Shaping Sustainable Value Chains: Network Determinants of Supply Chain Governance Models
Shaping Sustainable Value Chains: Network Determinants of Supply Chain Governance Models
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DOI：
10.1007/s10551-010-0595-x
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发表时间：
2009-12
影响因子：
6.1
通讯作者：
C. Vurro;Angeloantonio Russo;F. Perrini
中科院分区：
文献类型：
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作者：
C. Vurro;Angeloantonio Russo;F. Perrini
尽管基于广泛合作的组织间治理模型的特点和优势在文献中已经得到了很好的确立，但直到最近才将研究扩展到可持续供应链管理，突出了将供应链的社会和环境问题与基于共同决策和广泛合作的治理模型相结合的潜在好处。然而，企业在价值链上这种合作方法的普遍性和可持续性问题在多大程度上得到各方利益的解决方面仍然存在差异。为了预测价值链上与可持续性相关的治理模型的多样性，我们提出了一个理论模型，该模型识别并构建了四种可持续供应链治理（SSCG）模型，这些模型由供应链网络密度和中心组织的中心性组合而成。我们展示了随着中心性的增加，企业如何能够对其网络施加影响，协调价值链上的综合方法。此外，由于高中心性与供应链网络中参与者之间日益增强的相互联系相结合，工具性方法逐渐被旨在合作伙伴之间共同创造价值的更多关系态度所取代。本文还讨论了SSCG模式成功的条件和不同结构背景下企业获得的主要利益。
Although the characteristics and advantages of interorganizational governance models based on extensive collaboration are well established in the literature, inquiry has only recently extended to sustainable supply chain management, highlighting the potential benefits of combining the integration of social and environmental issues concerning the supply chain with governance models based on joint decision making and extensive cooperation. Yet, firms still differ in both the pervasiveness of such collaborative approaches along the value chain and the extent to which sustainability issues are addressed to the advantage of all parties involved. In an attempt to predict variety in the governance models related to sustainability along the value chain, we propose a theoretical model that identifies and frames four sustain- able supply chain governance (SSCG) models, resulting from combinations of supply chain network density and centrality of the focal organizations. We show how, as centrality increases, firms are able to exert influence over their network, coordinating integrated approaches along the value chain. Moreover, as high centrality combines with increasing interconnectedness of the actors within a supply chain network, instrumental approaches are progressively replaced by more relational attitudes aimed at joint value creation among partners. Conditions for SSCG models’ success and the main benefits gained by firms in different structural contexts are also discussed.