Journal of Supply Chain Management最新文献

{"title":"Managing Outsourced Reverse Supply Chain Operations: Middle-Range Theory Development","authors":"Ivan Russo,&nbsp;Daniel Pellathy,&nbsp;Ayman Omar","doi":"10.1111/jscm.12244","DOIUrl":"https://doi.org/10.1111/jscm.12244","url":null,"abstract":"<p>Reverse supply chain (RSC) operations have emerged as a critical component of overall supply chain management in manufacturing industries. Yet, relatively little is known about how companies define their approach to managing outsourced RSC operations and how outcomes vary across different approaches. This paper responds to numerous calls in the literature for research that delves deeply into the “how” and “when” (mechanisms and contexts) of RSC operations. Based on within- and cross-case analysis of four manufacturer–3PL dyads, this paper develops a framework and detailed middle-range theory that explains and predicts the way in which different approaches to managing outsourced RSC operations yield different results. By exploring the approach used in each dyad, this research offers managers a rich description of some of the ways that forward thinking on RSC operations can open the door to different potential benefits. The research also contributes to the development of a theory of outsourced RSC operations. Theoretical arguments combined with research propositions provide a wealth of opportunity for future researchers to engage in this topic area.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 4","pages":"63-85"},"PeriodicalIF":10.6,"publicationDate":"2020-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12244","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"6072873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Resource Scarcity Perceptions in Supply Chains: The Effect of Buyer Altruism on the Propensity for Collaboration","authors":"Robert Wiedmer,&nbsp;Judith M. Whipple,&nbsp;Stanley E. Griffis,&nbsp;Clay M. Voorhees","doi":"10.1111/jscm.12242","DOIUrl":"https://doi.org/10.1111/jscm.12242","url":null,"abstract":"<p>When faced with potential resource scarcities, purchasing managers have to make decisions regarding how to react to such scarcity threats. This can be challenging as there is often uncertainty surrounding the potential scarcity. Buyers’ mitigation decisions are impacted by their perceptions, which may lead to potentially ineffective mitigation responses. Resource dependence theory as well as supply chain literature emphasize the importance of collaborating with supply chain partners to secure access to scarce resources. However, behavioral research argues that the scarcity mindset causes individuals to behave more competitively, rather than collaboratively. This research examines the extent to which buyers’ perceptions of scarcity threats affect the decision to act altruistically towards the major supplier as well as to choose to collaborate with a major supplier in order to mitigate the scarcity. The research uses a scenario-based role-playing experiment with respondents serving as purchasing managers. The research demonstrates the complexity of resource scarcity management and illustrates that when faced with resource scarcity, buyers are actually less prone to collaborate with critical resource suppliers. This effect is robust, regardless of the level of relational capital present in the buyer–supplier relationship and regardless of individual factors, such as work experience and previous purchasing experience.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"56 4","pages":"45-64"},"PeriodicalIF":10.6,"publicationDate":"2020-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12242","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"6451649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How Informal Exchanges Impact Formal Sourcing Collaboration (and What Supply Managers Can Do about It)","authors":"Jiachun Lu,&nbsp;Lutz Kaufmann,&nbsp;Craig R. Carter","doi":"10.1111/jscm.12241","DOIUrl":"https://doi.org/10.1111/jscm.12241","url":null,"abstract":"<p>The interplay between informal and formal mechanisms has frequently been analyzed in the general management and supply chain management disciplines. The same is true for linkages between past and present events. However, the extant supply management literature largely conceptualizes formal cross-functional sourcing collaborations as free from influences emanating from prior encounters. This compartmentalization is in sharp contrast to sociology and social psychology research, which demonstrates that overlooking previous interactions limits our understanding of team dynamics. Boundary-spanning supply managers continually engage in formal and informal interactions with colleagues from other functions both before and during formal collaborations in sourcing teams. Our research focuses on the effects of <i>informal</i> exchanges that have taken place <i>prior to</i> the formal establishment of the sourcing team. We investigate how a colleague from another function reacts to a supply manager’s rejection of informal advice, and how the supply manager can mitigate the potential negative effects of this reaction on future formal sourcing collaborations. We use social exchange theory and impression management theory to derive hypotheses, a scenario-based experiment to test the hypotheses, and a sequential explanatory strategy based on interviews to delve more deeply into the experimental findings. The results suggest that previous informal advice-rejection reduces both an advisor’s willingness to provide formal advice to the advice-receiving supply manager in an ensuing cross-functional sourcing team and the expected cohesion of such a team, as compared to when the advice was heeded. We differentiate between five types of advisees’ mitigation strategies and find that the negative implications can be mitigated but that the degree of mitigation effectiveness partly depends on the advisor’s expertise level.