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1 – 10 of over 10000Honest F. Kimario and Leonada R. Mwagike
This study was steered to establish how buyer–supplier collaboration's commitment attributes serve as an antecedent for procurement performance in large manufacturing entities in…
Abstract
Purpose
This study was steered to establish how buyer–supplier collaboration's commitment attributes serve as an antecedent for procurement performance in large manufacturing entities in Tanzania.
Design/methodology/approach
A parallel, concurrent, mixed method was used in the study. Quantitatively, 52 firms were surveyed from Temeke Municipality, Tanzania, using questionnaire that specified 1 procurement manager and 1 store manager from those firms, totaling a sample size of 104 respondents. Qualitatively, expressive opinions to supplement the numeric data were gathered from supply chain managers using the saturation principle. Explanatory design analyzed the existing cause–effect relationship, and the null hypotheses were tested using binary logistic regression at p values < 0.05 and ExpB > 1.
Findings
Fidelity and enthusiasm to suggest improvements to suppliers and the duration of the collaboration antecede the procurement performance of the manufacturing firms in Tanzania, while devotion to invest resources and initiatives on joint problem solving have no significant impact.
Research limitations/implications
The causality between buyer–supplier collaboration and procurement performance has been revealed. Since there might be third party logistics in collaborations, future research should center on their moderating effect.
Practical implications
A framework has been developed for liberating procurement performance in the context of large manufacturing firms in Tanzania.
Originality/value
Based on Transaction Cost Economics and Resource Dependency Theories, the study revealed the root cause of procurement performance in the context of Tanzanian manufacturing firms, while also considering commitment to buyer–supplier collaboration as a prerequisit for the commendable target.
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Daniel Prajogo, Carlos Mena and Mesbahuddin Chowdhury
The purpose of this paper is to test the moderated-mediated model using a dataset drawn from 204 manufacturing firms in Australia, and Hayes' PROCESS macro software was used for…
Abstract
Purpose
The purpose of this paper is to test the moderated-mediated model using a dataset drawn from 204 manufacturing firms in Australia, and Hayes' PROCESS macro software was used for analyzing the research model.
Design/methodology/approach
This study examines how firms can leverage the strategic value of their key supplier for improving their product performance by developing strategic collaborations with the key supplier as a mediating factor. Furthermore, it also seeks to understand the role that commitment plays in strategic relationships by testing how the mediating role of strategic collaboration is moderated by the level of buyer-suppliers relational capital.
Findings
The findings show that strategic collaborations mediate the relationship between the strategic value of key supplier and buyer's product performance, and the mediating effect is moderated by the relational capital between the buyer and the key supplier in such a way that the stronger the relational capital the stronger the indirect effect of strategic value of key supplier on buyer's product performance.
Practical implications
The findings show that firms could derive significant benefits from the strategic value of their key supplier in improving their product performance. However, the benefits can only be realized if firms can build successful strategic collaborations in the first place. At the same time, this study also demonstrates the importance of relational capital in terms of commitment and trust with the key supplier that influences the effectiveness of strategic collaborations in realizing the outcome of the collaborations.
Originality/value
This study addresses the gap in the literature by disentangling the complex relationship between a key supplier's strategic value and a buyer's product performance and the role that both collaboration and relational capital play in this relationship. By integrating strategic collaborations and relational capital of buyer-supplier relationships, this study not only confirms the links by testing key supplier's strategic value, strategic collaboration and product performance, but also extends the previous studies by incorporating the moderating role of relational capital as a contingent factor.
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Brian Squire, Paul D. Cousins, Benn Lawson and Steve Brown
The purpose of this paper is to examine the relationships between supplier capabilities, supply chain collaboration and buyer responsiveness.
Abstract
Purpose
The purpose of this paper is to examine the relationships between supplier capabilities, supply chain collaboration and buyer responsiveness.
