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Publications (10 of 18) Show all publications
Eriksson, D., Sollander, K., Hilletofth, P. & Jensen, L.-M. (2017). An empirical investigation of enablers for reshoring. In: Proceedings of the 24th International Annual EurOMA Conference: . Paper presented at The 24th EurOMA conference, 1st-5th July 2017, Edinburgh. International Annual EurOMA Conference
Open this publication in new window or tab >>An empirical investigation of enablers for reshoring
2017 (English)In: Proceedings of the 24th International Annual EurOMA Conference, International Annual EurOMA Conference, 2017Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2017
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-36794 (URN)
Conference
The 24th EurOMA conference, 1st-5th July 2017, Edinburgh
Available from: 2017-08-07 Created: 2017-08-07 Last updated: 2018-09-20Bibliographically approved
Jensen, L.-M., Eriksson, D. & Hilletofth, P. (2017). Outcomes of reshoring for Swedish firms: The influence of industrial networks. In: Proceedings of the 24th International Annual EurOMA Conference: . Paper presented at The 24th EurOMA conference, 1st-5th July 2017, Edinburgh. International Annual EurOMA Conference
Open this publication in new window or tab >>Outcomes of reshoring for Swedish firms: The influence of industrial networks
2017 (English)In: Proceedings of the 24th International Annual EurOMA Conference, International Annual EurOMA Conference, 2017Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2017
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-36795 (URN)
Conference
The 24th EurOMA conference, 1st-5th July 2017, Edinburgh
Available from: 2017-08-07 Created: 2017-08-07 Last updated: 2018-09-20Bibliographically approved
Kaneberg, E., Hertz, S. & Jensen, L.-M. (2017). Voluntary sector networks in emergency preparedness in developed countries: the case of Sweden. Journal of Contingencies and Crisis Management
Open this publication in new window or tab >>Voluntary sector networks in emergency preparedness in developed countries: the case of Sweden
2017 (English)In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973Article in journal (Other academic) Submitted
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-39453 (URN)
Available from: 2018-05-16 Created: 2018-05-16 Last updated: 2018-05-16
Kaneberg, E., Hertz, S. & Jensen, L.-M. (2016). Emergency preparedness planning in developed countries: the Swedish case. Journal of Humanitarian Logistics and Supply Chain Management, 6(2), 145-172
Open this publication in new window or tab >>Emergency preparedness planning in developed countries: the Swedish case
2016 (English)In: Journal of Humanitarian Logistics and Supply Chain Management, ISSN 2042-6747, E-ISSN 2042-6755, Vol. 6, no 2, p. 145-172Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to understand the needs of the supply-chain (SC) network when coping with permanent and temporary demands, this paper analyzes the Swedish emergency preparedness SC network. This network comprises planning procedures and resources, as well as numerous organizations and other participants in civil society that take part in the system to cope with threats and ongoing crises. Planning constitutes a critical infrastructure because the system must develop the ability to shift SC functions from permanent to temporary networks in ongoing crises and war.

Design/methodology/approach – A research study is performed based on data gathered by three qualitative methods concerning the SC network of emergency preparedness planning.

Findings – This study demonstrates the relevance of a wide empirical field challenging several theoretical perspectives of the SC network in preparedness planning and the shift to ongoing crises. Further research targeting key capabilities is needed to further improve understanding of the challenges for developed countries in managing potential threats and crises.

Originality/value – Actors taking part in the preparedness system have found it challenging to coordinate. Due, in part, to the lack of a common threat profile, key capabilities remain outside preparedness planning, e.g., military, commercial and voluntary actors as well as unclear and inconsistent regulations. Thus, building the SC network demonstrates the need to target the military, the voluntary and commercial sectors and their ability to develop the networks in preparedness planning. In a reformed system, all actors must strengthen civil defense in an all-hazard approach, which in planning encompasses the entire threat scale, demonstrating key functions and the ability to shift to temporary networks responding to ongoing crises, including war.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Civil society actors, Emergency preparedness planning, Supply-chain network
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31217 (URN)10.1108/JHLSCM-10-2015-0039 (DOI)000381906000002 ()2-s2.0-84978526882 (Scopus ID)
Available from: 2016-08-10 Created: 2016-08-10 Last updated: 2018-05-16Bibliographically approved
Jensen, L.-M. & Hertz, S. (2016). The coordination roles of relief organisations in humanitarian logistics. International Journal of Logistics Research and Applications, 19(5), 465-485
Open this publication in new window or tab >>The coordination roles of relief organisations in humanitarian logistics
2016 (English)In: International Journal of Logistics Research and Applications, ISSN 1367-5567, Vol. 19, no 5, p. 465-485Article in journal (Refereed) Published
Abstract [en]

The number of organisations involved in relief work in general and humanitarian logistics specifically is large and increasing, creating new complexity. In this paper we analyse different types of coordination and roles in two case studies of the humanitarian cluster system based on its initial development and the Kenyan Post-election crisis. The different and unclear roles of the organisations create significant problems before and after cluster activation and deactivation. Individual organisations take on many roles in the cluster system and beyond it in terms of coordination. The clarity of the roles affects the need for and ease of coordination. We suggest a simple basic categorisation of roles as a starting point for developing this concept in the field of humanitarian logistics and connect this to coordination.

