Conditions experienced in developing countries are characterized by high levels of uncertainty and differ considerably from those encountered in developed countries. Specifically, operational environments in developing countries constrain the supply chain technology (SCT) used by firms to manage supply chain operations. Hence, it is reasonable to conjecture that firm’s operating in these types of environments might rely on and use SCT and the information they provide to manage their supply chain operations differently from firms in less constraining environments. To explore this phenomenon we conducted a grounded theory study collecting interview data from 46 logistics and supply chain managers at 16 firms across India, one of the largest and most dynamic of the developing countries. Our analysis of the data establishes that SCT constraints arise from external, internal, and relationship conditions. Emerging from the data we observed managerial emphasis on a phenomenon whereby management utilizes coping strategies to relax constraints that adversely affect their use of SCT. While our findings also revealed human intervention as a negative externality arising from the use of coping strategies, we found that management were aware of this externality and were actively addressing it as part of their efforts to relax the constraints on SCT.


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pp. 368-404
Launched on MUSE
Open Access
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