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Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - “The map is not the territory”
T2 - a boundary objects perspective on supply chain mapping
AU - Fabbe-Costes, Nathalie
AU - Lechaptois, Lucie
AU - Spring, Martin
N1 - This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
PY - 2020/9/1
Y1 - 2020/9/1
N2 - PurposeTo empirically examine the usefulness and value of supply chain mapping (SC mapping), a neglected area despite its importance in research and practice.Design/methodology/approachBased on three combined theoretical perspectives, we conducted a case study on a car manufacturer’s managers mapping their downstream supply chain (SC). We conducted semi-structured interviews and a mapping exercise with them, followed by a focus group. FindingsWe find differences between individual and corporate SC maps and between how managers define the outbound SC, the SC map they draw and what they say when mapping. The three theoretical perspectives allow us to enrich SC mapping thinking. We focus on boundary objects to formulate propositions. SC mapping and maps are discussed with respect to contemporary SCs and SCM.Research limitations/implicationsBased on a single case study on one firm’s outbound SC. Research could be expanded to the company's external partners and follow the development and use of maps in real time. Practical implicationsHighlights the usefulness and difficulties of SC mapping, for individuals and organisations. For the company, it opens avenues for further development and use of SC mapping to improve inter-functional and inter-organisational collaboration.Social implicationsConfirms the need for SC mapping competences in SCM and consequently the usefulness of teaching SC mapping courses in logistics and SCM programs.Originality/valueHighlights the usefulness of SC mapping and rekindles interest in SC mapping and maps in SCM. Introduces boundary objects into SCM research.
AB - PurposeTo empirically examine the usefulness and value of supply chain mapping (SC mapping), a neglected area despite its importance in research and practice.Design/methodology/approachBased on three combined theoretical perspectives, we conducted a case study on a car manufacturer’s managers mapping their downstream supply chain (SC). We conducted semi-structured interviews and a mapping exercise with them, followed by a focus group. FindingsWe find differences between individual and corporate SC maps and between how managers define the outbound SC, the SC map they draw and what they say when mapping. The three theoretical perspectives allow us to enrich SC mapping thinking. We focus on boundary objects to formulate propositions. SC mapping and maps are discussed with respect to contemporary SCs and SCM.Research limitations/implicationsBased on a single case study on one firm’s outbound SC. Research could be expanded to the company's external partners and follow the development and use of maps in real time. Practical implicationsHighlights the usefulness and difficulties of SC mapping, for individuals and organisations. For the company, it opens avenues for further development and use of SC mapping to improve inter-functional and inter-organisational collaboration.Social implicationsConfirms the need for SC mapping competences in SCM and consequently the usefulness of teaching SC mapping courses in logistics and SCM programs.Originality/valueHighlights the usefulness of SC mapping and rekindles interest in SC mapping and maps in SCM. Introduces boundary objects into SCM research.
KW - Supply chain mapping
KW - Case study
KW - Boundary Objects
KW - Focus group
U2 - 10.1108/IJOPM-12-2019-0828
DO - 10.1108/IJOPM-12-2019-0828
M3 - Journal article
VL - 40
SP - 1475
EP - 1497
JO - International Journal of Operations and Production Management
JF - International Journal of Operations and Production Management
SN - 0144-3577
IS - 9
ER -