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This paper aims to investigate the antecedents of supply chain information integration (SCII) and their consequences on company performance from the perspective of resource-based view (RBV).

Based on empirical survey data collected from 202 Australian manufacturers, this study examines the effects of strategic supply chain relationship (SCR) and supply chain technology (SCT) internalization on external and internal information integration (II) and the effects of external and internal II on operational (operational efficiency and service quality) and financial performance. Structural equation modeling and the maximum-likelihood estimation methods are used to test the proposed relationships.

The results indicate that both strategic SCR and SCT internalization are positively related to external and internal II. Moreover, strategic SCR has a stronger positive relationship with external II than with internal II, and SCT internalization has a stronger positive relationship with internal II than with external II. Internal II is positively related only to service quality, and external II is positively related only to operational efficiency. Both operational efficiency and service quality are positively related to financial performance.

This study contributes to the SCII literature and provides significant managerial implications for manufacturers to leverage their supply chain resources and capabilities by establishing a resources-capabilities-performance framework for the antecedents and consequences of SCII.

The purpose of this paper is to examine how e-procurement (EP) and supply chain technology internalization (SCTI) influence supply chain performance (SCP) through supply chain integration (SCI).

This research analyzed 214 survey responses from project managers who have prior experience in the field of supply chain management. Structural equation modeling was used to analyze the data.

The results show that EP and SCTI positively influence SCI and SCP. The effects of EP and SCTI on SCP are found to be mediated by SCI in the context for the construction industry.

Future studies should focus on quantitative measures of SCP like budget overrun, supply chain efficiency and project success. Further research can be done through the exploration of moderating interactions of the proposed model.

First, the study highlights the importance of SCTI. Supply chain managers should first focus on effective utilization of different technologies used to support supply chain. Second, the research gives the guidelines to the supply chain managers and project managers about the benefits of EP. They should focus on proper implementation of EP in their organizations.

This paper contributes to the literature by proposing and testing the influences of EP and SCTI on SCI. This allows a strategic viewpoint when implementing SCTI, EP systems and SCI, intended to improve SCP.

As digital procurement continues to transform heavily as a value center and create new business models by linking businesses with a web of external partners, the full path to achieving such an all-encompassing thing is unknown. Thus, the study aims to explore the research gap through an exhaustive bibliometric and systematic literature review on the Digital procurement theme in the supply chain domain.

This study is a qualitative and quantitative analysis of this field, using performance analysis and science mapping to examine 583 articles published from 2002 to 2021.

A systematic literature review indicated core topics on “sustainable or green procurement” and “emerging landscape of technology” in the field of study.

Though the Scopus database used for the analysis is the largest, it may not have complete coverage of all published articles in the field of study; thus, this study is a representation of only a sample rather than its entire population.

Outcome is based on the review of the past 20 years’ contribution on the topic starting from 2002 to 2021.

The purpose of this paper is to apply resource-based theory to identify the relationships between logistics integration capability, supply chain integration (SCI), and performance in the context of omni-channel retailing (OCR).

An empirical study was conducted based on a mixed methodology that integrates survey research and focus group. In total, 243 retailers in China have been surveyed to examine the hypotheses of the proposed conceptual model, and focus group discussion has been applied to interpret the results and identify the critical concerns on the implementation of omni-channel (OC) strategy.

This study reveals that the information integration capability and organization integration capability in logistics management significantly affects SCI, while the integrated supply chain has a greater significant influence on financial performance than operational performance to OC retailers. Moreover, a firm’s characteristics can be regarded as contextual factors influencing performance in OCR.

The authors obtained valuable insights for both academics and practitioners based on the findings. On the one hand, this is an early attempt to empirically study SCI of OCR, revealing the importance of a firm’s nature in the performance. Therefore, this study fills a current research gap. On the other hand, this research provides top managers of OC retailers, particularly supply chain managers, the awareness of the importance of improving of organizational integration and human-resource management capability. Additionally, this study proposes future research based on its limitations.

SCI is investigated in the context of OCR from a logistics perspective. Moreover, this study reveals that the human-resource management and organization management are the main concerns in the implementation of OCR.

The purpose of this study is to empirically explore the effects and interaction effect of human resources and digital manufacturing technologies (DMTs) on supply chain integration (SCI) and how their roles are influenced by competition.

Drawing on the technology-organization-environment (TOE) framework, this study builds and tests a holistic model based on the International Manufacturing Strategy Survey (IMSS) project database.

The results show that human resources and DMTs have significant positive effects on three dimensions of SCI. Competition positively moderates the effects of human resources on customer integrations, negatively moderates the effects of human resource on internal integration, but does not moderate the effects of human resources on supplier integration. Besides, the moderating effect of competition has not been found in the relationships between DMTs and three SCI dimensions.

By investigating the effects of human resources and DMTs on SCI practices in the context of competition, this study contributes to the literature on SCI, DMTs and the TOE framework as well as offers practical insights that help manufacturing firms to promote SCI more effectively and efficiently.

Integrating information technologies in supply chains is becoming increasingly more important and challenging. The purpose is to develop a framework for understanding antecedents to internalizing technologies in supply chains.

A literature review covering over 30 years of interdisciplinary research was used as the theoretical underpinning for developing the supply chain internalization model (SCIM). A series of 93 personal interviews with members of a major automotive supply chain were conducted, and detailed qualitative data collected, to identify a set of significant antecedents to technology internalization.

