Tag Archive | Article

Understanding and Tackling Societal Grand Challenges through SCM Research

The Academy of Management Journal’s previous editorial team defined its term with a thematic emphasis on “grand challenges”, and called for research through editorials on a wide array of topics that explored global problems including climate change, aging societies, natural resources, societal resilience, digital workforce, digital money, and gender inequality among others, as well as methodological approaches with which to tackle them. They defined a grand challenge as “specific critical barrier(s) that, if removed, would help solve an important societal problem with a high likelihood of global impact through widespread implementation”. Certainly the most widely adopted grand challenges are the Sustainable Development Goals (SDGs) of the United Nations. Another example, not mentioned by the editors, are the planetary boundaries identified by Steffen et al. (2015). Following their emphasis, what could our discipline do to better understand and tackle societal grand challenges and maybe also in a more systematic way? Do we need to renovate our thematic and methodological portfolios? Some of these AMJ editorials can certainly be an inspiration for SCM research.

George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and Tackling Societal Grand Challenges through Management Research. Academy of Management Journal, 59 (6), 1880-1895. https://doi.org/10.5465/amj.2016.4007

Justice as Fairness in the Supply Chain

Among the most interesting SCM articles I have recently read is Jack et al.’s (2018) recent study, titled Accounting, Performance Measurement and Fairness in UK Fresh Produce Supply Networks. Why I highlight this study here is because this is one of the rare interpretive studies related to SCM and it could therefore serve as a blueprint for those of us who struggle with the dominance of positivist studies in our discipline. The authors build on John Rawls’ theories of justice as fairness and apply it to the supply chain relationships between suppliers and supermarkets. They then ask three questions: First, “how performance measurement, risk management and communication of accounting information are used by intermediaries in an allegedly unfair commercial environment”. Second, “the extent to which the accounting and control practices observed support perceptions that suppliers in supermarket-dominated supply networks are treated unfairly”. And third, “what accounting and control practices would be indicative of fair commercial relationships?” I wish I could see more studies like this.

Jack, L., Florez-Lopez, R., & Ramon-Jeronimo, J.M. (2018). Accounting, Performance Measurement and Fairness in UK Fresh Produce Supply Networks. Accounting, Organizations and Society, 64, 17-30 https://doi.org/10.1016/j.aos.2017.12.005

Ecosystems vs. Supply Chains

There has recently been surge of interest in ecosystems as a distinct solution to the problem of inter‐firm coordination. Ecosystems play a particular role in sectors such as IT, telecommunications, video games, among others. In their recent SMJ article, Jacobides et al. (2018) define an ecosystem as “a set of actors with varying degrees of multilateral, nongeneric complementarities that are not fully hierarchically controlled”. From their research it becomes apparent why and when ecosystems emerge, and what makes them distinct from other governance forms, including markets, alliances, or hierarchically managed supply chains. An important difference between ecosystems and supply chains is that in supply chains “the hub (OEM, or buying firm) has hierarchical control—not by owning its suppliers, but by fully determining what is supplied and at what cost”, whereas ecosystems tend to be rather modular. The authors also reflect on “when we might expect to see ecosystems displace traditional market‐based arrangements or vertically integrated supply chains”.

Jacobides, M.G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39 (8), 2255-2276 https://doi.org/10.1002/smj.2904

Thinking Critically about SCM Practices

The Guardian has just published an interesting opinion piece by van der Kolk, titled Business Education Helps Create a Culture where the Profit Justifies the Means. Herein, the author, who is a university teacher of accounting, writes: “We need to see a much stronger integration of ethical considerations into business education. This is how managers make real-life business decisions. This could be achieved through a discussion on the technics and ethics of transfer pricing in one and the same accounting class, using a case that highlights both aspects. Business education should also challenge its own underlying assumptions about human behaviour, and bring in other disciplines such as the humanities to help students think critically about business practices that are taken for granted.” The author makes an excellent case for accounting, but his arguments certainly also apply for other business disciplines, including supply chain and operations management. If that is the case, how should we change our ways of teaching?

The Dark Side of Interorganizational Relationships

What would supply chain management be without interorganizational relationships! Interorganizational relationships are always great, right? Maybe it is not that simple, if we look at a brand-new article by Oliveira & Lumineau, titled The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. What they mean by the “dark side” of interorganizational relationships are negative dimensions or, in their words, “damaging aspects” of such relationships, including detrimental outcomes, ill-intended behaviors or unethical practices. These aspects are driven by competence or integrity issues. Based on a review of the literature, the authors identified antecedents, ex-ante and ex-post moderators as well as consequences that are rooted in the country, industry, interorganizational relationship, partner and individual levels of analysis. The authors “not only discussed actionable research steps aimed at addressing lacunae in the current knowledge but also presented a research agenda to advance the theory on the dark side of IORs”. I am sure this piece will be inspiring also for many SCM researchers.

