Search results
1 – 10 of over 73000Elena Revilla and Desirée Knoppen
There are two major objectives in the research. First, the authors investigate the impact of knowledge integration in terms of joint decision-making and joint sense-making, on…
Abstract
Purpose
There are two major objectives in the research. First, the authors investigate the impact of knowledge integration in terms of joint decision-making and joint sense-making, on relational performance, including operational efficiency and innovation. Second, the authors examine the key antecedents that might facilitate knowledge integration: strategic supply management and trust. The paper aims to discuss these issues.
Design/methodology/approach
This paper expands and tests theory drawing upon survey data from 133 buyer-supplier relationships (BSRs). The authors employed a two-step process of analysis to evaluate first the measurement model and then the structural model. The measurement model test built upon confirmatory factor analysis, while the structural model quality test built upon path analysis.
Findings
The results suggest that both integrative mechanisms, joint decision making and joint sense making, affect performance although in different ways. This study also finds that while trust has multiple significant influences and consequently must be viewed as an organizing principle, strategic supply management is required to jointly understand the dynamic and complex context but not to jointly make ongoing decisions.
Research limitations/implications
Three limitations: first, this study was cross-sectional rather than longitudinal. Second, in line with accepted practice, the authors surveyed only one side of the relationship. The suppliers’ viewpoint is thus not fully taken into account. Third, another potential limitation of the study is that the sample stems from just one country and its size does not distinguish subgroups in the analysis of the path model.
Practical implications
Managers should be advised that: first, a trusting partnership built on knowledge integration is a hard order, especially with a new, unknown supplier in a low-cost country, where intellectual property protection is less obvious; second, strategic supply management may not improve cost or operational performance, but in its absence, it is unlikely that a supplier has insight into the exact needs of its buyer and thus, may not add considerable value to their customers; third, building a dynamic knowledge integration capability (valuable, rare, and difficult to imitate) takes time, as does creating reliable learning mechanisms. Joint teams, visit partners’ workplace, early involve suppliers in developing new products or selection of supplier with high-learning capabilities may help to create a knowledge integration capability.
Social implications
The authors suggest that companies should move from an arm-length relationship and turn their supplier relationships into a tool for innovating faster while cutting cost. In order to do this, joint sense-making and joint decision should be seen as institutionalized inter-firm routines rather than ad hoc activities. Thus, the authors recommend managers to proactively build certain knowledge-based capabilities that hinges heavily upon a strategic stance toward supply management and trustful relationships with selected suppliers.
Originality/value
The major intent of this research is to expand understanding of knowledge integration by building a more testable, complex model around its creation. While previous research relied on a configuration approach to explore the relationship between knowledge integration and performance, the authors evaluate causal relationships at the level of the formative dimensions rather than higher order knowledge integration, as this has proven to be a superior analytical method. Second, although supply chain scholars have expressed great interest in trust, an in-depth examination of prior studies in knowledge integration indicate that trust has been analyzed alone. In contrast, the study empirically examines the simultaneous effect of trust and strategic supply management in BSRs.
Details
Keywords
Maree Storer, Paul Hyland, Mario Ferrer, Ricardo Santa and Andrew Griffiths
The purpose of this paper is to examine empirically, an industry development paradox, using embryonic literature in the area of strategic supply chain management, together with…
Abstract
Purpose
The purpose of this paper is to examine empirically, an industry development paradox, using embryonic literature in the area of strategic supply chain management, together with innovation management literature. This study seeks to understand how, forming strategic supply chain relationships, and developing strategic supply chain capability, influences beneficial supply chain outcomes expected from utilizing industry-led innovation, in the form of electronic business solutions using the internet, in the Australian beef industry. Findings should add valuable insights to both academics and practitioners in the fields of supply chain innovation management and strategic supply chain management, and expand knowledge to current literature.
Design/methodology/approach
This is a quantitative study comparing innovative and non-innovative supply chain operatives in the Australian beef industry, through factor analysis and structural equation modeling using PAWS Statistical V18 and AMOS V18 to analyze survey data from 412 respondents from the Australian beef supply chain.
Findings
Key findings are that both innovative and non-innovative supply chain operators attribute supply chain synchronization as only a minor indicator of strategic supply chain capability, contrary to the literature; and they also indicate strategic supply chain capability has a minor influence in achieving beneficial outcomes from utilizing industry-led innovation. These results suggest a lack of coordination between supply chain operatives in the industry. They also suggest a lack of understanding of the benefits of developing a strategic supply chain management competence, particularly in relation to innovation agendas, and provides valuable insights as to why an industry paradox exists in terms of the level of investment in industry-led innovation, vs the level of corresponding benefit achieved.
