A Virtue-Ethics Analysis of Supply Chain Collaboration

Abstract

Aristotle, collaboration, supply chain management, trust, virtue ethics,

Sustainability along the Value Chain: Collaborative Approaches and their Impact on Firm Performance

“…In this sense, attention has been progressively addressed to the beneficial impact of implementing social and environmental practices across organizational boundaries, through the establishment of collaborative governance models (Drake, Schlachter 2008;Perrini, Vurro 2006).…”

“…Political economy, public opinion, and managerial literature have started to be concerned with the developmental consequences of value chain disaggregation, pointing out to the need for and benefits of voluntarily integrating social and environmental issues (sustainability issues, hereafter) into supply chain management (SCM) approaches (Drake, Schlachter 2008;Salvioni, Astori 2013). As a result, research on SCM processes and practices has been progressively extended to the analysis of collaborative orientation along the supply chain and of company attempts to move away from mere cost-reduction strategies based on costcutting delocalization decisions (Maloni, Brown 2006).…”

“…Preliminary taxonomies of alternative approaches to SCM have also started to be theorized, elaborating on the beneficial impacts of managerial models based on high levels of cooperation and integration between partners (Drake, Schlachter 2008, Pogutz et al 2009). …”

“…Results coming out of the regression analysis show how both collaborativeness and high sustainability orientation along the value chain matter in predicting supply chainrelated performance. In fact, with negative impacts associated to inactive SSCM approaches both upstream and downstream, relational governance models and sustainability integration appears as the drivers of a superior ability to provide the right product, at the right time, in the right place and quantity, for the right customers and at the right price (Carter 2005;Drake, Schlachter 2008).…”

Methods of Fuzzy Set Theory in the Purpose of Expansion of the Value Chains Based on the Main Factors of Corporate Culture

“…; -fifth, there is an increasing of the importance of management tools aimed at maintaining a competitive advantage not only in the internal environment of the company, but also in foreign one, biased towards intangible assets (corporate culture, corporate brand, corporate identity, corporate image, and reputation); -sixth, external, internal and dual instruments of corporate culture in general, reducing the level of transaction costs of economic agents interaction, increasing the level of trust between the participants of the value chain of the company, and affecting the flow of the risks and value of companies, thus providing a competitive advantage throughout the value chain of the company. Modern researchers of the value chains of companies indicate the formation of not only national, but also of the global chains of creation of company value (Surroca at al., 2010), so that such intangible factors as reputation and corporate codes of conduct that affect the level of trust between the participating companies of a network chain (Tulder at al., 2009), (Drake at al., 2008), to determine not only the relationship between the company and its stakeholders, but also the level of risks and ways of distribution of market power across the network chain that also affect the competitive development and sustainability of the value chain of the company.…”