3,408 research outputs found

    Interfirm Strategic Information Flows in Logistics Supply Chain Relationships

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    This paper focuses on strategic information flows between buyers and suppliers within logistics supply chain relationships and on subsequent relationship-specific performance outcomes. Our analysis of dyadic data collected from 91 buyer–supplier logistics relationships finds that buyer and supplier strategic information flows positively impact the relationship-specific performance of both sharing and receiving parties. Specifically, each party gains financially from improved management of assets, reduced costs of operations, and enhanced productivity. Moreover, each benefits operationally from improved planning, control, and flexibility of resources. Buyer dependence on the supplier increases buyer strategic information flows to the supplier. Additionally, buyer IT customization and both buyer and sup plier trusting beliefs in the receiving party positively impact strategic information sharing with partners. This study suggests that partnerships for supply chain services engage in cooperative initiatives to generate relational rents and are an alternative to conventional “arms length” transactional exchanges. These partnerships need to be motivated to go beyond the sharing of order-related information (which must occur in transactional exchanges) and to share strategic information (which has the potential for both additional rent generation and risks of misappropriation)

    Evolution of Supply Chain Collaboration: Implications for the Role of Knowledge

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    Increasingly, research across many disciplines has recognized the shortcomings of the traditional “integration prescription” for inter-organizational knowledge management. This research conducts several simulation experiments to study the effects of different rates of product change, different demand environments, and different economies of scale on the level of integration between firms at different levels in the supply chain. The underlying paradigm shifts from a static, steady state view to a dynamic, complex adaptive systems and knowledge-based view of supply chain networks. Several research propositions are presented that use the role of knowledge in the supply chain to provide predictive power for how supply chain collaborations or integration should evolve. Suggestions and implications are suggested for managerial and research purposes

    Interfirm IT Capability Profiles and Communications for Cocreating Relational Value: Evidence from the Logistics Industry

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    This study seeks to identify the means by which information technology helps cocreate relational value in the context of interfirm relationships in the logistics industry—a large and information-intensive industry. We identify a set of IT functionalities—single-location shipping, multilocation shipping, supply chain visibility, and financial settlement—that can be used to manage the flows of physical goods, information, and finances across locations in interfirm logistics processes. Progressively more advanced sets of IT functionalities, when implemented and used in the interfirm relationship to execute logistics processes, are proposed to form four distinct IT capability profiles of increased sophistication. Interfirm IT capability profiles of higher sophistication are proposed to help cocreate greater relational value by facilitating the flows of physical goods, information, and finances across locations in the interfirm logistics process. Besides their direct role in helping cocreate relational value, these interfirm IT capability profiles are proposed to further enhance relational value cocreation when complemented by interfirm communications for business development and IT development.Our empirical study was situated in one of the world’s largest logistics suppliers and over 2,000 of its interfirm relationships with buyers across industries. Integrated data from four archival sources on the IT functionalities implemented and used in interfirm logistics relationships, interfirm communications, relational value (share of wallet and loyalty), and multiple control variables were collected. The results show that the proposed interfirm IT capability profiles and interfirm communications have both a direct and an interaction effect on relational value. Implications for cocreating relational value in interfirm relationships with the aid of IT are discussed

    How do supply chain management and information systems practices influence operational performance?:Evidence from emerging country SMEs

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    This study first provides a comparative analysis of the impact of supply chain management (SCM) and information systems (IS) practices on operational performance (OPER) of small- and medium-sized enterprises (SMEs) operating in two neighbouring emerging country markets of Turkey and Bulgaria. Then, we investigate moderating effects of both SCM–IS-linked enablers and inhibitors on the links between SCM and IS practices and OPER of SMEs. To this end, we first empirically identify the underlying dimensions of SCM and IS practices, and SCM–IS-related enabling and inhibiting factors. Second, a series of regression analyses are undertaken to estimate the impact of the study's constructs on OPER of SMEs. The results are discussed comparatively within the contexts of both Turkish and Bulgarian SMEs and beyond. The study makes a significant contribution to the extant literature through obtaining and analysing cross-national survey data of SCM and IS practices in emerging country markets

    Sustainable strategies for SMEs from traditional, regional industries: The case of Messinian Region, Greece

