Family business goal, sustainable supply chain management, and platform economy by Florentin Smarandache

Family business goal, sustainable supply chain management, and platform economy: a theorybased review & propositions for future research

Rawa Alwadani & Nelson Oly Ndubisi

To cite this article: Rawa Alwadani & Nelson Oly Ndubisi (2021): Family business goal, sustainable supply chain management, and platform economy: a theory-based review & propositions for future research, International Journal of Logistics Research and Applications, DOI: 10.1080/13675567.2021.1944069

To link to this article: https://doi.org/10.1080/13675567.2021.1944069

Published online: 24 Jun 2021.

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INTERNATIONALJOURNALOFLOGISTICS:RESEARCHANDAPPLICATIONS

https://doi.org/10.1080/13675567.2021.1944069

Familybusinessgoal,sustainablesupplychainmanagement,and platformeconomy:atheory-basedreview&propositionsfor futureresearch

RawaAlwadaniandNelsonOlyNdubisi

DepartmentofManagement&Marketing,QatarUniversity,Doha,Qatar

ABSTRACT

Thisarticlereviewsimportantanddiverseissuesthatcanaﬀectfamily businessgoals,whichscholarscanconsiderintheirfutureresearch.A systematicreviewwasundertakeninthreediﬀerentareas:family businessesgoals,sustainablesupplychainandplatformeconomy.The threetopicswerereviewedintermsofthetheoriesutilisedinthe studiedarticles.Twotheories(institutionalandsocialexchange)were foundtobecommonacrossthethreetopics.Asaresult,family businessesgoals,sustainablesupplychainandplatformeconomywere reviewedthroughthelensesoftheinstitutionalandsocialexchange theories.Weconcludebydiscussingdirectionsforfutureresearchand otherpromisingapproaches,soastoinformtheinvestigation concerningfamilybusinesses,andtheexpectedcontemporarygoalsto pursueinrelationtosustainablesupplychainandplatformeconomy.

ARTICLEHISTORY

Received27December2020

Accepted14June2021

1Introduction

Accordingtoscholars(e.g.MillerandLeBreton-Miller 2005;Daspitetal. 2017),60%to98%of organisationsintheworldarefamily firms,makingthemthemostcommontypeoforganisations. Consequently,thereisaneedtounderstandhowtheseorganisationswork,andhowtheyevolveand adapttotherapidlychangingbusinessenvironment,especiallytonewimportantdevelopments, suchas,theincreasedsignificanceofsustainablesupplychaininthepastthirtyyearsasakeyinstigatorfordemandandconsumerloyalty(Kouhizadeh,Saberi,andSarkis 2021),andhowconsumers’ tendencytoverifyandadoptproductsonthebasisoftheirsustainabilityandminimalenvironmental footprint(Nikolakis,John,andKrishnan 2018)fuelsthisdevelopment.Second,thesignificanceof theplatformeconomywhichemphasisesinnovativenessinsocio-economicactivities,andfacilitated byplatforms,inincreasingsalesandrevenuesbyofferingdistributionchannelsandenabling firmsin avaluechaintoreachtheircustomers(XuandLee 2020).Also,theplatformbusinessmodelspromotereductioninwasteandglobalwarming(Oliveira,Tomar,andTam 2020),provideeconomic andsocialgain,andsustenanceofcompetitiveadvantage(MitraandDatta 2014;Oliveira,Tomar, andTam 2020).Astechnologyadvances,sodotheindustriesthatutiliseit.Forexample,cellphones andapplicationshavedrasticallychangeddifferentindustries(e.g.retail),byopeningdoorstonew marketsand/ortransformingthemannerbywhichindividualsinteractwithamarket(Shankaretal. 2010).Sustainablesupplychainandplatformeconomyaretwomechanismsthatbusinessescan adopttorespondmorequicklytomarketpressures(Saberietal. 2019),managethe flowofinformationandresources,andpartnerintegration(Ndubisi,Zhai,andLai 2021),andavoidtherisk

CONTACT RawaAlwadani ra1802304@student.qu.edu.qa Thisarticlehasbeenrepublishedwithminorchanges.Thesechangesdonotimpacttheacademiccontentofthearticle.

ofbeingleftbehindinthenewmillennium’shighlycompetitivemarket-placeandspace(Miller,Steier,andLeBreton-Miller 2003).Speciﬁcally,sustainablesupplychaincanhelpinaddressingthe marketpressureonorganisationstodeliversustainableproductsandinnovationsbyensuring thatproducersreceivesustainableinputsfortheiroperations,andtheresultingsustainableoutputs aredistributedthroughsustainabledistributionprocessesandnetworks(Ndubisi,Zhai,andLai 2021).Theplatformeconomythroughitseconomicandsocialaspectsfacilitatestransactionor exchange,customerresponsiveness(intermsofcustomerserviceandcommunication),stakeholder alignment(forfasterinnovation),organisationallearningandimplementation,andeﬃciency throughnon-ownershipbusiness/consumptionmodels(Ndubisi,Gupta,andMassoud 2003;Ndubisi,Wirtz,andEhret 2016).Itcanalsocurbinformationandpowerasymmetrybetweenvaluechain members(Matanda,Ndubisi,andJie 2016),therebyensuringasustainablevaluechainrelationship. Forfamilybusinesses,theutilityofsustainablesupplychainandtheplatformeconomyisevidentin theprovisionofaccesstosustainableoperantandoperandresourcesthatmaynotbeavailablewithin thebusinessorfamilytopursueitsgoals.

Theabundanceofavailablestudiesonthegoalsoffamily firms,inadditiontothesignificant achievementsofcurrentresearchonthattopic,suggestthatitistimetoincorporatemoresystematically,the ‘theory-development’ components(Whetten 1989)intothecontributionsthatare alreadypresentinthe field.Researchintofamilybusinesshasdevelopedandintegratednumerous theories,including:TheAgencyTheory(Chrisman,Chua,andSharma 2005;Cennamoetal. 2012), OrganisationalIdentityTheory(Zellwegeretal. 2013;Anglinetal. 2017),SocioemotionalWealth (Gómez-Mejíaetal. 2007;Berrone,Cruz,andGomez-Mejia 2012;Zientara 2017)andStewardship Theory(Wasserman 2006;Chrismanetal. 2007).Thesetheorieswereusedtoinvestigatediverse importantmattersthatareexclusivetofamilybusinesses,forexample:succession,non-economic goals,governanceandperformance,byfocusingongoalantecedentsandoutcomes(WilliamsJr etal. 2018).

Digitalplatformsaresigniﬁcantinreshapingthesupplychain(e.g.blockchaintechnology).Consumerstodayaremoreawareanddemandreliableanduptodateinformationonproductsthey purchaseviadigitalplatforms(Kouhizadeh,Saberi,andSarkis 2021).Further,customersare becomingmoreandmorecriticaloftheproductsandservicestheypurchase,viz.aretheyenvironmentallyandsociallysustainable?(Diabat,Kannan,andMathiyazhagan 2014 ).Consequently,producttraceability,safety,andsustainabilitymattershavebecomefundamentalissuesforprocessors, distributersandvendors(Sheeetal. 2018).

Digitalplatformspermitsupplychainstobeextremelyconnected,well-organised,andquickto respondtowhatcustomersdemandandtoadheretoanyregulations(Saberietal. 2019).Nevertheless,digitalisingthefamilybusinesssupplychaincanbecostlyandchallenging.AccordingtoSciasciaandBettinelli(2013),manyfamilybusinessesareriskaverse,andsoinnovationcanbehindered. Scholarsattributethisaversiontothepreservationofsocioemotionalwealth,whichcanrestrict investmentsininnovation(technologicaladvancements)infamilybusinesses(Liu,Chen,and Wang 2017;Dayan,Ng,andNdubisi 2019;Xiangetal. 2019).Asinnovationcostdecreases (Hahn 2019),familybusinesseswouldbemoreinclinedtoutilisethem,duetoriskreduction.In order forfamilybusinessestoprosperandcompeteinthisevolvingbusinessworld,theyneedto balanceSEWaspectswiththetechnologicaladvancementandinnovation(CarlockandWard 2001).Decisionsregardingsupportingthebusinesswithadigitalplatformisimportantforallstakeholderstocreatevalue(Barrett,Oborn,andOrlikowski 2016).Forexample,digitalplatformscan lessenphysicallocationsandtheirassociatedcosts(Hahn 2019)leadingtolowcostadvantageand sustainablebusinessperformance.Thus,platformeconomyandsustainablesupplychainaretwo topicsofkeyimportancetofamilybusinessesandtheircustomers,sincetheycandemonstrate the ﬁrm ’ssensitivityandcommitmenttotheenvironment.Currently,themarketdemands businessestomoveinthisdirection.

