دانلود رایگان مقاله لاتین زنجیره تامین در استراتژی مدیریت زنجیره تامین سبز از سایت الزویر
عنوان فارسی مقاله:
چشم انداز زنجیره تامین در استراتژی های رقابتی و استراتژی های مدیریت زنجیره تامین سبز
عنوان انگلیسی مقاله:
Supply chain perspective on competitive strategies and green supply chain management strategies
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
Theoretical background
2.1. Competitive strategies Numerous previous studies have focused on the development of definitions and typologies of competitive strategy. Many of them are based on the seminal work by Porter (1980) who suggested two generic strategies a firm can possess to achieve above-average performance: cost leadership and differentiation. Low cost leaders aim at superior financial performance by having a significantly lower cost structure than their competitors whereas differentiators convince current or prospective customers that their firm or products are superior to competitors (Beal & Yasai-Ardekani, 2000). Porter (1980) argues that simultaneous pursuit of cost leadership and differentiation is unlikely to produce sustainable competitive advantage and the firm would risk being “stuck-in-the-middle”. However, several authors have challenged Porter’s view (e.g. Hill, 1988; Beal & Yasai-Ardekani, 2000; Pertusa-Ortega et al., 2009). Firstly, differentiation can create a low cost position for a firm. Secondly, there is rarely a unique low cost position, and thus firms have to pursue both cost leadership and differentiation strategies simultaneously (Hill, 1988). Companies focusing on a pure strategy might be less responsive to market changes and less agile and flexible in offering products combining costs and product features (Salavou, 2015). Thus, integrated or hybrid strategies combining cost leadership and differentiation have been suggested in order to deal with competition (Kim et al., 2004; Pertusa-Ortega et al., 2009). Hybrid strategies are argued to offer many strategic options of "grey shades”, irrespective of the sector the firm operates in (Salavou, 2015). They may help to obtain several sources of advantage, and thus enable safety against MANUSCRIPT ACCEPTED ACCEPTED MANUSCRIPT competitors and higher performance levels (Pertusa-Ortega et al., 2009; Leitner & Güldenberg, 2010). Furthermore, the classic manufacturing strategy literature has identified a number of dimensions on which firms compete. These competitive priorities include cost, quality, flexibility and delivery (e.g. Skinner, 1969; Stock et al., 1998; Ferdows & De Meyer, 1990). Cost as a competitive priority corresponds to cost leadership while others, such as flexibility, quality and delivery, would correspond to differentiation (Stock et al., 1998; Shavarini et al., 2013). Similar to Porter (1980), Skinner (1969) believes that strong trade-offs exist between the competitive priorities and firms need to focus on a single competitive priority in order to compete. Ferdows and De Meyer (1990) reject the traditional trade-off model and suggest that one competitive priority might not be at the expense of another. Instead, competitive priorities must be cumulative. Competitive priorities can be considered complementary, rather than mutually exclusive, as an existing capability can facilitate developing other capabilities (Boyer & Lewis, 2002). 2.2. Green supply chain management practices Green supply chain management (GSCM) has emerged as a way to combine elements of environmental management and supply chain management (Zhu et al., 2008; Yang et al., 2013). GSCM integrates environmental thinking into supply chain management, ranging from product design to end-of-life management (Srivastava, 2007). Greening the supply is a potentially effective mechanism to improve the firm’s record on corporate social responsibility, abate reputational risks, reduce wastes and increase flexibility to respond to new environmental regulations (Simpson et al., 2007). Therefore, environmentally proactive manufacturers will implement internal GSCM activities with an extension to their external supply chain partners (Zhu et al., 2013). Furthermore, recent literature implies that shippers’ demands for environmentally friendly logistics services are also increasing (Martinsen & Björklund, 2012; Wolf & Seuring, 2010). Several organisational theories have been applied to study GSCM, such as institutional theory, stakeholder theory and resource-based view (Sarkis et al., 2011; Carter & Easton, 2011). Transaction cost economics (TCE) and resource dependence theory (RDT) are of particular interest for this ar
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کلمات کلیدی:
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