Data analysis

Within- and cross-case analyses were conducted (Eisenhardt, 1989), using content analysis and temporal bracketing. The temporal bracketing strategy allows the structuring of the description of events in successive time periods (in our case, different phases of work in TSCs). They are not necessarily phases in the sense of a sequential process, but usually offer opportunities for structuring process analysis and sense- making (Langley, 1999).

Data analysis started with a literature-free classification of the empirical data to get a general understanding of the phenomenon. Then, we analysed the data using the literature on O&SCM and on TOs. This was an iterative process, which consisted of three main steps. Firstly, through within-case analysis, we examined individually both TSCs studied, particularly their specificities, main organisations, relationships, and firm-level activities. Further, we sought to understand their dynamics; i.e. how they were initiated, developed, and terminated over time. Secondly, through cross-case analysis, we explored important aspects of both cases comparatively, trying to find similarities and differences. Thirdly, we analysed both TSCs over time using the temporal bracketing strategy. This enabled the understanding of the dynamics of TSCs in different empirical contexts.

Data organisation and coding were conducted building from Miles et al. (2014). Table 3.1 presents the final codes and sub-codes. The code supply chain elements was defined a priori, based on the literature, given that our analysis focused on the main supply chain elements: organisations and relationships (Carter et al., 2015). However,

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the sub-codes temporary and enduring are data-based and refer to the characterization of these elements in the cases studied. All the other codes and sub-codes emerged from the data and were defined according to the specificities of our empirical cases. Although broad concepts such as coordination, control, and integration are defined in the more general literature on O&SCM, their meanings here were reconciled with the reality of the contexts investigated. As an example, we take the concept of integration. Flynn et al. (2010, p. 58) define integration as “the degree to which a manufacturer strategically collaborates with its supply chain partners and collaboratively manages intra and inter- organisational processes, in order to achieve effective and efficient flows of products and services, information, money and decisions, to provide maximum value to the customer”. Frohlich and Westbrook (2001, p. 186) stress that the goal of integration is “to create and coordinate manufacturing processes seamlessly across the supply chain”. Van der Vaart and Van Donk (2008, p. 51) adds the focus on action by saying that “attitudinal aspects are primarily relevant if one wants to understand the level of integration (practices and patterns) within particular relationships. It is not sufficient to have a positive attitude towards collaboration and SCM: in some way, this positive attitude has to lead to actions”.

Based on Frohlich and Westbrook (2001), Flynn et al. (2010), and Van der Vaart and Van Donk (2008), we reconcile the concept of integration with our empirical contexts by defining it as the collaboration among temporary and enduring organisations leading to actions towards the combination and unification of their intra-

and inter-organisational processes to realize the effective and efficient flows of

products, services, and information in order to accomplish the TSC task. This conceptualization, first, removes ‘strategically’ given that many collaborative initiatives towards integration evidenced lasted for a short term and happened at the operational

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level, even in emergent and informal ways. Second, it includes integrating with temporary organisations, which opens the possibility of adding new and diverse actors and not only integrating with pre-existing partners, such as suppliers and customers. Third, the integrating efforts are directed to the accomplishment of the TSC main task.

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Codes Sub-codes Definition

Supply chain elements

Enduring Supply chain elements (organisations and relationships) that are deployed continuously in multiple events/contexts.

Temporary Supply chain elements (organisations and relationships) that are deployed for a limited duration in a specific event/context.

Degree of foreseeability

of an event

Low

The degree of foreseeability of an event is the extent to which people can predict its occurrence, in terms of time and location (what, when and where). Low degree of foreseeability means people cannot predict what is going to happen, when and where.

High High degree of foreseeability means people can predict what is going to happen, when and where.

TSC composition

process

Planned The TSC composition process refers to the process in which organisations and relationships are made part of the supply chain. Planned TSC composition process is a process that is predefined.

Emergent Emergent TSC composition process is a process that arises; it starts unexpectedly.

Degree of uncertainty about how a task unfolds

Low

The degree of uncertainty about how a task unfolds is the extent to which people know how a task takes place over time, which means its resulting chain of events and patterns. Low uncertainty about how a task unfolds means people can describe its resulting chain of events and patterns in different points in time.

High High uncertainty about how a task unfolds means people cannot describe its resulting chain of events and patterns in different points in time.

Nature of control over the TSC development Centrally- Controlled

The nature of control over the TSC development has to do with the power/ability to determine the activation, deactivation or modification of supply chain elements in order to meet the requirements of the task over time. A centrally-controlled development of the TSC happens when there are controlling authorities that determine the activation, deactivation or modification of supply chain elements in order to meet the requirements of the task over time.

Locally-

Controlled A locally-controlled development of a TSC happens when the supply chain elements activate, deactivate, and modify themselves in order to meet the requirements of the task over time, without detailed involvement of a central entity.

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Coordination

Based on top-down mechanisms

Coordination based on mechanisms defined by central coordinating authorities in order to manage the execution of interdependent activities effectively, in the right place and at the right time. Examples from the data include contracts, hierarchies, procedures, schedules, and service level agreements.

Based on bottom-up mechanisms

Coordination based on mechanisms defined by operating organisations and professionals in order to manage the execution of interdependent activities effectively, in the right place and at the right time. Examples from the data include social roles, interactions, expert knowledge.

Lead time

Short Lead-time is the interval between the initiation of a TSC and the start of its operations. Short lead time refers to days/weeks.

Long Long lead time refers to years.

Integration

Gradual

Integration is the collaboration among temporary and enduring organisations leading to actions towards the combination and unification of their intra and inter-organisational processes to realize the effective and efficient flows of products, services, and information in order to accomplish the TSC task. Gradual integration happens over a relatively long period (within years).

Speedy Speedy integration happens over a relatively short period (within days/weeks).

TSC

performance Accomplishment of TSC purposes satisfying the objectives of quality, delivery, and cost.

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