Supply networks and complex adaptive systems: Control versus emergence

By Thomas Y. Choi, Kevin J. Dooley, Manus Johnny Rungtusanatham. 2001

1,581 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d977dd22c38e3f51c0d532790bb93923c267fc2d

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Citations in the corpus

Researchers' perspectives on Industry 4.0: multi-disciplinary analysis and opportunities for operations management (2020, neutral): “…technology such as multi-agent systems (Swaminathan, Smith, and Sadeh 1998; Fox, Barbuceanu, and Teigen 2000), complex adaptive systems (Choi, Dooley, and Rungtusanatham 2001; Surana et al. 2005; Pathak et al. 2007; Nair and Vidal 2011), RFID (Lin and Visich 2006; Lee and Özer 2007;…”
Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness? Evidence from an empirical survey in a COVID-19 outbreak era (2020, background): “According to several scholars (Fahimnia et al., 2018; Ivanov, 2018; Choi et al., 2001; Xu et al., 2020) supply chain (SC) risks can be categorized into operational and disruption risks.”
Toward a structural view of co‐opetition in supply networks (2014, background): “By taking a longitudinal view and understanding the conditions and events associated with the evolutionary process, researchers can understand critical thresholds that are common in complex adaptive systems (Choi et al., 2001; Kauffman, 1995).”
New Product Development as a Complex Adaptive System of Decisions (2006, background): “Together these CAS phenomena are the basis of adaptability in complex adaptive systems (Anderson, 1999; Choi, Dooley, and Rungtusanatham, 2001; Dooley and Van de Ven, 1999; McCarthy, 2004; Morel and Ramanujam, 1999; Stacey, 1995).”
The impact of supply chain complexity on manufacturing plant performance (2009, background): “…Duray et al. (2000) Manufacturing schedule instability Dynamic Vollmann et al. (2005) Upstream complexity Number of suppliers Detail and dynamic Choi et al. (2001), Wu and Choi (2005), Goffin et al. (2006) Long and/or unreliable supplier lead times Detail and dynamic Vollmann et al. (2005),…”
Dancing the Supply Chain: Toward Transformative Supply Chain Management (2021, background): “…the Unit of Analysis Several authors have challenged the premises of the structure and boundary of the supply chain and demonstrated that it can be better understood by interpreting it as a complex adaptive supply network instead of a simple chain (Carter et al., 2015b; Choi et al., 2001).”
Structural drivers of upstream supply chain complexity and the frequency of supply chain disruptions (2015, background): “First, vertical supply chain complexity is related to the potential or chain reactions (i.e., cascading disruptions from upstream suply chain tiers) (Choi et al., 2001).”
A model of supply chain and supply chain decision‐making complexity (2011, background): “However, the dynamic, multi-functional, and global nature of supply chains with their multiplicity of firms, processes, and flows yield highly complex, multifaceted, and large-scale systems, which the literature refers to as supply chain complexity (Mentzer et al., 2001; Choi et al., 2001; Choi and ”
Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective (2007, methodology): “Recent SCM research that draws analogy between supply networks and CAS suggests this discipline may be embarking on a similar change (Swaminathan et al., 1998; Choi et al., 2001; Surana et al., 2005).”
The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity (2015, background): “Supply chain complexity has been recognised as a key area of managerial concern (Choi, Dooley, and Rungtusanatham 2001) and a critical factor moderating various relationships between practices and performance (Azadegan et al. 2013).”
Sustainable supply chain management in emerging economies: Environmental turbulence, institutional voids and sustainability trajectories (2015, result): “However, in line with several other researchers (Choi et al., 2001; Kim et al., 2011), this research does not view the supply chain as simply a linear chain between companies, but rather as a complex and dynamic network of organizations.”