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Mapping Communication along the Supply Chain in a Reputation-Sensitive Environment: Preliminary Insights

Mapping Communication along the Supply Chain in a Reputation-Sensitive Environment: Preliminary Insights

Mattia Giovanardi
Copyright: © 2014 |Volume: 7 |Issue: 4 |Pages: 19
ISSN: 1935-5726|EISSN: 1935-5734|EISBN13: 9781466655102|DOI: 10.4018/ijisscm.2014100101
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MLA

Giovanardi, Mattia. "Mapping Communication along the Supply Chain in a Reputation-Sensitive Environment: Preliminary Insights." IJISSCM vol.7, no.4 2014: pp.1-19. http://doi.org/10.4018/ijisscm.2014100101

APA

Giovanardi, M. (2014). Mapping Communication along the Supply Chain in a Reputation-Sensitive Environment: Preliminary Insights. International Journal of Information Systems and Supply Chain Management (IJISSCM), 7(4), 1-19. http://doi.org/10.4018/ijisscm.2014100101

Chicago

Giovanardi, Mattia. "Mapping Communication along the Supply Chain in a Reputation-Sensitive Environment: Preliminary Insights," International Journal of Information Systems and Supply Chain Management (IJISSCM) 7, no.4: 1-19. http://doi.org/10.4018/ijisscm.2014100101

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Abstract

This exploratory qualitative study is aimed at depicting communication support to Supply Chain (SC) management, emphasizing how relationships and processes are affected by communication flows. It provides a preliminary comprehensive communication mapping, highlighting key stakeholders involved in SC management, communication roles enhancing logistics performances, and channels supporting information and physical flows among partners. It is based on a literature review, multidisciplinary academic meetings, interviews with SC directors of two global companies operating in a reputation-sensitive environment, and desk analysis of companies' documental flows. Findings reveal that communication accomplishes four basic functions: 1) it helps embedding and spreading cultural values along internal SC units; 2) it supports conflict resolution and compensation among different managerial logics; 3) it encourages development and maintenance of relationships with SC partners; 4) it enhances the fine-tuning among SC phases and activities, supporting alignment and integration of procedures and routines. Finally, the study points out that communication is typically face-to-face when it has to support the strategic SC phases, whereas it is typically computer-mediated when supporting SC operational phases.

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