Journal of Supply Chain Management最新文献

{"title":"Configurational approaches to theory development in supply chain management: Leveraging underexplored opportunities","authors":"David J. Ketchen Jr.,&nbsp;Lutz Kaufmann,&nbsp;Craig R. Carter","doi":"10.1111/jscm.12275","DOIUrl":"https://doi.org/10.1111/jscm.12275","url":null,"abstract":"<p>In introducing the 2020 Emerging Discourse Incubator, Flynn et al. (2020, https://doi.org/10.1111/jscm.12227) urged supply chain scholars to leverage fresh approaches in order to develop supply chain-specific theory, including approaches that are underutilized within the discipline. In response, we explain how more examination of configurations—meaningful sets of observations within a sample—can enhance theory development and, in particular, fuel the construction of supply chain-specific theory. First, we describe the value of configurational theorizing while contrasting it with two more popular approaches: one that centers on linear relationships and one that spotlights the unique features of individual observations. Second, we explain the main configurational approaches available to scholars. Here, we pay special attention to qualitative comparative analysis (QCA)—an approach to configurational theorizing that is relatively new to organizational research. Third, we offer examples of how configurational theorizing via the use of QCA can be used to develop supply chain management theory. Although QCA is employed regularly in neighboring fields, QCA remains something of a conceptual curiosity within supply chain management research. This state of affairs represents an important opportunity because QCA's emphasis on causal complexity fits well with the fact that supply chain outcomes usually arise from an array of variables—often at different levels of analysis—and the interplay among them. Thus, better leveraging configurational theory development can facilitate the creation of novel conceptualizations and useful advice for practice.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 3","pages":"71-88"},"PeriodicalIF":10.6,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5782803","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":"Driving cooperative actions: A multimethod study of the temporal duration of unilateral commitments","authors":"John-Patrick Paraskevas,&nbsp;Stephanie Eckerd,&nbsp;Curtis M. Grimm","doi":"10.1111/jscm.12273","DOIUrl":"https://doi.org/10.1111/jscm.12273","url":null,"abstract":"<p>Previous research demonstrates numerous benefits of mutual commitments between parties. However, less is understood about the effect of unilateral commitments, when one party (the <i>committer</i>) makes a relationship-specific investment without an established current or forthcoming reciprocal commitment by the other party (the <i>recipient</i>). This problem is particularly relevant in the supply chain management domain, where organizations often make investments in their supply chain partners, and frequently assume great risks in doing so. To help organizations understand how they can initiate unilateral commitments to their benefit, we develop theory regarding the outcomes of unilateral commitments based on their temporal duration. We evaluate our hypothesis using data collected from three distinct studies, each using different methodologies and samples: a laboratory experiment of graduate students, a vignette experiment of operations management practitioners, and a secondary data analysis of baseball contracts. We find compelling support that unilateral commitments of shorter duration successfully drive <i>recipient</i> cooperative behavior; however, a significant decrease in <i>recipient</i> cooperation results from longer term unilateral commitments. Our research contributes broadly to the literature on unilateral commitments, and in particular its manifestation within supply chain management, where this research stands to make substantial impact due to the prevalence of unilateral commitments.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 3","pages":"3-22"},"PeriodicalIF":10.6,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12273","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5785287","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":"Fostering SME supplier-enabled innovation in the supply chain: The role of innovation policy","authors":"Kostas Selviaridis,&nbsp;Martin Spring","doi":"10.1111/jscm.12274","DOIUrl":"https://doi.org/10.1111/jscm.12274","url":null,"abstract":"<p>Buying organizations collaborate with their suppliers to innovate, and increasingly seek to tap into the innovation potential of technologically adept small and medium-sized enterprises (SMEs) who are new to them. Engagement with technology-based SMEs as possible suppliers can be constrained by institutions (e.g., rules, regulations, and norms of conduct) embodied in the buying organization's procurement and supply chain strategy, processes, and practices. Although prior research has examined how institutional forces influence supplier-enabled innovation, little is known about institutional failures that are particularly germane to innovative SMEs and impede collaboration between these SMEs and buying organizations. Consistent with the focus of the second emerging discourse incubator (EDI) on researching the effects of institutions (e.g., regulations) and public policies on supply chains, we investigate how enacted innovation policies address SME-specific institutional failures