Purpose -The purpose of this paper is, first, to utilize institutional theory to assess motivation for the adoption of Six Sigma. Second, to examine the role of an organization's innovation implementation climate and the fit between the innovation considered and the values of the organization's members on the implementation of Six Sigma. Third, to study the impact that the adoption and implementation of Six Sigma has on organizational performance. Design/methodology/approach -Methods advocated in case study research were employed in the conduct of seven case studies. The research protocol consisted of identifying organizations in a variety of manufacturing industries, and conducting focused interviews with a minimum of three respondents in each company in order to improve validity. Findings -This paper suggests that institutional theory proves to be an effective means by which to examine the adoption of Six Sigma. In addition, support for innovation implementation model suggested by Klein and Sorra is found. Each of the studied firms reported performance improvements as a result of the adoption and implementation of Six Sigma. Originality/value -This paper contributes to a better understanding of Six Sigma adoption, implementation, and implementation effectiveness of Six Sigma by exploring how it is applied in different manufacturing contexts.

PurposeThe aim of this research is to investigate the adoption and implementation of SCM practices by small retail firms. Past research has established the benefits of SCM practices on performance of large enterprises, but the impact of these practices on small retailers merits attention due to the importance of this sector in the economy and organizational difference due to scale.Design/methodology/approachA survey instrument based on existing scales is developed and distributed to small retailers in Upstate New York. A total of 79 valid responses were received. A theoretical model is developed relating implementation of supply chain management practices to performance at both retail and supplier levels. The theoretical model was tested using partial least squares (PLS) methods.FindingsThis research suggests that supply chain management practices are positively related to performance at both the retail and suppler levels. Moderate implementation levels of supply chain management practices are reported among the small retailers studied.Research limitations/implicationsThis research employed perceptual performance measures. Future studies can expand on this research by examining objective data on performance metrics at both the retail and supplier level to better quantify costs and benefits of supply chain management in this context.Originality/valueThis research is the first paper to attempt to empirically test supply chain management practices among small retailers, thus generalizing our understanding of the supply chain management practices in a context not previously studied. Implications for suppliers and retailers are discussed.

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T he benefits of good decision making by a distributor often have broad leverage across a supply chain, and data science provides a comprehensive framework for making this possible. We present a case study of an ongoing partnership between the authors and corporate managers at a distributor of heating, ventilating, and air-conditioning products. We describe in detail the "vertical integration" of our analytical tools through a long chain of data scientific activities, backward to raw data, and forward to visually appealing output, in an organization with legacy information technology infrastructure. The models are applied to a large-scale data set, and spreadsheet-based decision support tools that include useful visualization capabilities for the firm are illustrated. We also offer this case as a blueprint for building a collaborative research relationship between academia and industry.

Purpose – The purpose of this paper is to determine the performance impact for small, local retailers by the means of category management (CM) practice and implementation. The authors utilized survey methodology to investigate both the immediate and cumulative impact of CM on several regional retailers. Design/methodology/approach – The results suggest CM practices have a positive impact on the performance of small, local retailers. category captain (CC) and minor supplier (MS) performances are also positively related to CM execution. CM practices, however, do not have a direct significant influence on MS performance, but rather have a cumulative impact through CC and CM performances. Practical implications – Small retailers should implement CM principles informally to match with their specific limited resources and management structures. Additionally, results from this study also suggest that local retailers may benefit from leveraging suppliers through tighter relationships encompassed within CM. Originality/value – This research is the first to empirically test the immediate and cumulative impacts of CM practices on small, local retailers, and to determine their implications. Cumulatively, small retailers have a large impact on developed economies with a particularly large impact on employment, therefore major retail initiatives such as CM merit scholarly attention.