Chrysalis of crisis: Covid-19 as a catalyst for awakening power and justice in a luxury fashion supply chain

Purpose: The purpose of this paper is to understand how supply chain actors in an Italian cashmere supply chain reacted to dependence and power use during the Covid-19 crisis and how this affected their perceptions of justice. Design/methodology/approach: The research took a case study approach exploring issues of dependence, power and justice in a multi-tier luxury cashmere supply chain. Findings: The authors found two types of dependence: Craftmanship-induced buyer dependence and Market-position-induced supplier dependence. The authors also identified four key archetypes emerging from the dynamics of dependence, power and justice during Covid-19. In the repressive archetype, buying firms perceive their suppliers as dependent and use mediated power through coercive tactics, leading the suppliers to perceive interactional, procedural and distributive injustice and use reciprocal coercive tactics against the buying firms in the form of coopetition. In the restrictive archetype, buying firms that are aware of their dependence on their suppliers use mediated power through contracts, with suppliers perceiving distributive injustice and developing ways to circumvent the brands. In the relational archetype, the awareness of craftmanship-induced buyer dependence leads buying firms to use non-mediated power through collaboration, but suppliers still do not perceive distributive justice, as there is no business security or future orders. In the resilient archetype, buying firms are aware of their own craftmanship-induced dependence and combine mediated and non-mediated power by giving the suppliers sustainable orders, which leads suppliers to perceive each justice type positively. Originality/value: This paper shows how the actors in a specific supply chain react to and cope with one of the worst health crises in living memory, thereby providing advice for supply chain management in future crises. © 2023, Emerald Publishing Limited.

The behavioral agency model: Revised concepts and implications for operations and supply chain research

The COVID 19 crisis and geopolitical ruptures of recent years have highlighted the importance of operations and supply chain management (OSCM) to firms and society. How do OSCM executives make decisions under uncertainty, and how do they balance the competing needs of various stakeholders? The behavioral agency model (BAM), which has been widely used in the management literature, focuses on the executive as the unit of analysis, like the behavioral science research in which it is embedded;by contrast, much of the supply chain risk management research has examined risk at the level of the firm. We review BAM literature and its core constructs, refine its original predictions, identify OSCM executive decision contexts that could take advantage of BAM, and highlight research opportunities using BAM. We aim to provide a platform for further risk research applying BAM in the domain of OSCM executive decision-making.