A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP.
Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence.
Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence.
This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably.
Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism.
This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.”
This work was financed with FEDER funds by Programa Operacional Factores de Competitividade (COMPETE), national funds by Fundação para a Ciência e Tecnologia (FCT) through Project: FCOMP-01-0124-FEDER-022674 and the JSPS KAKENHI Grant No. JP18J11566. The authors respectfully thank the editor and reviewers for their constructive and augmentable comments which enabled the authors to improve the earlier version of this paper.
Duong, B.A.T., Truong, H.Q., Sameiro, M., Sampaio, P., Fernandes, A.C., Vilhena, E., Bui, L.T.C. and Yadohisa, H. (2019), "Supply chain management and organizational performance: the resonant influence", International Journal of Quality & Reliability Management, Vol. 36 No. 7, pp. 1053-1077. https://doi.org/10.1108/IJQRM-11-2017-0245Download as .RIS
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