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 4","pages":"26-62"},"PeriodicalIF":10.6,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12241","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5995059","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mitigating Mechanisms for the Dark Side of Collaborative Buyer–Supplier Relationships: A Mixed-Method Study","authors":"Verónica H. Villena,&nbsp;Thomas Y. Choi,&nbsp;Elena Revilla","doi":"10.1111/jscm.12239","DOIUrl":"https://doi.org/10.1111/jscm.12239","url":null,"abstract":"<p>Scholars have called attention to the dark side of collaborative buyer–supplier relationships (BSRs). For instance, the loss of objectivity, relational inertia, and redundant knowledge bases emerging from too much collaboration may result in declining performance. We extend this line of research by investigating the feasibility of potential mitigating mechanisms. Drawing from the literature on governance in inter-organizational relationships and the interviews with practitioners that have experienced the dark side, we have identified three mechanisms: challenging goals, contractual explicitness, and expectation of continuity. We examine these mechanisms empirically through two consecutive studies. The first study collected data on 132 buying firms and 28 matched suppliers from two sources (survey and archival database). The results provide support for challenging goals and contractual explicitness but offer mixed results for expectation of continuity. The data also allow us to identify buyers suffering from excessive collaboration with their suppliers. In the second study, we gathered qualitative data on five pairs of such buyers and their matched suppliers. Different pairs show different behaviors. Some buyer and supplier firms seem unaware of their predicament, while others are grappling with fighting back the dark side. This qualitative study also offers additional manifestations of the dark side and mechanisms beyond the ones examined in our first study and explains why expectation of continuity received mixed results. This research advances the BSR literature by demonstrating that it is possible to mitigate the dysfunctionalities emerging from too much collaboration and by providing some evidence for its subtle manifestations. It also reveals the managerial complexity surrounding the dark side and provides future research directions for this important topic.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 4","pages":"86-116"},"PeriodicalIF":10.6,"publicationDate":"2020-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12239","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5836564","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing Buyer-Supplier Conflicts: The Effect of Buyer Openness And Directness On A Supplier's Willingness to Adapt","authors":"Niels J. Pulles,&nbsp;Raymond P.A. Loohuis","doi":"10.1111/jscm.12240","DOIUrl":"https://doi.org/10.1111/jscm.12240","url":null,"abstract":"<p>Conflict has received much attention in the supply chain management literature, as it appears to be an inevitable aspect of buyer–supplier relationships. While previous studies mainly focused on preventing or mitigating conflict, this study examines the micro-processes of buyer–supplier conflicts and the mechanisms that facilitate functional conflict processes. Specifically, we examine how a buyer’s conflict expression in the way disagreements are conveyed influences a supplier’s willingness to adapt its internal processes in favor of the buyer. By means of a multi-method, sequential research design, combining insights from a case study and a scenario-based experiment, we found that expressions of entrenchment by the buyer negatively affect supplier adaptation. In addition, a buyer that is direct, while at the same time expressing openness to the supplier’s position, is shown to positively influence supplier adaptation. We also demonstrate the mediating effects of the supplier’s emotions in these relationships. Our findings contribute to the supply chain literature by demonstrating the relevance of conflict expression in enabling adaptive processes. In addition, our insights into the interplay between different expression dimensions extend conflict expression theory.