Toward the Theory of the Supply Chain

Carter, Craig R.; Rogers, Dale S.; Choi, Thomas Y.

doi:10.1111/jscm.12073

Cited by 433 publications

(537 citation statements)

References 37 publications

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“…The CAS framework offers an alternative to an oversimplification of supply networks as solely encompassing the portion of agents and processes that are visible to and controlled by the focal firm (Carter et al, 2015b). Previous research has acknowledged the complexity of supply networks, particularly regarding sustainability.…”

Section: Conceptual Framework: Sustainable Supply Network As Complexmentioning

confidence: 99%

“…Because of the complexity of supply networks, it is believed that it is a difficult, resource intensive process to effect meaningful changes within them (Choi et al, 2001, Carter et al, 2015b, such as transitioning them towards a more environmentally sustainable path. To overcome these challenges there has been a rise in network-level collaborations (Bendell et al, 2010, Hamprecht et al, 2005, Fadeeva, 2005.…”

Section: Conceptual Framework: Sustainable Supply Network As Complexmentioning

confidence: 99%

“…a dynamic system that is difficult to predict and control (Choi et al, 2001, Carter et al, 2015b. While CAS has been used to analyse supply networks (Pathak et al, 2007, Nair et al, 2009, Choi et Touboulic, A., Matthews, L. & Marques, L. To appear in Supply Chain Management: An International Journal (Accepted April 2018 al., 2001, Surana et al, 2005, studies specifically using CAS as a framework in the field of SSCM remain scarce.…”

Section: Introductionmentioning

confidence: 99%

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On the road to carbon reduction in a food supply network: a complex adaptive systems perspective

2018

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perspective AbstractPurpose: In acknowledging the reality of climate change, large firms have set internal and external (supplier oriented) targets to reduce their greenhouse gas (GHG) emissions. This study explores the complex processes behind the evolution and diffusion of carbon reduction strategies in supply networks.Design/methodology/approach: The research uses complex adaptive systems (CAS) as a theoretical framework and presents a single case study of a focal buying firm and its supply network in the food sector. A longitudinal and multilevel analysis is used to discuss the dynamics between the focal firm, the supply network and external environment. Findings:Rather than being a linear and controlled process of adoption-implementationoutcomes, the transition to reduce carbon in a supply network is much more dynamic, emerging as a result of a number of factors at the individual, organizational, supply network and environmental levels. Research limitations/implications:The research considers the emergence of a carbon reduction strategy in the food sector, driven by a dominant buying firm. Future research should seek to investigate the diffusion of environmental strategies more broadly and in other contexts. Practical implications:Findings from the research reveal the limits of the control that a buying firm can exert over behaviours in its network and show the positive influence of consortia initiatives on transitioning to sustainability in supply networks.Originality: CAS is a fairly novel theoretical lens for researching environmental supply network dynamics. The paper offers fresh multilevel insights into the emergent and systemic nature of the diffusion of environmental practices in supply networks.

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Section: Conceptual Framework: Sustainable Supply Network As Complexmentioning

confidence: 99%

Section: Conceptual Framework: Sustainable Supply Network As Complexmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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On the road to carbon reduction in a food supply network: a complex adaptive systems perspective

2018

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“…For example, NestlŽ was blamed for rainforest deforestation, Nike for child labour, Apple for sweatshop work conditions and Mattel for the use of toxic materials (Wolf, 2014). However, even if transparency and visibility is assumed to be one of the key aspects of supply chain management (e.g., Carter et al, 2015) and sustainable supply chain management (e.g., Pagell and Wu, 2009;Busse et al, 2017), it is obviously exceptionally difficult for companies to deliver transparency throughout their supply chains.…”

Section: Transparency In International Supply Chainsmentioning

confidence: 99%

Transparency fallacy

Gold

Heikkurinen

2018

AAAJ

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Purpose The focus of the enquiry is on the research question of how stakeholder claims for transparency work as a means to support responsibility in the international supply chain.Design/methodology/approach This theoretical study analyses the relationship between stakeholder claims for corporate transparency and responsible business in the global context, and develops a conceptual model for further theoretical and empirical work. FindingsThe study finds that the call for corporate transparency is insufficient as a means to increase responsibility within international supply chains. The erroneous belief that stakeholder claims for transparency will lead to responsible behaviour, is identified as the Ôtransparency fallacyÕ. The fallacy emerges from the denial of opacity in organisations and the blindness to the conditions of international supply chains (including complexity, distance, and resistance) that work against attempts to increase transparency. Research limitations/implicationsAcknowledging the limits of the transparency mechanism in both management theory and practice is necessary in order to advance responsible business in the international arena. Being conceptual in nature, the generic limitations of the type of research apply.Practical implications While acknowledging opacity, corporate managers and stakeholders should focus on changing the supply chain conditions to support responsible behaviour. This includes reducing complexity, distance, and resistance in the supply network.Originality/value This study contests the commonly assumed link between corporate transparency and responsibility, and sheds light on the limits and unintended consequences of stakeholder attempts to impose transparency on business organisations.

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“…The field of supply chain management has developed foundational insights in supply chains as an object of study, e.g. physical and support aspects, and fuzzy horizon of visibility (Van Liere and Koppius, 2007;Carter et al, 2015). It predominantly builds on a reductionist paradigm, focusing on tangible, observable dimensions of work processes and outcomes.…”

Section: Supply Chain Management Approachmentioning

confidence: 99%

Alliance strategy: context, process, and requirements

Keers

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Toward the Theory of the Supply Chain

Cited by 433 publications

References 37 publications

On the road to carbon reduction in a food supply network: a complex adaptive systems perspective

On the road to carbon reduction in a food supply network: a complex adaptive systems perspective

Transparency fallacy

Alliance strategy: context, process, and requirements

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