Thisstudycontributestoresearchonfamilybusinessgoalsbyprovidinginsightsintotheexistingbodyofwork,inrelationtotheorydevelopmentinthefollowing ﬁelds:familybusinessgoals,

2 R.ALWADANIETAL.

sustainablesupplychainsandplatformeconomy.Althoughseveraltheoreticalperspectiveshave beenappliedtoeitheroneortwoofthesethreeconcepts,institutionaltheoryandsocialexchange theory(SET)arecommonacrossallthree(referto Table4 forotherrelevanttheories).Therefore, weperformedanextensiveliteraturereviewonthetwotheoriesinordertohighlighttheirapplicationinthediscussionofthethreeconceptsintheliterature.

Thispaperisorganisedasfollows.First,thereisadetailedexplanationofthemethodsused, includingtheinclusionandexclusioncriteria.Next,areviewoftheliteratureisfollowedbyadiscussioninwhichfutureresearchdirectionsarepresented.Finally,limitationsandconclusionsare discussed.

2.Methodology

Asystematicliteraturereviewensuredathoroughsurveyoftheexistingliteratureonfamily businessgoals.Thistechniquehasbeenusedbymanymajorreviews(WilliamsJretal. 2018; Sousa-Jabbouretal. 2019;AlwadaniandNdubisi 2019).Itisatechniquewhichcomprisesthree stagesofreview(Tranﬁeld,Denyer,andSmart 2003),asfollows:

Stage1:Toreducesystematicerrorandbias,thereviewbeginswithaplanningstage(Petticrew andRoberts 2006),whichincorporatesanexplanationofthescopeofthesubjectunderstudy,a reviewprocess,thekeydatacollectionmethod,theapproachusedtoexploreandrecognisesuitable articles,andthestreamingofimportantandunrelatedarticles.Theemphasisofthisstageisontheoriesdiscussedinfamilybusinessesand,throughthem,extractingantecedentsandrelevantoutcomes,aswellasrecognisingmoderationeﬀects.

Stage2:Reviewimplementationconsistsofdatagatheringandconﬁguration,datamanagement andcategorisation,anddatasynthesis.Theaimistoeliminateanybiasandtoincludeasmany articlesaspossible,byusingadatabaseandabackwardreferencingtechnique.

Stage3:Thereportingphasecomprisessynthesisoftheoutcomesandtheiranalysis.

Thesystematicreviewmethodisusedinthispaperbecauseithasbeenemployedpreviouslyin leadingreviewarticlesinmanyareasofresearch(e.g.CarterandEaston 2011;CrossanandApaydin 2010).Therefore,theinvestigationwasbrokendownintosixmainphasescoveringthethreestages ofthereview(Tranﬁeld,Denyer,andSmart 2003). Figure1 illustratesthephasesandinclusion criteria.

TheScopusdatabasewaschosenasthesearchengineduetoitsextensivityandinclusivity,and becauseitsrefereedarticlesareconsideredtobereliable(Ordanini,Rubera,andDeﬁllippi 2008). Furthermore,becauseScopusincludeshighly-rankedjournals,itwasidealforthisreviewthat intendedlookingsolelyatA*andAjournalsfromtheABDClistof2019.

Thesearch,whichstartedininMarch2020,ofarticlesandreviewsinEnglishlanguagejournals publishedbetweentheyears2005-2020,usingthekeywords ‘goalsorobjectives’,andincludingthe terms ‘familybusiness’ or ‘family ﬁrms ’,yielded2,629articles(referto Table1).Similarly,the

Figure1. Reviewphasesandarticlesinclusioncriteria.

INTERNATIONALJOURN ALOFLOGISTICSRESEARCHANDAPPLICATIONS 3

Table1. Familybusinessgoals.

Keywords Hit Generalsearch ‘Goalsorobjectives’ 2,925,665 Thesearchwasreﬁnedusingthesubjectarea ‘Business,ManagementandAccounting’ 67,741 Only ‘Englishlanguage’ articles 61,232 theinclusionoftheterms ‘Familybusinesses’ or ‘FamilyFirms’,theyweresearched,andthisgavethe resultof2,629. 2,629 identifytheA*andAarticlesfromtheABDClist 600 lookingattitles,abstractsandkeywordsasacriterion.Withkeywords ‘familybusinessorfamily ﬁrms’ , ‘goalsorobjectives’‘theory’ or ‘perspective’ 126(relevent articles)

keyword ‘SustainableSupplyChain’ (SSC)resultedin1516hits.Inaddition,thesearchusedseveral keywordsrelatedtoSSC: ‘SupplyChainManagement’ , ‘SustainableSupplyChains’ , ‘Sustainability’ , ‘SustainableSupplyChainManagement’ (SSCM)and ‘SupplyChains’,andthisreducedthenumber ofarticlesto772(referto Table2).Alike,thekeyword ‘PlatformEconomy’ wassearched,which returnedatotalof65articles(referto Table3).

TheresearcherdecidedtostophereandidentifytheA*andAjournalsfromtheABDClist.Scopus ’sdatabaseallowsthisbecauseitlistsallthejournalsrelatedtothesearchedarticles.Then,a manualsearchwasdone,lookingatallthearticles’ titles,abstractsandkeywordsascriteria.The chosenarticles’ titles,abstractsandkeywordsshouldcontainthefollowingterms ‘familybusiness’ or ‘family ﬁrms ’ , ‘goals’ or ‘objectives’ , ‘SSC’ or ‘SSCM’ and ‘platformeconomy’.Basedonthesecriteria,126relevantarticleswerefoundinthefamilybusinessliterature,111relevantarticlesfrom SSC,and22relevantarticlesfromplatformeconomy.Thetopicswerealsosearchedinconnection toeachother,forexample: ‘SSC’ AND ‘familybusiness’ OR ‘family-ownedcompany’:theseterms returnedonlyfourarticles,while ‘platformeconomy’ AND ‘familybusiness’ returnedfourirrelevantarticles.Allthreetopics(familybusiness,SSCandplatformeconomy)werealsosearchedin relationtoeachother,butthesearchreturnednoarticles.Tothebestofourknowledge,thisis

Table2. Sustainablesupplychain.

772 TITLE-ABS-KEY(‘sustainablesupplychain’ ANDfamilyANDbusinessOR ﬁrms) 0 ALL(‘sustainablesupplychain’ ANDfamilyANDbusinessOR ﬁrms)AND(LIMIT-TO(SUBJAREA, ‘BUSI’))AND(LIMIT-TO (EXACTKEYWORD, ‘FamilyBusiness’)ORLIMIT-TO(EXACTKEYWORD, ‘Family-ownedCompany’)) 4 OnlyA*andAjournalsareincluded(A*9)(A5) 260 lookingattitles,abstractsandkeywordsasacriterion.Withkeywords ‘SSC’‘SSCM’ SCM’ , ‘theory’ or ‘perspective’ 111

’)ORLIMIT-TO(EXACTKEYWORD, ‘SupplyChains’)ORLIMIT-TO (EXACTKEYWORD, ‘SustainableSupplyChain’)

Table3. Platformeconomy.

Keyword Hit

TITLE-ABS-KEY(‘platformeconomy’ AND ‘Supplychain’) (LIMIT-TO(SRCTYPE, ‘j’))(onlyjournals) 6(only1releventand duplicate) ALL(‘platformeconomy’ AND ‘familybusiness’) 4(nonarerelevent)

TITLE-ABS-KEY(‘platformeconomy’)ANDDOCTYPE(arORre)ANDPUBYEAR>2004AND(LIMIT-TO (LANGUAGE, ‘English’))AND(LIMIT-TO(SUBJAREA, ‘BUSI’)) 65 OnlyAandA*Journalareincluded 22(only19relevent articles)

ﬁ

Keywords Hit ‘SustainableSupplychain’ 1516 Limittobusinessmanagementandaccounting OnlyEnglishlanguage2005-today 876 Re

nedthesearchusingLIMIT-TO(EXACTKEYWORD, ‘SupplyChainManagement’)ORLIMIT-TO(EXACTKEYWORD, ‘SustainableSupplyChains’)ORLIMIT-TO(EXACTKEYWORD, ‘Sustainability’)ORLIMIT-TO(EXACTKEYWORD, ‘SustainableSupplyChainManagement

4 R.ALWADANIETAL.

the ﬁrstacademicreviewarticletointegratethethreeconcepts.Tacklingthisgapaddstotheknowledgebase,aswellashighlightstheneedforfurtherstudyandresearch.