in a public sector context, that of the English National Health Service (NHS). Our qualitative research reveals that public agencies responsible for policy enactment seek to promote SME supplier-enabled innovation in the supply chain through institutional change and mitigation, SME connectivity to supply chain actors, and SME supplier development support. We synthesize our findings into a research model and set of propositions which theorize on the specific mechanisms underpinning the interventions of policy-enacting agencies and their effects. Our study contributes to the literature on supplier-enabled innovation and to research focusing on collaboration between buyers and innovative small suppliers. More broadly, we generate theoretical insights regarding the role of public agencies enacting policy as a class of non-firm actors whose interventions influence the supply chain. The findings also add to our understanding of the interplay between supply chains and institutions.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 1","pages":"92-123"},"PeriodicalIF":10.6,"publicationDate":"2021-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12274","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5729857","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 Fifth Emerging Discourse Incubator: Leveraging Multiple Types of Resources within the Supply Chain Network for Competitive Advantage","authors":"","doi":"10.1111/jscm.12271","DOIUrl":"https://doi.org/10.1111/jscm.12271","url":null,"abstract":"&lt;p&gt;The purpose of this EDI is to encourage a re-examination of how a firm can leverage resources within its supply chain network to enhance its competitive advantage via both market and non-market based competitive actions. For example, Apple Corporation is able to engage in highly successful product competition with firms such as Samsung because its supply chain network has the needed resources to design, manufacture and bring the firm's products to market faster than its rivals. Therefore, this EDI is particularly interested in submissions that adopt a competitive dynamics perspective to investigate the role of supply chain networks on firm-level competitive moves and countermoves (Grimm, Lee, and Smith, 2006; Hofer, Cantor, and Dai, 2012). Examples of competitive moves and counter-moves include pricing actions, marketing and advertising actions, facility expansion actions, new product innovation actions (e.g., Ferrier, Smith and Grimm, 1999). Increasingly, firms are also engaging in non-market competitive moves such as political lobbying actions as a way to take a proactive posture towards the public policy environment (e.g., Oliver &amp; Holzinger, 2008).&lt;/p&gt;&lt;p&gt;Strategy scholars and economists have debated for many years the role of market forces on the promotion of overall economic growth and innovation. Due to issues of potential market share erosion or industry dethronement (see creative destruction, Schumpeter, 1950; Chen and Miller 2012), many firms such as Apple, Google, and Amazon, are highly incentivized to undertake competitive actions to enhance firm performance. However, only recently has there been increased interest in how internal and external resources within the supply chain network play a critical role in enabling the firm to engage in competitive behavior. While there is little debate that the supply chain can represent an important resource to enhance the firm's ability to compete in hyper-competitive markets, some stakeholders are concerned that firms will leverage their supply chain resources for anti-competitive purposes.&lt;/p&gt;&lt;p&gt;The first goal of this Emerging Discourse Incubator is to increase our understanding of how resources within supply chain networks can provide firms with the ability to engage in competitive and anti-competitive behavior through market-based actions (e.g., competitive moves such as pricing actions and new product introductions} and non-market-based actions (e.g., political influencing strategies). For instance, firms are able to create and share proprietary resources across their networks to realize superior financial and operational returns (Burt, 2003). Firms can leverage resources from their supply chain relationships to identify and exploit market and political opportunities. At the same time, firms can capitalize on supply chain relationships to create undue harm through anti-competitive behavior. For example, suppliers can leverage the information technology and marketing capabilities accumu","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"57 3","pages":"147-149"},"PeriodicalIF":10.6,"publicationDate":"2021-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12271","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5917539","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":"Mending fences in a buyer–supplier relationship: The role of justice in relationship restoration","authors":"Saif Mir,&nbsp;Misty Blessley,&nbsp;Zach Zacharia,&nbsp;John Aloysius","doi":"10.1111/jscm.12272","DOIUrl":"https://doi.org/10.1111/jscm.12272","url":null,"abstract":"<p>While the extant literature has examined causes for buyer–supplier relationship dissolution, the restoration of severed buyer–supplier relationships has been overlooked. Drawing on organizational justice theory, our research develops and tests a model of relationship restoration. We examine how the supplier's restoration tactics—acknowledgment, compensation, and operational transparency, influence the interactional, distributive, and procedural fairness perception, respectively, of the buyer, resulting in relationship restoration. The results are based on a 2 (Acknowledgment – Yes/No) × 2 (Compensation – Yes/No) × 2 (Operational Transparency – Yes/No) vignette-based study with 390 experienced practitioners. The analysis shows that compensating the buyer and providing transparent procedures for dealing with similar situations in the future, lead to higher distributive fairness and procedural fairness, respectively, resulting in restored relationships. Compensation makes up for past supplier malperformance, whereas operational transparency mitigates future concerns. We also find that restoration tactics based on interactional justice are less effective than those based on procedural and distributive justice. There is only marginal support for the indirect positive effect of acknowledgment on restoration intentions (<i>p</i> &lt; 0.10). These results point to the importance of knowing how to approach a buyer to initiate relationship restoration. Managers must understand and evaluate the specific needs of each buyer when proposing a compensatory design that appeals to the buyer. Additionally, establishing procedures that are appealing to all buyers can be a challenge for a supplier, due to the differing benefits to the supplier provided by each buyer.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 3","pages":"23-46"},"PeriodicalIF":10.6,"publicationDate":"2021-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12272","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5901733","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":"Trust violations in buyer–supplier relationships: Spillovers and the contingent role of governance structures","authors":"Stephanie Eckerd,&nbsp;Sean Handley,&nbsp;Fabrice Lumineau","doi":"10.1111/jscm.12270","DOIUrl":"https://doi.org/10.1111/jscm.12270","url":null,"abstract":"<p>Buyer–supplier relationships provide ample opportunities for trust violations to occur. Yet the literature on the impact and outcomes of violations of trust in buyer–supplier relationships is underdeveloped. In this study, we report the results from three complementary scenario-based experiments that evaluate the impact of a supplier-induced violation on a buyer's trust in that supplier. We establish a spillover effect of supplier integrity violations onto the buyer's competence dimension of trust, and of supplier competence violations onto the buyer's integrity dimension of trust. We also examine the role of inter-organizational governance, finding that contractual and relational governance are differentially effective at mitigating trust damages experienced by a buyer after a supplier violation. Specifically, we observe that relational governance helps mitigate damages to buyer's trust following a supplier competence violation, whereas some evidence suggests that contractual governance serves to preserve buyer's trust following a supplier integrity violation. These findings have important theoretical and managerial implications for the management of buyer–supplier relationships. We discuss why the governance structures adopted by firms involved in a buyer–supplier relationship have distinct impacts on trust assessments following a violation.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 3","pages":"47-70"},"PeriodicalIF":10.6,"publicationDate":"2021-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12270","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5952837","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":"Introducing synchromodality: One missing link between transportation and supply chain management","authors":"Beatriz Acero,&nbsp;Maria Jesus Saenz,&nbsp;Davide Luzzini","doi":"10.1111/jscm.12269","DOIUrl":"https://doi.org/10.1111/jscm.12269","url":null,"abstract":"<p>This study develops and tests the synchromodality construct, a novel supply chain concept that integrates the flexible use of different transport modes based on real-time information. At a time when global supply chains are complex and subject to uncertainty, synchromodality has emerged at the forefront of research and practice as a tool to ensure efficient delivery performance and thus supply chain competitiveness. Despite synchromodality is attracting the attention of leading companies and policy makers, only scholars within the transport research community have engaged with the topic so far. We believe a supply chain management perspective is missing, but essential, to develop the full potential of synchromodality. Our study shows that synchromodality capabilities encapsulate four key elements: <i>visibility</i>, <i>integration</i>, <i>multi</i>-<i>modal transport</i>, and <i>flexibility</i>. Thanks to a three-stage research approach exploiting multiple methods, this study conceptualizes, develops, and validates the first synchromodality measurement model, which reflects the multidimensional nature of the concept. We hope to set the stage for a number of potential future research opportunities that can explore synchromodality implementation and outcomes.