Special issue on 'Team Performance in Collaborative and Partnered Supply Chains'
Special issue call for papers from Team Performance Management
Call for Papers
Team Performance Management
Special Issue on
Team Performance in Collaborative and Partnered Supply Chains
Nowadays it is widely accepted that companies can achieve competitive success only when they effectively assemble a network of companies that know how to collaborate, in order to create unique and difficult-to-imitate value (Dyer, 2000). The importance and contribution of teams in collaborative and partnered supply chains is acknowledged in the literature (e.g. Kannan & Tan, 2010; Min et al., 2005). Within highly partnered supply chains, such as the extended enterprise, to achieve effective sharing of risk and rewards and smooth collaborative operations, cross-functional teams constitute part of the essential ingredients to enhance collaboration and achieve common strategic intent (Spekman & Davis, 2004). For example, on a more operational level, trust-related issues about product design should be openly discussed in cross-partner teams to identify the best possible solution that would facilitate the relationship. Similarly, cross-organisational teams are established to review quality improvement approaches and product specifications (Braziotis & Tannock, 2011).
This special issue aims to extend our understanding on the contribution of teams and their performance and management in collaborative and partnered supply chains. Submissions from a wide range of theoretical perspectives in the disciplines of supply chain and logistics management, human resource management, organisational behaviour, psychology and sociology are welcome. Papers undertaking research either on the dyadic level of supply chain management or beyond are encouraged, using either qualitative or quantitative methodologies. Papers that seek to advance new methodological approaches for studying team performance in the supply chain context are also welcome. All manuscripts submitted must be original work and not under consideration by any other journal. Papers will then be subject to the rigorous, blind-review process in order to ensure quality and appropriateness. Authors considering submission are welcome to contact the guest editor with a short summary of their paper or to address any queries to Dr Christos Braziotis, at [email protected] by 5 October 2012. The final deadline for receipt of all manuscripts is 15 October 2012.
Papers could focus on the role of cross-functional and/or cross-organisational teams in collaborative and partnered supply chains. Potential topics, although not exhaustive, could be:
• Team performance and supply chain collaboration and/or partnership relationships
• Team performance and co-creation of value
• Current and/or innovative approaches to team performance measurement and management in collaborative and highly partnered supply chains, such as extended and virtual enterprises
• Team formation, performance, management issues and/or enhancements in risk and revenue sharing partnerships
• Team performance and institutional trust, commitment and information sharing within and among teams in collaborative supply chains
• Team performance and effective communication channels in collaborative supply chains
• Team performance issues and supplier development in supply alliances
• Co-location-related issues and/or characteristics in collaborative and partnered supply chains
Manuscripts should not exceed the customary word length of 7000 words for Team Performance Management and must adhere to the TPM submission requirements. These can be found at: http://www.emeraldinsight.com/authors/writing/index.htm.
Submissions to the issue should be made through ScholarOne Manuscripts: http://mc.manuscriptcentral.com/tpm.
Emerald encourages authors for whom English is not a first language to avail themselves of the Emerald Publishing Editing Services before submitting their manuscripts. For more information on this service visit http://info.emeraldinsight.com
Dr Christos Braziotis
Division of Operations Management
Nottingham University Business School
Wollaton Road, Nottingham, NG8 1BB, UK
Tel +44 (0) 115 951 4026
Email: [email protected]
Braziotis, C., & Tannock, J. (2011). Building the extended enterprise: key collaboration factors. The International Journal of Logistics Management, 22(3), 349-372. doi: 10.1108/09574091111181363
Dyer, H. J. (2000). Collaborative Advantage: Winning through Extended Enterprise Supplier Networks. New York: Oxford University Press.
Kannan, V. R., & Tan, K. C. (2010). Supply chain integration: cluster analysis of the impact of span of integration. Supply Chain Management: An International Journal, 15(3), 207-215. doi: 10.1108/13598541011039965
Min, S., Roath, A. S., Daugherty, P. J., Genchev, S. E., Chen, H., Arndt, A. D., & Richey, R. G. (2005). Supply chain collaboration: what's happening? The International Journal of Logistics Management, 16(2), 237-256. doi: 10.1108/09574090510634539
Spekman, R. E., & Davis, E. W. (2004). Risky business: expanding the discussion on risk and the extended enterprise. International Journal of Physical Distribution & Logistics Management, 34(5), 414-433. doi: 10.1108/09600030410545454