A ‘backwardreferencing’ techniquewasalsousedtoencompassarticlesthatcouldhelpidentify differenttheoriesinrelationtofamilybusinessgoals,SSCorplatformeconomy.Thisincreasedthe totalnumberofarticlesused.Furthermore,othersourceswereusedinordertoidentifytheoriginatorsofthedifferenttheories,alongwiththeorydefinitions(pleasereferto Figures2–4 forsearch summaries).

3.Literaturereview

Severaltheorieshavebeenappliedinthestudyoffamilybusiness,sustainablesupplychain,and platformeconomyindividuallyorincombination. Table4 summarisesthese58theoriesandperspectives.Inthenextsectionwediscussthetheoriesthatarecommontothetroikadomains, namelytheinstitutionaltheoryandthesocialexchangetheory,followedbyasynthesis.

3.1.Institutionaltheoryinthecontextoffamilybusinessgoals

Theformalschoolofthoughtknownas ‘institutionaltheory’ wasintroducedbyWaltonHamilton in1919(Hamilton 1919).Familybusinessscholarsstatedthat,basedoninstitutionaltheory,a firm ’ s behaviourisdirectedandstructuredbythecontinuousinfluenceofsocietallogics.However,these firmsarechallengedintheirpreferenceofbehaviours,becausetheyaresubjectedtomorethantwo logics(businessgoalsandfamilygoals)thatseemtobedifficultorunreasonabletobealignedwith eachother(Jaskiewiczetal. 2016).Institutionallogics(thinking)arethegenerallyknownidealsand

Figure2. ‘FamilyBusinessGoals’ searchsummary.

Figure3. ‘SustainableSupplyChain’ searchsummary.

Figure4. ‘PlatformEconomy’ searchsummary.

INTERNATIONALJOURN ALOFLOGISTICSRESEARCHANDAPPLICATIONS 5

Table4. Theoriesandapplications.

Theories(OriginalAuthor,Year)Deﬁnition

1. AgencyTheory(Mitnick 1973)Agencytheoryassertsthat ﬁrmsconsistsofa principal(organisation)andanagent (manager).Theexpectationsofagencytheory arethatagentsaredrivenbyself-interest,are rationalbeings,andarereluctanttotakerisk. Thus,principalscanencourageagentsby controllingtheirrewards.(Strohetal. 1996)

Family BusinessSSC Platform Economy

✓✓

2. AttachmentTheory(Bowlby 1969)Itisthelong-termpsychologicaluniﬁcation amongpeople(Bowlby 1969) ✓

3. Behaviouraltheory(Watson 1930)Alsoknownasbehaviourism,isalearningtheory foundedonthenotionthatbehavioursare developedviaconditioning,whichappears duringtheinteractionwithothersandthe environmentaroundus.Behaviouristssuppose thatpeople’sactionsareformedfromtheir reactionstoenvironmentalstimuli(Watson 1913)

4. Behaviouralagencytheory(Pepper andGore 2015) ‘anewversionofagencytheorythatprovidesa betterexplanationoftheconnectionamong executivecompensation,agentperformance, ﬁrmperformance,andtheinterestsof shareholders’ (PepperandGore 2015)

5. Chaostheory(Lorenz 1963)Itisthestudyofnonlineardynamicsystems,that promisestobeavaluableconceptual frameworkthatresolvestheessential unpredictablebehaviourofsystemswiththe developmentofdiﬀerentpatterns(levy 1994)

6. Collaborationtheory(Gray 1989) ‘aprocessofjointdecisionmakingamongkey stakeholdersofaproblemdomainaboutthe futureofthatdomain’ (Gray 1989:227).

7. Cloudmodeltheory(LiandLiu 2004)Cloudmodeltheory,groudedonfuzzysettheory andprobabilitytheory,isanapproachthat usesartiﬁcialintelligencethatcanconsiderthe uncertainties(i.e.fuzzinessandrandomness)of theapproachinhumanknowledge.(Lietal, 2009)

8. Communicationaccommodation theory(GilesandOgay 2007) ‘CommunicationAccommodationTheory(CAT) provides awide-rangingframeworkaimedat predictingandexplainingmanyofthe adjustmentsindividualsmaketocreate, maintain,ordecreasesocialdistancein interaction.Itexploresthediﬀerentwaysin whichweaccommodateourcommunication, ourmotivationsfordoingso,andthe consequences’ (GilesandOgay 2007,293)

9. Competence-basedtheory(Hameland Prahalad 1993;Sanchez 2004)

Itisastrategicmanagementapproachto enhanceandsustainperformancein organisationsoveralong-timeframe(Sanchez 2004)

10. Complexitytheory(Simon 1964)Complexitytheoryexposesthecomplex associationsamongpeopleandfunctioningin changingcircumstances.Itisportrayedby uncertainty,volatility,anddynamic developmentovertime(Sarkis,Zhu,andLai 2011;ChoiandHong 2002)

11. Contingencytheory(Burnsand Stalker 1961;Woodward 1965)

12. CSR(Bowen 1953)

Thereisnooneoptimumwaytosystematisean organisationtoleada ﬁrmtomakedecisions,it isallcontingentdependingontheinternaland externalfactors(FormentiniandTaticchi 2016).

✓

✓✓

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‘Itreferstotheobligationsofbusinessmento pursuethosepolicies,tomakethosedecisions, ortofollowthoselinesofactionwhichare (Continued )

Table4. Continued.

Theories(OriginalAuthor,Year)Deﬁnition

13. DecisionTheory(MarchandSimon 1958 andCyertandMarch 1963,A BehaviouralTheoryoftheFirm)

14. Dynamiccapabilitiestheory(Teece, Pisano,andShuen 1997)

15. EcologicalModernisationTheory (SpaargarenandMol 1992)

Family BusinessSSC Platform Economy desirableintermsoftheobjectivesandvalues ofoursociety’ (Bowen 1953,6).

‘themaingoalofdecisionmakingistoberational by ﬁrstcollectingalltherelevantinformation regardingtheissuesunderinvestigation.The nextstepistogenerateallpossiblealternatives andexaminetheconsequencesofthose alternativesand ﬁnallychoosethemost optimalalternative’ (Kalantar 2010)

the firm’stointernallyandexternallyintegrate, buildandreconfigurecapabilitiesofthe firmin responseoftherapidlychangingenvironments (Teece,Pisano,andShuen 1997)

‘ecologicalmodernizationisusedasatheoretical conceptforanalyzingthenecessary developmentofcentralinstitutionsinmodern societiestosolvethefundamentalproblemof theecologicalcrisis’ (SpaargarenandMol 1992, 334)

16. Equitytheory(Adams 1963)Equitytheory(ET)statesthatfairnessperception isspeciﬁcallyimportantinlong-term relationshipsthatseektoleverageeachother’s competenciesandresourcesinordertoreacha commongoal(Adams 1966).

17. ForceFieldTheory(Lewin 1947)FFTdeﬁnestheprincipleof ﬁrm’stransformation andchange.FFTindicatesthatsituationsare sustainedbyabalancebetweenforcesthat motivateschangeandothersthatoppose them.Opposingforcesmayarisefromanarray ofinternalandexternalaspectsfromvarious individualpositionsandwiderorganisational levels(Kouhizadeh,Saberi,andSarkis 2021)

18. Fuzzy setTheory(Zadeh 1965)FSTaidsdecisionmakerstomanageimprecise, indeﬁnite,andsubjectiveinformationthat portraysthebehaviouranddecisionsofpeople.

19. Gametheory(vonNeumannand Morgenstern 1944)

20.Greysystemtheory(Julong 1982) ‘systemswhichlackinformation,suchasstructure message,operationmechanismandbehaviour document,arereferredtoasGreySystems.For example,thehumanbody,agriculture, economy,etc’ (Julong 1989,1)

21. InformationTheory(Shannon 1948)ClaudeE.Shannonoﬀeredabroadmodelofthe relationshipbetweeninformationand uncertainty.Hedevisedameasurecalled entropy,whichisaprobabilisticmeasureof uncertainty.Entropyisrecognisedtobea segmentofthesecondthermodynamiclaw thatsigniﬁesdisturbanceofenergy.(Bockand Isik 2015)

22. InstitutionalTheory(Hamilton 1919)Institutionaltheoryestablishesabeliefonthe existenceofmoreresilientstructuressuchas rulesandnormsthatdeterminesocialand organisationalbehaviours,whichhelpthe individualsandorganisationstosustaininthe institutionalpressures(Scott 2008).