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    Purpose – Research questions : Products embedded in a region (such as Products of Destinated Origin / PDOs) face significant obstacles to access remote markets, even to domestic ones, since there are a number of inherent difficulties in promoting and managing, in general, such products from the point of production to the market place. This paper addresses to central research questions: ‱ how the sustainability issue relates to regional, traditional industries ‱ what are the prerequisites for sustainability and the corresponding barriers posed to regional food chains ‱ how sustainability relates to the performance of SMEs, operating in a traditional, regional industry ‱ what are the advantages of marketing sustainable products ‱ what region-based strategies could SMEs develop to transform the challenge of sustainability to opportunities ? Design/methodology/approach : Development of a conceptual constructive action framework with reference to regional conditions. Focus on SMEs that produce and/or trade products in the region of Messinia, Greece . Messinian region is well-known for traditional products such as olive oil, olives, raisins, figs, etc. A survey study includes a questionnaire that aims at measuring sustainability, market access, and supply chain performance. Direct contact has been carried out with a number of managing directors of SMEs via semi- structured interviews. Using case study protocol there will be a combination of case analysis and cross-case analysis. Expected Findings : Results will provide insights on how SMEs strategies can achieve sustainability requirements. Originality / Value : Improving know-how by unique focus on the sustainability of regional, traditional products and its effects upon supply chain performance and market access. This study has practical implications for regional-based SMEs in the design of strategies to produce sustainable competitive advantage. Moreover, sustainability has significant direct social, economic and environmental implications

    Exploring Relational Aspects of Time-Based Competition in Supply Chains

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    In today’s evolving business environment, firms must increasingly focus on rapid adaptation, quick response, and time-based performance (Wisner et al., 2008; Eisenhardt and Martin, 2000; Barney et al., 2001). In order to remain competitive, firms are becoming time-based competitors because consumers have become more demanding. Firms now must quickly adapt, innovate, and implement new ways of serving the ever-changing preferences of customers (Dickson 1992). These changing consumer demands require firms to seek time-based sources of competitive advantage such as speed and flexibility in order to survive in hypercompetitive global markets (D\u27Aveni 1994; D\u27Aveni 1998). Time-based competition (TBC) theory formally recognizes the strategic role of time and proposes that a strategy of intense focus on shrinking the time requirements of key supply chain activities can yield a competitive advantage (Stalk Jr. and Hout 1990). One approach to becoming a time-based competitor is relational (Droge, Jayaram, and Vickery 2004). However, with the relational approach, the TBC literature provides little explanation as to how interfirm supply chain relationships are used to achieve time-based performance. Although the interfirm relationship literature is vast, it does not address relationships in an environment with an intense pressure to focus on time. At its very essence, the continuous pursuit of time-based competitive advantage may mandate increasing pressure to perform more quickly. In the pursuit of such quick response, firms may place other supply chain members under time pressure (Thomas 2008). Therefore, the purpose of this mixed methods research is to begin to explore the phenomenon of time pressure in supply chain relationships

    Value Co-Creation in Supply Chains through IT Integration: The Role of Collaborative Network Structure

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    Firms today are increasingly dependent on external resources, and the need for collaboration across organizational boundaries continues to grow. Therefore, research has highlighted the importance of IT capabilities that integrate an organization with its network of partner organizations. However, antecedents of IT integration have been primarily derived from technology-driven contexts. In contrast, the role of organizational attributes remains largely unexplored. We therefore develop and test a theoretical model to examine collaborative network structure as an antecedent to IT integration. Based on this particular form of supply chain governance, we go on to explore how IT integration in conjunction with other capabilities leads to supply chain integration, thereby enabling the creation of value. Based on data gathered from 150 supply chain executives, the study provides evidence on the important role of organizational attributes and contributes to the stream of research that examines the role of interorganizational IT capabilities in co-creating value

    Knowledge acquisition in supply chain partnerships: The role of power

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    This is the post-print version of the final paper published in International Journal of Production Economics. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data. Two conceptually independent variables – ‘availability of alternatives’ and ‘restraint in the use of power’ – were used to assess actual and realised power, respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power. Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance
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