Emerging Discourse Incubator: Research where the focal actor in the network is not a for-profit firm
The above research is part our our EDI series where “research where the focal actor in a supply network is not a for-profit firm”
Further details on the EDI can be found here: https://www.journalofsupplychainmanagement.com/new-blog/2018/2/1/journal-of-supply-management-presents-its-first-emerging-discourse-incubator?rq=profit
Please stay tuned for an interview with the Authors as part of our Spotlight Series
Original Articles
The Article above has also appeared in our Spotlight Series, in which the article authors discuss their research, the background and theory to the article. Additionally they discuss how their research and findings could impact future research.
We talked to Thomas Clauss about the paper he co-authored with Chanchai Tangpong entitled “Perception‐based supplier attributes and performance implications: a multimethod exploratory study” This article in full will appear in an upcoming JSCM Issue.
“Attributes of suppliers such as capabilities are considered important aspects of successful buyer‐supplier relationships. Previous research relates supplier attributes largely to intraorganizational supply chain practices, such as supplier selection and evaluation, and assumes that supplier attributes can be objectively assessed independent of the relationships with suppliers. This study expands on this literature by (1) exploring supplier attributes as perceived by purchasing managers in ongoing buyer‐supplier relationships and (2) examining how these perception‐based supplier attributes are associated with performance‐influencing practices, which can in turn shape relational outcomes of the relationships. In doing so, we combine two exploratory qualitative studies. We conduct 60 repertory grid interviews with purchasing managers in Study 1 and 25 semi‐structured interviews with another set of purchasing managers in Study 2. The findings of this study are finally theorized through the supply chain practice view, and are summarized into an integrative theoretical model. This study thus provides a more nuanced understanding of perception‐based supplier attributes and their implications on performance‐influencing practices and relational outcomes in buyer‐supplier relationships.”
The Full article can be found here: https://onlinelibrary.wiley.com/doi/10.1111/jscm.12211
https://doi.org/10.1111/jscm.12211
The Article above has also appeared in our Spotlight Series, in which the article authors discuss their research, the background and theory to the article. Additionally they discuss how their research and findings could impact future research.
We talked to Stéphane Timmer about the paper he co-authored with Lutz Kaufman entitled “Do managers’ dark personality traits help firms in coping with adverse supply chain events?“ This article in full will appear in an upcoming JSCM Issue.
“This research investigates purchasing managers’ responses to adverse supply chain events. We build on attribution theory to examine how individual‐level factors—managerial personality traits, cognitive modes, and attribution of supplier responsibility—combine with firm‐level factors—buffering and bridging—to affect coping success. We combine an inductive process‐tracing approach with the neo‐configurational method of fuzzy set qualitative comparative analysis (fsQCA). Findings suggest that dark personality traits—traits that are generally regarded as socially aversive—are useful in coping with adverse supply chain events in combination with cross‐functionally integrated bridging, while the absence of dark personality traits is useful in combination with cross‐functionally integrated buffering. Our study contributes to the extant supply chain management literature in three ways: First, it highlights the role of dark personality traits in how purchasing managers react to supply chain risks. Second, it advances behavioral SCM literature by presenting nuanced findings on the effect of rational vs. intuitive cognitive processes in coping with such adverse events. Third, it contributes to attribution theory by providing a differentiated view on behavioral reactions following responsibility attributions. For managers, we find that high coping success might be achieved by seeking a fit between dark personality traits and firm actions. In addition, the results of the fsQCA analysis demonstrate that supply chain research using configurational studies serves as a productive complement to traditional net effect analyses.”
The full article can be found here: https://onlinelibrary.wiley.com/doi/10.1111/jscm.12212
https://doi.org/10.1111/jscm.12212
We talked to Jens Esslinger about the paper he co-authored with Stephanie Eckerd, Lutz Kaufmann and Craig Carter entitled “Who Cares? Supplier Reactions to Buyer Claims after Psychological Contract Over‐Fulfillments” This article in full will appear in an upcoming JSCM Issue.
“Buyer‐supplier engagement leads to numerous opportunities for unexpected positive benefits to occur. How these events come about and are managed (i.e., what entities are responsible for the outcomes and how the benefits are shared) remains an under‐investigated phenomenon in the supply chain literature. This research uses attribution theory and a systems thinking perspective to investigate a supplier's experience of psychological contract over‐fulfillment followed by a buyer claim. We hypothesize that a supplier's reaction to a buyer's claim depends on whether the type of claim (economic versus social) fits with the locus of causality the over‐fulfillment is attributed to: i) the buying organization (buyer‐only attributions), ii) the buyer and the supplier jointly (dyad attributions), or iii) a third party in the buyer's innovation network (buyer‐network attributions). Results from a multi‐stage scenario‐based experiment suggest that following the supplier's experience of psychological contract over‐fulfillment, the supplier's trust toward the buyer is highest for dyad attributions, while the supplier's appreciation for the buyer's network is highest with dyad and buyer‐network attributions. Once the buyer claims value, however, the influence of attributions diminishes. While social reward claims had almost no impact on relational outcomes, economic reward claims significantly harm the supplier's perceptions of the buyer. Regardless the type of claim, the locus of causality was largely irrelevant for the supplier's reaction to the buyer's reward claim. Our study contributes to the supply chain psychological contract literature by investigating positive over‐fulfillments of the psychological contract, as opposed to previous literature that has focused on negative breaches. We also extend attribution theory by introducing a novel supply‐chain specific attribution for the locus of causality, and we establish boundary conditions of attribution theory in the face of supply chain‐typical claiming mechanisms. For managers, locus of causality for a positive event seems to be irrelevant once claiming sets in.”
The Authors have also published an article in the Supply Chain Management review earlier this year providing a more manager oriented view of their research. https://www.scmr.com/article/capitalizing_on_the_unexpected
The full article can be found here:https://onlinelibrary.wiley.com/doi/10.1111/jscm.12210
https://doi.org/10.1111/jscm.12210