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Article
Publication date: 27 July 2021

Lu Yang, Baofeng Huo, Min Tian and Zhaojun Han

Digitalization encourages the manufacturer to engage in inter-organizational technological activities (i.e. supplier IT integration and supply visibility) with its major supplier…

2999

Abstract

Purpose

Digitalization encourages the manufacturer to engage in inter-organizational technological activities (i.e. supplier IT integration and supply visibility) with its major supplier, which influences supply chain (SC) governance. This study tests a moderated mediation model that considers supplier IT integration and supply visibility as mediators between supply-side digitalization and supplier opportunism, and relational ties as a moderator in the relationship between inter-organizational technological activities and supplier opportunism.

Design/methodology/approach

Ordinary least square (OLS) regression is used to examine data from 200 firms in China describing their supply chain management (SCM) practices and perceived relationships with their major suppliers.

Findings

Supply-side digitalization is positively related to supplier IT integration and supply visibility. Supply-side digitalization has a positive indirect effect on supplier opportunism through supplier IT integration but a negative indirect effect through supply visibility. Relational ties weaken the positive effect of supplier IT integration and the positive indirect effect of supply-side digitalization on supplier opportunism. Relational ties also weaken the negative effect of supply visibility and the negative indirect effect of supply-side digitalization on supplier opportunism.

Originality/value

This study enriches understanding of SC governance in the digital age by empirically confirming that digital transformation brings both challenges and opportunities to SC governance and by clarifying the interplay of relational governance and technological activities. In addition, this study contributes to the SC digitalization literature by empirically validating the role of digitalization in promoting inter-organizational technological activities, as well as by revealing its potential dark side.

Details

International Journal of Operations & Production Management, vol. 41 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 26 February 2021

Nikhat Afshan and Jaideep Motwani

The purpose of this study is to investigate the antecedents and outcomes of supplier integration. Based on an extensive literature review, the study has proposed a research model…

Abstract

Purpose

The purpose of this study is to investigate the antecedents and outcomes of supplier integration. Based on an extensive literature review, the study has proposed a research model, which includes both the antecedents and consequences of supplier integration. The study has included contextual factors, namely, trust, relationship commitment to supplier and information technology (IT) for supplier as antecedents to supplier integration. The supplier-related performance outcome and financial performance of manufacturing firm has been modeled as outcome variables.

Design/methodology/approach

The proposed research model was tested on a sample of 166 manufacturing firms from India using structural equation modeling.

Findings

The results suggested that trust, relationship commitment to supplier and IT for supplier have a positive impact on supplier integration. The results further confirmed the positive impact of supplier integration on supplier-related performance outcome and supplier-related performance outcome on financial performance of the firm.

Originality/value

The study argues that the contextual factors (trust, relationship commitment to supplier and IT for supplier will facilitate the integration between manufacturing firms and their suppliers). Further, the study argues that the supplier integration would lead to specific performance outcome resulting from a high level of integration between manufacturer and their key suppliers and labeled it as supplier-related performance outcome (SRPO). The study conceptualizes and develops scale to measure SRPO and investigates the impact of SRPO on the financial performance of the manufacturing firm.

Details

Measuring Business Excellence, vol. 25 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 16 August 2018

Tesfaye Tolu Feyissa, R. Raghavendra Kumar Sharma and Kuei-Kuei Lai

Nowadays, supply chain integration (SCI) is considered as an enabler of competitive firm performance. It has three important dimensions: internal, supplier and customer…

1543

Abstract

Purpose

Nowadays, supply chain integration (SCI) is considered as an enabler of competitive firm performance. It has three important dimensions: internal, supplier and customer integration. Understanding the interaction between these dimensions and organisational strategy would pave the way for effective implementation of SCI. The famous Miles et al. (1978) strategy typology classifies firms into four strategy types: defenders, prospectors, analysers and reactors. The purpose of this paper is to explore the impact of the core company’s product-market innovation strategy on the dimensions of SCI, and to investigate the comparative strength of each dimension of SCI in defenders and prospectors.

Design/methodology/approach

Primary data were collected through an online survey of 112 firms in 24 countries across Africa, Asia, Europe and North America. Direct and mediated relationships were assessed by conducting structural equation modelling on the dimensions of SCI and product-market innovation strategy variables. Cluster analysis was conducted on organisational strategy variables to group the firms into different strategy types. Next, a one-way analysis of variance was applied to assess the impact of organisational strategy on each dimension of the SCI. Finally, a post hoc analysis was conducted to compare the strength of each dimension of the SCI against the different strategy types.

Findings

The results indicate that internal integration (II) mediates the positive effects of the core company’s product-market innovation strategy on supplier and customer integration. Furthermore, the results indicate that prospectors have stronger internal, supplier and customer integration as compared to defenders.

