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The Changing Roles of Managers within the Supply Chain Networks: Theory and Practical Implications

Milorad M. Novicevic (University of Wisconsin‐La Crosse)
M. Ronald Buckley (University of Oklahoma)
Michael G. Harvey (University of Oklahoma)

American Journal of Business

ISSN: 1935-5181

Article publication date: 28 October 2000

372

Abstract

The purpose of this paper is to provide a theory‐based explanation for the emerging managerial role set within supply chain networks. As managing within supply networks requires a portfolio of capabilities, the emerging managerial role set is explained utilizing a combined knowledge‐based view and relational contracting theoretical perspective. The multiple foci of the manager’s role set within supply networks is associated with unique challenges that are also examined. Based on the analysis of these new challenges for supply chain managers, the managerial and research implications are outlined. In conclusion, specific managerial actions, which are necessary in supply chain networks to engender the development of trust and social capital in supply networks, are explained.

Keywords

Citation

Novicevic, M.M., Buckley, M.R. and Harvey, M.G. (2000), "The Changing Roles of Managers within the Supply Chain Networks: Theory and Practical Implications", American Journal of Business, Vol. 15 No. 2, pp. 33-42. https://doi.org/10.1108/19355181200000009

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited

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