Purpose
The aim of this paper is to investigate how the efforts of improving transport performance within the scope of one business relationship are embedded in a transport service triad, which, in turn, is embedded in the wider supply network.
Design/methodology/approach
The theoretical framing originates from the IMP approach with a specific focus on the concept network horizon, and literature on triads. The study is explorative and applies a qualitative design and a case study approach to illustrate how three actors engage in a change initiative to improve transport performance.
Findings
The paper concludes that it is crucial to get counterparts aware of the importance of expanding and defining their network horizons for a certain change initiative. Interaction among actors is important to create awareness and expand its own as well as others’ network horizons for a certain change. Three generic facets are proposed: overlapping network horizons, partly overlapping network horizons and non-overlapping network horizons.
Practical implications
The framework offers a tool to managers in terms of the concept of network horizon that can help to understand the challenges when dealing with change in supply networks and to understand where to deploy resources to cope with change.
Originality/value
This study adds to the literature by explicating facets of the concept of network horizon, especially when firms are faced with a change, how they are affected by this change and how they can cope with the related challenges.
