00510nas a2200121   4500008004100000245009500041210006900136260000900205653001700214100001700231700001600248856012400264       2016                        eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In,  Sustainable Supply Chains.0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust  c201610aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains00510nas a2200121   4500008004100000245009300041210006900134260000900203653001700212100001600229700001700245856012600262       2016                        eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust  c201610aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains-000428nas a2200145   4500008004100000245003900041210003800080260000900118490000700127653001700134100002000151700001700171700001600188856007800204       2016                        eng d00aMaking Sustainability Sustainable.0 aMaking Sustainability Sustainable  c20160 v5210aSupply Chain1 aMontabon, Frank1 aPagell, Mark1 aWu, Zhaohui  u/biblio/making-sustainability-sustainable00422nas a2200133   4500008004100000245004500041210004500086260000900131653001500140653001700155100001600172700001700188856008300205       2012                        eng d00aSustainability for Operations Management0 aSustainability for Operations Management  c201210aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/sustainability-operations-management-000630nas a2200157   4500008004100000245008100041210006900122260000900191300008100200490000700281653001500288653001700303100001600320700001700336856011900353       2011                        eng d00aBalancing Priorities: Decision-Making in Sustainable Supply Chain Management0 aBalancing Priorities DecisionMaking in Sustainable Supply Chain   c2011  a577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.0 v2910aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/balancing-priorities-decision-making-sustainable-supply-chain-management-001243nas a2200181   4500008004100000245009200041210006900133260000900202300001000211490000700221520062300228653001500851653001700866100001700883700001600900700001800916856012700934       2010                        eng d00aThinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing0 aThinking Differently About Purchasing Portfolios An Assessment o  c2010  a57-730 v463 aPurchasing portfolios are a well accepted part of the supply chain literature. Yet during a recent data collection effort we observed that a number of leaders in sustainable supply chain management were not organizing their purchasing portfolios in the manner suggested by Kraljic (1983). Specifically, we found evidence of organizations buying what would traditionally be leveraged commodities in a manner more suited to strategic suppliers. This manuscript describes the observed phenomena and then uses theory to try and explain our observations. The end result is a modified sustainable purchasing portfolio model.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aWasserman, M.  u/biblio/thinking-differently-about-purchasing-portfolios-assessment-sustainable-sourcing-001410nas a2200169   4500008004100000245011100041210006900152260000900221300008800230490000700318520071500325653001501040653001701055100001701072700001601089856013501105       2009                        eng d00aBuilding a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars0 aBuilding a More Complete Theory of Sustainable Supply Chain Mana  c2009  a37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)0 v453 aCase studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/building-more-complete-theory-sustainable-supply-chain-management-using-case-studies-ten-001896nas a2200205   4500008004100000245014600041210006900187260000900256300000900265490000600274520113300280653001501413653003201428100002001460700001701480700001801497700002201515700001701537856013601554       2009                        eng d00aBusiness Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics0 aBusiness Education and Its Relationship to Student Personal Mora  c2009  a9-240 v83 aCritics of business education (e.g., Ghoshal, 2005; Mitroff, 2004) place much of the blame for recent ethical scandals on the lack of moral development of managers and the amoral, "profits-first" theoretical underpinnings of business education. To empirically test these claims, we surveyed 1,080 business and nonbusiness students from a major research university. The results suggest that neither the personal moral philosophies of business and nonbusiness students, nor the personal moral philosophies of business freshmen and business seniors differed significantly. Based on our results, we found no evidence to support the claims of critics who suggest business education is associated with negative personal moral philosophies of students. Further, the attitudes of business freshmen and business seniors concerning profit and sustainability differed significantly, yet in the direction opposite the one Ghoshal (2005) and others would have predicted. Thus, blaming the rash of ethical scandals on the amoral and "profits-first" theoretical underpinnings of business school training might be too simplistic of an approach.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aPagell, Mark1 aDrexler, John1 aRyan, Fran, McKee1 aLarson, Erik  u/biblio/business-education-and-its-relationship-student-personal-moral-philosophies-and-attitudes-001616nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313       2009                        eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil  c2009  a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave  u/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-001210nas a2200181   4500008004100000245004700041210004300088260000900131300001200140490000700152520069900159653001500858653001700873100001700890700001600907700002300923856008200946       2007                        eng d00aThe supply chain implications of recycling0 asupply chain implications of recycling  c2007  a133-1430 v503 aUntil recently, end-of-life (EOL) product management was the purview of a small number of firms that could make money out of recycling and/or remanufacturing. Now, changing customer expectations and stringent product take-back regulations are forcing many goods producing organizations to confront EOL product management, even in cases in which there is no clear economic incentive for doing so. This article presents a framework that highlights the supply chain implications for firms forced into EOL product management where recycling is the only viable option. Discussed are the various recycling options available to managers, as well as the strategic implications of each of these choices.