%0 Book Section
%D 2016
%T Chapter 5: Business Examples of Sustainable Supply Chains. In,  Sustainable Supply Chains.
%A Pagell,Mark
%A Wu,Zhaohui
%K Supply Chain
%8 2016
%G eng
%2 d
%4 127155376128
%$ 127155376128

%0 Book Section
%D 2016
%T Chapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains
%A Wu,Zhaohui
%A Pagell,Mark
%K Supply Chain
%8 2016
%G eng
%2 d
%4 144837478400
%$ 144837478400

%0 Journal Article
%J Journal of Supply Chain Management
%D 2016
%T Making Sustainability Sustainable.
%A Montabon,Frank
%A Pagell,Mark
%A Wu,Zhaohui
%K Supply Chain
%B Journal of Supply Chain Management
%V 52
%8 2016
%G eng
%N 2
%2 a
%4 121052092416
%$ 121052092416

%0 Book Section
%D 2012
%T Sustainability for Operations Management
%A Wu,Zhaohui
%A Pagell,Mark
%K Management
%K Supply Chain
%8 2012
%G eng
%2 d
%4 69988478976
%$ 69988478976

%0 Journal Article
%J Journal of Operations Management
%D 2011
%T Balancing Priorities: Decision-Making in Sustainable Supply Chain Management
%A Wu,Zhaohui
%A Pagell,Mark
%K Management
%K Supply Chain
%B Journal of Operations Management
%V 29
%P 577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.
%8 2011
%G eng
%N 6
%2 a
%4 28516898817
%$ 28516898817

%0 Journal Article
%J Journal of Supply Chain Management
%D 2010
%T Thinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing
%A Pagell,Mark
%A Wu,Zhaohui
%A Wasserman,M.
%K Management
%K Supply Chain
%X Purchasing 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.
%B Journal of Supply Chain Management
%V 46
%P 57-73
%8 2010
%G eng
%N 1
%2 a
%4 16869744641
%$ 16869744641

%0 Journal Article
%J Journal of Supply Chain Management
%D 2009
%T Building a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars
%A Pagell,Mark
%A Wu,Zhaohui
%K Management
%K Supply Chain
%X Case 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.
%B Journal of Supply Chain Management
%V 45
%P 37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)
%8 2009
%G eng
%N 2
%2 a
%4 11961595905
%$ 11961595905

%0 Journal Article
%J Academy of Management Learning and Education
%D 2009
%T Business Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics
%A Neubaum,Donald
%A Pagell,Mark
%A Drexler,John
%A Ryan,Fran McKee
%A Larson,Erik
%K Management
%K Strategy & Entrepreneurship
%X Critics 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.
%B Academy of Management Learning and Education
%V 8
%P 9-24
%8 2009
%G eng
%N 1
%2 a
%4 8642416641
%$ 8642416641

%0 Journal Article
%J Production and Operations Management
%D 2009
%T How Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance
%A Pagell,Mark
%A Gobeli,Dave
%K Management
%K Strategy & Entrepreneurship
%X Managers 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.
%B Production and Operations Management
%V 18
%P 278-299
%8 2009
%G eng
%N 3
%2 a
%4 646109184
%$ 646109184

%0 Journal Article
%J Business Horizons
%D 2007
%T The supply chain implications of recycling
%A Pagell,Mark
%A Wu,Zhaohui
%A Murthy,Nagesh N.
%K Management
%K Supply Chain
%X Until 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.
%B Business Horizons
%V 50
%P 133-143
%8 2007
%G eng
%N 2
%2 a
%4 2444867585
%$ 2444867585

%0 Generic
%D 2006
%T Business education, personal moral philosophies and “profits-first” mentalities: An empirical response to critics
%A Neubaum,Donald
%A Drexler,John
%A Larson,Erik
%A Pagell,Mark
%A McKee-Ryan,Fran
%K Management
%K Strategy & Entrepreneurship
%B Academy of Management Annual Meeting
%C Altanta, GA
%8 2006
%G eng
%2 c
%4 2714556417
%$ 2714556417

