The management of global multi-tier sustainable supply chains: a complexity theory perspective

Abstract

Global supply chains feature multi-tier systems encompassing many geographically dispersed and sequential partners operating across diversified product chains. This research attempts to examine the different mechanisms that reinforce the management of sustainability throughout complex multi-tier supply chain. Using a multi-case study of a sample of eight firms and relying on the foundations of complexity theory, this research recognises the complex operating environment of global multi-tier supply chains and reveals various mechanisms to effectively manage and facilitate the relationships with first- and lower-tier suppliers. Although institutional controls are important to manage the sustainability of first-tier suppliers, the findings posit that due to the inherent complexities of global multi-tier supply chains, duplicating institutional controls to lower-tier suppliers might not be effective. Therefore, firms should attempt to foster modest mechanisms that reinforce adaptation and self-organisation, for example, collaboration and guiding mechanisms, to effectively manage the sustainability of lower-tier suppliers. The research contributes to multi-tier sustainable supply chain management literature by exploring the different mechanisms to manage multi-tier supply chains and the inherent complexities that may impact on firms’ endeavours in achieving their sustainability goals. Managers can utilise different contingent mechanisms to effectively manage the relationships with suppliers that are beyond their immediate visibility.

KEYWORDS:

• Multi-tier sustainable supply chain management
• Complexity theory
• Complex multi-tier sustainable supply chains
• Adaptation
• Self-organization

Data availability statement

The authors confirm that the data supporting the findings of this study are available within the article. Additional data can be requested from the corresponding author, [MN], upon reasonable request.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Mohammad Najjar

Dr Mohammad Najjar is a full-time Assistant Professor at the Department of Business Administration, School of Economics and Social Sciences, An-Najah National University. He received his PhD in Management Science from Lancaster University Management School (LUMS), Lancaster University, UK. Furthermore, Dr Najjar is currently the director of the Project Management Unit (PMU) at An-Najah. He has broad experience in leading international projects as he has worked with several national and international organisations. Dr Najjar has published several articles in leading management journals. His current research interest includes sustainable supply chain management, blockchain technology, supply network complexity, and research related to complexity theory and complex adaptive systems.

Mahmoud M. Yasin

Dr Mahmoud M. Yasin is a professor emeritus of management. He earned his Ph.D. from Clemson University in the U.S. He taught at East Tennessee State University for more than 30 years. During his teaching career, he received several teaching awards. Furthermore, he is the author or co-author of more than 200 peer-refereed articles. Also, he is the author or co-author of more than 100 papers, which were presented and published in the proceedings of professional meetings. Dr Yasin has published in leading journals such as International Journal of Production Research, Journal of Operations Management, International Journal of Operations and Production Management, European Journal of Operations Research, and Omega, among others. He was the recipient of several fellowships and research awards, including best article and paper awards, among other recognitions. His research interests include sustainable supply chain management, complexity theory, service operations, and international management. Dr Yasin served and currently is serving on several editorial boards.