Journal of Supply Chain Management· 2020Q1
Dancing the Supply Chain: Toward Transformative Supply Chain Management
- 555citations
- Q1SCImago
- 2020year
Short summary
This article proposes a new framework for supply chain management (SCM) by reinterpreting supply chains as social-ecological systems, moving beyond traditional reductionist and static views.
AI-generated from the title and abstract; the full text is not read.
Key points
- Reconceptualizes supply chains as social-ecological systems, not just economic entities.
- Introduces 'dancing the supply chain' as a vision for adaptive and transformative SCM.
- Challenges reductionist and static theories that prioritize cheap labor and resources.
- Highlights the interconnectedness of supply chains with political-economic and planetary phenomena.
AI-generated from the title and abstract; the full text is not read.
Abstract
Most of the theories that have dominated supply chain management (SCM) take a reductionist and static view on the supply chain and its management, promoting a global hunt for cheap labor and resources. As a result, supply chains tend to be operated without much concern for their broader contextual environment. This perspective overlooks that supply chains have become both vulnerable and harmful systems. Recent and ongoing crises have emphasized that the structures and processes of supply chains are fluid and interwoven with political‐economic and planetary phenomena. Building on panarchy theory, this article reinterprets the supply chain as a social–ecological system and leaves behind a modernist view of SCM, replacing it with a more contemporary vision of “dancing the supply chain.” A panarchy is a structure of adaptive cycles that are linked across different levels on scales of time, space, and meaning. It represents the world’s complexities more effectively than reductionist and static theories ever could, providing the basis for transformative SCM.
The authors' abstract, as published at the source. Journal of Supply Chain Management, 2020 · DOI ↗
Continue with a free account
Ask the paper: 3 free questions a day about this paper; save it, get its citation, new summaries every day for your field. Takeaways are Premium.
Continue free on the webSign in with Google or Apple; no card needed. You come back to this paper.
On your phone:
Field: Business and International Management
Business and International ManagementBusiness, Management and Accounting