23. Laborprocesstheory(Braverman 1974)

Gametheoryisrecognisedasamethodto investigatethevariouscompetitiveand collaborativebehavioursamongrational participants,wherealltheparticipants objectiveistooptimisevalue(Jafari 2019).

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✓ INTERNATIONALJOURN ALOFLOGISTICSRESEARCHANDAPPLICATIONS 7

Laborprocesstheoryisanapproachtodescribe howpeople’swork,inanindustrialcapitalism, ismaterialisedtocreateandconceptualise (Continued )

Table4. Continued.

Theories(OriginalAuthor,Year)Deﬁnition

Family BusinessSSC Platform Economy valueinaneconomicexchange.(Burawoy 2008)

24. leadershiptheory(Fiedler 1967) ‘Classicalleadershiphasbeenmainlyfocusingon thefeaturesandbehavioursofemployees,and howithasanimpactoncoworkersand ﬁrms. Leadershipisassumedtoinstigate ﬁm’ssuccess andconsequentlyobtaincompetitive advantage(Goslingetal. 2017)

25. Legitimacytheory(Dowlingand Pfeﬀer 1975)

‘aconditionorstatus,whichexistswhenan entity’svaluesystemiscongruentwiththe valuesystemofthelargesocialsystemofwhich theentityisapart.Whenadisparity,actualor potential,existsbetweenthetwovalue systems,thereisathreattotheentity’s legitimacy’ (DowlingandPfeﬀer 1975,122)

26. Motivationtheory(Maslow 1954) ‘Maslow’s(1954)needhierarchytheory,which suggeststhat,asindividualsdevelop,theywork theirwayupahierarchybasedonthe fulﬁllmentofaseriesofprioritizedneeds, includingphysiological,safetyandsecurity, belongingness,esteem,andself-actualization.’ (Steers,Mowday,andShapiro 2004)

27. Networktheory(Moreno 1953)Networktheoryportraystheworldofbusinessas anetworkthatpossessasymbioticrelationship, establishedandcultivatedthrough collaboration,withanintentionofmutual beneﬁts(MilesandSnow 1986)

28. Organisationidentitytheory(Albert andWhetten 1985)

29.

Organisationallearningtheory (ArgyrisandSchon 1996)

Organisationalidentityisrootedin firm’shistory andvaluesandspecificallyitisaspecial characteristicto firmswhichpresentsthe firm’s collective behaviourandculture(Dawsonetal., 2015))

organisationlearninghastwocategories:single looplearningwhichislearningfromtrialand error,itisstraightforwardandadaptiveprocess, thatdonotinﬂuencecorevaluesorstructures (withinpresentframework).Whiledouble-loop learningcomprisesnewconductsofproblem solvingandnewunderlyingvalues(questions, testsandmodifytheframework).(Goslingetal. 2017;GondandHerrbach 2006)

✓

30. PopulationEcologytheory(Caroll 1984)

Populationecologyreferstothechangesin populationandhowthesechangestrickle downintogroupsandindividualswithin populations(SalimathandJones 2011)

31. PrincipalAgentTheory(Ross 1973)Agencytheorydealswithagencyinteractions.An agencyrelationshiptakesplacebetweentwo groupsthatcollaborateandworktogether.One groupisknownastheprincipal,thatallocates decisionstosomeoneelse,arepresentative whoseknownastheagent(Rungtusanatham, Rabinovich,andAshenbaum 2007)

32. ProspectTheory(Kahnemanand Tversky 1979)

Itdescribesindividualdecisionmakinginrisky circumstancesprospecttheoryarguesthat people’sriskaversiondecreasesunderbad conditions,therefore,atthispoint,making decisionsbecomesrisky.Also,duetostress condition,thedecision-makingprocess weakens,andconsequentlythestatesof emotionareasimportantasrationality (ChrismanandPatel 2012).

✓

✓✓

(Smarandache 2017) ✓

(Continued ) 8 R.ALWADANIETAL.

Table4. Continued.

Theories(OriginalAuthor,Year)Deﬁnition

itdealswiththeproduction,advancement,and progressionofnewentitiesfromconsistent, inconsistentoruncertaincompositionsof variousoldentities.Employingplithogenicset processesmayprovideawaytocombine multipleideasofdecision-makers (Smarandache 2017)

33. RealOptionsTheory(Myers 1977)RealOptionstheorypermitsassessingdecisions dependingonthespeciﬁcrecognitionsofone ormoreappropriaterandomvariables,making itparticularlypropertoexamineinvestments whileallowing ﬂexibilityinthedecision-making process(Pimentel,Gonzalez,andBarbosa 2016; Hult,Ketchen,andArrfelt 2007).

34.Relationalview(DyerandSingh 1998)Relationalviewarguesthat ﬁrmsfunctionin relationshipnetworksthatallowthemtocreate valuethatisindependentlydiﬃculttocreate, asaresult,itenablesthemtogainaccessto networkresources(DyerandSingh 1998)

35. Resiliencetheory(Garmezy 1993)Resilienceisdeﬁnedastheabilitytorecover quicklyandrecollectit’sessentialpurpose followingadisruptiononthesupplychain(e.g. earthquake),recoverytimeisusedtomeasure thecapability(StoneandRahimifard 2018)

36. Resourceadvantagetheory(Hunt andMorgan 1996)

37. ResourceBasedview(Wernerfelt 1984)

38.Resourcedependencetheory(Pfeﬀer andSalancik 1978)

RATclaimsthatwhatisimportantfromaresource isgeneratingcompetitiveadvantage, diﬀerentiatingthe ﬁrmfromitscompetitors andconveyingcustomervaluethatimproves performanceresults.Theyadded,RATexceeds laborandcapital,tofurtheremphasiseonother resourcessuchaseconomic,human,legal, organisational,informational,andinterpersonal (Francoise,MasowandJoppe 2017)

RBVproposesthatthesustainablecompetitive advantageof ﬁrmsisrealisedacrossresources thatarevaluable,rareandinimitableandcan betangibleorintangibleassets,vitalforthe productionanddeliveryofgoodsandservices usedtoimplementstrategiesandimprove competitiveadvantageandenhance ﬁrm performance(Barney 1991)

RDT statesthat firmsrelyontheirenvironment forprosperityandexistence,toachievethis firmsneedtorespondtovariationsinthe resourcesupply(PfefferandSalancik 1978)

39. Roughsettheory(Pawlak 1982)Itisatechniquefoundedoninformationtheory tomoderatethenumberoffactorswith functionsmainlyinthedataminingdomain (Pawlak 1982)

40. SchwartzTheory(Schwartz 1992)Itisatheoryofbasicvalues.Valuesaredeﬁnedby Schwartz(Schwartz 1992)as ‘(1)conceptsor beliefs,(2)pertaintodesirableendstatesor behaviors,(3)transcendspeciﬁcsituations,(4) guideselectionorevaluationofbehaviorand events,and(5)areorderedbyrelative importance’

Family BusinessSSC Platform Economy

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✓ INTERNATIONALJOURN ALOFLOGISTICSRESEARCHANDAPPLICATIONS 9

41. SignalingTheory(Spence 1973)Signalingtheoryisassociatedwithprincipaland agentinacontract,intermsofhowoneparty patronisesinformation&itsmethodoftransfer andtheotherpartychoosesamethodof interpretation.Itistodevelopanoverall understandingofpotentialbehaviours, (Continued )

Table4. Continued.

Theories(OriginalAuthor,Year)Deﬁnition

Family BusinessSSC Platform Economy particularlywhenpartieshaveaccessto diﬀerentsetsofinformation(Connellyetal. 2011).

42.SlackResourcestheory(Barnard 1938; CyertandMarch 1956,1963)

Slackresourcescanbedeﬁnedas ‘thepoolof resourcesinanorganizationthatisinexcessof theminimumnecessarytoproduceagiven leveloforganizationaloutput’ (Nohriaand Gulati 1996,1246).

