Abstract
Two logisticians from the Department of Defense offer ideas that may apply to either military and commercial supply chains or combinations thereof. A stable supply chain is where operations are routinized across smooth inter-organizational relationships. When faced with familiar situations, supply chain partners can rely on past experience which has become the basis for routine work; that is, partners employ the reliable frames of reference imbedded in their standard operating procedures. However, unusual situations present emergent, unpredictable risk and require management that is qualitatively different from that in standardized practice. In the face of risky supply chains , adaptive leaders exercise “creative deviance,” and seek to influence others in the chain to diverge from their habitualized frames of reference through divergence and value patterning. While adaptive leadership becomes a mitigation strategy for confusingly novel situations, there are also social risks for supply chain innovators.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
We define emergent as “novelty” as never experienced before in the organization’s memory or having the unwelcomed surprise of an “emergency.” In our view, dealing with novelty in supply chains is risky.
- 2.
Jeanine Matthews was the antagonist character in the 2014 movie Divergent © played by Kate Winslet.
References
Cameron, K., & Quinn, R. E. (1999). Diagnosing and changing organizational culture. Reading, MA: Addison-Wesley.
Clarke-Hill, C., Li, H., & Davies, B. (2003). The paradox of co-operation and competition in strategic alliances: Towards a multi-paradigm approach. Management Research News, 26(1), 1–20.
DiMaggio, P. J. (1995). Comments on “What theory is not”. Administrative Science Quarterly, 40(3), 391–397.
Heifetz, R. A. (1994). Leadership without easy answers. Harvard: Harvard University Press.
Heifetz, R. A., & Linksy, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston: Harvard Business School.
Maslow, A. H. (1966). The psychology of science: A reconnaissance. New York: Harper & Row.
McChrystal, G. S., Tantum, C., Silverman, D., & Fussell, C. (2015). Team of teams: New rules of engagement for a complex world. New York: Penguin.
Paparone, C. R. (2008). A values-based critique of lean and six sigma as a management ideology. Army Logistician, 40(1), 34–40.
Roth, V. (2013). Divergent trilogy. UK: HarperCollins.
Schön, D. A. (1987). Educating the reflective practitioner. San Francisco, CA: Jossey-Bass.
Schön, D. A. (1995). Educating the reflective legal practitioner. Clinical Law Review, 2, 231–250.
Schön, D. A., & Rein, M. (1994). Frame reflection: Toward the resolution of intractable policy controversies. New York: Basics Books.
UFMCS (2017). University of Foreign Military and Cultural Studies information. Retrieved August 25, 2017, from http://usacac.army.mil/organizations/ufmcs-red-teaming.
Disclaimer
The views expressed are the authors’ and do not necessarily reflect the official policy or position of the National Defense University, the US Department of Defense or the US Government.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Paparone, C.R., Topic, G.L. (2019). Leadership in Risky Supply Chains. In: Zsidisin, G., Henke, M. (eds) Revisiting Supply Chain Risk. Springer Series in Supply Chain Management, vol 7. Springer, Cham. https://doi.org/10.1007/978-3-030-03813-7_12
Download citation
DOI: https://doi.org/10.1007/978-3-030-03813-7_12
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-03812-0
Online ISBN: 978-3-030-03813-7
eBook Packages: Business and ManagementBusiness and Management (R0)