This paper is now published in the International Journal of Operations & Production Management (IJOPM; ABS 4). Thank you so much to the EiCs, Guest Editors, reviewers, and everyone who read our previous drafts and helped us improve along the way. Here's the link:

doi.org/10.1108/IJOP...

2. For decomposable problems, adopt multisourcing with clear SLAs; adopt single sourcing with stronger integration for nearly-decomposable problems; and finallly, combine in house expertise and tech partners with consensus-oriented routines for exploratory/non-decomposable problems.

1. Match governance to technology-problem type. Treat alignment as ongoing orchestration with regular reviews, clear escalation routes, and boundary-spanning T-shaped managers.

In a longitudinal study of a multinational bank, we trace how work was decomposed/recomposed across in-house teams and external partners, and how sourcing shifted between single-, multi-, and concurrent (“do-&-buy”) modes.

Some key takeaways:

Many thanks to everyone who joined and contributed! Here’s to a productive and inspiring year ahead!

#HigherEducation #AcademicCommunity #AMBS #OriginalThinkingApplied
@manchester.ac.uk

So true! Patience is the key I suppose!

Hope you find this useful! If you do dive in, and let’s keep advancing inclusive, impactful supply chains!

#SupplierDiversity #EDI #SupplyChains #SocialValue #Justice #CSR #Reputation

Thank you everyone for their contributions, and huge thanks to Steven Carnovale and Carmela Di Mauro for their incredible support towards this.

The editorial also provides a practical roadmap for future research and practice, structured around foundational, operational, mediating, and outcome-based mechanisms.

Finally, an editorial piece written by us (w/ Ying Yang, and Frank Wiengarten), where we theorise SDI as a multi-level phenomenon, and offer a theory-informed research agenda that spans individual, organisational, and inter-organisational dynamics.

4. Inclusion=reputatation? Think again: A study by Camila L., Mauro Nunes, & Jose A. D. Machuca finds that including war veterans & disabled people in supplier diversity programs does not improve stakeholder perceptions. A must-read for those interested in the reputational dimensions of EDI

3. Fairness perceptions matter: A study by Feigao Huang, Wendy Tate, and Andrea Sordi, revealed that diverse suppliers are more committed when they perceive buyers as fair. Interestingly, procedural fairness (being treated “the same”) can backfire!

2. Mind the gender gap: A systematic review by Biao Yang, Nachiappan Subramanian, and Shaima Al-Harthy, PhD highlights the fragmented state of gender diversity research in SCM and why we urgently need more!

1. Beyond checkbox compliance: A multiple case study by Remko Van Hoek, Antoine Bagot, Shannon Sexton shows how firms can move beyond tickboxing exercises and embed supplier diversity into strategy.

It brings together a range of outstanding contributions that explore supplier diversity not just as a compliance tool but as a strategic and social imperative. If you’re researching or working on Social Value in supply chains, these papers are worth a read:

@alliancembs.bsky.social @newcastleuni.bsky.social @esadebsls.bsky.social

Last year, a Special Issue on 'Supplier diversity and inclusion in supply chains' was published in Journal of Purchasing and Supply Management, guest edited by Ying Yang, myself, Paul Humphreys, and Frank Wiengarten.

www.sciencedirect.com/special-issu...

3. Orchestration can reconfigure governance forms through a three-phased process: making implicit dissatisfaction explicit, enabling emergence of new governance forms, and then operationalising new forms.

#projects

2. Orchestrators can drive governance change without formal authority, using subtle and strategic upward and downward influence mechanisms