43. SocialCapitaltheory(Bourdieu 1986; Coleman 1990) ‘thesumoftheactualandpotentialresources embeddedwithin,avail-ablethroughand derivedfromthenetworkofrelationships possessedbyanindividualorsocialunit’ (Adler andKwon 2002).

44. SocialExchangeTheory(Homans 1958)

Socialexchangetheorysuggeststhat organisationsdeveloprelationshipsthatcanbe deﬁnedinconnectionwithexchangesof resources(e.g.economic,social)among workersandsupervisors(McLarty,Vardaman, andBarnett 2019)

45. SocialIdentitytheory(Tajfel 1979)Thetheoryarguesthatindividualshave preferencestowhichparticularsocialgroups theyprefertoidentifywith(Tajfeletal. 1971; Akhter,Sieger,andChirico 2016;Mahtoetal. 2020).

46. SocialNetworktheory(Moreno 1953)Socialnetworksdescribeasetofpoints/nodes, suchasindividualsor firms,thatintersectto sociallyinteractonaspecifictask Invalid sourcespecified.

47.SocioemotionalWealth(SEW) (Gómez-Mejíaetal. 2007)

SEWwasproposedtothefamilybusiness domain,itincludednon-economicgoalssuch assentimentallegacy,thatmembersofthe family developfromtheirbusinessownership (Berrone,Cruz,andGomez-Mejia 2012;GómezMejíaetal. 2007).

48. StakeholderTheory(Freeman 1984) ‘Stakeholdertheoryisatheoryoforganisational managementandethics’ (Phillips,Freeman, andWicks 2003,480).Also,literatureindicated thatstakeholderscompriseexternaland internalstakeholders.Externalstakeholderare suppliers,customers,governments,thelocal community,competitorsandtheenvironment. Whiletheinternalstakeholdersareemployees andowners(Harrison,Bosse,andPhillips 2010; Laplume,Sonpar,andLitz 2008).

49. StewardshipTheory(Donaldsonand Davis 1991)

50. Strategicalignmentperspective (NadlerandTushman 1988)

51. SupplyChainInnovation(Oliverand Webber 1992)

Stewardshiptheoryclaimsthatorganisational actorsmayachievelargerlastingutilityfrom theintenttobeneﬁtotherscomparativetothe utilityachievedfromopportunistic,egocentric ones(Hernandez 2012;Neubaumetal. 2017).

Theconceptofstrategicalignmentsuggeststhat ﬁrmperformanceisaresultofasynergyamong diﬀerentelements(e.g.strategy,culture, environment,technology)(Bergeron,Raymond, andRivard 2004)

supplychainmanagementcanbedeﬁnedasthe managementofallsetsofactivitiesthatoccurs in ﬂowofgoodsandservice,thatreferstoboth relatedtomanagementprocessaswellas structuralorganisationofbusinesses(Harland 1996)andinnovationoccurswhen improvementorchangeisseeninthesupply chain(Hahn, 2019).

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✓

(Continued ) 10 R.ALWADANIETAL.

Table4. Continued.

Theories(OriginalAuthor,Year)Deﬁnition

52. Systemstheory(vonBertalanﬀy 1968)

53. Technology-organisationenvironment(TOE)(Tornatzky, Fleischer,andChakrabarti 1990)

Systemtheorysuggeststhatthesystems componentscanbebestdeﬁnedfromsystem relationshipsperspective(organisational activities),ratherthaninisolation(Koh, Gunasekaran,andTseng 2012).

TheTOEisaframeworkwhichconsistsofthree distinctivecomponentsthatinfluencedecision makinginanorganisation:(a)technological contextsignifiestheimplementation experiencesoftechnologicalaspects,(b) organisationalcontextsignifiestheillustrative featuresofthe firm,whichinvolvesthesizeof the firmandscope,the firm’smanagement structureandtheskillandqualityofits personnel,(c)environmentalcontextsignifies thetypeofindustryandit’srelationship betweenpartners,rival firmsandgovernment (Lin 2014;BaiandSarkis 2020)

Family BusinessSSC Platform Economy

✓

54. Theoryoforganisational sensemaking(TOS)(Weick 1988)

55.Theoryofproﬁledeviation (Venkatraman 1989)

TOSdiscussesthecontinuingdevelopmentof meaningconstructionthroughwhich individualsinanorganisationunderstand actionsandconcernsinternallyandexternally thatcanbeunexpected,multifaceted,or unclear(Cornelissen 2012)

Theoryofprofiledeviationperceivesalignmentas theleveltowhichaspecificsituation(supplier) alignswithanidealprofile(e.g.credit worthiness)(Venkatraman1990;Hult,Boyer, andKetchen,Jr. 2007).

56. Theoryoftrust(Erikson 1953)Trustfundamentallyemergesfromthefaithin individuals andsystems,whichcanbedeﬁned assubordinatingthesubjectactivitiesbecause ofthetrustorconﬁdenceinthesystemin relationstooutputs,thatisconditionedupon varioussocial,economic,andinstitutional factors(ZakandKnack 2001)

57. Theoryofvariationalinequalities (HartmanandStampacchia 1966)

58.Transactioncosttheory(Williamson 1979)

Thevariationalinequalitymodel(TVI)considers thatevery ﬁrmpursuesbothproﬁt maximisationandemissionsminimisation generationinitssupplychainasitparticipates inmanufacturing,storage,transportationand distribution(NagurneyandYu 2012;Yuetal. 2019)

Transactioncosttheoryisfundamentaltothe existenceofmarketsasitenablestransferof valueinaneconomicexchange,tooptimisethe outputsbyminimisingthecostsassociated witheachstepoftransactionprocess (Williamson 1979)

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beliefsthatinfluencethebehaviourofoperatorsina field(Reay,Jaskiewicz,andHinings 2015).The notionofanorganisational fieldissignificantininstitutionaltheory,becauseweneedtorecognise thewayinwhich firmsact, flourishandcontinuetooperate(DiMaggioandPowell 1983;Geand Micelotta 2019).

Drawingoninstitutionaltheory,familybusinessacademicshavesuggestedatrade-off between commerciallogicsandthefamily.BasedonJaskiewiczetal.(2016,781–782),commerciallogicsare ‘norms,values,andgoalsofefficiency,profits,andmarketstatusthatguidebehavior’ andfamily logicsare ‘familynorms,values,andgoalsthatguidebehavior’.Ontheonehand,Greenwood etal.(2010)linkedfamilylogicinsmallfamilybusinessesinSpaintoreliableandconstant

INTERNATIONALJOURNALOFLOGIST ICSRESEARCHANDAPPLICATIONS 11

employmentintheirbusinesses.Ontheotherhand,(Miller,LeBreton-Miller,andLester 2011) linkedfamilylogicinbusinessesintheUSAtomoremoderategrowthstrategies.Bothstudies showedthatfamilylogicdirectedthebehaviourofthe ﬁrm,andconsequentlyitcompromised thequestforcommerciallogic(Jaskiewiczetal. 2016).

Complexityariseswhen firmsaresubjectedtodemandsfromseveral,frequentlyconflicting logics(Greenwoodetal. 2011).Studieshaveexaminedtheway firmsreacttothiscomplexityby selectingcertaintrade-offsinternally.Forexample, firmsreducecomplexityamonglogics(i.e. businessgoalsandfamilygoals)byemphasisingonelogicovertheother(Fathallah,Sidani,and Khalil 2019;Greenwoodetal. 2011).Other firmsmaychoosetoscreenvariouslogicsandgroup theminsidedifferentandindependentorganisationalstructures(Greenwoodetal. 2011).Incontrast,accordingtoSmets,Morris,andGreenwood(2012),some firmsmergeand findanequilibriumbetweendifferentlogics,resultinginacombinedmixedstructure.

