Journal of Supply Chain Management最新文献

Narratives—or stories—are commonly viewed as powerful means to convince others, although it remains unclear how the narrator's use of deception in supplier negotiations influences their effectiveness. Grounded in narrative transportation theory, the authors investigated these dynamics using a vignette-based experiment with 332 business-to-business (B2B) sales professionals (Study 1), followed by post hoc interviews with 33 B2B sales professionals (Study 2), and a second vignette-based experiment with 290 B2B sales professionals (Study 3). The findings suggest that reliability-focused buyer narratives are associated with suppliers' integrity- and ability-based trust in buyers as well as suppliers' willingness to make concessions. Unexpectedly, these positive effects remain robust even when the buyer used deception beforehand—a result that differs from what schema theory would predict. Interviewees indicated that deception and narration are often viewed as independent tactics and that narration has the power to overshadow earlier communication. In addition, several participants described deception as part of the normal “negotiation game,” which might explain its limited impact on subsequent narratives. The findings suggest that receivers should remain vigilant and confirm the factual grounding of any narrative they encounter.

Supply chain resilience (SCRes) enables an organization to deal with disruptive changes over time. Previous research has often examined SCRes as a standalone concept, overlooking its multidimensional and complex roots that enable organizations to deal with change. This research integrates SCRes with connectedness and potential. Together, these three dimensions determine the development of organizations in the adaptive cycle, conceptualized in panarchy theory. The research framework developed in this research combines well-known SCRes strategies with the idea of concurrent product, process, and supply chain (PPS) configuration. Analyzing in-depth, empirical data pertaining to 12 disruption processes experienced by seven organizations, this research develops the “supply chain resilience funnel.” The funnel depicts how organizations prepare SCRes practices across PPS configurations limited by their specific contextual characteristics (laws and regulations, market developments, business models, and choices). During the response stage, disruption characteristics (scope and scale) further reduce the available options. The SCRes funnel clarifies how an organization's PPS configuration shapes resilience, connectedness, and potential, as well as how these dimensions interrelate to deal with disruptive change over time.

Cross-functional teams are vital decision-making units in supply chain management, and scholars emphasize the need to understand how team processes shape performance improvement. Despite promising research on communication within cross-functional teams, scant attention has been paid to real-time communication patterns—integral to behavioral supply chain management—which are fundamental to team processes in practice. This article posits, drawing on interaction ritual theory, that early communication patterns are correlated with the performance trajectories of cross-functional teams, suggesting a potential influence. The authors tested this idea in a complex supply chain management simulation featuring cross-functional teams. They employed a novel coding approach to capture temporal interactions, which yielded 25,641 coded verbal behaviors from cross-functional team meeting interactions. To identify systematic communication patterns, lag sequential analysis was performed on this corpus of data. The results show that the frequency of relational communication was associated with weaker performance improvement in cross-functional teams across six simulation iterations. Even more interestingly, when relational communication was frequently followed by task-oriented communication, no association with team performance improvement was observed. Further, cross-functional teams in which relational communication was more frequently followed by counterproductive communication showed notably weaker performance improvements. Focusing on interactional flow within team dynamics, this research challenges the common belief regarding the value of broadly evaluating cross-functional teams. As such, it advocates for adopting both a behavioral and a temporal lens to uncover how cross-functional teams can prevent detrimental interactions in their daily operations.