Design/methodology/approach
The sample is drawn from UK manufacturing firms across eight industry sectors. Data are analysed using a three‐step hierarchical regression model to investigate main, interaction and quadratic effects.
Findings
The results indicate that suppliers' capabilities (flexibility, responsiveness and modularity) directly impact buyer responsiveness but that the level of buyer‐supplier collaboration moderates this relationship. Furthermore, the results show a curvilinear relationship directly between collaboration and buyer responsiveness, whereby there is an optimal point beyond which returns on the relationship decline.
Research limitations/implications
The method adopted is a cross‐sectional design and therefore cannot imply causality. Nonetheless, the findings suggest a number of implications. The paper identifies empirical evidence for the extended resource‐based view (ERBV) of the firm and therefore has implications for the unit of analysis of future studies investigating competitive advantage. Contrary to popular wisdom, the findings also suggest a curvilinear relationship between supply chain collaboration and performance.
Originality/value
The paper provides novel insights into the impact of supplier capabilities on buyer responsiveness. Furthermore, the paper provides empirical evidence for the rationale of the ERBV within the context of operations management.
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This study seeks: (1) to identify whether the form of governance adopted (relational or contractual) drives suppliers' and buyers' collaboration in the same way; (2) to examine if…
Abstract
Purpose
This study seeks: (1) to identify whether the form of governance adopted (relational or contractual) drives suppliers' and buyers' collaboration in the same way; (2) to examine if both parties hold a similar view on the simultaneous use of both governance forms; and (3) to explore whether their perceptions on governance, collaboration and performance differ.
Design/methodology/approach
The study used data from a survey of 150 matched buyer–supplier dyads from South Korea, using structural equation modeling (SEM) for the analysis.
Findings
(1) While governance mechanisms assist collaboration and affect operational and innovation outcomes, the significance and relative strength of the proposed relationships are perceived differently by buyers and suppliers. (2) Contrasting results are found regarding the interaction effect of the governance mechanisms on collaboration: a complementary relationship for the buyer and a substitutive relationship for the supplier.
Originality/value
Studies on buyer–supplier relationships have yielded inconsistent results regarding whether the interactions of governance mechanisms function as substitutes or complements, because research has largely been conducted from the buyer's perspective, rather than the supplier's; this imbalanced view calls for integrated perspectives.
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Jianru Zhang, Ju'e Guo, James Jiang, Xiaosong Wu and Randi Jiang
This study aims to validate whether enhancing interorganizational task interdependence among tier 2 suppliers can act as an effective approach for the tier 1 supplier to enhance…
Abstract
Purpose
This study aims to validate whether enhancing interorganizational task interdependence among tier 2 suppliers can act as an effective approach for the tier 1 supplier to enhance collaborations among these suppliers in the buyer-tier 1 supplier-tier 2 supplier triadic new product development (NPD) project when buyer's requirements are unstable.
Design/methodology/approach
Based on social interdependence theory, a model linking interorganizational task interdependence to interorganizational collaboration and NPD product performance is built. The authors conducted a survey study to collect data from 169 automotive tier 1 suppliers and performed regression analysis to empirically test the hypotheses.
Findings
The test results suggest that interorganizational task interdependence among tier 2 suppliers can promote interorganizational promotion-oriented information sharing and interorganizational joint decision making among these suppliers. These improvements can ultimately improve supplier’s NPD product performance. However, the buyer’s requirements uncertainty can reduce the positive effects of such an interdependence arrangement.
Originality/value
This study provides new insights into the role of a tier 1 supplier to enhance the collaboration among tier 2 suppliers in the limited condition of this relationship while providing an alternative explanation regarding contradictory ideas about task interdependence among suppliers.
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Juliana Bonomi Santos and Sandro Cabral
This paper explores how public buyers' capabilities promote collaboration with private suppliers to obtain enhanced performance in complex projects.
Abstract
Purpose
This paper explores how public buyers' capabilities promote collaboration with private suppliers to obtain enhanced performance in complex projects.
