Complementary theories to supply chain management revisited – from borrowing theories to theorizing

Abstract

Purpose – The aim of this paper is to identify ways by which the theorizing of supply chain management (SCM) takes place, with particular attention to complementary theories. SCM suffers as well as benefits from a “conceptual slack”. Design/methodology/approach – The nature of SCM is discussed, and the role and relevance of theorizing is addressed by using key characteristics of “academic scholarship” based on a literature review of SCM and evaluation of application of theory and theory development. Findings – The integrative and multi-layered nature of SCM sets the conditions for “theorizing SCM” that can take place through various forms: theory application, new theoretical combinations and sensitivity to managerial practice. It is pivotal that future research explore further the performative potential of SCM. Research limitations/implications – Research with focus on theory development or using complementary theories to advancing understanding of SCM can benefit from the five building blocks of theorizing SCM proposed in the paper. Practical implications – Theoretical principles in SCM are not only used to describe practical problems but also to “produce the world”; supply chains can be seen as organizational units that act or consummate an action that delivers a particular performance. Originality/value – This paper portrays SCM sensitivity to managerial challenges by moving from borrowing to a more bilateral view on theorizing of SCM, reflecting the nature of SCM.

Supply chains and electronic markets - impulses for value co-creation across the disciplines

“…They see SCM further characterized as a boundary spanning, an interorganizational phenomenon (Halldorsson et al 2015;Giannakis and Croom 2004). This view which Bechtel and Jayaram have described already in Bechtel and Jayaram 1997 under the term Awareness School, assumed a certain consensus that the attainment of the objectives pursued by SCM requires a chain-wide, Bholistic^consciousness in the sense of "... shared vision of market opportunity".…”

“…Quite a number of SCM scholars have discussed maturity level and identity of SCM as an academic discipline (Halldorsson et al 2015;Ellram and Cooper 2014;Chicksand et al 2012;Defee et al 2010;Halldorsson et al 2007;Prockl 2007). In summary they conclude that SCM still does not fully meet the criteria of what constitutes a discipline (Fabian 2000) and detect a lack of Bclear research norms, ( Chicksand et al 2012, p 468) and a very low level of inductive research.…”

“…Theoretical foundations for the research is primarily based on a concept which Stock (1997) named theory borrowing. Related Btheory candidates^for SCM, such as theories from the organization sciences Hult 2007, 2011) or a Bunified theory^by subordinating different theories under the umbrella of a capability approach (Mentzer et al 2004), are discussed in the literature (Halldorsson et al 2015;Prockl 2007). Such a proliferation of theory comes according to Pfeffer (1993) not without problems and the discipline resembles in consequence "more a weed patch than a well tended garden" (ebd.…”

“…In search for a Bcore^, a common understanding of a SCM, Halldorsson et al (2015) identified the Bintegrative nature^of SCM as a consistent theme within the literature which would distinguish it from its original fields of logistics, purchasing and operations management. They see SCM further characterized as a boundary spanning, an interorganizational phenomenon (Halldorsson et al 2015;Giannakis and Croom 2004).…”

Catch-up Strategy of Close Followers -- Research on Path of Value Reconstruction within Value Network

“…So far, the value of the network has been applied by more and more enterprises in strategic management leve. The enterprise value network is based on the customer value as the strategic starting platform, using mergers and acquisitions, strategic alliances and other means to build the value creation and value management system [7], and the essence of the value network is specialized in the division of labor production service model through a certain value transfer mechanism. In the corresponding framework of governance, due to the different stages of the value chain and relative curing, the model has a special asset attributes and together.…”