Table 1 Overview of manufacturing...

Table 1

Overview of manufacturing trade-off, cumulative capability literature in operations and network

Research theme	Authors	Sample size	Constructs*	Research method	Results	Integration corporate sustainability	Contingency factor
Manufacturing trade-off and cumulative capability literature with reference to operations capabilities
1. Introduction of sand cone model	Ferdows and De Meyer (1990)	167 business units	TSC: Quality, (dependability) delivery, flexibility, cost efficiency	Associative analysis	Sand cone model introduced	No	No
2. Empirical support for sand cone model	Noble (1995)	561 plants	ETSC: Quality, dependability (delivery), cost efficiency, flexibility, innovation	Regression analysis	Preliminary support for sand cone model with variations across country location of plant	No	No
2. Empirical support for sand cone model	Rosenzweig and Roth (2004)	81 business units	ETSC: Quality, delivery, reliability, volume, flexibility, cost efficiency	Path analysis	Evidence of sand cone model	No	No
3. Cumulative Capability Model in Developing Economies	Amoako-Gyampah and Meredith (2007)	126 plants	TSC: Quality, delivery, flexibility, cost efficiency	Multiple regression analysis	Evidence to support sand cone model in developing countries (Ghana)	No	Yes (institutional uncertainty)
3. Cumulative Capability Model in Developing Economies	Ehie and Schoenherr (2021)	187 firms	TSC: Quality, delivery, flexibility, cost efficiency	PLS, ANOVA, regression Analysis	Competitive capabilities are pursued cumulatively. Progression sequence varies by country: Nigeria, India, Vietnam	No	Yes (institutional and strategic uncertainty)
4. No empirical support for sand cone model	Boyer and Lewis (2002)	107 plants	TSC: Quality, delivery, flexibility, cost efficiency	Correlation analysis	Trade-offs identified	No	No
4. No empirical support for sand cone model	Flynn and Flynn (2004)	165 plants	TSC: Quality, delivery, flexibility, cost efficiency	Hierarchical regression analysis	Sequential progression of cumulative capabilities was not confirmed	No	Mentioned–not integrated
5. Use of cross-section data for evaluating sequential progression over time	Schroeder et al. (2011)	189 plants	TSC: Quality, delivery, flexibility, cost efficiency	SEM and sequential testing via cross sectional data	Sequential capability building partially identified. Suggestion to integrate contingency factors	No	Mentioned–not integrated (suggest integration of contingency theory)
	Narasimhan and Schoenherr (2013)	180 firms	TSC: Quality, delivery, flexibility, cost efficiency	Repeated cross-sectional data analysis	Confirmation of cumulative capability development over time	No	No
6. Evaluation of dynamic environments	Tamayo-Torres et al. (2017)	231 plants	ETSC: Ambidexterity (exploration, exploitation), quality, speed, flexibility, cost efficiency	SEM	Relationship between ambidexterity and capability improvements moderated by dynamic environment	No	Yes (strategic uncertainty)
7. Extension of sand cone with social and ecological capabilities	Avella et al. (2011)	274 plants	ETSC: Quality, delivery, flexibility, ecological sustainability, cost efficiency	SEM	Ecological capability integrated before cost	Yes (only ecological capability)	No
	Gold et al. (2017)	234 plants (secondary data)	ETSC: Quality, delivery, flexibility, cost efficiency, social and ecological sustainability	Analyses of covariance	Introduction of social and ecological capability forming the top after cost efficiency towards sustainability	Yes (ecological and social capability)	Yes (institutional uncertainty)
