Chain coordinators and their role in selected food supply chains: Lessons from Pakistan, New Zealand, and the United Kingdom

Akhtar, Pervaiz; Marr, Norman E.; Garnevska, Elena; Ahmed, Shehzad

doi:10.3362/2046-1887.2012.008issn:

Cited by 5 publications

(46 citation statements)

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“…Pfeffer (1998) provided evidence that a company decreased 38% of defective rates by employing an adaptive leadership approach; as a result, the company increased its performance by 20%. In support, Mehta et al (2003) and Akhtar et al (2012) also stated that performance is more effective when adaptive leadership practices are used. Several firms also reported an increase in their productivity by applying such practices.…”

Section: Introductionmentioning

confidence: 99%

“…Such leadership is useful to achieve financial and non-financial sustainability in global agri-food operations, particularly connected with emerging markets (Akhtar et al, 2012). The research published in the Harvard Business Review stated that companies that use data-driven leadership show 5-6% higher productivity (Barton and Court, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…This values appreciation, opinions and group work. If insights from data show poor performance, the key supply chain partners also apply command-and-control rules to improve productivity (Akhtar et al, 2012;Datnow and Park, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…A study conducted by Akhtar et al (2012) in agri-food chains (dairy, meat, fruits and vegetables) explored theoretical links between leadership practices and sustainability. However, the knowledge gap of estimating the links between data-driven and adaptive leadership practices and their impacts on financial and non-financial is still unaddressed.…”

Section: Introductionmentioning

confidence: 99%

“…A supply chain is also defined as a synthesis of different activities such as inventory management, logistics and distribution of material or finished products. Managing these activities is called supply chain management (Doukidis et al, 2007), which basically manages a network of supply chain partners (manufacturers, processors, importers, exporters and retailers) who work together and integrate supply chain activities to achieve certain objectives (Akhtar et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Data-driven and adaptive leadership contributing to sustainability: global agri-food supply chains connected with emerging markets

Akhtar

Tse

Khan

et al. 2016

International Journal of Production Economics

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Data-driven and adaptive leadership contributing to sustainability: global agri-food supply chains connected with emerging markets

Akhtar

Tse

Khan

et al. 2016

International Journal of Production Economics

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Dynamic capabilities and environmental sustainability for emerging economies’ multinational enterprises

Akhtar

Ullah

Amin

et al. 2020

International Studies of Management & Organization

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The purpose of this study is to enhance our understanding of how macro (country)level dynamic capabilities, such as government environmental policies, legal and market requirements, and technological advances, and micro (firm) -level dynamic capabilities, such as organizational size, culture, and managerial characteristics, are related to emerging economies multinationals' environmantal sustainability policies and practices. Limited studies explore linkages between macro-and micro-level dynamic capabilities and environmental sustainability, which urge emerging economies' multinationals to reconsider their environmental policies and practices in order to compete with enterprises from developed countries. We develop a theoretical framework and offer propositions about the fundamental links between macro and micro dynamic capabilities and emerging economies environmental sustainability efforts. The propositions can be empirically tested in subsequent studies using country-level and firm-level data to examine the interactions between macroand micro-level capabilities, in relation to sustainable polices and procedures, for multinationals in emerging economies.

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The linkages between leadership approaches and coordination effectiveness

Akhtar

Khan

2015

British Food Journal

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Purpose – A suitable leadership approach and multiple dimensions of performance (operational and social dimensions contributing to financial performance – the effectiveness of international agri-food supply chain coordination) are important because of significant linkages between them. However, there has been no such empirical research to explore the linkages in five selected New Zealand-UK international agri-food supply chains (dairy, meat, vegetables and fruits). Therefore, the purpose of this paper is to address this knowledge gap. Design/methodology/approach – Before applying covariance-based structural equation modelling (a path analysis) on the data collected from 112 chain coordinators (CCs) (chief executive officers, managing directors and head of departments) of the selected agri-food supply chains, a comprehensive process of exploratory factor analysis, reliability and validity tests is used to develop the constructs. Findings – The findings suggest that CCs’ participative leadership approach is highly significantly (β=0.60; p=0.00) associated with the effectiveness of international agri-food supply chain coordination. Directive leadership does not have a significant relationship and its interaction effect with participative leadership resulted in a significant negative relationship with the effectiveness of agri-food supply chain coordination. Moreover, social (satisfaction with and trust in supply chain partners) and operational (service and product quality) dimensions are the major determinants of financial performance (profit, sales and market share) with β=0.44 (p=0.00) and β=0.44 (p=0.05), respectively. These variables jointly explain 70 per cent of the variance in financial performance, and leadership explains 36 per cent of the variance in coordination effectiveness. Practical implications – In order to understand the multiple dimensions of performance and their linkages, the study enhances the understanding of CCs and contributes to determine the best practices for modern agri-food supply chains. Originality/value – This study is the first step in developing and confirming complicated linkages with the specific characteristics of selected international agri-food supply chains. As a result, the empirical evidence also clarifies the earlier ambiguous results on the topic raised from other industries or countries.

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Chain coordinators and their role in selected food supply chains: Lessons from Pakistan, New Zealand, and the United Kingdom

Cited by 5 publications

References 0 publications

Data-driven and adaptive leadership contributing to sustainability: global agri-food supply chains connected with emerging markets

Data-driven and adaptive leadership contributing to sustainability: global agri-food supply chains connected with emerging markets

Dynamic capabilities and environmental sustainability for emerging economies’ multinational enterprises

The linkages between leadership approaches and coordination effectiveness

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