Elaborating a dynamic systems theory to understand collaborative inventory successes and failures

Abstract

Purpose

The purpose of this paper is to provide a holistic paradigmatic lens through which the supply chain collaboration phenomena – including collaborative inventory management – can be understood and explained.

Design/methodology/approach

As theory‐building research, the paper explores the environmental conditions and managerial processes that promote or hinder supply chain collaboration from a variety of theoretical lenses including contingency theory, the resource‐based view of the firm, the relational view of the firm, force field analysis, constituency based theory, social dilemma theory, and resource‐advantage theory.

Findings

To demonstrate how an integrated theoretical framework can help us understand the dynamics of supply chain collaboration, the paper uses the framework to explicate the evolution and state of collaborative inventory management.

Practical implications

The framework can accurately depict and explain highly publicized collaborative failures and successes. It is also possible to draw from the model's core propositions to design prescriptive remedies for the challenges managers encounter as they seek to build collaborative inventory management capabilities.

Originality/value

Supply chain collaboration is a complex and dynamic phenomenon; however, existing management theories only describe locally observed phenomenon. As a result, it is a struggle to both explain existing “collaborative” behavior and provide prescriptions for leveraging collaboration to achieve differential supply chain performance. This holistic, integrative model delineates the path to collaborative success by exploring the connections among motivations, goals, mechanisms, resistors, and learning loops.

Citation

Fawcett, S.E., Waller, M.A. and Fawcett, A.M. (2010), "Elaborating a dynamic systems theory to understand collaborative inventory successes and failures", The International Journal of Logistics Management, Vol. 21 No. 3, pp. 510-537. https://doi.org/10.1108/09574091011089835