Modelling the integration‐performance relationship: Collaborative practices, enablers and contextual factors

Abstract

Purpose

The purpose of this paper is to investigate the impact of different dimensions of supply chain integration on performance, while considering both the interconnections between these supply chain integration dimensions and the effect of context. Specifically, the authors investigate the relationship between two enablers (communication infrastructure and cooperative behaviour) and two practices (planning information and joint improvement), and the moderating effect of supply complexity on their relationship with performance.

Design/methodology/approach

A survey among 145 Dutch and Spanish manufacturers is used to gather data on the buyer‐supplier relationship. Both the sample and two subsamples – for high and low supply complexity – are analysed using SmartPLS.

Findings

The paper finds that two dimensions – communication infrastructure and cooperative behaviour – enable the two collaborative practices: joint improvement and planning information. All mentioned supply chain integration dimensions, except joint improvement are related to performance, but specifically if the supply complexity is high. Among these dimensions the effect of cooperative behaviour is relatively high.

Originality/value

This paper adds to our understanding of how contingencies influence the supply chain. It is the first paper that investigates the moderating effect of the complexity of the process of delivery (supply complexity) on the effectiveness of supply chain integration practices.

Citation

van der Vaart, T., Pieter van Donk, D., Gimenez, C. and Sierra, V. (2012), "Modelling the integration‐performance relationship: Collaborative practices, enablers and contextual factors", International Journal of Operations & Production Management, Vol. 32 No. 9, pp. 1043-1074. https://doi.org/10.1108/01443571211265693