Research limitations/implications
Results are not generalized due to the single agribusiness industry studied and the single research method employed. However, this provides opportunity for further agribusiness studies in this area and also studies using alternate methods, such as qualitative, in-depth analysis of these factors and their relationships, which may confirm results or produce different results. Further, this study empirically extends existing theoretical contributions and insights into the roles of strategic supply chain management and innovation management in improving supply chain and ultimately industry performance while providing practical insights to supply chain practitioners in this and other similar agribusiness industries.
Practical implications
These findings confirm results from a 2007 research (Ketchen et al., 2007) which suggests supply chain practice and teachings need to take a strategic direction in the twenty-first century. To date, competence in supply chain management has built up from functional and process orientations rather than from a strategic perspective. This study confirms that there is a need for more generalists that can integrate with various disciplines, particularly those who can understand and implement strategic supply chain management.
Social implications
Possible social implications accrue through the development of responsible government policy in terms of industry supply chains. Strategic supply chain management and supply chain innovation management have impacts to the social fabric of nations through the sustainability of their industries, especially agribusiness industries which deal with food safety and security. If supply chains are now the competitive weapon of nations then funding innovation and managing their supply chain competitiveness in global markets requires a strategic approach from everyone, not just the industry participants.
Originality/value
This is original empirical research, seeking to add value to embryonic and important developing literature concerned with adopting a strategic approach to supply chain management. It also seeks to add to existing literature in the area of innovation management, particularly through greater understanding of the implications of nations developing industry-wide, industry-led innovation agendas, and their ramifications to industry supply chains.
Details
Keywords
Minelle E. Silva, Ana Paula Ferreira Alves, Patricia Dias and Luis Felipe Machado Nascimento
The purpose of this paper is to analyse how a company’s orientation enables sustainable practices in its supply chains. Specifically, it focusses on how the strategic orientation…
Abstract
Purpose
The purpose of this paper is to analyse how a company’s orientation enables sustainable practices in its supply chains. Specifically, it focusses on how the strategic orientation of a company may stimulate new behaviours in supply chains.
Design/methodology/approach
Two in-depth qualitative case studies were conducted. Each company’s orientation to sustainable supply chains was studied using cross-case analysis.
Findings
The organisations in this study have a market-driving (i.e. proactive) orientation instead of market-driven (i.e. responsive) behaviour. Using analysis from the process of change for sustainability and explaining some challenges faced by both organisations, findings indicate that a corporate strategy of sustainability modified the companies’ management processes, even for the company that changed its orientation during the time (i.e. sustainability was not the main strategy at first). Practical examples of actions are provided to illustrate the study’s conclusion that a corporate orientation towards sustainability is an enabling factor in developing sustainable supply chain management (SCM).
Research limitations/implications
Strategic management plays an important role in a company’s orientation towards sustainability – internally and throughout its supply chains. Based on the findings, future research should measure the effect of a company’s orientation on sustainable SCM.
Practical implications
This study contributes to the understanding of companies’ strategic orientations and explores ways to introduce sustainability into supply chains.
Originality/value
The paper examines an underexplored debate regarding to how strategic orientations are related to sustainable SCM, focussing on both market-driving (i.e. proactive) and market-driven (i.e. responsive) orientations.
Details
Keywords
Larry Giunipero, Robert B. Handfield and Reham Eltantawy
In the last decade there have been dramatic impacts on, and changes within, the field of purchasing/supply management. Given supply management's new strategic role, this research…
Abstract
Purpose
In the last decade there have been dramatic impacts on, and changes within, the field of purchasing/supply management. Given supply management's new strategic role, this research seeks to examine the key skills and knowledge necessary for firms to improve in order to maximize the purchasing function's contribution to the organization. The research also aims to identifies the major shifts in supply management that have occurred in the last decade.
Design/methodology/approach
A qualitative study was conducted with a series of focus group meetings with 54 executives across the USA in order to construct theoretical relationships with which to develop a grounded theory of supply management skills evolution in a changing business environment.
Findings
The implications from this research indicate that supply management professionals will assume a more strategic role in the future. The data indicate that there are strong trends underlying this movement. These include the need for building strategic relationships, focusing on total cost and strategic cost reduction, yet collaborating and integrating with suppliers. While in the past these efforts may have appeared to be contradictory, with proper strategic planning they can be complementary.
Originality/value
Supply managers of the future need to acquire strategic skills that add value and enable effective alignment with key business functions at a senior decision‐making level. Additional research is needed in the area to determine how best to recruit and train managers in these skills to move forward.