Design/methodology/approach
The authors conducted two case studies on the procurement of complex military projects by the Brazilian armed forces involving public buyers and private suppliers. The authors followed the Gioia methodology to inductively analyze data from interviews, official documents, media articles and project meeting notes.
Findings
The authors identified public procurement capabilities that are antecedents of collaborative trust-based relationships with suppliers in complex public-private projects. The authors unpack these capabilities in three subsets: abilities to manage the bidding and contracting process, to handle relationships with prominent stakeholders, such as audit control bodies and to manage knowledge acquired within and across current and past projects. By developing these capabilities, public buyers can build collaborative trust-based relationships with suppliers, which enable the conciliation of operational performance (i.e. on-time delivery, budget and scope compliance) and policy goals (i.e. inclusion of local suppliers in supply chains).
Originality/value
The authors extend the literature on the enablers of trust and collaboration in buyer-supplier relationships by providing a detailed account of which capabilities are necessary on the buyer side in complex projects, especially when accountability standards create barriers for collaborative practices. The authors also reinforce the importance of the operations and supply chain management scholarship in policy debates by showing how buyer-supplier interactions can create value in complex projects with public and private sectors.
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To examine the conditions under which the proposed benefits of collaboration between a firm and its suppliers will occur.
Abstract
Purpose
To examine the conditions under which the proposed benefits of collaboration between a firm and its suppliers will occur.
Design/methodology/approach
This paper examines buyer‐supplier relationships from the point of view of the buying firm. The paper is based on a Swiss sample of OEM‐supplier relationships. The research question is empirically tested employing a sample of 135 Swiss buyer‐supplier relationships and using structured equation modelling as well as multi‐group comparison to test for quasi‐moderation effects. In this paper it is investigated under which condition collaboration with key suppliers is beneficial for buyers. By linking collaboration with key performance measures and contrasting its effects with relational constructs like trust and dependence it is hoped to add to the growing literature on inter‐organizational relationships in supply chain contexts.
Findings
The results demonstrate that supplier collaboration has a positive effect on buyer performance both in terms of innovative capability and financial results. As expected, trust and dependence play an important role in supplier relationships.
Research limitations/implications
This research is based on a single country (Switzerland) multi‐industry study. Generalizability to other industries or countries may be limited.
Practical implications
Supplier relationships need governance modes that balance control and relational elements. Relationship controlling is an important element in building successful supplier relationships. In order to be able to reap the benefits of collaboration for the entire company, the purchasing department needs incentives that support relationship building. Managers leading a purchasing department can learn what structural elements and processes are necessary to obtain optimal benefits from their supply base.
Originality/value
From a manager's viewpoint, this paper will provide additional insight into when and how collaboration can improve financial performance, enhance innovation, and reduce transaction costs..
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Jin Li, Linlin Chai, Chanchai Tangpong, Michelle Hong and Rodney D. Traub
This study aims to examine empirically the existence of four classical and four emerging buyer–supplier relationship (BSR) types and how they differ in terms of behavioral…
Abstract
Purpose
This study aims to examine empirically the existence of four classical and four emerging buyer–supplier relationship (BSR) types and how they differ in terms of behavioral dynamics and performance measures.
Design/methodology/approach
This study uses an online survey to collect data from 371 purchasing managers in the USA.
Findings
A cluster analysis statistically supports the existence of five of these eight BSR types, including strategic/bilateral partnership, market/discrete, supplier-led collaboration, captive supplier/buyer dominant and captive buyer/supplier dominant BSRs. Further, ANOVA tests show that these five BSRs differ in terms of behavioral outcomes and performance measures.
Research limitations/implications
This study is based on a cross-sectional survey so it cannot examine how these BSR types may evolve over time, and it is not suitable to examine some rare types of BSRs. In addition, this study does not consider contextual factors that may moderate the influence of BSR types on the behavioral dynamics and performance measures.