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"56 4","pages":"65-81"},"PeriodicalIF":10.6,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12240","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"6413398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Fighting to survive: how supply chain managers navigate the emerging legal cannabis industry","authors":"Daniel Krause,&nbsp;Madeleine Pullman","doi":"10.1111/jscm.12238","DOIUrl":"https://doi.org/10.1111/jscm.12238","url":null,"abstract":"<p>The cannabis industry is a new quasi-legal industry. Growing, selling, and using cannabis are still illegal in most countries. However, 24 countries and 33 U.S. states have approved cannabis for medical use, and five countries and 11 U.S. states allow recreational use. This research focuses on value-added producers (VAPs), companies that process cannabis to manufacture ingestible, inhalable, or topical products. Due to public health concerns, the VAP tier of the cannabis supply chain faces stringent regulatory focus and turbulence. Using multiple case studies of VAPs in an emerging cannabis industry, this research investigates how these companies' primary supply chain decision-makers make and implement strategic decisions in an environment characterized by fast-changing regulations. While the public often perceives this new market as a way for new business owners to get rich quick, the results of this research paint a different picture. Neither significant corporate expertise and funding nor black-market cannabis experience are necessarily predictors of success. Incorporating the underpinnings of dynamic managerial capabilities, namely managerial cognitive capital, human capital, and social capital, this research investigates how VAP companies have managed their production and supply chains to ultimately thrive, survive, or fail. Human and cognitive capital is important, but social capital that reaches beyond the supply chain is a distinguishing feature of firms that thrive in this nonpredictive environment.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 3","pages":"50-71"},"PeriodicalIF":10.6,"publicationDate":"2020-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12238","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5927118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How Buyers' Attitudes Toward Supplier Diversity Affect Their Expenditures with Ethnic Minority Businesses","authors":"Ian Blount,&nbsp;Mingxiang Li","doi":"10.1111/jscm.12237","DOIUrl":"https://doi.org/10.1111/jscm.12237","url":null,"abstract":"<p>Using data collected from 277 buyers employed at large purchasing organizations (LPOs) in the U.S. and U.K., this study investigates factors that might influence their willingness to procure goods and services from ethnic minority businesses (EMBs). The social capital literature is used to develop hypotheses concerning the cognitive, structural, and relational dimensions that may play roles in decisions to buy from minority firms. Subsequently, modern discrimination theory is employed to provide inductive insights into how buyers' attitudes toward supplier diversity mediate the effects of social capital on their procurement activities with EMBs. The results of multiple regression analysis suggest that in both the U.S. and U.K., positive social capital as perceived by the buyers has a direct, significant relationship with their expenditures with EMBs. The results also reveal that in both countries, buyers' attitudes toward supplier diversity mediate the relationship. Interestingly, although the U.S. originated the concept of supplier diversity, our research uncovers that U.K. LPO buyers have greater expenditures with their EMBs. Based on these findings, this research illustrates how strategic corporate social responsibility initiatives set forth by LPOs may be impacted by their buyers' social relationships with EMBs and their attitudes toward supplier diversity.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 3","pages":"3-24"},"PeriodicalIF":10.6,"publicationDate":"2020-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12237","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5823674","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editorial Commentary: Addressing Confusion in the Diffusion of Archival Data Research","authors":"Jason Miller,&nbsp;Beth Davis-Sramek,&nbsp;Brian S. Fugate,&nbsp;Mark Pagell,&nbsp;Barbara B. Flynn","doi":"10.1111/jscm.12236","DOIUrl":"https://doi.org/10.1111/jscm.12236","url":null,"abstract":"<p>Supply chain management researchers are increasingly using archival data to push boundaries of existing knowledge. Archival data provide opportunities to address new research questions and offer fresh perspectives on old questions. This editorial seeks to establish a common ground regarding research design, measurement validity, and endogeneity to help both authors and reviewers fully utilize archival data to advance supply chain management knowledge.