3.2.Institutionaltheoryinthesustainablesupplychaincontext

Institutionaltheoryhighlightstheroleofexternalpressures,andthewayinwhichthesepressuresforce fi rmstoadoptenvironmentallyandsociallyresponsiblepractices(Govindan 2018 ; Liuetal. 2020;Sarkis,Zhu,andLai 2011).ItalsoenablesSSCresearcherstoobserveinputs thatshowtheeffi cacyoforganisationalpractices.Itincorporateselementssuchas:culture, socialenvironment,legalenvironment,regulations,customandhistory,economicrewards andresourcesigni fi cance(Gloveretal. 2014 ;Govindan 2018 ;Liuetal. 2020 ).Thetheory’ s keyattributeistorecognisetheway fi rmssecuretheirspotsanda cceptabilitybyrespecting thelawsandstandardsoftheinstitutionalenvironment.Inparticular,institutionaltheorystates thata fi rm ’sstrategyisheavilymanipulatedbyexternalpressuresfromsocial,economicand politicalfactors,whichcaninfl uencethedecision-makingprocess.Therearethreedrivers describedbythetheorythatmergewiththestrategies,structures,andproceduresofanorganisation,namely:coercive,normativeandmimetic(Sarkis,Zhu,andLai 2011 ;Gloveretal. 2014; Govindan 2018 ).Thecoercivedriverisexecutedbythoseinpositionsofauthority(government).Asaresult, fi rmsadheretonewenvironmentalmanagementregulationsimposedby thegovernment,withtheexpectationofinvolvingthecentralfeaturesofSSCM(Govindan 2018).Therefore,theinstitutionaltheorytriestoclarifyhowtheseadjustmentsin fl uence decisionsconcerninggreenandsustainableprac tices.Forexample,itisbelievedthattheexpenditureby fi rmsontheircorporatesocialresponsibilityactivitiesisgreaterincountrieswhose lawsareenforcedtoguaranteefavourableconduct(Govindanetal. 2020 ;Campbell 2007). Thenormativedriverhelps fi rmsadjusttobeseenasmaintaininglegitimateactivities(Sarkis, Zhu,andLai 2011;Danese,Lion,andVinelli 2018).Forexample,sociall yrelatednecessities, suchascustomersandthemarket,arethemostcentralnormativepressures(Govindan 2018).Themimeticdrivercauses fi rmstofollowthesuccesspathoftheircompetitorsbyreplicatingtheiractions(Danese,Lion,andVinelli 2018).

3.3.Institutionaltheoryintheplatformeconomycontext

Institutionaltheorypropoundsabeliefintheexistenceofmoreresilientstructures,suchasrules andnormsthatdeterminesocialandorganisationalbehaviours,whichhelpindividualsandorganisationstocopewithinstitutionalpressures(Scott 2008).Recently,thetheoryhasbeenappliedto platformeconomy,inordertounderstandhowtheinconsistenciesinthesenewstructurescanlead totensionsandtheirresolutionsinthenewplatform-basedeconomicexchange(Acquier,Daudigeos,andPinkse 2017),soastocreateamoreconﬁrmatoryandstableenvironmentforeconomic exchangetohappen.

12 R.ALWADANIETAL.

TheconceptofSETwasintroducedin1958bysociologistGeorgeHomans(Homans 1958).SET suggeststhatorganisationsdeve loprelationshipsthatcanbede fi nedwithregardtoexchangesof resources(e.g.economicandsocialresources)amongworkersandsupervisors(Cropanzano andMitchell 2005 ;Daspitetal. 2016 ;McLarty,Vardaman,andBarnett 2019).Socialexchanges areconstructedfrominsightsofsymbioticgroups,withanexpectationthat,whenothergroups behavetowardsacertaingroupinapositiveman ner,thenitsresponsewouldbethoughtfulin return.McLarty,Vardaman,andBarnett( 2019)statedthat,accordingtoSET,astandardtradeoff causesdesiredemployeebehaviourandoutcomesasemployeesexchangecompassionate actionsasareinforcementfromtheir fi rmsandmanagers(CropanzanoandMitchell 2005). Kleinetal.( 2014 )statedthatakeyprincipleofSETisorg anisationalcommitment.According toSET,committedworkersinfamily fi rmsshouldintensifytheire ff ortstoattainfamily businessobjectives,andthusachievesocialexc hangerelationships,enablingtaskstobeaccomplishedwithdeterminationandperseverance(McLarty,Vardaman,andBarnett 2019).In addition,socioemotionalwealthisevidentin SET,wherethelevelsofsocioemotionalwealth maybecomparableamongfamilyandnonfamilysu pervisors.McLarty,Vardaman,andBarnett (2019)proposedthatemployees’ commitmentwill fl uctuatedependingontheirmanagers’ levels ofsocioemotionalwealth.So,ifamanagerhasl owsocioemotionalwealth,thenthecommitted employees ’ performancewouldalsobelow.Inaddition,thereadinessofnon-familymanagers toadoptthefamily fi rm ’snon-economicgoalsmaybeviewedbytheemployeesasahypocritical behaviour,whichmakesthemlesskeentoengageinanykindofsocialexchange(Cropanzano andMitchell 2005 ).Daspitetal.( 2016 )foundthatfamilymanagerswhodonotembracesocioeconomicwealthmayobstructcommittedemployees ’ performance.Thisobservation,whichis reinforcedbySET,suggeststhatitishighlylik elythatemployeeswillrespondpositivelyto socialexchangesiftheyperceivethemaslegitimate.

3.5.Socialexchangetheoryinthesustainablesupplychaincontext

SSCMisa fieldripeforexaminationbySET,becauseitcomprisesbusinessprocessesthathavenot yetbeenfullyinvestigated.SETcanbeemployedtoexaminethewaysinwhich firmsfamiliariseand reacttothechallengesofsustainabilityusingtheirsocialinteractionsandsocialcapitaldevelopment (TouboulicandWalker 2015).SETsuggeststhat firmsinteractinexchanginggoodsandseeksocial alliancesfrompartnersseekingpositiveeconomicoutcomes(ShiandLiao 2013).Inaddition,CropanzanoandMitchell(2005)statedthatbeneficial paritymustberespectedamongmembers,and thatthisisavitalguidelineintheexchangeactivities.Furthermore,thesocialcontextisofparamountimportance,andensuingsocialnormsisessentialinenablingsustainablepractice(Wang etal. 2019).

3.6.Socialexchangetheoryintheplatformeconomycontext

SETconsistsofaclusterofconceptsthatdescribetherelationshipbetweentwopeople.Itdrawson cost–benefitanalysis,usingrationalismtoinvesteffortsinarelationship.Theconceptofgive-andtakehasbeen,historically,asubjectofhumanrelationships.SETprovidesasocio-psychological perspectivetounderstandamorerationalisedformofplatformeconomy.Thisisbecausethe socio-psychologicalorientationenvisionshowquickandimpliedcost–benefitanalysisinminds leadstomorebenefit-centricdecisionsregardingthesustainabilityofeconomicandmorebroadly socialrelationships(CropanzanoandMitchell 2005;Emerson 1976),andwhenandwhereentities atplatformsshareinformation(Xu,Zeng,andHe 2021)tobeusedasbasesformakingtherequisite cost–benefitanalysisinanexchange.

3.4.Socialexchangetheoryinthefamilybusinesscontext

INTERNATIONALJOURNALOFLOGIST ICSRESEARCHANDAPPLICATIONS 13

4.Discussion:sustainablesupplychainandplatformeconomyinthefamily businesscontextandtheoreticalcommonality

Todate,thereislittlefamilybusinessliteratureintheareaofdigitalplatforms,althoughthisisnow anecessarymediumforanorganisation’sdevelopment.Innovationisapriorityforbothnon-family firmsandfamily firms,becausethisenablesany firmtosustainandgrowitsbusiness.Accordingto Hinings,Gegenhuber,andGreenwood(2018,52):

Digitalinnovationisaboutthecreationandputtingintoactionofnovelproductsorservices;bydigitaltransformationwemeanthecombinedeﬀectsofseveraldigitalinnovationsbringingaboutnovelactors(andactor constellations),structures,practices,valuesandbeliefs,thatchange,threaten,replaceorcomplementexisting rulesofthegamewithinorganizationsand ﬁelds.

Therearetwodifferentopinionsonthismatter.Oneschoolofthoughtarguesforaninverse relationshipbetweenfamilybusinessesandinnovation(SciasciaandBettinelli 2013).Accordingto somefamilybusinessliterature,familybusinessesanddigitalplatforms(technology)maybe unharmoniousbecausefamilybusinessesarerisk-averseandhaveaconservativeoutlook (Blocketal. 2013).Consequently,addingintangibleinvestmentsthatcanberisky(technology) couldberestricted(FernándezandNieto 2006).Asaresultofthisaversion,entrepreneurialactivitiesandinnovationmayleadtothedeteriorationofthe firmsinthefuture.Accordingtosome institutionalresearch,informalinstitutionalprocessesimpactuponfamily firms ’ behaviours: forexample,(Liu,Chen,andWang 2017)indicatedthatthepursuitofsocioemotionalwealth, suchaspreservingcontroloverthefamily firmandkeepingharmonyamongthefamily,can impactuponTaiwan’slistedhigh-techcompanies(Gómez-Mejíaetal. 2007;Berrone,Cruz, andGomez-Mejia 2012),whichislikelytoreduceriskbycurbingR&Dinvestmentsinfavour ofgradualchange.Inthiscase,managersthatworkinfamily firmsmustunderstandthefamily’ s logic,identifythefamily’snon-economicgoals,andtrytoworkaroundthemtobuildupand directinnovationbehaviourstoconcurrentlyachievethefamilysocioemotionalwealthandeconomicperformancegoals.