Practical implications
Managers should consider the potential to be able to develop and enhance a strategic/bilateral relationship with their supply chain partners, which in at least some circumstances can lead to superior performance results. Similar observations can be made with respect to supplier-led and, to a lesser degree, buyer-led collaboration.
Originality/value
Most existing research of the BSR types is largely a product of theoretical classifications, and there is also a lack of research of their performance implications. This study fills these gaps in the literature.
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Frank Wiengarten, Paul Humphreys, Alan McKittrick and Brian Fynes
The internet and web‐based technologies have enabled the integration of information systems across organisational boundaries in ways that were hitherto impossible. The measurement…
Abstract
Purpose
The internet and web‐based technologies have enabled the integration of information systems across organisational boundaries in ways that were hitherto impossible. The measurement of e‐business (EB) value has been traditionally considered as a single construct. However, the desire to develop a comprehensive understanding of the impact of EB applications from a theoretical perspective has resulted in the modelling of multiple EB constructs. The impact of EB enabled collaboration on operational performance was also investigated. The purpose of this paper is to explore the enabling role of multiple dimensions of EB investigating if all EB applications impact directly and positively on supply chain collaboration.
Design/methodology/approach
A web‐based survey was carried out to collect data within the German automotive industry. Structural equation modelling was conducted to test the measurement and structural model.
Findings
The results provide justification for the modelling of EB in multiple dimensions. Furthermore, some EB applications impacted positively on supply chain collaboration whilst some did not. The results also proved that EB enabled collaboration impacted directly and positively on the multiple dimensions of operational performance tested.
Practical implications
EB applications cannot be viewed by practising managers as being universally beneficial in improving collaboration across a buyer‐supplier boundary. However, the results reveal that, by carefully selecting the most appropriate EB applications, operations improvement benefits can be realised across a range of operational metrics due to enhanced supply chain collaboration.
Originality/value
The deconstruction of EB into multiple constructs will enable the measurement of EB value to be more accurately assessed. Furthermore, the direct impact of EB‐enabled collaboration to facilitate interaction and integration and its impact on operational performance adds to the body of knowledge within the larger research field of supply chain collaboration.
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Lisa Melander and Fredrik Tell
The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest…
Abstract
Purpose
The purpose of this paper is to analyze coordination mechanisms in buyer-supplier collaborations in new product development (NPD) and the influence of conflicts of interest. Inter- and intra-organizational coordination mechanisms are investigated.
Design/methodology/approach
The findings reported are based on a multiple case study consisting of four cases at two firms. Theoretical sampling consisted in selecting two projects with opposite levels of conflicts of interest between the collaborating firms. In total, 38 interviews were conducted with employees in buying and supplying firms.
Findings
The findings illustrate how inter-firm conflicts of interest affect the way firms coordinate both externally and internally. A high level of conflicts of interest related to information leakage emanated in more distant relationships with limited coordination between buyer and supplier. This restrictive relationship is also reflected in limited coordination between the buyer’s purchasing and research and development (R&D) units.
Research limitations/implications
Generalizability is limited, as only two large industrial firms have been studied, but with four projects investigated in detail. The study shows that in situations, in which there is a conflict of interest, external coordination affects the firms’ internal coordination. Conflicts of interest in buyer-supplier NPD collaborations are managed by limiting information sharing, which is reflected in the way R&D and purchasing are coordinated.
Practical implications
Managers need to be aware of that a firm’s fear of sharing information with its supplier can also transfer to intra-firm unit coordination, as R&D may limit its information sharing with purchasing. On the other hand, in buyer-supplier collaborations with little conflict of interest, firms can form close relationships. Such a close relationship is also mirrored in how R&D and purchasing openly share information and coordinate.
Originality/value
This research contributes to an increased understanding of coordination in buyer-supplier innovation collaboration. Firms not only need to consider their external coordination but also how coordination with suppliers may affect the way they coordinate in NPD projects within the firm between purchasing and R&D.
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