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aMurthy, Nagesh, N.  u/biblio/supply-chain-implications-recycling-000697nas a2200169   4500008004100000245012200041210006900163260002200232653001500254653003200269100002000301700001800321700001700339700001700356700002100373856013300394       2006                        eng d00aBusiness education, personal moral philosophies and “profits-first” mentalities: An empirical response to critics0 aBusiness education personal moral philosophies and profitsfirst   aAltanta, GAc200610aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDrexler, John1 aLarson, Erik1 aPagell, Mark1 aMcKee-Ryan, Fran  u/biblio/business-education-personal-moral-philosophies-and-profits-first-mentalities-empirical-001649nas a2200169   4500008004100000245011900041210006900160260000900229300001200238490000600250520102000256653001501276653001701291100001701308700001601325856013801341       2006                        eng d00aEnhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases0 aEnhancing integration of supply chain functions within a firm Ex  c2006  a295-3150 v23 aSupply chain managers recognise that seamless supply chain operations require a high level of integration within and across organisations. Existing study and management focus have dealt with how to integrate supply chain activities across different organisations. However, it is not clear how a company should integrate supply chain functions within the company. One might assume that integration of the internal supply chain is easy to accomplish because top management has control over the functional areas. Yet, many companies suffer from supply chain disruptions due to internal coordination problems. As we started to investigate this issue we realised that the level of internal supply chain integration varies significantly from company to company. This discovery motivated us to take a systematic approach to investigating how companies integrate their internal supply chain. This study reports our findings with a focus on prescribing behaviours that managers can use to guide internal integration efforts.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/enhancing-integration-supply-chain-functions-within-firm-exploring-critical-factors-through-000598nas a2200145   4500008004100000245010400041210006900145260001700214653001500231100001700246700001500263700001800278700001800296856013800314       2004                        eng d00aBuilding Prevention Capabilities: A Resource-Based Approach to Environmental Performance Advantages0 aBuilding Prevention Capabilities A ResourceBased Approach to Env  aBostonc200410aManagement1 aPagell, Mark1 aWalton, S.1 aWasserman, M.1 aHandfield, R.  u/biblio/building-prevention-capabilities-resource-based-approach-environmental-performance-advantages00547nas a2200121   4500008004100000245011700041210006900158260001600227653001500243100001700258700001500275856013500290       2004                        eng d00aDetermining when Multiple Respondents are needed in Supply Chain Research: The Case of Purchasing and Operations0 aDetermining when Multiple Respondents are needed in Supply Chain  aTempec200410aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/determining-when-multiple-respondents-are-needed-supply-chain-research-case-purchasing-and00670nas a2200145   4500008004100000245018900041210006900230260001700299653001500316100001700331700001300348700001800361700001300379856013200392       2004                        eng d00aThe Relationship Between Environmental Uncertainty, Supply Chain Investments, and Performance: The Influence of Investments in Environmental Management and Buyer Supplier Relationships0 aRelationship Between Environmental Uncertainty Supply Chain Inve  aBostonc200410aManagement1 aPagell, Mark1 aYang, C.1 aKrumwiede, D.1 aSheu, C.  u/biblio/relationship-between-environmental-uncertainty-supply-chain-investments-and-performance00416nas a2200133   4500008004100000245004600041210004600087260000900133653001500142100001700157700001400174700001500188856007900203       2004                        eng d00aTaking the next steps at business schools0 aTaking the next steps at business schools  c200410aManagement1 aPagell, Mark1 aRusso, M.1 aBrewer, K.  u/biblio/taking-next-steps-business-schools00550nas a2200145   4500008004100000245007200041210006900113260003200182653001500214100001700229700001500246700001800261700001800279856010700297       2004                        eng d00aUsing a Pollution Prevention Capability to Reduce Supply Chain Risk0 aUsing a Pollution Prevention Capability to Reduce Supply Chain R  aEast Lansing Michiganc200410aManagement1 aPagell, Mark1 aWalton, S.1 aWasserman, M.1 aHandfield, R.  u/biblio/using-pollution-prevention-capability-reduce-supply-chain-risk00525nas a2200121   4500008004100000245009600041210006900137260001800206653001500224100001700239700001500256856013200271       2003                        eng d00aRe-examining the Relationship between Operational Flexibility and Environmental Uncertainty0 aReexamining the Relationship between Operational Flexibility and  aSeattlec200310aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/re-examining-relationship-between-operational-flexibility-and-environmental-uncertainty00535nas a2200133   4500008004100000245009500041210006900136260001700205653001500222100001700237700001300254700001300267856012100280       2002                        eng d00aThe Importance of National Culture in Operations Management Research: An Exploratory Study0 aImportance of National Culture in Operations Management Research  aDenverc200210aManagement1 aPagell, Mark1 aKatz, J.1 aSheu, C.  u/biblio/importance-national-culture-operations-management-research-exploratory-study00511nas a2200109   4500008004100000245010900041210006900150260002000219653001500239100001700254856013000271       2002                        eng d00aUnderstanding the Factors that Enable and Inhibit the Development of an Integrated Internal Supply Chain0 aUnderstanding the Factors that Enable and Inhibit the Developmen  aSan Diegoc200210aManagement1 aPagell, Mark  u/biblio/understanding-factors-enable-and-inhibit-development-integrated-internal-supply-chain00497nas a2200121   4500008004100000245007900041210006900120260002600189653001500215100001700230700001300247856011500260       2001                        eng d00aBuyer Behaviors and Supply Chain Performance: An International Exploration0 aBuyer Behaviors and Supply Chain Performance An International Ex  aWashington D.C.c200110aManagement1 aPagell, Mark1 aSheu, C.  u/biblio/buyer-behaviors-and-supply-chain-performance-international-exploration00501nas a2200121   4500008004100000245008300041210006900124260002400193653001500217100001700232700001500249856011500264       2001                        eng d00aRe-Exploring the Relationship Between Flexibility and the External Environment0 aReExploring the Relationship Between Flexibility and the Externa  aSan Franciscoc200110aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/re-exploring-relationship-between-flexibility-and-external-environment00580nas a2200133   4500008004100000245011800041210006900159260001800228653001500246100001700261700001300278700001800291856013700309       2000                        eng d00aUnderstanding Suppliers' Responses to Uncertainty: Extending The Miles And Snow Typology To Supply Chain Behavior0 aUnderstanding Suppliers Responses to Uncertainty Extending The M  aOrlandoc200010aManagement1 aPagell, Mark1 aKatz, J.1 aBloodgood, J.  u/biblio/understanding-suppliers-responses-uncertainty-extending-miles-and-snow-typology-supply-chain