Oliveira, N. & Lumineau, F. (2018). The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. Journal of Management, https://doi.org/10.1177/0149206318804027

Land Use in Food Supply Chains

New research published in Science (Poore & Nemecek, 2018) analyzes land use in food supply chains. An astounding 3.1 billion ha reduction in land use could be possible by excluding animal products from current diets. That is an area equivalent to Australia + China + European Union + United States. The author also shows that animal products use about 83% of the world’s farmland and contribute about 57% of food’s different emissions, despite providing only 18% of our calories. These findings demonstrate that we need to shift from “company thinking” to “supply chain thinking” if we want to see the full picture.Moving from current diets to a diet that excludes animal products has transformative potential, reducing food’s landuse by 3.1 billion ha (a 76% reduction) – an area equivalent to Australia, China, the European Union and the United States.

Poore, J. & Nemecek, T. (2018). Reducing Food’s Environmental Impacts through Producers and Consumers. Science, 360 (6392), 987–992. https://doi.org/10.1126/science.aaq0216 (free download)

The Cost of a Five-Dollar Dress

Social responsibility has after the Rana Plaza collapse become an integral part of many supply chain management courses across the globe. However, workers’ rights in textile supply chains, or a lack thereof, are actually an old story, maybe as old as modern textile supply chains. This is evidenced by an article from 1933, titled The Cost of a Five-Dollar Dress. The article argues: “If your clothes’ budget has been cut down and you buy bargain dresses, it is only fair you should know who pays part of your bill—the women who made the dress.” It seems that, by moving from one location to another, the social problem of the textile industry has acted like a nomad. Apart from the location – then New York City, now Dhaka – not much seems to have changed within the last century. Still today, the real cost of a five-dollar dress is paid not in dollars or euros, but by the workers upstream in the supply chain with their safety and health condition.

Emerald Literati Network Awards for Excellence 2018

Emerald has recently announced the winners of their 2018 Emerald Literati Network Awards for Excellence. Numerous SCM-related articles have received outstanding paper or highly commended awards, and might thus serve as excellent articles to read during summer. Several winning articles relate to external (Abdallah, Abdullah & SalehFawcett et al. and Ralston, Richey & Grawe) and internal (Guo et al., Makepeace, Tatham & Wu and Roh et al.) supply chain relationships. Other articles are about risk management (Jahre, Min, Park & Ahn and Oliveira & Handfield) and resilience (Ali, Mahfouz & Arisha and Tukamuhabwa, Stevenson & Busby). Other winning articles deal with sustainability (Busse et al., Dubey, Gunasekaran & Papadopoulos and Ghani et al.), complexity (Gerschberger, Manuj & Freinberger and Sayed, Hendry & Bell), the Internet of things (Haddud et al. and Yan), disruptive innovation (Pérez, Dos Santos & Cambra-Fierro) and the human factor in SCM (Schorsch, Wallenburg & Wieland). Finally, McKinnon‘s article engages in the journal ranking debate, and our own methodological paper, Wieland et al., provides guidelines for scale purification.

Should We “Bulldoze” the Business School?

The Guardian has recently published an interesting article with a provoking title: Why We Should Bulldoze the Business School. The author writes: “[In] the business school, both the explicit and hidden curriculums sing the same song. The things taught and the way that they are taught generally mean that the virtues of capitalist market managerialism are told and sold as if there were no other ways of seeing the world.” The author demands “an entirely new way of thinking about management, business and markets” and argues: “If we want those in power to become more responsible, then we must stop teaching students that heroic transformational leaders are the answer to every problem, or that the purpose of learning about taxation laws is to evade taxation, or that creating new desires is the purpose of marketing. In every case, the business school acts as an apologist, selling ideology as if it were science.” To what extent does that also apply for our SCM courses?

CfP: Participating in the Wider Debate on Resilience

The Journal of Business Logistics has a call for papers for a Special Topic Forum on Participating in the Wider Debate on Resilience (PDF). Submissions are due: June 1st, 2019. The editors for this JBL Special Topic Forum are Andreas Wieland (Copenhagen Business School) & Christian F. Durach (ESCP Europe Business School).