8. Sustainable Performance	Henao and Sarache (2023)	133 firms	Operational, environmental and social performance under Lean Manufacturing	SEM	Lean manufacturing practices improve operational performance first, followed by ecological and finally social performance. Partial evidence of trade-offs when attempting simultaneous pursuit of all dimensions (economic, social, environmental)	Yes (triple bottom line: economic, social and environmental performance)	No
8. Sustainable Performance	Molinaro et al. (2024)	661 firms	Environmental, social and financial performance	Longitudinal panel data, fixed effects model	Demonstrates a sand cone model for sustainability: environmental performance forms the base, followed by social performance and finally financial performance. Social performance fully mediates environmental and financial outcomes	Yes (triple bottom line: economic, social and environmental performance)	No
Manufacturing trade-off and cumulative capability literature with reference to network capabilities
9. Extension of the sand cone model to SCM	Newman et al. (2009)	4 firms	Functional, cross-functional, customer-supplier and multi-tier effectiveness	Interviews	Based on the sand cone model, the framework also suggests four levels of SCM integration	No	No
	Bortolotti et al. (2015)	317 plants	TSC: Quality, delivery, flexibility, cost efficiency	SEM	Organisational fitness (e.g. supplier relationship) as a base of the sand cone model	No	No
	Vokurka et al. (2002)	n.a	TSC: Quality, reliability, flexibility, agility, cost efficiency	Conceptual	Proposes sequential capability building for supplier locations (quality to efficiency) to build competitiveness	No	No
10. Synergies between SCM and operations capabilities	Tham and Chiadamrong (2016)	302 firms	Supply chain integration (SCI), supply chain operation (SCO), human resource management (HRM), quality, delivery, flexibility, cost efficiency	SEM	SCI has direct and indirect positive effects on business performance. Other capabilities (SCO, HRM) influence business performance indirectly via competitive advantages. Following the sand cone model, quality improvements drive competitive advantages and performance	No	No
11. Cumulative and sustainable SC capabilities	Chen et al. (2023)	147 firms (secondary data)	DDT (Data-driven transparency), ER (Environmental responsibility), CCA (Cleaner capabilities adoption), EGSCM (Efficient GSCM), RR (Resource recovery)	Correlation analysis, Sequential testing, Path analysis	Identified two cumulative capability sequences. Both sequences emphasise the foundational role of DDT for transparency	Yes (environmental practices integrated)	No
11. Cumulative and sustainable SC capabilities	Lee et al. (2016)	198 SMEs	Economic, social and environmental SC capability	Hierarchical regression, cluster analysis	Identified four clusters of SC capabilities: (1) All-round (high in economic, social and environmental capabilities), (2) Economic-first, (3) Social-first and (4) Environmental-first. The All-round cluster achieved the highest performance across all supply chain dimensions	Yes (triple bottom line: economic, social and environmental performance)	No
This research
12. Cumulative operations capabilities and network capabilities during HILF disruptions	This research paper	135 plants	ETSC: Operations capabilities with quality, delivery, flexibility, cost efficiency, social and ecological sustainability Network capabilities with collaboration, risk management, visibility, supply chain reengineering, agility	PLS-SEM and sequential testing with dual perspective data collection	Adherence to Sand Cone sequence enhances sustainability by mitigating trade-offs. Network capabilities complement operations capabilities, fostering capability building for social and ecological sustainability	Yes (economic, social and ecological priorities through capabilities)	Yes (HILF disruption → environmental uncertainty and resource constraints)