%0 Journal Article
%J International Journal of Integrated Supply Management
%D 2006
%T Enhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases
%A Pagell,Mark
%A Wu,Zhaohui
%K Management
%K Supply Chain
%X Supply 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.
%B International Journal of Integrated Supply Management
%V 2
%P 295-315
%8 2006
%G eng
%N 4
%2 a
%4 649857024
%$ 649857024

%0 Generic
%D 2004
%T Building Prevention Capabilities: A Resource-Based Approach to Environmental Performance Advantages
%A Pagell,Mark
%A Walton,S.
%A Wasserman,M.
%A Handfield,R.
%K Management
%B Decision Sciences Institute Conference
%C Boston
%8 2004
%G eng
%2 c
%4 2470930433
%$ 2470930433

%0 Generic
%D 2004
%T Determining when Multiple Respondents are needed in Supply Chain Research: The Case of Purchasing and Operations
%A Pagell,Mark
%A Krause,D.
%K Management
%B North American Research Symposium on Purchasing and Supply Management
%C Tempe
%8 2004
%G eng
%2 c
%4 2445015041
%$ 2445015041

%0 Generic
%D 2004
%T The Relationship Between Environmental Uncertainty, Supply Chain Investments, and Performance: The Influence of Investments in Environmental Management and Buyer Supplier Relationships
%A Pagell,Mark
%A Yang,C.
%A Krumwiede,D.
%A Sheu,C.
%K Management
%B Decision Sciences Institute Conference
%C Boston
%8 2004
%G eng
%2 c
%4 2470848513
%$ 2470848513

%0 Generic
%D 2004
%T Taking the next steps at business schools
%A Pagell,Mark
%A Russo,M.
%A Brewer,K.
%K Management
%B Education for Sustainability West Conference
%8 2004
%G eng
%2 c
%4 2470961153
%$ 2470961153

%0 Generic
%D 2004
%T Using a Pollution Prevention Capability to Reduce Supply Chain Risk
%A Pagell,Mark
%A Walton,S.
%A Wasserman,M.
%A Handfield,R.
%K Management
%B 4th International Seminar on Risk and the Supply Chain
%C East Lansing Michigan
%8 2004
%G eng
%2 c
%4 2470950913
%$ 2470950913

%0 Generic
%D 2003
%T Re-examining the Relationship between Operational Flexibility and Environmental Uncertainty
%A Pagell,Mark
%A Krause,D.
%K Management
%B Meeting of the Academy of Management
%C Seattle
%8 2003
%G eng
%2 c
%4 2445010945
%$ 2445010945

%0 Generic
%D 2002
%T The Importance of National Culture in Operations Management Research: An Exploratory Study
%A Pagell,Mark
%A Katz,J.
%A Sheu,C.
%K Management
%B Meeting of the Academy of Management
%C Denver
%8 2002
%G eng
%2 c
%4 2445004801
%$ 2445004801

%0 Generic
%D 2002
%T Understanding the Factors that Enable and Inhibit the Development of an Integrated Internal Supply Chain
%A Pagell,Mark
%K Management
%B Decision Sciences Institute Conference
%C San Diego
%8 2002
%G eng
%2 c
%4 2445006849
%$ 2445006849

%0 Generic
%D 2001
%T Buyer Behaviors and Supply Chain Performance: An International Exploration
%A Pagell,Mark
%A Sheu,C.
%K Management
%B Academy of Management Meeting
%C Washington D.C.
%8 2001
%G eng
%2 c
%4 2444998657
%$ 2444998657

%0 Generic
%D 2001
%T Re-Exploring the Relationship Between Flexibility and the External Environment
%A Pagell,Mark
%A Krause,D.
%K Management
%B Decision Sciences Institute Conference
%C San Francisco
%8 2001
%G eng
%2 c
%4 2445000705
%$ 2445000705

%0 Generic
%D 2000
%T Understanding Suppliers' Responses to Uncertainty: Extending The Miles And Snow Typology To Supply Chain Behavior
%A Pagell,Mark
%A Katz,J.
%A Bloodgood,J.
%K Management
%B Decision Sciences Institute Conference
%C Orlando
%8 2000
%G eng
%2 c
%4 2444996609
%$ 2444996609