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 1","pages":"51-64"},"PeriodicalIF":10.6,"publicationDate":"2021-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12269","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5701696","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":"Order from chaos: A meta-analysis of supply chain complexity and firm performance","authors":"Melek Ak?n Ate?,&nbsp;Robert Suurmond,&nbsp;Davide Luzzini,&nbsp;Daniel Krause","doi":"10.1111/jscm.12264","DOIUrl":"https://doi.org/10.1111/jscm.12264","url":null,"abstract":"<p>Increased globalization, varying customer requirements, extended product lines, uncertainty regarding supplier performance, and myriad related factors make supply chains utterly complex. While previous research indicates that supply chain complexity plays an important role in explaining performance outcomes, the accumulating evidence is ambiguous. Thus, a finer-grained analysis is required. By meta-analyzing 27,668 observations across 102 independent samples from 123 empirical studies, we examine the link between supply chain complexity and firm performance. While the preponderance of evidence from previous studies identifies supply chain complexity as detrimental to firm performance, our results illustrate that although supply chain complexity has a negative effect on operational performance, it has a positive effect on innovation performance and financial performance. Furthermore, we also distinguish among different levels of supply chain (i.e., upstream, downstream, and internal) and observe nuanced findings. Finally, our findings also reveal moderating effects of construct operationalization and study design characteristics. We discuss implications for theory and practice and provide avenues for future research.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 1","pages":"3-30"},"PeriodicalIF":10.6,"publicationDate":"2021-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12264","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5687517","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":"Asset ownership & incentives to undertake non-contractible actions: The case of trucking","authors":"Jason Miller,&nbsp;Keith Skowronski,&nbsp;John Saldanha","doi":"10.1111/jscm.12263","DOIUrl":"https://doi.org/10.1111/jscm.12263","url":null,"abstract":"<p>Firms must continually adjust their operations and those of their supply chain members in response to a continually evolving external environment. Many of these modifications are non-contractible in that firms cannot devise and enforce contracts on these behaviors. In this research, we extend property rights theory of the firm (PRTF) by suggesting that small entrepreneurs’ ownership of assets used to perform delegated tasks does not always incentivize small entrepreneurs to undertake non-contractible actions (NCAs) as assumed by canonical PRTF. We argue that the ability of asset ownership to incentivize small entrepreneurs to undertake NCAs will be muted when undertaking NCAs reduces small entrepreneurs’ productivity. We test our hypotheses by examining how trucking companies’ use of independent contractors affected the rate at which they improved compliance with different types of safety rules following a major regulatory change. Consistent with our arguments, we find that the use of independent contractors slowed carriers’ rate of firm-wide improvement on compliance with hours-of-service and vehicle maintenance rules relative to driving safety rules. These results, which remain after extensive robustness testing, have important implications for theory and practice.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 1","pages":"65-91"},"PeriodicalIF":10.6,"publicationDate":"2021-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12263","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5887631","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":"Heeding supply chain disruption warnings: When and how do cross-functional teams ensure firm robustness?","authors":"Thomas A. de Vries,&nbsp;Gerben S. van der Vegt,&nbsp;Kirstin Scholten,&nbsp;Dirk Pieter van Donk","doi":"10.1111/jscm.12262","DOIUrl":"https://doi.org/10.1111/jscm.12262","url":null,"abstract":"<p>Firms can adopt several strategies to increase their robustness to potential supply chain (SC) disruptions. One promising strategy is the use of a cross-functional team with representatives from functional departments. Such a team may facilitate sharing relevant information, enabling the firm to respond effectively to SC disruption warnings. However, despite their potential, cross-functional teams also differ in their ability to respond to SC disruption warnings and to ensure firm robustness. Extending insights from information-processing theory and team research to the field of SC management, we propose that a cross-functional team’s ability to handle high numbers of SC disruption warnings depends on the extent to which the team adopts centralized decision-making, with one or two members orchestrating the decision-making process. We also introduce internal integration problems as a mediating mechanism explaining why a cross-functional team lacking centralized decision-making may be unable to handle high numbers of SC disruption warnings. In two independent studies, we use multi-source data on cross-functional teams’ performance in dealing with SC disruption warnings during a realistic SC management simulation; the results support our predictions.</p>","PeriodicalId":51392,"journal":{"name":"Journal of Supply Chain Management","volume":"58 1","pages":"31-50"},"PeriodicalIF":10.6,"publicationDate":"2021-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/jscm.12262","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"5846425","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}