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 3","pages":"130-146"},"PeriodicalIF":10.6,"publicationDate":"2020-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12236","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5746667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Call for papers for the 2021 Emerging Discourse Incubator: Managing Working Conditions in Supply Chains: Towards Decent Work","authors":"Vivek Soundararajan,&nbsp;Miriam Wilhelm,&nbsp;Andrew Crane,&nbsp;Mark Pagell","doi":"10.1111/jscm.12235","DOIUrl":"https://doi.org/10.1111/jscm.12235","url":null,"abstract":"&lt;p&gt;The topic for &lt;i&gt;JSCM&lt;/i&gt;'s fourth emerging discourse incubator (EDI) is Managing Working Conditions in Supply Chains: Toward Decent Work. Decent work refers to “opportunities for work that is productive and delivers a fair income, security in the workplace and social protection for families, better prospects for personal development and social integration, freedom for people to express their concerns, organize and participate in the decisions that affect their lives and equality of opportunity and treatment for all women and men” (ILO, 2019). The goal of decent work for all is enshrined in the UN’s Sustainable Development Goals as SDG 8, “Decent work and Economic Growth”. Yet in many supply chains this goal remains elusive. For example, there is evidence that the supply chains of several prominent companies, such as Amazon, have not adequately addressed worker safety concerns in regard to the COVID-19 virus.&lt;/p&gt;&lt;p&gt;For decades, studies on decent work across disciplines like development studies, geography, political science, sociology and management have focused on various topics including barriers to decent work, causes of indecent work, and measures to improve and maintain decent work (e.g. Anker et al., &lt;span&gt;2003&lt;/span&gt;; Barrientos, &lt;span&gt;2013&lt;/span&gt;; Blustein et al., &lt;span&gt;2016&lt;/span&gt;; Grandey et al., &lt;span&gt;2015&lt;/span&gt;; Sehnbruch et al., &lt;span&gt;2015&lt;/span&gt;). Insights from these studies have informed policies and practices across the globe, many of them focused on the governance of global supply chains.&lt;/p&gt;&lt;p&gt;Research on working conditions in SCM is often conducted under the broader theme of sustainable supply chain management. Under this theme, research has focused on topics such as the supplier capabilities for social management (Huq et al., &lt;span&gt;2016&lt;/span&gt;), occupational health &amp; safety (e.g. Cantor et al., &lt;span&gt;2017&lt;/span&gt;; Pagell et al., &lt;span&gt;2018&lt;/span&gt;), including that of emerging economy suppliers (Hamja et al., 2019), and the role of intermediaries in managing suppliers’ social practices (Soundararajan &amp; Brammer, &lt;span&gt;2018&lt;/span&gt;; Wilhelm et al., &lt;span&gt;2016&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Nevertheless, a closer look at these studies suggests that decent work and SCM scholarship have had very little interaction. Therefore, this emerging discourse incubator encourages further attention to the interface of decent work and supply chain management. A key feature of such research would be that it accounted for the supply chain context, both within and between organizations. Within an organization, decisions about the composition and treatment of the workforce are often separate from supply chain decisions and these supply chain decisions often occur across multiple functions. Equally, supply chain decision makers often influence and are accountable not only for their own organization but also for what other organizations (often in other countries or in a remote supply chain tier) do. Guaranteeing decent work in a supply chain that is accounta","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"56 3","pages":"88-91"},"PeriodicalIF":10.6,"publicationDate":"2020-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12235","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"6264066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Selecting Startups as Suppliers: A Typology of Supplier Selection Archetypes","authors":"Stefan Kurpjuweit,&nbsp;Stephan M. Wagner,&nbsp;Thomas Y. Choi","doi":"10.1111/jscm.12230","DOIUrl":"https://doi.org/10.1111/jscm.12230","url":null,"abstract":"<p>Recent research highlights opportunities to study collaborations between established firms and startups from a buyer–supplier relationship perspective. However, before firms can leverage startups’ resources and capabilities in a buyer–supplier relationship, they need to identify, evaluate, and select suitable startups as their suppliers. As prior research has only studied how buying firms select established firms as suppliers, it is unclear which processes, tools, or organizational approach firms use when selecting startup firms as suppliers. These suppliers are markedly different in that they lack organizational routines, financial resources, and operational capabilities, posing a significant risk for buying companies. This inductive, qualitative case study research collects data from 20 established buying firms and investigates how they select startups as suppliers. We first identify five design themes distinguishing buying firms’ selection strategies. Based on these themes, we develop a typology of three supplier selection archetypes. The results suggest that firms that are willing and able to adapt their selection approach to startups are expected to show a higher selection performance, meaning that they are more likely to select suitable startups as suppliers. The results extend the supplier selection literature and provide new insights into the emerging field of new venture suppliers.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 3","pages":"25-49"},"PeriodicalIF":10.6,"publicationDate":"2020-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12230","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"6137392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}