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1 – 10 of 107David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
David Martin Herold and Łukasz Marzantowicz
Neo-institutional theories and their constructs have so far only received limited attention in supply chain management literature. As recent supply chain disruptions and their…
Abstract
Purpose
Neo-institutional theories and their constructs have so far only received limited attention in supply chain management literature. As recent supply chain disruptions and their ripple effects affect actors on a broader institutional level, supply chains are confronted with multiple new and emerging, often conflicting, institutional demands. This study aims to unpack the notion of institutional complexity behind supply chain disruptions and present a novel institutional framework to lower supply chain susceptibility and increase supply chain resilience.
Design/methodology/approach
The authors identify the patterns of complexity that shape the supply chain susceptibility, namely, distance, diversity and ambiguity, and present three institutional responses to susceptibility to increase supply chain resilience, namely, institutional entrepreneurship, institutional alignment and institutional layering.
Findings
This paper analyses the current situational relevance to better understand the various and patterned ways how logics influence both supply chain susceptibility and the supply chain resilience. The authors derive six propositions on how complexity can be reduced for supply chain susceptibility and can be increased for supply chain resilience.
Originality/value
By expanding and extending research on institutional complexity to supply chains, the authors broaden how researchers in supply chain management view supply chain susceptibility, thereby providing managers with theory to think differently about supply chains and its resilience.
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Pierpaolo Magliocca, David Martin M. Herold, Rossella Canestrino, Valerio Temperini and Vito Albino
Existing literature is limited in its ability to consider start-ups as a knowledge broker to trigger innovation in a supply chain ecosystem (SCE). In a traditional SCE, start-ups…
Abstract
Purpose
Existing literature is limited in its ability to consider start-ups as a knowledge broker to trigger innovation in a supply chain ecosystem (SCE). In a traditional SCE, start-ups are relatively isolated, leading to structural holes that limit knowledge sharing among members. This paper aims to overcome that limitation and to build frameworks that help to illustrate the interaction between knowledge management and sharing, start-up innovation and an ecosystem from a supply chain perspective.
Design/methodology/approach
Following a qualitative approach, this study theorizes about the role of start-ups as knowledge brokers and the implications of knowledge management and sharing with members in an SCE concerning innovation. Conceptual analysis is used for examination, and this study uses a set of qualitative tactics to interpret and generate meaning from the existing literature.
Findings
This study develops two frameworks to provide insight into how start-ups can trigger innovation as knowledge brokers in an SCE. The first framework shows how start-ups, and their knowledge base, influence supply chain members and the overall ecosystem, highlighting the isolated function of start-ups and the issue of structural holes in a traditional SCE. The authors propose a model that illustrates how structural holes can be bridged within an SCE, thereby demonstrating how start-ups redefine the ecosystem architecture according to their knowledge broker position in the SCE.
Originality/value
By expanding insight into the concepts of how start-ups can trigger innovation as knowledge brokers in an SCE, this paper extends the so-far neglected area of start-ups and knowledge brokers. This study clarifies the conceptual and theoretical components and processes in an SCE and links the different roles of start-ups as knowledge brokers to the respective supply chain members to better understand the implications on the entire SCE.
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David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
Eric Weisz, David M. Herold and Sebastian Kummer
Although scholars argue that artificial intelligence (AI) represents a tool to potentially smoothen the bullwhip effect in the supply chain, only little research has examined this…
Abstract
Purpose
Although scholars argue that artificial intelligence (AI) represents a tool to potentially smoothen the bullwhip effect in the supply chain, only little research has examined this phenomenon. In this article, the authors conceptualize a framework that allows for a more structured management approach to examine the bullwhip effect using AI. In addition, the authors conduct a systematic literature review of this current status of how management can use AI to reduce the bullwhip effect and locate opportunities for future research.
Design/methodology/approach
Guided by the systematic literature review approach from Durach et al. (2017), the authors review and analyze key attributes and characteristics of both AI and the bullwhip effect from a management perspective.
Findings
The authors' findings reveal that literature examining how management can use AI to smoothen the bullwhip effect is a rather under-researched area that provides an abundance of research avenues. Based on identified AI capabilities, the authors propose three key management pillars that form the basis of the authors' Bullwhip-Smoothing-Framework (BSF): (1) digital skills, (2) leadership and (3) collaboration. The authors also critically assess current research efforts and offer suggestions for future research.
Originality/value
By providing a structured management approach to examine the link between AI and the bullwhip phenomena, this study offers scholars and managers a foundation for the advancement of theorizing how to smoothen the bullwhip effect along the supply chain.
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David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf