Background: Organizational failure in food markets is a potential threat to food security. Thus, a greater understanding of the factors that influence organizational failure and reduce supply chain resilience is essential to underpin agile and dynamic food supply chains. Scope and Approach:The aim of this paper is to contribute to the understanding of system level factors that influence organizational failure in food supply chains in order to conceptualize the horizontal and vertical interaction of such factors at the three levels described: the microsystem, the mesosystem and the macrosystem level. A systematic review incorporated articles from the fields of management, business and economics research. Whilst 616 articles were initially identified, only 41 of these were within the established inclusion criteria and reviewed. A model of organizational failure, determined here as "The House of Cards Model", is developed, that can then be empirically tested in further research. Key findings and conclusions:A hierarchy was developed to contextualize the factors deemed to be of influence. The macro (external environment) level includes criteria such as economic conditions, formal institutions, government policies, competitors and rumors. The factors addressed in the meso (organizational) level include organization age and size, location, property structure, client, supplier and shareholder relationships, financial resources, physical resources, human resources and succession process. At the micro (individual) level the managers' skill, characteristics, actions and mindset are of influence. This paper contributes to advancing the debate and underpins further empirical research on organizational failure in food supply chains.
ResumoO trabalho consiste em analisar os aspectos transacionais da relação entre produtores e permissionários da Ceasa-MS. Para atingir o objetivo proposto, houve a aplicação, juntamente aos permissionários da Ceasa-MS, de 78 questionários semiestruturados. Os questionários aplicados tiveram como arcabouço teórico a ECT, em conjunto com a teoria das formas plurais. Analisando as dimensões da transação entre os permissionários da Ceasa-MS e seus fornecedores, percebemos que o ativo estudado possui: (a) uma especificidade média; (b) a incerteza das transações é alta; (c) e as transações ocorrem de forma recorrente. A teoria da ECT prediz que essas transações devem ocorrer de forma híbrida, porém verificou-se que, além do uso das formas híbridas, há o uso da integração vertical e das formas plurais, sendo esta a combinação entre as formas híbridas e a integração vertical. A presença das formas plurais na Ceasa é explicada pela ambiguidade sobre a estrutura de governança mais adequada de organização e pela complexidade no monitoramento das transações. Dentre os arranjos organizacionais, foi possível verificar que o uso das formas plurais reduz o custo de transação para o permissionário da Ceasa-MS, por representar a combinação entre os pontos positivos das formas híbridas e os da integração vertical, anulando, assim, seus pontos fracos.Palavras-chave: Ceasa-MS; economia dos custos de transação; formas plurais. AbstractThis study consists of analyzing the transactional relationship between farmers and authorized contractors at Ceasa-MS. In order to reach the objective proposed by the study, 78 semi-structured questionnaires were distributed among the contractors at Ceasa-MS. The questionnaires had as a theoretical framework the TCE in conjunction with the plural forms theory. Analyzing the transaction dimensions between the farmers and contractors at Ceasa-MS, we perceived that the assets studied possess: (a) average specificity; (b) uncertainty of the transactions is high; (c) and transactions occur on a recurring basis. Keeping such dimensions in mind, the TCE theory foresees that those transactions should happen in hybrid form, however the contractors served themselves with vertical integration and plural forms, the latter being the combination of hybrid forms and vertical integration. The presence of plural forms is explained by the ambiguity in the governing structure and the complexity in the way transactions are monitored. We verified that the use of plural forms or the simultaneous use of vertical integration with hybrid forms within all organizational arrangements, to reduce the transaction cost for the contractors as the combined positive aspects of the hybrid forms and vertical integration nullify their weak points.
Purpose This study aims to examine the dimensions of organisational failure in the Brazilian sugarcane and ethanol refineries, as reported in judicial recovery plans. Design/methodology/approach This paper follows a qualitative, inductive approach that uses content analysis to examine the details of recovery plans. Besides, a cause-and-effect relationship diagram is proposed, making it possible to identify the interconnections between the identified variables. Findings There is evidence that organisational failures are not a linear outcome. Organisational failures are complex and occur because of several factors, often interdependent and operating at different levels. Research limitations/implications Organisational failures basically have three interrelated levels: the macro-level (external environment), the meso-level (organisational environment) and the micro-level (associated with the decision-maker). The relationship between these levels is not trivial and involves coordinated research efforts. Practical implications Organisations must consider all types of failure levels when developing business reorganisation plans. Reorganisation plans are more than a formal document to achieve judicial recovery, as they should incorporate strategic factors. Social implications Organisational failures are regularity in organisations’ day-to-day. Understanding failure’s sources is vital to design firms’ strategies and public policies. Originality/value The study of organisational failure involves the analysis of complex and multidimensional phenomena. Judicial recovery plans are the means for companies to get a second chance. To that end, this paper addresses the sources of organisational failures through the lens of judicial plans.
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