Thesecondschoolofthoughtarguesthatfamily firms,includingthosethatoperateinhigh-technologybusinessenvironments,canindeedbeentrepreneurial(LeBreton-MillerandMiller 2009) andthattheyaresometimesforcedtobeinnovativeduetofearsfortheircontinuity(Miller,Steier, andLeBreton-Miller 2016).Afamily firm ’ssustainabilityorientationencouragesfutureinvestmentsinproductdevelopmentsandtechnology.Inaddition,itcatalyzesthefosteringofemployee skills,aswellasstimulatingthedevelopmentofexternalcoalitionsandrelationshipstomaintainthe successoftherenewalprocess.Furthermore,human,socialandmarketingresourcesareanintegral partoffamilybusinesses,andthesecancausemoreinnovation(Luetal. 2019).Thiswasvalidated byWesthead(1997),suggestingthatfamily firmshaveexceptionalcapabilities,incomparisonto non-family firms,toexpandandadvanceinnovationthroughproductsandserviceswiththeobjectiveofgainingcompetitiveadvantage.So,howcanweexplainthisapparentdilemmabetweenthese twoschoolsofthought?

Onecrucialpartofthebusinessprocessthatcanbedemandingtoall firms,includingfamily businesses,isSCM.WhileSCMisconsideredasastrategicdevice,neverthelessitpresentschallengesto firms.Onekeychallengeisthatorganisationshavetomanagethechangingandcomplex demandsofcustomersacrossdifferentlocationsandnetworks(Jayram,Dixit,andMotwani 2014). Forexample,familybusinessesofallsizesinIndiaexperienceuncertaintyinsupplyleadtimes, qualityconcernsandnon-reactivecompaniesinthesupplystartpoint.Informationsystem(IS) competencyandcutting-edgeinformationtechnology(IT)platformscanbesignificantinrefining SCMproficiency(Sahay,Cavale,andMohan 2003).ISexpertiseisanintegralandvitalfeatureofa supplychainstrategy.EmployingIScanconsiderablyenhancedifferentprocesseswithinthesupply chain:forexample,itdecreasestheinteractionandtransactioncosts,anditalsoinfluencesprocurement,logisticsandcustomerrelationshipmanagement(Jayram,Dixit,andMotwani 2014).

14 R.ALWADANIETAL.

AmajortenetofSETisthebusinessprocessesthataremanifestedinrelationshipsinconnection toresourceexchange.BasedonGal,Jensen,andLyytinen(2012),becausethereisastrongassociationbetweentechnologyandpractices,advancesintechnology(e.g.processingpower,storage capacityandcommunicationspeed)willproduceopportunitiesfornewinterrelationships amongthetechnicalaspectsofasystem,andanindividual’scapabilityandtendencytoutilise theseaspectsinspecifictechniques,consequentlypermittingnewsocialexchangepatterns(Yoo etal. 2012).Forexample,SCMcanenhancea firm ’sperformancebymergingessentialbusiness practices,backfromtheultimateconsumerviasuppliersandvendors,byofferingproducts,services andinformationthathavebettervaluetocustomers(Sahay,Cavale,andMohan 2003).

AccordingtoJayram,Dixit,andMotwani(2014),supplychainstrategiesareadvancinginterms ofthedevelopmentoftheoverallbottom-lineresults.Thoseauthorsassertedthatthefeaturesofthe familyand firm(thetwologics)determinethepotentialofthesupplychain.Theysuggestedthat firmsthatareprofessionallyruninvestinISandITtoimprovetheirSCMcapability.Yet,family businessesareconservativeininvestmentandspending,andsoareinefficientwhenitcomesto supplychaincapabilities,whichmakesitsuchachallengingendeavour(Jayram,Dixit,andMotwani 2014).

Toenhancefamilybusinesssustainablesupplychaincapabilities,aninformationtechnology infrastructureisthewayforward.Forexample,cloudmanufacturingisavirtualnetworkin whichmanufacturersprovideservicesthatcustomerscanavailthemselvesofonanasneeded bases(e.g.productdesign,simulation,andassessment).Themanufacturingservicesoﬀeredarepresentedonanonlineaccessibleplatformthatpermitsresourcepartakingandimprovesmanufacturingservicepreparationanddelivery(Sousa-Jabbouretal. 2018).

Agoodexampleofagrowing,technologicallyinnovativeplatformisthecollaborativeconsumptionmodel(Richteretal. 2017).Collaborativeconsumption(CC)isdeﬁnedbyBelk(2014,3)as ‘the coordinationofagroupofpeopleintheacquisition/distributionofaresourceinexchangeformonetaryorothertypesofcompensation.’ TheCCplatformhaschangedfromatwo-waybusiness exchangeprocess(customertobusiness)toathree-wayexchangeprocessthatincorporates:platformproviders,whichhandlethesalesofgoodsorservices;customers,whowanttobuytheproductandservice;andtheselleroftheproductorservice(Benoitetal. 2017)(e.g.Amazon,Airbnb). ThisinnovativestructuredemonstrateshowCCplatformshighlighttheinnovativebusinessmodel thatfacilitatesthegenerationofeconomicvaluefortheirclients.Also,theseplatformsencourage mindfulnessofwasteandenvironmentalissues.Recently,IThasadvancedtremendouslyinthe short-stayrentalandtransportationindustries,asaresultoftheuseofcellphoneswithfastinternet accesswhichallowedpeopletoaccesscollaborativeconsumptionplatformsatlowercost.Thisis duetothelowertransactioncosts(e.g.AirbnbandUber),incomparisontotheestablishedhotels andtaxis,whichneedmoreresourcestomanagetheirtransactions.(Oliveira,Tomar,andTam 2020).

BasedonFathallah,Sidani,andKhalil(2019),therearestillgapsinourknowledgeoftheway organisationalplayersaresubjectedtothemultipleandcomplexinstitutionallogics,andtheway theyextractvariouslogicsfordiﬀerentpurposesandatdiﬀerentoccasions.So,therearethree keyquestionsthatmustbeanswered:(i)Whataretheforemostinstitutionallogics?(ii)Are theredominantinstitutionallogicsthatcanovertakeotherlogics?(iii)Aresomeinstitutionallogics thereasonfortheformationofotherlogics?

Groundedonthepreviousstudiesthatdiscussedthefamilyand firmlogics(Greenwoodetal. 2011),SSCandplatformeconomycanbesub-logicsundertheumbrellaofbusinessgoals.SSC andplatformeconomyaretwologicsthatarebecomingincreasinglyimportantineveryorganisation,beitafamilyornon-familybusiness.Wehavewitnessedsuchchangein2020,duringthe Covidpandemic,wheremanyfamily firmswereforcedtousedifferentplatformsinorderto survive.

Fromabroaderperspective,althoughinstigatingsustainablesupplychainpracticesiscostly,this costcanbeoﬀset byothercostandoperationalgains.Theliteratureindicatedthatfamilybusinesses

INTERNATIONALJOURNALOFLOGIST ICSRESEARCHANDAPPLICATIONS 15

arerisk-averseandhaveaconservativeriskoutlook(Blocketal. 2013),yetthisisaninevitable directionbasedonmarketforces.Hence,therearecurrentadvancementsinISandcollaboration platformsavailabletofamilybusinesses(e.g.SedexandEcoVadis),thatmaypermitsuch firms toperformbetterbysharingtheliabilityofchoosingandobservingsustainablesuppliersandrecognisingandlocatingsignificantrisksintheirsupplychainsinordertoconcentratetheireffortswhere needed(MiemczykandLuzzini 2019).

