Elements of paradoxes in supply chain management literature: A systematic literature review

Zhang, Jiayuan; Yalcin, Mehmet G.; Hales, Douglas N.

doi:10.1016/j.ijpe.2020.107928

Cited by 45 publications

(72 citation statements)

References 96 publications

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“…To synthesize these practices according to paradox response strategies, we build on previous concepts by incorporating the contextualization strategy found by Xiao et al (2019) into the acceptance-resolution management cycle proposed by Hahn et al (2015) (Figure 2). While other studies unveiling multiple sources of paradoxes neglected the identification of paradox strategies (Sandberg, 2017;Zhang et al, 2021), our study shows that many practices can address various paradoxical tensions simultaneously (Table 3), which can be explained by the interconnectedness of tensions. For example, certifications and standards (RP02) address the sustainability tensions stemming from the economic performing element of profit maximization (Perform3) and the learning element of structural complexity of SCs (Learn4).…”

Section: Theoretical Contributionsmentioning

confidence: 55%

“…Although tensions and paradoxes are frequently recognized in SC contexts (e.g. Schmidt et al , 2017; Wu and Pagell, 2011), only a few studies have adopted an explicit paradox perspective (Zhang et al , 2021) despite its potential for SSCM research (Matthews et al , 2016). Among these, Xiao et al (2019) identified responses to paradoxical tensions originating from conflicts between cost competitiveness and sustainability.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Instead of avoiding contradictions that pose the risk of a later escalation, paradox thinking advocates acknowledging and embracing tensions to develop better responses and management strategies (Van der Byl and Slawinski, 2015;Smith and Lewis, 2011). However, most business studies have viewed and addressed tensions by adopting the instrumental "win-win" and "trade-off" perspectives, which typically prioritize economic outcomes over social-ecological concerns (Xiao et al, 2019;Zhang et al, 2021). In addition to leaving the underlying tensions and paradoxes unresolved, the instrumental perspectives are also criticized for being too simplistic for the multi-faceted nature of sustainability and its management (Van der Byl and Slawinski, 2015;Hahn et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…Focusing solely on activities benefitting the financial performance restricts the potential contribution to sustainable development and today's grand challenges (Hahn et al, 2018;Manzhynski and Figge, 2020). Yet, few studies have adopted an explicit paradox perspective to explore sustainability tensions in SC contexts (Zhang et al, 2021). Moreover, empirical insights into how to address sustainability tensions in general (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…Wilhelm and Sydow (2018) studied buying firms' management approaches to the coopetition paradox in their supplier network. Sandberg (2017) outlined paradox elements emerging within global sourcing contexts, whereas Zhang et al (2021) identified multiple paradox elements through a systematic literature review. Carter et al (2020) used paradox theory to conceptualize the emergence of unintended consequences of SSCM initiatives.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Paradoxical tensions in sustainable supply chain management: insights from the electronics multi-tier supply chain context

Zehendner

Sauer

Schöpflin

et al. 2021

IJOPM

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PurposeManaging supply chains (SCs) for sustainability often results in conflicting demands, which can be conceptualized as sustainability tensions. This paper studies sustainability tensions in electronics SC contexts and the related management responses by applying a paradox perspective.Design/methodology/approachA single case study on the electronics SC is conducted with companies and third-party organizations as embedded units of analysis, using semi-structured interviews that are triangulated with publicly available data.FindingsThe study identifies tension elements (learning, belonging, organizing and economic performing) conflicting with general social–ecological objectives in the electronics SC. The results indicate a hierarchal structure among the sustainability tensions in SC contexts. The management responses of contextualization and resolution are assigned to the identified tensions.Practical implicationsFraming social–ecological objectives with their conflicting elements as paradoxical tensions enables organizations and SCs to develop better strategies for responding to complex sustainability issues in SC contexts.Originality/valueThe study contributes toward filling the gap on paradoxical sustainability tensions in SCs. Empirical insights are gained from different actors in the electronics SC. The level of emergence and interconnectedness of sustainability tensions in a larger SC context is explored through an outside-in perspective.

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Section: Theoretical Contributionsmentioning

confidence: 55%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Paradoxical tensions in sustainable supply chain management: insights from the electronics multi-tier supply chain context

Zehendner

Sauer

Schöpflin

et al. 2021

IJOPM

View full text Add to dashboard Cite

show abstract

Resolving the base of the pyramid inclusion paradox through supplier development

et al. 2021

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Resulting from divergent business environments between actors, the integration of the base of the pyramid (BoP) into formal supply chain (SC) structures is often hampered by institutional voids, which can result in the emergence of paradoxical situations. This paper analyzes the potential of supplier development (SD) for addressing the BoP inclusion paradox. The study develops a framework based on the assumption that SD enables the development of capabilities and supplier performance, which is especially relevant when operating in BoP contexts. Seventy‐two semi‐structured interviews stemming from two case studies of (a) a local dairy and (b) an international certified pineapple SCs with BoP involvement provide empirical insights into the theoretical framework. Paradox resolution strategies (temporal separation, spatial separation, and synthesis) are related to (direct and indirect) SD practices. The proposed framework and results show that indirect SD can be used as temporal and spatial separation, but not as synthesis strategy. Contrastingly, direct SD can be used as temporal separation and synthesis. The BoP context needs direct SD to address two sustainability goals simultaneously: the social dimension of BoP inclusion and the economic dimension of formal and efficient SCs. This research extends the discussion on paradoxes in sustainability management to SCs, especially to BoP SCs. It is relevant to show that BoP inclusion is neither a sole win‐win nor trade‐off scenario. Resulting paradoxical situations can be addressed by SD, thereby moving to sustainable supply chain management (SSCM).

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How do supply chain managers perceive the relationship between resilience and sustainability practices? An exploratory study

et al. 2022

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Even though resilience and sustainability are the two overarching strategic goals of contemporary supply chain management, very few studies have investigated the relationship between resilience and sustainability practices. To increase our theoretical understanding of this important relationship, this paper examines the extent to which supply chain managers perceive tensions and complementarities between both sets of practices. Using a paradox theory lens, the paper conducted in‐depth interviews with 31 supply chain managers in Western Europe and the Middle East that reveal a complex and multifaceted relationship. Namely, our findings indicate that some supply chain managers perceive the relationship as conflictive, others as synergistic, whereas a third group sees them as fundamentally orthogonal to each other. Furthermore, our findings uncover specific perceived complementarities and tension areas. Taken together, in responding to calls for research on the topic, our findings contribute to the advancement of theory regarding supply chain resilience and supply chain sustainability practices and address the need to shed more light on the tensions faced by supply chain managers when implementing distinct sets of supply chain practices.

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Elements of paradoxes in supply chain management literature: A systematic literature review

Cited by 45 publications

References 96 publications

Paradoxical tensions in sustainable supply chain management: insights from the electronics multi-tier supply chain context

Paradoxical tensions in sustainable supply chain management: insights from the electronics multi-tier supply chain context

Resolving the base of the pyramid inclusion paradox through supplier development

How do supply chain managers perceive the relationship between resilience and sustainability practices? An exploratory study

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