A replication and extension of quality management into the supply chain

Kaynak, Hale; Hartley, Janet L.

doi:10.1016/j.jom.2007.06.002

Cited by 397 publications

(402 citation statements)

References 117 publications

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“…These increasingly popular SCM programs are examples of fact-based management initiatives in manufacturing firms (Kannan et al 2005;Kaynak et al 2008;Nair 2006). The premise of a contingent RBT for business analytics is that the role of such analytic resources as data accuracy and advanced analytics is contingent upon a set of complementary resources.…”

Section: A Contingent Rbt For Analyticsmentioning

confidence: 99%

“…These programs tend to be fact-based, in that manufacturing data are used for performance evaluation and control (Kannan et al 2005;Kaynak et al 2008;Nair 2006). In this study, SCI is represented by the extent of organizational investment in three such practices: just in time, total quality management, and statistical process control.…”

Section: Scm Initiatives or Programs (Sci)mentioning

confidence: 99%

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The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Chae

Yang

Olson³

et al. 2014

Decision Support Systems

151

100

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This study is interested in the impact of two specific business analytic (BA) resourcesaccurate manufacturing data and advanced analytics-on a firms' operational performance. The use of advanced analytics, such as mathematical optimization techniques, and the importance of manufacturing data accuracy have long been recognized as potential organizational resources or assets for improving the quality of manufacturing planning and control and of a firms' overall operational performance. This research adopted a contingent resource based theory (RBT), suggesting that the moderating and mediating role of fact-based SCM initiatives as complementary resources. This research proposition was tested using Global Manufacturing Research Group (GMRG) survey data and was analyzed using partial least squares/structured equation modeling. The research findings shed light on the critical role of fact-based SCM initiatives as complementary resources, which moderate the impact of data accuracy on manufacturing planning quality and mediate the impact of advanced analytics on operational performance. The implication is that the impact of business analytics for manufacturing is contingent on contexts, specifically, the use of fact-based SCM initiatives such as TQM, JIT, and statistical process control. Moreover, in order for manufacturers to take advantage of the use of data and analytics for better operational performance, complementary resources such as factbased SCM initiatives must be combined with BA initiatives focusing on data quality and advanced analytics.

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Section: A Contingent Rbt For Analyticsmentioning

confidence: 99%

Section: Scm Initiatives or Programs (Sci)mentioning

confidence: 99%

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Chae

Yang

Olson³

et al. 2014

Decision Support Systems

151

100

View full text Add to dashboard Cite

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“…This integration effectively links activities performed by suppliers, distributors, and customers outside the organization, promoting the improvement of operational performance and competitiveness. Supply chain management allows organizations to concentrate on core competency, affects future competitiveness, and changes competition between supply chains rather than between organizations [10,11]. Improving supply chain capabilities is important in order to enhance sustainable competitive advantage between supply chains [12].…”

mentioning

confidence: 99%

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Ju¹,

Park²,

Kim³

2016

Management and Production Engineering Review

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Accepted: 28 July 2016The aim of this study is to empirically examine the impact of supply chain dynamic capabilities on operational performance, and the mediating effect of technological innovation between dynamic capabilities and operational performance. This study is based on empirical data collected from a survey of 206 small-and medium-size firms in Korea. Structural equation modeling is used to test the research questions. The results show that supply chain dynamic capabilities positively influence technological innovation and operational performance of an enterprise. Additionally, structural equation analyses reveal that technological innovation plays a role as a partial mediator of the relationship between supply chain dynamic capabilities and operational performance. In a dynamic and ever-changing environment, the enforcement of dynamic capabilities in a sustainable supply chain is important for the innovation of technology and the improvement of operational performance. Further investigation is required to understand the differences by industries, characteristics of enterprises, and positions in a supply chain.Keywords supply chain management, dynamic capabilities, supply chain dynamic capabilities, technological innovation, operational performance. IntroductionDue to the acceleration of the global economy, the rapid progress of information technology, and the various expectations of customers, today's business environment is rapidly changing and competition among enterprises has intensified. In the past the technology transfer from one industry to another did not occur or was a slow process. Due to the rapid growth of technological innovation and globalization, a technology developed for one industry is quickly transferred to another. This creates a great ripple effect throughout the industry. This ever-changing business environment prevents enterprises from sustaining their competitive positions as well as from allowing for the time necessary to diagnose changes in the business environment, discover opportunities and risks, and to deal with them in a timely manner.Therefore, the dynamic capabilities theory has been implemented in business environments where dynamic capability is required in order for an organization to remain sustainable. Dynamic capability refers to the capability of an organization to integrate and reorganize its internal and external resources [1][2][3][4]. By implementing the dynamic capabilities theory, an organization is given the opportunity to create enterprise values such as management innovation, sus- Management and Production Engineering Reviewtainable competitive advantage, and operational performance through dynamic capability. The dynamic capabilities theory is based on the resource-based view [5, 6] and the core competency theory [7,8]. According to the resource-based view, organizational performance is created from the capability and differences in resources an organization holds, which are valuable, rare, imperfectly imitable, and nonsubstitutable [6]. The...

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“…Knowledge management has 4 sub-constructs, supply chain quality management has 7 sub-constructs and competitive advantage has 5 sub-constructs that the relationship between them are shown in Fig. 2 according to research conducted by Newman [30], Kaynak and Hartley [31], Safari and Mohebbimannesh [23] and Li Suhong et al [4].…”

Section: Methodsmentioning

confidence: 99%

The Impact of Knowledge Management Practices on Supply Chain Quality Management and Competitive Advantages

Azizi

Maleki

Moradi-Moghadam

et al. 2016

Management and Production Engineering Review

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Accepted: 28 February 2016 Achieving competitive advantage enables an organization to create a defensible position against its competitors. It also allows organizations to differentiate themselves from competitors. This study aims to investigate impact of knowledge management practices on supply chain quality management and competitive advantage in Alyaf Company, Iran. This research is functional in purpose and data gathering and data analysis is descriptive-correlation. The statistical population is consists of 25 company executives and experts in the supply chain of Alyaf Company; opinions of 68 of its members were used as a selective sample identified by simple random sampling method. Primary data was collected through questionnaire and structural equation modeling was used to assess relationships between variables. The results of structural equation modeling show a positive and significant causal relationship between knowledge management practices and supply chain quality management. Direct relationship between knowledge management and competitive advantage was not confirmed but the relationship between these two variables was confirmed indirectly.

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A replication and extension of quality management into the supply chain

Cited by 397 publications

References 117 publications

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

The Impact of Knowledge Management Practices on Supply Chain Quality Management and Competitive Advantages

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