Reminder: Call for Papers for Emerging Discourse Incubator


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Volume 54, Issue 3 of Journal of Supply Chain Management

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Volume 54, Issue 3 of the Journal of Supply Chain Management is now available. This issue contains:

Supply Chain and Marketing Integration: Tension in Frontline Social Networks
Hannah J. Stolze, Diane A. Mollenkopf, LaDonna Thorton, Michael J. Brusco, Daniel J. Flint

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Supply chain integration, social network research, and network theories have proliferated over the last 10 years in supply chain research. Network theories provide a broad base for understanding how firms, functions, and teams work together but at the foundation of all networks are individuals and their connections (ties). This research elaborates on supply chain integration through the lens of network theory, focusing on frontline individuals’ decision‐making and behaviors as the foundation for understanding cross‐functional integration and firm‐level outcomes. Two studies, utilizing social network and inductive qualitative methods drawing on grounded theory and ethnography, show that the execution of marketing and supply chain strategies is dependent on the empowerment and integration of a manufacturer's frontline employees in retail supply chains. Empowerment is found to be the result of a network of multiple relationships. Tension mounts when frontline employees are disconnected from cross‐functional management sources in their organization and instead turn to each other to solve problems that arise in their retail channels. The results highlight the importance of relational embeddedness and empowerment in affecting internal supply chain integration.

Managing Coopetition in Supplier Networks – A Paradox Perspective
Miriam Wilhelm, Jörg Sydow

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Scholars in the field of supply chain management have started to embrace the idea of simultaneous cooperation and competition (“coopetition”) in supplier networks but have mainly looked at coopetition from a structural perspective. In this article, we complement the structural view with a paradox perspective to investigate the competitive tensions that evolve when buying firms are trying to engage both forces simultaneously in their relations with core suppliers. Our comparative case study of four major carmakers reveals different strategies buying firms use to manage coopetition in their supplier networks, the responses they trigger from their suppliers, and the resulting paradoxical tensions. Our inductive analysis reveals that irrespective of the managing approach chosen, the “coopetition capabilities” of the buying firm determines whether negative tension dynamics can be avoided. At the core of such coopetition capabilities are “evaluative capabilities” allowing the buyer to provide cost improvement suggestions to suppliers for the sake of joint value creation and to control the division of value appropriation through a deeper understanding of the supplier's cost structures. By highlighting the nature of coopetition capabilities as organizational capabilities, we also contribute to paradox research, going beyond its current focus on the individual cognitions of managers.

The Effects of Supply Chain Integration on the Cost Efficiency of Contract Manufacturing
Yoon Hee Kim, Tobias Schoenherr

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While the literature on supply chain integration (SCI) is proliferating, the link between SCI and a firm's contract manufacturing performance has not been investigated yet. To fill this gap in the literature, we investigate the effects of supply chain integration on contract manufacturing efficiency using the objective measure of return on contract manufacturing. Unlike prior studies, this research uses finer‐grained dimensions of SCI by not only differentiating between customer and supplier integration but also by separating integration activities depending on their purpose for either product development or process improvement, thus enhancing our understanding of the underlying theoretical dynamics by disentangling each dimension's respective contribution to a firm's contract manufacturing efficiency. Using archival survey data from 322 manufacturing firms collected by the Korea Productivity Center, we demonstrate that integration activities with customers and suppliers, depending on whether they focus on products or processes, generate contradicting outcomes in terms of return on contract manufacturing, thereby challenging the implicit assumption about the equivocal benefits of SCI across manufacturing systems. Furthermore, our findings substantiate the positive moderating effects of cross‐functional integration on the external integration–performance links by demonstrating the amplified effects, either positive or negative, of integration on return on contract manufacturing.

Call for Papers for the First Emerging Discourse Incubator: Research Where the Focal Actor in the Network is Not a Forprofit Firm

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View a short video from Mark Pagell here

Please visit JSCM's website Here you can find details on JSCM, our Editors, additionally each week we run a feature focusing on the JSCM world which we are hoping will interest all of our readers.

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If you have any questions about JSCM, please contact the Journal’s editors,

University College Dublin

Brian S. Fugate
University of Arkansas

Barbara B. Flynn
Indiana University

Lutz Kaufmann
European Editor
WHU - Otto Beisheim School of Management

Ely Laureano Paiva
Latin American Editor
Fundaçao Getúlio Vargas

Damien Power
Asia Pacific Editor
University of Melbourne

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Jacqueline Jago