Abstract

Abstract
The purpose of this study is to investigate Second Generation Ethanol’s (SGE) production cycle in order to understand the level of SGE’s technological intensity in the integrated cycle. The suggested methodology comprises of a review of literature surrounding the requirements and indexes of technological intensity. A wide selection of database and review of specialized literature have been described to demonstrate the proposed discussion and conclusions. It has been observed that SGE puts forward a higher level of technological intensity in relation to First Generation Ethanol (FGE).

Abstract
Purpose The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders' attributes. Design/methodology/approach An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM. Findings The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader's attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making. Originality/value Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

Abstract

Abstract
Innovation is recognised as an important source of competitive advantage by both academics and managers. Nowadays, supply chain partners play a crucial part in driving many aspects of innovation, from the definition of the product concept to the launch to the market. This chapter analyzes how the relationship between supply chain management and the innovation process is addressed in the literature and discuss ways to improve the performance by means of this relationship. A bibliometric analysis—including citation and co-citation analysis—is carried out to study the intellectual structure of the topic. In the end, four literature clusters were identified, and their characteristics are discussed. © 2018, Springer International Publishing AG, part of Springer Nature.

Abstract
Drawing on the concept of strategic fit, this conceptual paper seeks to clarify the relationship between innovation strategies and supply chain management strategies. This work seeks to propose a conceptual framework to help advance research in this area. A literature review was conducted as a basis for developing a unified framework which best reflects the relationship and fit between the different strategies in each area, something which has been clearly under researched from the strategic fit perspective. The findings can be used to guide the decision making of managers in the areas of innovation and supply chain. Additionally, they can serve as a reference for helping coordinate with other areas of the business, in order to ensure the correct fit between activities and strategies.