Journal of Business Logistics · 2009 · 39 citations · 38 references
Logistics ProcessesSupply Chain PerformanceEmpirical DesignSupply Chain RiskProcess ComparisonSustainable Supply Chain ManagementSupply Chain DisruptionManagementLogisticsSupply ChainSupply Chain ViabilityChange Process ConceptualizationGlobal Supply Chain ManagementSupply Chain DesignSupply Chain ManagementNot-for-profit Supply ChainSupplier ManagementSupply ManagementHealthcare Supply Chain ManagementBusinessSupply Chain InitiativesSupply Chain AnalysisSupply Chain Configuration
The coordination required to successfully implement supply chain initiatives suggest that supply chain management change processes may possess some unique characteristics. Yet, empirical studies are scarce to support this logic. Using an empirical design and data obtained from managers, and drawing largely from Lewin's change process conceptualization, this study compares the process of supply chain management change to non‐supply chain management change. Further investigation into monitoring and control of supply chain management change is advised.
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