Research theme	Authors	Sample size	Constructs*	Research method	Results	Integration corporate sustainability	Contingency factor
Manufacturing trade-off and cumulative capability literature with reference to operations capabilities
1. Introduction of sand cone model	Ferdows and De Meyer (1990)	167 business units	TSC: Quality, (dependability) delivery, flexibility, cost efficiency	Associative analysis	Sand cone model introduced	No	No
2. Empirical support for sand cone model	Noble (1995)	561 plants	ETSC: Quality, dependability (delivery), cost efficiency, flexibility, innovation	Regression analysis	Preliminary support for sand cone model with variations across country location of plant	No	No
2. Empirical support for sand cone model	Rosenzweig and Roth (2004)	81 business units	ETSC: Quality, delivery, reliability, volume, flexibility, cost efficiency	Path analysis	Evidence of sand cone model	No	No
3. Cumulative Capability Model in Developing Economies	Amoako-Gyampah and Meredith (2007)	126 plants	TSC: Quality, delivery, flexibility, cost efficiency	Multiple regression analysis	Evidence to support sand cone model in developing countries (Ghana)	No	Yes (institutional uncertainty)
3. Cumulative Capability Model in Developing Economies	Ehie and Schoenherr (2021)	187 firms	TSC: Quality, delivery, flexibility, cost efficiency	PLS, ANOVA, regression Analysis	Competitive capabilities are pursued cumulatively. Progression sequence varies by country: Nigeria, India, Vietnam	No	Yes (institutional and strategic uncertainty)
4. No empirical support for sand cone model	Boyer and Lewis (2002)	107 plants	TSC: Quality, delivery, flexibility, cost efficiency	Correlation analysis	Trade-offs identified	No	No
4. No empirical support for sand cone model	Flynn and Flynn (2004)	165 plants	TSC: Quality, delivery, flexibility, cost efficiency	Hierarchical regression analysis	Sequential progression of cumulative capabilities was not confirmed	No	Mentioned–not integrated
5. Use of cross-section data for evaluating sequential progression over time	Schroeder et al. (2011)	189 plants	TSC: Quality, delivery, flexibility, cost efficiency	SEM and sequential testing via cross sectional data	Sequential capability building partially identified. Suggestion to integrate contingency factors	No	Mentioned–not integrated (suggest integration of contingency theory)
	Narasimhan and Schoenherr (2013)	180 firms	TSC: Quality, delivery, flexibility, cost efficiency	Repeated cross-sectional data analysis	Confirmation of cumulative capability development over time	No	No
6. Evaluation of dynamic environments	Tamayo-Torres et al. (2017)	231 plants	ETSC: Ambidexterity (exploration, exploitation), quality, speed, flexibility, cost efficiency	SEM	Relationship between ambidexterity and capability improvements moderated by dynamic environment	No	Yes (strategic uncertainty)
7. Extension of sand cone with social and ecological capabilities	Avella et al. (2011)	274 plants	ETSC: Quality, delivery, flexibility, ecological sustainability, cost efficiency	SEM	Ecological capability integrated before cost	Yes (only ecological capability)	No
	Gold et al. (2017)	234 plants (secondary data)	ETSC: Quality, delivery, flexibility, cost efficiency, social and ecological sustainability	Analyses of covariance	Introduction of social and ecological capability forming the top after cost efficiency towards sustainability	Yes (ecological and social capability)	Yes (institutional uncertainty)
8. Sustainable Performance	Henao and Sarache (2023)	133 firms	Operational, environmental and social performance under Lean Manufacturing	SEM	Lean manufacturing practices improve operational performance first, followed by ecological and finally social performance. Partial evidence of trade-offs when attempting simultaneous pursuit of all dimensions (economic, social, environmental)	Yes (triple bottom line: economic, social and environmental performance)	No
8. Sustainable Performance	Molinaro et al. (2024)	661 firms	Environmental, social and financial performance	Longitudinal panel data, fixed effects model	Demonstrates a sand cone model for sustainability: environmental performance forms the base, followed by social performance and finally financial performance. Social performance fully mediates environmental and financial outcomes	Yes (triple bottom line: economic, social and environmental performance)	No
Manufacturing trade-off and cumulative capability literature with reference to network capabilities
9. Extension of the sand cone model to SCM	Newman et al. (2009)	4 firms	Functional, cross-functional, customer-supplier and multi-tier effectiveness	Interviews	Based on the sand cone model, the framework also suggests four levels of SCM integration	No	No
	Bortolotti et al. (2015)	317 plants	TSC: Quality, delivery, flexibility, cost efficiency	SEM	Organisational fitness (e.g. supplier relationship) as a base of the sand cone model	No	No
	Vokurka et al. (2002)	n.a	TSC: Quality, reliability, flexibility, agility, cost efficiency	Conceptual	Proposes sequential capability building for supplier locations (quality to efficiency) to build competitiveness	No	No
10. Synergies between SCM and operations capabilities	Tham and Chiadamrong (2016)	302 firms	Supply chain integration (SCI), supply chain operation (SCO), human resource management (HRM), quality, delivery, flexibility, cost efficiency	SEM	SCI has direct and indirect positive effects on business performance. Other capabilities (SCO, HRM) influence business performance indirectly via competitive advantages. Following the sand cone model, quality improvements drive competitive advantages and performance	No	No
11. Cumulative and sustainable SC capabilities	Chen et al. (2023)	147 firms (secondary data)	DDT (Data-driven transparency), ER (Environmental responsibility), CCA (Cleaner capabilities adoption), EGSCM (Efficient GSCM), RR (Resource recovery)	Correlation analysis, Sequential testing, Path analysis	Identified two cumulative capability sequences. Both sequences emphasise the foundational role of DDT for transparency	Yes (environmental practices integrated)	No
11. Cumulative and sustainable SC capabilities	Lee et al. (2016)	198 SMEs	Economic, social and environmental SC capability	Hierarchical regression, cluster analysis	Identified four clusters of SC capabilities: (1) All-round (high in economic, social and environmental capabilities), (2) Economic-first, (3) Social-first and (4) Environmental-first. The All-round cluster achieved the highest performance across all supply chain dimensions	Yes (triple bottom line: economic, social and environmental performance)	No
This research
12. Cumulative operations capabilities and network capabilities during HILF disruptions	This research paper	135 plants	ETSC: Operations capabilities with quality, delivery, flexibility, cost efficiency, social and ecological sustainabilityNetwork capabilities with collaboration, risk management, visibility, supply chain reengineering, agility	PLS-SEM and sequential testing with dual perspective data collection	Adherence to Sand Cone sequence enhances sustainability by mitigating trade-offs. Network capabilities complement operations capabilities, fostering capability building for social and ecological sustainability	Yes (economic, social and ecological priorities through capabilities)	Yes (HILF disruption → environmental uncertainty and resource constraints)

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