Details
Keywords
Andrea S. Patrucco, Davide Luzzini, Daniel Krause and Antonella Maria Moretto
The authors empirically examine purchasing strategy typologies based on strategic intent (i.e. competitive priorities) and practices used to achieve these priorities. The authors…
Abstract
Purpose
The authors empirically examine purchasing strategy typologies based on strategic intent (i.e. competitive priorities) and practices used to achieve these priorities. The authors further investigate the implementation conditions of such strategies based on perceived uncertainty and strategic purchasing.
Design/methodology/approach
The authors utilize case study data from 11 international service and manufacturing firms with global supply chains. Each company was profiled based on the level of perceived environmental uncertainty, the characteristics of strategic purchasing, the use of relevant purchasing practices and its ability to create value through purchasing.
Findings
The study findings show that four purchasing strategy types exist: Purchasing Rationalization, Supply Base Optimization, Purchasing as a Service and World-Class Supply Base Management. Lower levels of perceived environmental uncertainty favor the adoption of rationalization strategies (i.e. Purchasing Rationalization and Supply Base Optimization), while increased uncertainty leads companies to switch to relationship-focused strategies (i.e. Purchasing as a Service and World-Class Supply Base Management). Further, that specific components of strategic purchasing (i.e. strategic planning, maturity, status and report level) enable the successful implementation of different strategy types.
Originality/value
This research contributes to the existing literature by outlining the different types of purchasing strategies and the external and internal factors that need to be considered to achieve strategic alignment and value creation in purchasing, and by classifying purchasing strategy types at the functional level based on empirical evidence.
Details
Keywords
Guilherme F. Frederico, Vikas Kumar and Jose Arturo Garza-Reyes
This research investigates the impact of the strategic sourcing process on the supply chain response to COVID-19. The paper presents practitioners' perspectives (experts in supply…
Abstract
Purpose
This research investigates the impact of the strategic sourcing process on the supply chain response to COVID-19. The paper presents practitioners' perspectives (experts in supply chain management, especially involved in the procurement field) on the strategic sourcing process's impact on the supply chain response.
Design/methodology/approach
The study follows a survey-based approach for data collection. It uses a descriptive survey methodology where questions related to the impact of the strategic sourcing process on the supply chain response in the face of the coronavirus pandemic were explored by practitioners.
Findings
In total, 130 valid responses were obtained. The results showed that the majority of respondents agreed or strongly agreed that strategic sourcing positively impacts the supply chain response amid the COVID-19 effects. Also, for the five phases of the strategic sourcing process, the majority of respondents considered them as a high and very high impact on the supply chain response.
Research limitations/implications
This paper provides timely insights for practitioners and academics, especially those involved in the supply chain management area, showing how the strategic sourcing process plays an important role in making supply chains more responsive amid disruption situations.
Practical implications
Findings of this paper clearly shows the impact of the phases of the strategic sourcing process on the responsiveness of the supply chains amid the COVID-19 pandemic. This can encourage supply chain leadership to devote more time to strategic sourcing initiatives to generate improvements on the supply chain performance.
Originality/value
This paper is unique since it brings an unexplored relation in respect to strategic sourcing amid disruption situations, such as the COVID-19 pandemic, from a practitioner's perspective. It also significantly contributes to developing new directions for the supply chain management domain to deal with large-scale disruptions, such as the coronavirus pandemic.
Details
Keywords
Miguel Gonzalez-Loureiro, Marina Dabic and Timothy Kiessling
The purpose of this paper is to analyze the intersection of two literature streams: that of strategy and supply chain management (SCM). This review should create a better…
Abstract
Purpose
The purpose of this paper is to analyze the intersection of two literature streams: that of strategy and supply chain management (SCM). This review should create a better understanding of “strategic SCM” by focussing on relevant theories in the strategic management field and their intersection with SCM to develop a joint research agenda.
Design/methodology/approach
The authors conducted a correspondence analysis on the content of 3,402 articles from the top SCM journals. This analysis provides a map of the intellectual structure of content in this field to date. The key trends and changes were identified in strategic SCM research from 1990-2014 as well as the intersection with the key schools of strategic management.
Findings
The results suggest that SCM is key to a successful deployment of strategy for competing in the global marketplace. The main theoretical foundations for research in this field were identified and discussed. Gaps were detected and combinations of theoretical foundations of strategic management and SCM suggest four poles for future research: agents and focal firm; distributions and logistics strategic models; SCM competitive requirements; SCM relational governance.
