In this paper, we open the black box of effectuation as a process by identifying effectuation process characteristics and patterns and thereby unveiling the heterogeneity of effectuation processes. Based on a multiple case research approach, sequential qualitative analysis is used to contrast similarities and differences in effectuation processes among six high-technology ventures. By theorizing the relationship between effectuation principles and process characteristics, we increase the conceptual clarity of effectuation theory and provide insights into how effectuation may be operationalized for scholars in future research.
Purpose
– IT-based supply chain performance is co-created through inter-organizational business processes. This research is motivated to explore how business value of IT in supply chain is co-created in downstream process and probe into the possible complementary effect of relational resources from retailers and customers during the cooperative process. The paper aims to discuss these issues.
Design/methodology/approach
– A model is proposed to conceptualize the process with three dimensions and six constructs, which emerges a causal link between organization resources application, e-supply chain capability (ESCC) and process performance. And then the research model was validated using partial least squares with data collected from 128 manufacturing firms in China.
Findings
– The results provide broad support for the following: the casual relationship among inter-organizational resources interaction, ESCC and process performance; the mediating role of ESCC in the e-CRM process is more significant than that in e-ordering process; and there is the moderating effect between relational resources and internal resources in e-CRM process.
Practical implications
– It offers guidelines for managers to plan the roles played by resource, capabilities and performance for e-supply chain success in multi-firm environments.
Originality/value
– This study provides a novel perspective and offers important implications for e-supply chain research and practice, by exploring intermediate factors and shedding light on the process of co-creating business value of IT in supply chain.
PurposeThe purpose of this paper is to investigate the consequences of two strategies of coordinating the online procurement capability and the online channel management capability on competitive performance.Design/methodology/approachA research model is presented to examine the performance impacts of these two coordination strategies, namely the balancing strategy (achieving a close match relationship) and the complementing strategy (maintaining the synergy effect), and tested using firm-level data collected from 196 manufacturing firms in China. Garen's two-stage econometric technique was used to identify the impacts of two coordination strategies on competitive performance.FindingsOur study discusses and compares two different coordination strategies of mitigating the operational tensions across processes and deploying resource configurations for improving competitive performance. Our results show that while the balancing strategy can mitigate the risks resulted, the complementing strategy does not create synergistic effects on the focal firms' competitive performance.Originality/valueThe results extend our understanding of the nature of B2B digital process coordination both in IS management and supply chain operations.
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