Research limitations/implications

This study had two main limitations. One limitation is the lack of consideration of possible differences in the strengths of the investigated relationships across different geographical locations and cultures. The second limitation is the inability of the cross-sectional research design to capture the dynamics in the process of adopting SCI and organisational strategy.

Practical implications

The present study highlights to executives the need for understanding the implications of specific strategies on the SC linkages and relationships that are required to implement those strategies. Thus, it could serve as a preliminary clue in decision-making for establishing integrated SC that is compatible with the organisational strategy. Furthermore, it could serve as a guidance to managers in steering their firms in the organisational adaptive cycle, by indicating that the implementation of product-market innovation strategy requires adopting strong SCI, and by highlighting the importance of adopting II prior to external integration.

Originality/value

This paper tests relationships that explain how the core company’s strategy influences each dimension of SCI.

Details

The International Journal of Logistics Management, vol. 30 no. 1
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 3 March 2022

Benjamin Agyei-Owusu, David Asamoah, Dorcas Nuertey and Ishmael Nanaba Acquah

The study aims to examine the relationship between dimensions of supply chain integration (SCI), operational performance and firm performance of firms. The study proposes that…

Abstract

Purpose

The study aims to examine the relationship between dimensions of supply chain integration (SCI), operational performance and firm performance of firms. The study proposes that internal integration serves as the basis for supplier integration and customer integration and all three dimensions directly enhance operational performance and firm performance. Additionally, operational performance is proposed to mediate the effect of dimensions of SCI on firm performance.

Design/methodology/approach

A research model grounded on the resource-based view and the extended resource-based view was developed to examine the proposed relationships between the dimensions of SCI, operational performance and firm performance. A survey of manufacturing and service firms in Ghana was conducted, with 120 usable responses received. The research model was analysed by using partial least squares structural equation modelling. Robustness tests were conducted by using logistic regression and the Kruskal Wallis test.

Findings

The findings showed that internal integration had positive and significant effects on customer integration and supplier integration. Internal integration had a positive and significant effect on firm performance whilst customer integration had positive and significant effects on operational performance and firm performance. Additionally, operational performance mediated the effect of customer integration on firm performance.

Originality/value

This is one of the few studies that examine the interrelationships between dimensions of SCI. Additionally, to the best of the researchers’ knowledge, this is the first study to empirically examine the mediating role of operational performance in the relationship between dimensions of SCI and firm performance.

Article
Publication date: 7 August 2017

Yang S. Yang, Thomas J. Kull, Abraham Y. Nahm and Benbo Li

Studies show the benefits of supplier integration, yet negative attitudes toward supplier integration exist that research fails to explain. The purpose of this paper is to…

Abstract

Purpose

Studies show the benefits of supplier integration, yet negative attitudes toward supplier integration exist that research fails to explain. The purpose of this paper is to investigate managerial attitudes toward supplier integration and how intra-firm processes and culture affect the formation of such attitudes. In particular, the paper aims to examine the differing influences between the USA and China.

Design/methodology/approach

Using multi-group structural equation modeling, the authors re-analyzed the data collected by Nahm et al. (2004) and Li et al. (2014) comprised of responses from 224 US and 117 Chinese manufacturing managers.

Findings

The study finds that managerial attitudes toward supplier integration depend on the degree to which a collaborative organizational culture and synchronous manufacturing practices exist within a firm. Moreover, in the Chinese context, the influence of a collaborative organizational culture is lower than the influence of synchronous manufacturing practices. The opposite is found in the US context.

Practical implications

The results suggest that overcoming negative attitudes of supplier integration requires more than simply espousing the benefits of supplier integration; looking deeper into an organization’s internal characteristics and situational context is required. In particular, if the country context already emphasizes the collaborative culture, the organization should focus on synchronous manufacturing practices in order to form a positive attitude toward supplier integration.

Originality/value

This paper is the first to examine how managerial attitudes toward supplier integration are formed. The work is novel because the authors suggest that the formation of managerial attitudes toward supplier integration inter-firm management can be affected by intra-firm management in the minds of managers, which are influenced by country contexts.

Details

International Journal of Operations & Production Management, vol. 37 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 12 October 2021

Linbo Yang, Joo Seng Tan and Chenjing Gan

Rapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond…

Abstract

Purpose

Rapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.

Design/methodology/approach

Using a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.

Findings

The authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.

Originality/value

First, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 34 no. 7
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 12 June 2018

Yubing Yu and Baofeng Huo

This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire…

2502

Abstract

Purpose

This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.

Design/methodology/approach

Structural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.

Findings

The results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.

Practical implications

The results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.

Originality/value

The authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.

Details

Supply Chain Management: An International Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 13 July 2015

Daniel Ellström

The purpose of this paper is to explore supplier integration in the assortment management of builders’ merchants (BMs) by identifying potential factors enabling supplier…

Abstract

Purpose

The purpose of this paper is to explore supplier integration in the assortment management of builders’ merchants (BMs) by identifying potential factors enabling supplier integration and potential factors mediating the success of supplier integration.

