Abstract
PurposeThe purpose of this paper is to empirically investigate the antecedents and impacts of a largely overlooked concept, employee development, within the challenging area of returns management.Design/methodology/approachThe proposed relationships are validated through structural equation modeling analysis with survey data collected in India.FindingsCombining the ability–motivation–opportunity model in human resource management and the theoretical tenets associated with dynamic capabilities, the authors confirmed that supply chain learning, returns management orientation and information support are important antecedents of returns management employee development. In turn, the findings suggest that, as a dynamic capability, returns management employee development positively impacts a firm’s returns management and market performance.Practical implicationsTo successfully tackle the challenges related to handling returns, companies must focus their resources not only on new technologies and related processes, but also on employee training and development as well.Originality/valueAlthough recruiting and retaining talent in supply chain management has long been recognized as a serious global challenge, no previous research has empirically studied employee development practices in the returns management context.
Published Version
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