Cognitive frames held by supply chain managers: implications for the management of sustainability in supply chains

Abstract

Purpose Despite the growing importance and complexity of modern supply chains, little scholarly attention has been devoted to cognitive processes in supply chain management (SCM). In particular, we know little about the structure of supply chain managers’ cognitive frames and how differences between frames affect sustainable supply chain management (SSCM). Design/methodology/approach Given the relative scarcity of the topic, this paper uses a conceptual approach. Building on prior literature from cognitive psychology and related areas, it develops ideal types of cognitive frames with which supply chain managers approach sustainability-related decisions. Findings This study first develops three ideal-type cognitive frames – unidimensional, hierarchical and paradoxical. This paper then shows that it makes a difference which one of these a supply chain manager holds when addressing issues related to sustainable supply. Thereafter, this study discusses the antecedents that can explain why a manager holds a particular cognitive frame. Research limitations/implications This paper represents one of the first analyses of how the structure of a supply chain manager’s cognitive frame impacts their firm’s sustainable supply initiatives. Although developed with regard to SSCM, the arguments have implications for other management areas too, not least for the education of future SCM professionals. Originality/value Given their boundary-spanning role, attention to the cognitive processes of supply chain managers is crucial to understanding the conditions under which firms can address sustainability challenges in their supply chains.

Conceptualising active management of paradoxical tensions in corporate sustainability: A systematic literature review

“…Interactions with other organisations or external stakeholders give rise to individual and organisational cognitive frames that represent relevant RPs to push forward active strategies not only for decision‐making within the organisation but also at the inter‐organisational level (Haffar & Searcy, 2019; Preuss & Fearne, 2021). Preuss and Fearne (2021) focused on cognitive frames held by supply chain managers, individualising the paradoxical cognitive frame as the one that draws attention to social and economic sustainability regardless of economic impact.…”

“…Interactions with other organisations or external stakeholders give rise to individual and organisational cognitive frames that represent relevant RPs to push forward active strategies not only for decision‐making within the organisation but also at the inter‐organisational level (Haffar & Searcy, 2019; Preuss & Fearne, 2021). Preuss and Fearne (2021) focused on cognitive frames held by supply chain managers, individualising the paradoxical cognitive frame as the one that draws attention to social and economic sustainability regardless of economic impact. In addition, several studies refer to the fluidity of organisational cognitive frames as IORP that emerges through the stratification of interactions between organisations and determine their ease of dealing with conflicting positions concerning CS (Sharma & Bansal, 2017).…”

“…In addition, at the organisational level, the role of a holistic cognitive framework, which simultaneously addresses the three pillars of sustainability, has been analysed as a functional means of addressing active strategic decisions taken by the organisation itself (Haffar & Searcy, 2019). Cognitive frames have also been focused on at the inter‐organisational level (Preuss & Fearne, 2021), highlighting for instance the fluidity of organisational cognitive frames as an important way of dealing with conflicting positions concerning CS (Sharma & Bansal, 2017).…”

“…Cognitive frames have also been focused on at the interorganisational level (Preuss & Fearne, 2021), highlighting for instance the fluidity of organisational cognitive frames as an important way of dealing with conflicting positions concerning CS (Sharma & Bansal, 2017).…”

Actor–network theory: A novel approach to supply chain management theory development

“…Behavioral operations and SCM might also be said to be concerned with what managers and people in SCM do. However, this research is centered on the effect of cognitive biases and social preferences on decision making and typically addresses well-defined types of decisions, such as those regarding forecasts, inventory planning and auctions (Fahimnia et al, 2019) or supply chain managers' framing of sustainability issues in their supply chains (Preuss & Fearne, 2022). ANT downplays cognitive explanations in favor of sociotechnical accounts and is concerned with processes of emergence and change, rather than isolated decisions taken in supply chains that are assumed to be stable.…”