A transformational lens on supply chain partnerships

Partnering constitutes an important strategy for organizations to deal with increasing environmental flux. Empirical failures, however, still outweigh the theoretical promises of partnerships. At the same time, the field is characterized by a burgeoning albeit heterogeneous body of literature. This paper therefore aims to develop a comprehensive multidisciplinary lens on supply chain partnerships. By approaching partnerships as an inherently dynamic phenomenon drawing from organizational change literature, such a lens takes on a transformational nature. The lens integrates various bodies of literature by pointing out their specific change perspective as well as the transition zones between their underlying assumptions. Consequently, the transformational lens is employed to explore two case studies of supplier-producer dyads in the food industry. The findings illustrate the simultaneous presence of higher management driven change and continuous change at the mi-ddle management level. The findings also aid in drawing propositions for further empirical examination and refinement of the relationship between the underlying assumptions of the transformational lens. The transformational lens contributes by facilitating a more complete picture of partnerships than would be achieved by considering each of its constituent bodies of literature in isolation, and sheds new light on the temporal aspect of partnerships.