Design/methodology/approach

A qualitative case study method was used, in which interviews and participative observations were conducted with a timber supplier and BMs in the UK.

Findings

The likelihood that a supplier and a retailer will implement supplier integration is positively affected by the retailer’s format as a large chain with several product categories represented in its stores and the retailer’s trust in the supplier. Effectiveness and efficiency of supplier integration is mediated by the number of different retail formats represented by the retailers, the ability of the supplier to determine cost drivers in its operations and a homogeneous market, meaning that local circumstances have limited effect on demand.

Research limitations/implications

The findings are exploratory and further testing of the propositions, using a wider empirical sample, is required. The paper extends theories relating to resource complementarity and suggests that a resource complementarity framework can be applied in relationships other than alliances.

Practical implications

This paper suggests when incorporation of supplier resources is possible to implement and when it is likely to succeed.

Originality/value

This paper uses a contingency perspective to explore supplier integration and targets individual buyer-supplier relationships. It uses a dyadic perspective and considers how supplier integration affects the dyad, rather than only the buyer.

Details

International Journal of Retail & Distribution Management, vol. 43 no. 7
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 10 June 2021

Teng Teng and Christos Tsinopoulos

The purpose of this study is to explore the link between information systems (IS) capabilities, supplier integration and cost performance in the service context. Specifically, it…

Abstract

Purpose

The purpose of this study is to explore the link between information systems (IS) capabilities, supplier integration and cost performance in the service context. Specifically, it empirically investigates how supplier integration meditates the relationship between three dimensions of IS capabilities and cost performance in service firms.

Design/methodology/approach

A survey of 156 UK service firms was conducted and the data analyzed to determine the role of supplier integration in mediating the effects of IS capabilities on firms' cost performance. The research model was tested using structural equation modeling (SEM), and the neural network model was used to rank the relative influence of significant predictors obtained from SEM.

Findings

The results confirmed that supplier integration fully mediates the effects of information technology (IT) for supply chain activities and flexible IT infrastructure on cost performance and partially mediates the effect of operations manager's IT knowledge on cost performance. The results showed that operations manager's IT knowledge is the strongest predictor of supplier integration.

Originality/value

This study takes a step toward quelling concerns about the business value of IS, contributing to the development and validation of the measurement of IS capabilities in the service operations context. Additionally, it adds to the emerging body of literature linking supplier integration to the operational performance of service firms.

Details

Journal of Enterprise Information Management, vol. 35 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 11 August 2021

Ayman Bahjat Abdallah, Omar Mohammad Rawadiah, Walaa Al-Byati and Salah Alhyari

The purpose of this study is to examine the effect of supply chain integration (SCI) in terms of supplier, customer and internal integration on supply chain performance (SCP) and…

Abstract

Purpose

The purpose of this study is to examine the effect of supply chain integration (SCI) in terms of supplier, customer and internal integration on supply chain performance (SCP) and export performance (EXP). The effect of SCP on EXP is also explored. This study further seeks to examine the mediating effect of SCP on the relationship between the types of SCI and EXP.

Design/methodology/approach

The population of this study consists of manufacturing companies in different industries in Jordan. Data were gathered using self-administered questionnaires; managers from 271 companies responded to the survey. The study constructs were assessed for validity and reliability, and it was ensured that acceptable levels of these tests were obtained. Structural equation modeling (SEM) was used to test the study hypotheses.

Findings

The findings showed that supplier and customer integration were not drivers of EXP, but internal integration positively impacted EXP. In addition, internal and customer integration positively affected SCP, while supplier integration did not. Also, SCP positively impacted EXP. Furthermore, customer integration and internal integration indirectly impacted EXP through SCP.

Practical implications

Manufacturers should establish both intra- and inter-organizational collaborations to improve their performance. Specifically, managers in developing countries need to pay substantial attention to internal integration, as it is the key antecedent of both SCP and EXP. Furthermore, managers must be aware of the essential role of customer integration in improving SCP and subsequently EXP. Therefore, they should make long-term plans to integrate and incorporate key customers. In addition, managers are advised to reconsider their current relationships with suppliers. By failing to take advantage of the valuable expected contribution of supplier integration, manufacturers may lose export opportunities to international competitors.

Originality/value

The present study addresses an evident gap in the available literature regarding the effect of SCI on EXP. It tests a comprehensive model underlining the role of SCP on the relationship between SCI types and EXP. This study is also valuable because it was conducted in a developing country. Generally, manufacturing companies in developing countries face more SC-related difficulties than those in developed countries; these challenges can limit the export abilities of manufacturers in developing countries. The study offers important implications for the managers of manufacturing companies to improve their SCP and, subsequently enhance their EXP.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

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