5.Futureresearchdirection

Thereisalackofintegrationandsynthesiswithregardtofamilybusinessgoals,sustainablesupply chainsandplatformeconomy.Thisgapneedstobe ﬁlledbyfutureresearchbylookingathow familybusinessescanintegratetheplatformbusinessmodelstoenhancesustainablesupply chainperformance.

Moreover,duetotheconflictinthefamilybusinessliteratureregardingtheinnovativenessof family firms,thereisaneedforfurtherresearchinthisarea(DeMassis,Frattini,andLichtenthaler 2013).Inthisregard,thefollowingresearchquestionsneedtoberaisedandanswered.Towhat extentdoesSEWaffecttheadoptionofdigitalplatformsandsustainablesupplychainpractices? HowdoestheunderstandingofSEWdifferbetweenthedifferentgenerationsoffamilybusiness owners?Andhowdoesaffecttheimplementationofdigitalplatformsandsustainablesupply chainpractices?

Thisreviewexploredseveraltheoriesthathavebeenappliedinfamilybusiness,SSCandplatformeconomystudies.Itwasrevealedthatjusttwoofthesetheorieshavebeenappliedacross thethreedomains.Therestofthetheorieshavebeenappliedeitherinasingledomainorin two.Futureresearchshouldexaminetheothertheoriesdiscussedinthefamilybusinessliterature inrelationtoSSCandtheplatformeconomyandviceversa.Thisresearchimpliedthattheheterogeneousqualityofthefamilysystemandthebusinesssystem(ChrismanandPatel 2012)resultsin anincreaseinuncertaintyof firmbehaviour,aswellasvariedoutcomesfromresearchonfamily firmbehaviour.Family firmstendtodevelopgoalsthatcanbediverseanduniquelyidiosyncratic, whichhighlightstheopportunityforfutureresearchtoinvestigatetheprecursorsofgoalformation andoutcomes,andhowdifferentlysized firms(large,mediumandsmall)differinpursuingthese goals.

Institutionallogicsareanotherareathatfamilybusinessresearcherscantackle.Accordingto Greenwoodetal.(2010),businesspracticesarecreatedbylogics,andtechnologicalentrepreneurshipisoneofthem(SineandDavid 2003).So,astechnologyadvancesthroughouttheworld,the morecomplextheinstitutionallogicsbecomeforthefamilybusinesses.Thisisduetothedilemma ofhavingtwomajorlogics(familyandbusiness),whichcausesmorecomplexityanddiversityinthe decision-makingprocess.

Inaddition,theheterogeneousqualitiesoffamily firmsdifferfromoneregiontoanother(Sanchez-Ruizetal. 2019).Althoughthedegreeofheterogeneitymayvarybetweencountries,theliteraturehasmostlyfocusedonwesterncountries.Furthermore,goalsmaybestimulatedbydifferent entitiesforfamily,individuals,teams,organisation,etc.,indicatinganeedforfurtherresearch thatconsidersdifferententities’ approachesintheattainmentofgoals,whichcanhaveaneffect ontheinstitutionallogics.

Table5. Familybusinessgoalspapers/quantitative/qualitative/mixedmethod.

TotalQuantitativeApproach ‘A*’+’A’ articles 74=58.7%

TotalQualitativeApproach ‘A*’+’A’ articles 11=8.73%

TotalConceptualApproach ‘A*’+’A’ articles 39=30.95%

TotalMixedMethodApproach ‘A*’+’A’ articles 2=1.587%

16 R.ALWADANIETAL.

Table6. SSCpapers/quantitative/qualitative/mixedmethod.

TotalQuantitativeApproach ‘A*’+’A’ articles 54=48.6%

TotalQualitativeApproach ‘A*’+’A’ articles 24=21.6%

TotalConceptualApproach ‘A*’+’A’ articles 26=23.4%

TotalMixedMethodApproach ‘A*’+’A’ articles 7=6.3%

Table7. Platformeconomypapers/quantitative/qualitative/mixedmethod.

TotalQuantitativeApproach ‘A*’+’A’ articles 6=31.5%

TotalQualitativeApproach ‘A*’+’A’ articles 2=10.5%

TotalConceptualApproach ‘A*’+’A’ articles 8=42.1%

TotalMixedMethodApproach ‘A*’+’A’ articles 3=15.9%

Scholarshaveemphasisedtheimportanceoftherealisationofgoalsinassessingtheperformance offamilybusinesses(Holtetal. 2017;WilliamsJretal. 2018),andthisneedsabalancebetween institutionallogics(Fathallah,Sidani,andKhalil 2019).Therefore,thereisaneedtoaddmore knowledgeinrelationtoprioritisingandestimatingthevalueallocatedtoeconomicandnon-economicgoals,inadditiontotheinteractionthattakesplacebetweenfamilygoalsandbusinessgoals, becausetheyareconsideredtobeseparateyetsynergisticsystems.Thispromotesadvancementin thefamilybusinesstheory(WilliamsJretal. 2018).

Thisreviewidentifiesmanyopportunitiesforfutureinvestigation.Theresearchsignifiesthat thereisahightendencytofollowaquantitativeapproach(58.7%)forfamilybusinessgoalsarticles, (48.6%)forsustainablesupplychainarticlesand(31.5%)forplatformeconomyarticles.Alow instanceofresearchusingaqualitativeapproachwasobserved(referto Tables5, 6 and 7).Consequently,adearthofresearchondifferentareasoffamilybusinessgoalssignifiestheneedforfuture (theorybuilding)qualitativeormixedmethodstudies.

6.Limitationsandfuturestudies

Somelimitationswereencountered.Literaturecanbearrangedandcodedusinganumberoftechniques,suchastheintegrativeliteraturereviewmethod(Huisingh 2012;JuniorandFilho 2010). ThisreviewadoptedthetechniqueofTranfield,Denyer,andSmart(2003).However,wemust understandthateachtechniqueaddsvalueinitsownuniqueway,eventhougheachonehasdifferentprocesses,andsomayproducedifferentresults.Manytypesofpaperswereexcludedfromthis review(e.g.workingpapers,dissertations,conferencepapersandbooks).Thispaperfocusedon ‘A*’ and ‘A’ journalsandpeer-reviewedarticles,resultinginpublicationbias(Banks,Kepes,andMcDaniel 2012;Harrisonetal. 2017).

7.Conclusion

Researchersoffamily firmshavemadesignificantcontributionstotheunderstandingofthebenefits andchallengesassociatedwiththefamilybusinessgoals.Wereviewedandintegratedthisbodyof research,alongwithSSCMandplatformeconomy,andpresentedresearcherswithfutureresearch opportunities.Wefocusedonthreeimportanttopics,relevanttothedevelopmentoffamily businessgoalstheory,whichadvisesandinstructsresearcherstostudytherelationbetween them.Wediscussedthetheorycommonality(institutionaltheoryandSET)amongthethreetopics (familybusinessgoals,SSCMandplatformeconomy).WebelievethatSSCMandplatformeconomyareofincreasingimportance,andsoitisessentialthatweunderstandhowfamilybusinessesas institutionsachievesuchgoals,overcominginternalsocialrigidityandfallingintolinewithmodern doctrine.

INTERNATIONALJOURNALOFLOGIST ICSRESEARCHANDAPPLICATIONS 17

Acknowledgements

OpenAccessfundingprovidedbytheQatarNationalLibrary.

Disclosurestatement

Nopotentialconﬂictofinterestwasreportedbytheauthor(s).

ORCID

NelsonOlyNdubisi http://orcid.org/0000-0003-1357-9042

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24 R.ALWADANIETAL.

Family business goal, sustainable supply chain management, and platform economy

International Journal of Logistics Research and Applications

A Leading Journal of Supply Chain Management

Family business goal, sustainable supply chain management, and platform economy: a theorybased review & propositions for future research

Rawa Alwadani & Nelson Oly Ndubisi

ABSTRACT

ARTICLEHISTORY

1Introduction

2.Methodology

3.Literaturereview

3.1.Institutionaltheoryinthecontextoffamilybusinessgoals

Family BusinessSSC Platform Economy

Family BusinessSSC Platform Economy

3.2.Institutionaltheoryinthesustainablesupplychaincontext

3.3.Institutionaltheoryintheplatformeconomycontext

3.5.Socialexchangetheoryinthesustainablesupplychaincontext

3.6.Socialexchangetheoryintheplatformeconomycontext

5.Futureresearchdirection

6.Limitationsandfuturestudies

7.Conclusion

Acknowledgements

Disclosurestatement

ORCID

References