Physical Distribution & Logistics Management

Submission deadline: 30 December 2017

Guest Editors:

LaDonna Thornton, Assistant Professor of Supply Chain Management, Florida State University, United States of America, lmthornton@business.fsu.edu
Andreas Wieland, Associate Professor of Supply Chain Risk Management, Copenhagen Business School, Denmark, awi.om@cbs.dk
Kai Hoberg, Associate Professor of Supply Chain and Operations Management, Kuehne Logistics University, Germany, kai.hoberg@the-klu.org

Call for Papers:

Logistics and supply chain management have become more challenging in the past decades with ever more demanding customers, increasing complexity of network flows, and requirements to adopt new disruptive technologies. However, supply chains are (and will) still be managed be humans. Successful management of supply chains is heavily influenced by an organization’s ability to hire the “right” talent with the “best” competencies and the “appropriate” understanding of the complexities of the end-to-end supply chain. On top of that, ensuring that those talents manage the supply chains in the best interest of all stakeholders is another critical challenge. Surprisingly, scientific research on the human factor in logistics and supply chain management has been relatively scarce. Therefore it is the objective of this special issue to shed light on the topic both from a human resource as well as from a behavioral perspective.

To deal with the complexities of today’s supply chains, organizations compete for highly qualified logistics and supply chain talent. However, practitioners have largely neglected human resource management and its impact on SCM (Sweeney, 2013). In addition, little is known about the current requirements for those talents as well as about the best practices in hiring them. Both could differ significantly compared to traditional business functions and can well be country- and industry-specific. Once a firm has obtained the logistics and supply chain talents they have work in their organizational units. Again, little is known how talents in these functions can successfully interact with other functions in the firm. Further, logistics and supply chain talents require successful training and development. All of these activities relate to the interface between human resource management and logistics and supply chain management (Hohenstein et al., 2014).

In the end, supply chains talents are charged with making a huge variety of decisions based on complex information, and cognitive and social constraints.  These decisions impact all SCM-related processes. The behavioral factors that influence these decisions and ultimately operational processes are an intriguing field of study. There is an opportunity to expand our understanding of supply chain management by exploring how a supply chain employee’s individual differences (i.e. gender, personality) impact their behavior and/or decision making. Furthermore, when the dark side of employee behaviors surface, how does that impact SCM decisions and/or processes? Additional exploration into these and related issues will help provide a more holistic picture of the human factor within SCM.

This special issue aims to extend understanding of the impact of the human factor on logistics sand supply chain management by investigating topics such as those listed below:

  • Knowledge, skills, and abilities (KSA) required by logistics and SCM personnel
  • Changes in desired logistics and SCM KSAs over time
  • Challenges and best-practices in hiring and recruiting logistics and SCM talent
  • Organizational setup of logistics and SCM functions in the firm and its impact
  • Interaction of logistics and SCM personnel with other functions
  • Best practices in training and development of logistics and SCM personnel
  • Cross-regional differences in logistics and SCM personnel talent, capabilities and culture
  • Mindset of logistics and SCM personnel talent and its performance impact
  • Performance impact of incentives for logistics and SCM personnel
  • Management and governance of logistics and supply chain capital between organizations
  • Impact of counterproductive behaviors on supply chain management processes
  • Supply chain and logistics employee individual differences (i.e. cognitive, gender, ethnicity, personality) and their impact on supply chain decisions
  • Impact of organizational politics and/or impression management behaviors on supply chain supply chain decisions

 

Instructions

Submissions to the International Journal of Physical Development and Logistics Management are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at http://mc.manuscriptcentral.com/ijpdlm. Please select the issue you are submitting to. 

References

  • Carter, C. R., Kaufmann, L., Michel, A., 2007 "Behavioral supply management: a taxonomy of judgment and decision‐making biases", International Journal of Physical Distribution & Logistics Management, 37 (8), 631–669.
  • Hohenstein, N.-O., Feisel, E., and Hartmann, E. 2014. “Human Resource Management Issues in Supply Chain Management Research: A Systematic Literature Review From 1998 to 2014.” International Journal of Physical Distribution &Logistics Management 44(6), 434–63.
  • Schorsch, T.  Wallenburg, C.M., Wieland, A. 2017."The human factor in SCM: introducing a meta-theory of behavioral supply chain management", International Journal of Physical Distribution & Logistics Management 47 (4).
  • Sweeney, E. 2013. “The people dimension in logistics and supply chain management – Its role and importance”, in: Passaro, R. and Thomas, A. (Ed.), SCM Perspectives, Issues and Cases, McGraw-Hill, Milan, 73–82.
  • Tokar, T. 2010. “Behavioural research in logistics and supply chain management”, The International Journal of Logistics Management, 21 (1), 89–103.