This study develops a model to investigate the relationships between supply chain quality integration (supplier quality integration and customer quality integration), green supply chain management (green purchasing and customer green cooperation), and environmental performance. The model is empirically tested using data collected from 308 manufacturing companies in China. We find that supplier and customer quality integration have positive impact on green purchasing and customer green cooperation, which improve environmental performance. Supplier and customer quality integration also influence environmental performance indirectly through green purchasing and customer green cooperation. The results provide insights into the mechanisms through with supply chain quality integration influences environmental performance and clarify the complex relationships between supply chain quality integration and green supply chain management, contributing to the quality management and green management literature and practices
PurposeBased on the resource-based view and organizational capability theory, we examine the effect of information technology (IT) on company performance through supply chain integration (SCI) from the upstream and downstream perspective of the whole supply chain.Design/methodology/approachBased on data collected from 296 cross-border e-commerce (CBE) companies in China, we used structural equation modeling with LISREL to test the conceptual model.FindingsThe results show that supplier and customer IT significantly promote supplier and customer system and process integration. Supplier system and process integration enhance operational performance. Meanwhile, IT indirectly affects financial performance through operational performance. Customer system integration has positive effects on operational and financial performance, with an indirect effect on financial performance through operational performance. However, customer process integration only improves financial performance.Research limitations/implicationsWe only use cross-sectional data from Zhejiang province of China to investigate relationships of related constructs. Future studies can also use longitudinal data in combination with secondary data from other provinces, regions and countries.Practical implicationsThe results provide important managerial insights for CBE companies to sustain their competitive advantages by improving their performances through IT and SCI practices throughout the upstream and downstream data-driven supply chain.Originality/valueThis study contributes to the IT and SCI literature by exploring the effectiveness of IT in improving SCI and company performance from the upstream and downstream perspective and the perspective of IT.
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.
This study empirically investigates the joint effects of relational capital and green supply chain management on financial performance. The hypotheses are empirically tested using structural equation modeling and bootstrap methods based on data collected from 308 manufacturing companies in China. The results show that supplier and customer relational capital improve financial performance indirectly through supplier and customer green management, respectively. Internal relational capital improves financial performance indirectly through internal and supplier green management but has no significant indirect effect through customer green management. The results enrich the literature by providing insights into the synergic effects between relational capital and green supply chain management and by providing empirical evidence of the antecedents and consequences of green supply chain management.
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