This study explores how inter-organizational justice, and formal contracts influence new product development (NPD) collaboration in supply chain networks. Challenging traditional transaction cost economics (TCE), the research focuses on collaborative NPD in hub-and-spoke supply chain structures. Data from 183 Chinese suppliers and 22 executive interviews reveal unexpected patterns in NPD collaboration. Procedural justice exhibits an inverted U-shaped relationship with NPD collaboration, linking higher fairness to improved collaboration up to a point, beyond which further increases may associate with diminishing returns. In contrast, distributive justice shows a U-shaped relationship with NPD collaboration, where higher equity initially relates to reduced collaboration but later correlates with renewed engagement. Notably, formal contracts amplify the negative interactions between these justice dimensions. This contradicts the conventional view of their complementary roles. These findings contribute to theoretical advancements by illustrating how inter-organizational justice mechanisms function differently in complex network structures compared to simple dyadic relationships. Careful calibration of inter-organizational justice dimensions and formal contracts proves essential for fostering productive NPD collaboration. These governance insights offer directions for enhancing supply chain relationship management.

The climate crisis requires a focus on supply chain emissions—both upstream and downstream. Although supply chain emissions typically account for the majority of a company's greenhouse gas emissions, the discipline of supply chain management (SCM) has yet to fully engage in this discourse, leaving substantial research opportunities untapped. This editorial calls upon SCM scholars to take responsibility and actively engage in the study of supply chain emissions by proposing a comprehensive research agenda. The authors explore emerging corporate interventions aimed at reducing supply chain emissions. They develop a framework categorizing these interventions as either collaborative or authoritative, targeting behavioral or operational changes. Based on this framework, research opportunities within SCM are then discussed, following four different styles of theorizing—propositional, processual, perspectival and provocative—to promote theoretical advancements. By embracing this research agenda, the SCM discipline can play a critical role in the supply chain emissions discourse and have a strong societal impact.

This study examines how firms adjust their sourcing decisions due to variations in policy uncertainty. Some studies recommend diversification to manage uncertainty, whereas others argue it complicates supply chains and favors onshoring instead. The theoretical ambiguity surrounding appropriate responses to domestic and upstream policy uncertainty necessitates empirical investigation. Therefore, the study assesses how domestic and upstream policy uncertainty influences a focal firm's decisions to restructure its supply chain along two dimensions: (a) onshoring/offshoring and (b) geographical diversification/concentration. The study's empirical evidence suggests that managers decrease the ratio of onshore suppliers and diversify their supply base geographically in response to heightened upstream policy uncertainty affecting suppliers. Although domestic policy uncertainty does not significantly affect firms' decisions to adjust their supply base structure, a post hoc analysis reveals that firms are likely to bring suppliers onshore when domestic policy uncertainty is very low. The study also documents that firms are more sensitive to upstream policy uncertainty than to domestic policy uncertainty. Upstream policy uncertainty, rather than domestic uncertainty, is the primary driver of adjustments to supply chain structure.

The aim of this disciplined provocation is to challenge some of the fundamental assumptions in supply chain management research and practice—most notably the discipline’s current conceptualization of supply chain excellence that has proven to be destructive for social-ecological systems. It is argued that to drive the transition to sustainable supply chains, it requires emphasizing the social component of sustainable supply chain management and considering how to conduct supply chain management research that includes people and communities from the beginning. Based on this vision of foregrounding people in supply chain management research, a people-centric research agenda that outlines the changes that are needed in how research is conducted and the topics that should be studied is introduced. The authors outline the active role that supply chain management scholars can play in developing new models of supply chain excellence that are, at a minimum, sustainable and hopefully regenerative.

Although existing research emphasizes the importance of internal carbon management (CM) in influencing firm risk, the impact of external stakeholder CM on firm risk remains unclear. This study employs signaling theory to explore how supplier CM affects firm idiosyncratic risk (IR), alongside the moderating roles of the supply chain information environment and the criticality of firm–supplier relationships. The findings of this study demonstrate that supplier CM can reduce firm IR. The risk reduction effect is strong when the information environment between a firm and its suppliers is rich and when the dependency between the firm and its supplier is strong. Path analysis reveals that supplier CM primarily reduces firm IR by alleviating information asymmetry. Moreover, the risk reduction effect increases for firms with small sizes. This research extends the application of signaling theory to supply chain research and bridges the gap between the CM and firm IR literature within the context of supply chain management.