Place, publisher, year, edition, pages
Taylor & Francis, 2016
Keywords
Case study, humanitarian clusters, humanitarian logistics, coordination, roles, disaster stages
National Category
Social Sciences
Identifiers
urn:nbn:se:hj:diva-28889 (URN)10.1080/13675567.2015.1124845 (DOI)000381382900008 ()2-s2.0-84953239093 (Scopus ID)
Available from: 2016-01-07 Created: 2016-01-07 Last updated: 2016-09-20Bibliographically approved
Agndal, H., Borgström, B., Hertz, S., Jensen, L.-M., Pereseina, V. & Cui, L. (2015). Market innovation in the transport and heavy vehicle market. In: Proceedings of the 27th Annual NOFOMA-Conference, Molde, 3-5 June, 2015.: . Paper presented at NOFOMA 2015.
Open this publication in new window or tab >>Market innovation in the transport and heavy vehicle market
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2015 (English)In: Proceedings of the 27th Annual NOFOMA-Conference, Molde, 3-5 June, 2015., 2015Conference paper, Published paper (Refereed)
Abstract [en]

Purpose

The purpose of this paper is to generate a greater understanding of the interrelatedness of new business models in the truck market and developments in the road transport sector.

Design/methodology/approach

Based on a three year research project in cooperation with a European heavy vehicle manufacturer, we present short case descriptions showing some of the main developments in the European trucking and transport markets. 

Findings

New business models emerge both in the heavy vehicle and transportation markets, in complex ways involving multiple actors.  The impetus for the models can come from several direction but the final impact must be negotiated and cannot be planned by a single actor.

Research limitations/implications

The research looks at a selection of cases and business models to demonstrate changes and the relations between the markets, and does not claim to be exhaustive in terms of the different business models in the European market. 

Practical implications

There is a distinct trend to greater specialization and the need for innovation to survive given the strong pressures in the commoditized transport market. Our findings show conflicting trends in terms of social implications, with improved ecological impact but the risk of worse conditions for driver. 

Original/value

The paper considers the development of new business models and implications on the market from the point of view of the firms actually using the business models.  This shows how different business models can co-exist and involve different types of rationalities.

Keywords
heavy vehicles, innovation, business models, transportation, market development
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-28876 (URN)
Conference
NOFOMA 2015
Projects
Market Making of a High-value Business Model in Low Cost Markets
Funder
VINNOVA, 2011-01804
Available from: 2016-01-06 Created: 2016-01-06 Last updated: 2016-01-07Bibliographically approved
Pereseina, V., Jensen, L.-M., Hertz, S. & Cui, L. (2014). Challenges and Conflicts in Sustainable Supply Chain Management: Evidence from the Heavy Vehicle Industry. Supply Chain Forum: an International Journal, 15(1), 22-32
Open this publication in new window or tab >>Challenges and Conflicts in Sustainable Supply Chain Management: Evidence from the Heavy Vehicle Industry
2014 (English)In: Supply Chain Forum: an International Journal, ISSN 1625-8312, E-ISSN 1624-6039, Vol. 15, no 1, p. 22-32Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to increase the understanding and explore the challenges and conflicts in sustainable supply chain management (SSCM) through empirical examples from the heavy vehicle industry in Sweden and China. An exploratory study of the case company’s supply chains in two countries is conducted for this paper. The major components of the empirical data are interviews with the company´s representatives and its downstream supply chain members in Sweden and China, as well as workshops with the logistics industry’s representatives in China. The findings show that the firms perceive the challenges on the regulatory and organisational levels. The conflicts can be found between several stakeholder groups, the main focus seems to be on environmental and economic aspects. Life-cycle solution for the vehicles’ utilisation is valuable but there are challenges to employing it, especially in the Chinese context. The results show that intensified international collaboration on environment and traffic safety can help tackle challenges and ease the conflicts in sustainable supply chain management.

Place, publisher, year, edition, pages
Taylor & Francis, 2014
Keywords
Sustainable supply chain management, sustainability, heavy vehicle industry, transportation, case study, life-cycle solution, qualitative study, hålbarhet
National Category
Social Sciences Business Administration Transport Systems and Logistics
Identifiers
urn:nbn:se:hj:diva-25165 (URN)10.1080/16258312.2014.11517331 (DOI)2-s2.0-84923109074 (Scopus ID)
Projects
Value to Business project, international collaboration between JIBS and Scania
Funder
VINNOVA
Available from: 2014-11-18 Created: 2014-11-18 Last updated: 2017-12-05Bibliographically approved
Jensen, L.-M. (2012). Humanitarian cluster leads: lessons from 4PLs. Journal of Humanitarian Logistics and Supply Chain Management, 2(2), 148-160
Open this publication in new window or tab >>Humanitarian cluster leads: lessons from 4PLs
2012 (English)In: Journal of Humanitarian Logistics and Supply Chain Management, ISSN 2042-6747, Vol. 2, no 2, p. 148-160Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to improve the understanding of the role of humanitarian cluster leads through applying lessons from the fourth-party logistics (4PL) literature.