Research limitations/implications
Scholars in both the strategy and the SCM fields continue to search for competitive advantages. Much recent research indicates that strategic SCM can be a critical source for that advantage. One of the limitations of the research is that the analysis does not include every journal that published an article mentioning SCM. However, the 34 journals selected are reputed to be the most influential on SCM and focussed primarily on SCM.
Practical implications
The map of the intellectual structure of research to strategic SCM highlights the need to combine different theoretical approaches to the complex phenomenon of SCM. Practitioners should consider the supply chain as an informal organization and should devote time and resources to build a shared advantage across the supply chain. They should also consider the inherent benefits and risks that sharing.
Originality/value
The paper demonstrates that strategic SCM needs a balanced and rigorous combination of theoretical approaches to deliver more theory-driven evidences. The research combines both a qualitative analysis and a quantitative methodology that summarizes gaps and then outlines future research from a large sample of articles. This methodology is an original contribution to this field and offers some assistance for enlarging the sample of future literature reviews.
Details
Keywords
Reham A. Eltantawy, Gavin L. Fox and Larry Giunipero
There is a lack of extensive research related to the immediate consequences of supply management ethical responsibility (SMER) and the moderating and/or mediating factors that…
Abstract
Purpose
There is a lack of extensive research related to the immediate consequences of supply management ethical responsibility (SMER) and the moderating and/or mediating factors that strengthen or weaken its consequences. Although the underlying presumption is that companies no longer have the luxury of ignoring the importance of SMER, the lack of empirical research of SMER's impact on supply management performance (SMP) reflects the need for research that draws on and empirically tests established theories concerning the role of corporate ethics within the context of supply management (SM). Therefore, the purpose of this study is to determine the impact of SMER and strategic supply management skills on SM perceived reputation and performance.
Design/methodology/approach
Structural equation modeling is employed to investigate the hypothesized relationships. A sample of 162 purchasing managers provided the data via survey.
Findings
Strategic supply management skills and perceived reputation have a positive direct impact on performance. SMER is not directly affected by skills and has an indirect impact on performance through its positive relationship with perceived reputation.
Practical implications
The findings suggest that SMER is limited in its ability to predict performance, but is a valuable component of building SM perceived reputation. Firms should not ignore SMER, as it may provide strategic marketing advantage as an order qualifier or limiting criterion.
Originality/value
This paper investigates the interplay among several important determinants of supply chain performance, including the greatly under‐studied ethics construct.
Details
Keywords
This study serve aims to fill a gap in the supply management literature with respect to supply management contribution to channel members' performance and its antecedents…
Abstract
Purpose
This study serve aims to fill a gap in the supply management literature with respect to supply management contribution to channel members' performance and its antecedents: strategic supply management skills and supplier integration. The resource‐based theory of the firm is used to establish the tested theoretical framework.
Design/methodology/approach
The sample used consists of 152 firms represented by highly ranked supply management professionals. The conceptual model and the hypothesized relationships are tested using structural equation modeling.
Findings
Support was found for the causal relationships among: strategic supply management skills and supply management contribution to channel members' performance; supplier integration and supply management contribution to channel members' performance; and for supply management strategic skills and supplier integration. Additionally, strategic supply management skills were found to have a significant mediated effect on supply management channel members' performance through supplier integration.
Practical implications
This study offers some guidance to supply management professionals who need both a clear understanding of the underlying tradeoffs involved in deploying the tested strategies and a prescriptive model to help guide their use. The results of this study will help supply management professionals in rationalizing their making various decisions concerning supplier relationships, recruiting the necessary skills in the supply management function, and investing in a supply knowledge base.
Originality/value
Although previous literature documented the link between supply management and the focal firm's performance, the research of supply management's contribution to channel members' performance has been largely overlooked. This work answers the recent calls for more empirical research in general and, specifically, for more empirical supply management strategy research. It should assist future researchers who focus on strategic supply management and channel performance and would also be of interest to supply management practitioners interested in keeping up with the academic literature.
Details
Keywords
The main objective of this study is to investigate an impact of organizational culture on supply chain risk and strategic sourcing. It also examines the relationship between…
Abstract
The main objective of this study is to investigate an impact of organizational culture on supply chain risk and strategic sourcing. It also examines the relationship between organizational culture and strategic sourcing. By collecting 159 survey responses from supply, executives and managers of U.S. manufacturing firms, it provides empirical evidence that organizational culture and strategic sourcing mitigate supply chain risks. Organizational culture also makes a positive impact on the implementation of strategic sourcing. This study emphasizes the importance of cultural impacts to supply executives and managers in supply chain risk management.
Details