In recent years, numerous approaches have been proposed to improve operations performance. Three in particular, just in time, supply chain management, and quality management, have received considerable attention. While the three are sometimes viewed and implemented as if they were independent and distinct, they can also be used as three prongs of an integrated operations strategy. This study empirically examines the extent to which just in time, supply chain management, and quality management are correlated, and how they impact business performance. Results demonstrate that at both strategic and operational levels, linkages exist between how just in time, total quality management, and supply chain management are viewed by organizations as part of their operations strategy. Results also indicate that a commitment to quality and an understanding of supply chain dynamics have the greatest effect on performance.

SUMMARY Increasingly, firms are allocating more resources to their core competencies and encouraging the outsourcing of non‐core activities, which increases their reliance and dependence on suppliers. This increases the importance of effective supplier selection and assessment. Sparse evidence exists regarding the impact of supplier selection and assessment on a buying firm's business performance. This research describes an empirical study of the importance of supplier selection and assessment criteria of American manufacturing companies for items to be used in products already in production. Moreover, it identifies relationships between criteria and a buying firm's business performance. Results indicate that soft, non‐quantifiable selection criteria, such as a supplier's strategic commitment to a buyer, have a greater impact on performance than hard, more quantifiable criteria such as supplier capability, yet are considered to be less important. Assessment of a supplier's willingness and ability to share information also has a significant impact on the buying firm's performance, yet is again considered to be relatively unimportant.

Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options to achieve competitive success in the 1990's. However, attempts by companies to implement these options have not been universally successful and have in many cases failed to yield the desired results. This study presents details of a survey carried out to determine whether particular quality management, supply base management, and customer relations practices can impact corporate performance. In addition it examines the impact analyzing the competitive environment has on performance. Regression models identify several factors that directly and positively impact corporate performance. These include the extent to which companies analyze the strategies of competitors and determine future customer requirements, and the commitment they have to evaluating performance throughout the supply chain.

Purpose -The purpose of this paper is to examine the effects of information sharing capability on buyer-supplier relationships and firm performance. It is proposed that information sharing capability, the integration of a firm's information/decision systems and business processes with those of supply chain partners, is an antecedent of collaborative buyer-supplier relationships, defined in terms of supply chain and relationship architecture. Further, it is proposed that these relationships positively impact a firm's market and financial performance. Design/methodology/approach -This research uses multiple linear regression to analyze a set of survey data from the USA, Europe and New Zealand. Findings -Results demonstrate positive relationships between information sharing capability and buyer-supplier relationships, and between relationships and performance. Research limitations/implications -Information sharing capability and buyer-supplier relationships are complex, multi dimensional constructs. While this research highlights their role in driving performance, further study is required to more fully capture their impact and to understand the implications for situational factors such as industry sector and transaction type. Practical implications -Results from the study provide academics and policymakers with insights into key information sharing constructs related to the development of buyer-supplier relationships. These provide guidance in developing the infrastructure to support such relationships. Originality/value -This study adds to the extant literature by examining the dimensions of information sharing related to buyer-supplier relationships and performance.

The current study uses mediated regression analysis and structural equation modelling to test the proposition that supply chain management practices mediate the relationship between operations capability and firm performance. Operations capability is defined in terms of a firm's new product design and development, total quality management and just-in-time capabilities. Results support the research model and also suggest the existence of a direct relationship between operations capability and performance.

The importance of supplier selection is well established in the literature. However, while the criteria and processes used by supply managers to evaluate key suppliers have been researched extensively, little has been done to meticulously conceptualize and measure the underlying construct of supplier selection. This study proposes that supplier selection can be adequately represented by a three-factor construct that reflects buyer assessment of supplier quality and service, and the strategic/management fit between a buyer and supplier. The supplier selection construct was tested using samples drawn from the U.S. and Europe. Statistical analysis shows that both samples supported the three-factor supplier selection construct.

Purpose: To explore whether firms that integrate only with partners adjacent to them in the supply chain exhibit different patterns of supply chain practice and performance than those that also integrate with partners more distant in the supply chain. Methodology: Cluster analysis of survey data is used to partition firms based on the span of the supply chain involved in their integration efforts. Findings: Firms with a broad span of integration have a greater focus on alignment with suppliers and customers, and have more of a supply chain focus than those with a narrow span. They also demonstrate higher levels of performance attributable to supply chain relationships. Practical Implications: Results highlight the importance to supply chain professionals of taking a broad view of the supply chain rather than focusing only on first tier suppliers and customers. They also suggest the importance of exploring opportunities to facilitate broader participation in supply chain integration efforts. Originality: Past research has identified the importance of supply chain integration without addressing the importance of how much of the supply chain should be involved in such efforts. This study provides empirical support for the need to involve partners across the supply chain.

This study uses resource dependence theory to hypothesize that a buyer's innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation. Design/Methodology: Structural equation modeling and hierarchical linear regression is used to test hypotheses. Findings: The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. They also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance. Research Implications: Resource dependence theory suggests that firms lack all the resources needed to achieve their goals and that how they manage interdependencies with other entities influences their success. This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influences innovation outcomes and business performance. Practical Implications: An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations and creating conditions for effective cooperation is a key driver of innovation outcomes. Originality/Value: In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.