Author
Listed:
- Sajjad Shokouhyar
- Neda Pahlevani
- Farhang Mir Mohammad Sadeghi
Abstract
Purpose - This paper aims to present a smart, sustainable supply chain practices structure on the basis of the relational view. Design/methodology/approach - A method based on fuzzy cognitive map was applied to construct a relational map to introduce and implement such relational methods. Considering this relational map as a guideline, observations into particular methods and ways of applying relational methods to attain sustainable development goals across organizations has been introduced. Findings - Primary outcomes provided a series of relational methods for the purpose of giving advice to those organizations and their suppliers for smart, sustainable supply chain. Reliance between relational methods were examined and assessed under seven meaningful groups: economic internet of things (IoT), green internet of things, social internet of things, economic supply chain, green supply chain, social supply chain and other variables. Practical implications - This study guides managers toward an improved perception of the connection among IoT instances and sustainable supply to modeling smart, sustainable supply chain. Managers can determine the practices that need more focus along with the practices that are less relevant. Thus, this will help managers in the decision-making process and to organize their decisions by planning and calculating the relative importance and influence of smart, sustainable practices on each other and on the company’s smart, sustainable program. Originality/value - To the best of the authors’ knowledge, this is the first approach that promptly examines and determines the interdependencies between relational methods and constructs a relational map for the purpose to introduce and analyze smart, sustainable supply chain.
Suggested Citation
Sajjad Shokouhyar & Neda Pahlevani & Farhang Mir Mohammad Sadeghi, 2019.
"Scenario analysis of smart, sustainable supply chain on the basis of a fuzzy cognitive map,"
Management Research Review, Emerald Group Publishing Limited, vol. 43(4), pages 463-496, October.
Handle:
RePEc:eme:mrrpps:mrr-01-2019-0002
DOI: 10.1108/MRR-01-2019-0002
Download full text from publisher
As the access to this document is restricted, you may want to search for a different version of it.
Corrections
All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eme:mrrpps:mrr-01-2019-0002. See general information about how to correct material in RePEc.
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
We have no bibliographic references for this item. You can help adding them by using this form .
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Emerald Support (email available below). General contact details of provider: .
Please note that corrections may take a couple of weeks to filter through
the various RePEc services.