The results of the research is an empirically derived framework, the SCIM, including a comprehensive set of 79 directional antecedents useful for academicians and practitioners for understanding factors impacting how information technologies are internalized in organizations and supply chains.

Empirically testing the proposed directional relationships can be used to confirm their validity and measure the relative strengths of individual or interacting antecedents. The relationships outlined in the SCIM should be tested in a diverse array of industries in order to generalize the model. In addition, the relative strength of the factors should be tested since in different contexts. For more robust understandings, moderating and mediating effects amongst the variables should be identified.

Practitioners can use the SCIM as a source for established guidelines for developing strategies for implementing information technologies.

This paper lays the groundwork for facilitating the internalization of information technologies in supply chains and is flexible enough to accommodate future research into technology internalization.

Given the importance of technology implementation and usage in managing and leveraging supply chains and the associated difficulties of diffusing information technology (IT) within and across organizations, little research has been conducted to understand the antecedents of technology adoption, particularly in the supply chain context. The purpose of this paper is to extend the understanding of how organizational factors affect post-adoption behaviors, a process collectively defined as internalization.

A mail survey of 413 supply chain members of a major US automotive company was conducted to test the model.

The study finds that relative cost, supply chain orientation, and task-technology fit have a direct effect on extended technology usage or internalization of the technology.

Although the study sample was collected from the supply chain base of the largest automotive manufacturer in the world, its generalizability is limited as it represents a single tier of one supply chain. The sample consists of suppliers from North America, which restricts generalizability to companies in that geographic area.

The research findings suggest that managers can influence post-adoption behaviors through seamlessly fitting the technology to the employee's tasks, communicating the advantages of utilizing the technology to its users, and developing an orientation of supply chain activities.

While previous research focuses more on technology adoption, the present study extends previous research by looking into technology internalization, a process related to the effective and consistent use of a technology over time.

User uncertainty and risk are inherent in any technology adoption due to the perceived long‐term consequences (LTC) associated with the internalization process. This study seeks to investigate antecedents of technology trust (TT) and perceived LTC associated with using a technology in order to understand the underlying attitudes and beliefs influencing supply chain members' trust in a specific information technology (IT).

A theoretical model was tested through a survey of 449 supply chain members using an IT innovation for part‐level visibility along the entire first‐tier of a major US automotive supply chain.

Empirical results confirm the basic structure of the model, including the role of TT impacting users' perceptions of LTC relative to internalizing the technology. Results also identify several uncertainty reducing antecedents of TT and perceived LTC including satisfaction with the existing system, task‐technology fit, and prior similar experiences.

The study, although significant in terms of its power and the industry from which it is drawn, focuses on one‐tier of a US automotive supply chain. It would be useful for future research in this area to include multi‐tier supply chain members.

This study represents an important first step in examining the relationship between uncertainty reduction relating to incorporating technology in the supply chain context.

The purpose of this paper is to explore the relationship between the strategic fit of supply chains and the formulation of future strategies.

This study focuses on Taiwanese investments in China and offers models based mainly on the transaction cost theory and the eclectic theory using data surveyed from 1,100 Taiwanese companies in China's Pearl River Delta (PRD) and the Yangtze River Delta (YRD).

Strategic fit from the perspective of the degree of vertical integration and the degree to which a Taiwanese firm fits in the local supply chain can affect the propensity for strategic change. That is, strategic fits in internalization strategy for vertical integration and in localization strategy for fit in the local supply chain are related to how a firm formulates its future strategies. Industrial factors between technological sectors and non‐technological sectors, and geographical factors between the YRD and the PRD further reveal different levels of significance in the strategic fit‐change relationship.

The paper fills some gaps. First, the study described in the paper examines strategic fit from the supply chain perspective to fill the knowledge gap regarding the significance of strategic fit in a supply chain and its impact on strategic change. To deal with the multi‐dimensionality of strategic fit, this study attributes to evidence of multiple perspectives. Second, the study extends the industrial effect and the geographic effect on the strategic fit‐change relationship. Third, the evidence‐based findings provide academia, business practitioners and government agencies with evidence regarding foreign direct investment strategies from supply chain perspectives.

This paper aims to analyze how organizational conditions, technology adoption, supplier relationship management and customer relationship management affect knowledge creation through socialization‐externalization combination, internalization (SECI) modes, and various ba, as proposed by Nonaka and Konno, in a supply chain.

A qualitative inquiry with thematic analysis, which focuses on a thin film transistor‐liquid crystal display (TFT‐LCD) panel manufacturer and an integrated circuits (IC) packaging and testing manufacturer, is presented in order to identify how these key factors affect knowledge creation in a supply chain environment through the SECI modes and ba.

The results show that these critical factors facilitate different types of knowledge conversion process in order to achieve successful knowledge creation in a supply chain. Knowledge of the significant factors that were found in this study may be applicable to countries or areas such as Hong Kong, Korea, Singapore or other developing countries, whose dominant businesses are similar to the original equipment manufacturers (OEMs)/original design manufacturers (ODMs) in Taiwan.

This paper considers the case study only as one empirical illustration of many other possible implementation processes. The study does not assume that these companies are a paradigm or that the specific situation is applicable to all other business enterprises. Future researchers interested in this field are therefore encouraged to triangulate its findings by examining variables generated from this study.

This study employs a quantitative approach to investigate critical knowledge creation factors for supply chain performance. Through empirical study, a better understanding of the dynamics of knowledge creation in a supply chain can be gained.