Firm and whole chain success: network management in the Ukrainian food industry

Abstract

This article develops the theoretical foundations of supply chain network management in order to investigate the constructs surrounding whole chain success rather than just success at firm level. It is argued that the ‘network success’ link has been under-studied, with most empirical studies focusing on the achievement of goals by an individual firm in a network context. A model of the whole network's success in the context of supply chain networks in food industry supply chain relationships is used. The results identify that network-level goals must be considered alongside firm-level goals in supply chain networks. Furthermore, network-level goals are subject to the impacts of chain management and have to be of particular interest for focal firms that are responsible for the development and implementation of collective strategies

The current situation and future conceptualization of power in industrial markets

“…Some of this interest might follow from the emphasis on research by Hingley and Cox, who also study food and retailing sectors; these sectors provide rich contexts for the study of power. For example, Maglaras, Bourlakis, and Fotopoulos investigate food retailing relationships to understand power imbalances, and they invoke the issue of the desirability of goal alignment (Marcos-Cuevas, Julkunen, and Gabrielsson; Munksgaard, Johnsen, and Patterson), recommending that individual organizations should develop supply chain-level goals that align the interests of different members and increase their compatibility, to create value for the overall chain (Gagalyuk, Hanf, & Hingley, 2013).…”

Role of power in supply chain performance: evidence from agribusiness SMEs in Uganda

“…Positive outcomes for the 14 whole supply chain will contribute to an individual member's success (Medlin, 2006; 15 Gagalyuk et al, 2013;Petrick et al, 2016). Consequently, focusing on one side of a 16 relationship dyad limits our assessment and understanding of perceptual congruence amongst 17 supply chain members (Erin Anderson and Weitz, 1992;Mentzer et al, 2001; 18 Rungtusanatham et al, 2003).…”

“…The application of the RDT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 4 We define SCP as the operational measures that improve for each member, as well as for the 5 whole chain as result of participation in a supply chain relationship (Arzu Akyuz and Erman 6 Erkan, 2010; Molnár et al, 2010;Whipple et al, 2010;Gagalyuk et al, 2013). Previous 7 studies have established that collaborative relationships are associated with improved SCP in 8 terms of cost reduction, increased fill rate, reduced inventory, and improved quality (Molnár 9 et al, 2010;Nyaga et al, 2010;Thomas et al, 2011).…”

The dark and the bright side of power: implications for the management of business-to-business relationships

“…Moreover, the use of non-coercive power helps to increase financial and social benefits, through, for example, the offering of financial rewards, provision of assistance, and access to specialized information (Wilkinson 1979). Therefore, this type of power can help to promote common interests and collective goals within the relationship, as well as enhance a friendly and constructive atmosphere (Gagalyuk et al 2013).…”