Design/methodology/approach – The primary data for this paper are based on an extensive case study of coordination mechanisms in humanitarian logistics covering specifically the UNJLC (United Nations Joint Logistics Centre) and the Logistics Cluster. In total, 37 semi-structured interviews were conducted, together with site visits and review of official documentation.

Findings – The paper finds that the 4PL concept provides a partial match for the cluster leads with important lessons from the 4PL literature. In particular, lessons are related to selectivity of central participants for the cluster, and the need to develop relationship management skills.

 Research limitations/implications – The paper shows some clear areas where lessons from the 4PL literature are highly relevant to the logistics cluster lead. Some of these implications can also be applied to the other clusters, but further concepts should be developed for the cluster system as a whole.

Social implications – The analysis shows that cluster leads should think of themselves more as facilitators rather than channel captains.

 

Originality/value – The tasks for the humanitarian cluster leads have been outlined in some detail, but the ways to accomplish them and how they should operate in relation to other actors in the field has been less clear. By using the 4PL concept the paper demonstrates a number of lessons that are relevant to the logistics cluster lead in particular.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012
Keywords
Humanitarian logistics, Channel relationships, Inter-organizational co-operation
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-19862 (URN)10.1108/20426741211260732 (DOI)
Available from: 2012-11-26 Created: 2012-11-21 Last updated: 2012-11-26Bibliographically approved
Jensen, L.-M. & Hammervoll, T. (Eds.). (2012). International Journal of Physical Distribution & Logistics Management: NOFOMA conference special issue on logistics and supply chain management. Emerald Group Publishing Limited
Open this publication in new window or tab >>International Journal of Physical Distribution & Logistics Management: NOFOMA conference special issue on logistics and supply chain management
2012 (English)Collection (editor) (Refereed)
Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012
Series
International Journal of Physical Distribution & Logistics Management, ISSN 0960-0035 ; Vol 42(4)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-19863 (URN)
Available from: 2012-11-21 Created: 2012-11-21 Last updated: 2013-02-18Bibliographically approved
Jensen, L.-M. & Hertz, S. (2012). Phases of coordination in humanitarian logistics. In: Juuso Töyli, Laura Johansson, Harri Lorentz, Lauri Ojala and Sini Laari (Ed.), NOFOMA 2012 - proceedings of the 24th annual nordic logistics research network conference: 7-8 June 2012, Naantali, Finland. Paper presented at 24th NOFOMA Conference, 7-8 June, 2012, Åbo, Finland (pp. 885-886).
Open this publication in new window or tab >>Phases of coordination in humanitarian logistics
2012 (English)In: NOFOMA 2012 - proceedings of the 24th annual nordic logistics research network conference: 7-8 June 2012, Naantali, Finland / [ed] Juuso Töyli, Laura Johansson, Harri Lorentz, Lauri Ojala and Sini Laari, 2012, p. 885-886Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Purpose of this paper

The number of organisations involved in   relief work in general and humanitarian logistics specifically is large and   increasing, creating new complexity. In this paper we analyse different types   of coordination in two case studies.    This has implications along many dimensions, including the roles of   participants, long and short term development and coordination.

Design/methodology/approach

The study is based on two case studies,   one showing the initial stages of the development of the cluster system in   humanitarian relief, the other the post-election crisis in Kenya.  The original cases were restructured   according to our theoretical framework and analysed accordingly.  In total the cases are based on 39   semi-structured interviews.

Findings

We find that the start-up of operations   is skewed by the need for a clear disaster declaration for the cluster   system.  The different roles of the   organisations and differing formal requirements create significant problems   before and after cluster activation and de-activation.  Individual organisations take on many roles   in the cluster system and beyond it, both in terms of vertical and horizontal   coordination. 

Research limitations/implications

The two cases have slightly different   foci with the Kenya case relating to a specific emergency whereas the cluster   system describes the system itself based on development in several   emergencies.

Practical implications

It may be necessary to treat different   groupings of organisations differently, ideally restricting access based on   the role of the organisation and the stage of the disaster.  Participating organisations are of widely   different types and the same way of coordinating all of these may not be   appropriate.

What is original/value of paper

There is a strong need for more academic   empirical research in the field.    Combining these two case studies for comparison allows us to learn new   lessons about how different approaches to coordination have worked in practice.

Keywords
coordination, humanitarian clusters, case study, humanitarian logistics, roles in distribution
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-19859 (URN)
Conference
24th NOFOMA Conference, 7-8 June, 2012, Åbo, Finland
Available from: 2012-11-21 Created: 2012-11-21 Last updated: 2015-09-08Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8300-4610

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