A Virtual Integration Theory of Improved Supply-Chain Performance

Wang, Eric; Tai, Jeffrey C. F.; Wei, Hsiao-Lan

doi:10.2753/mis0742-1222230203

Cited by 149 publications

(127 citation statements)

References 10 publications

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“…Furthermore, shared information among SC partners improves delivery performance, logistics communication, and SC planning (Trevile et al, 2004). Additionally, information sharing significantly reduces costs (Wang et al, 2006), shortens cycle time (Lin et al, 2002), and improves overall SC performance (Zhao et al, 2002).…”

Section: The Impact Of Scm Practices On Sc Performancementioning

confidence: 99%

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

Abdallah¹,

Obeidat²,

Aqqad³

2014

IBR

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The purpose of this study is to test the impact of supply chain management practices on supply chain performance in terms of supply chain efficiency and supply chain effectiveness. Additionally, we investigate the moderating effect of competitive intensity on the relationship between supply chain management practices and supply chain performance. Data for this research were collected from 104 manufacturing companies in Jordan. Hierarchical regressions were used to test the hypothesized relationships. The results indicate that three supply chain management practices, internal integration, information sharing, and postponement, but not supplier integration and customer integration, significantly and positively affect supply chain efficiency performance. Competitive intensity moderates the relationship between each of internal integration, supplier integration, and customer integration, and supply chain efficiency performance. The results also show that three supply chain management practices, internal integration, customer integration, and postponement, but not supplier integration and information sharing, significantly and positively affect supply chain effectiveness performance. Competitive intensity moderates the relationship between each of customer integration and information sharing, and supply chain effectiveness performance.

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Section: The Impact Of Scm Practices On Sc Performancementioning

confidence: 99%

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

Abdallah¹,

Obeidat²,

Aqqad³

2014

IBR

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“…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]. In a dynamic environment where uncertainty is high, it is difficult for traditional efficiency-oriented supply chains to respond to changes in the business environment.…”

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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“…Virtual integration in this study refers to the extent to which firms conduct supply chain activities via virtual interconnectivity through Internet and B2B technology with their exchange partners (Jean et al 2008;Wang and Hsiao-Lan, 2007;Wang et al 2006). These virtual integrations involve activities ranging from online billing, checking ordering status, inventory levels etc.…”

Section: Virtual Integrationmentioning

confidence: 99%

“…in supply chain relationships. It is one type of quasi-integration and is considered as part of governance structures in many studies (Wang et al 2006;Zaheer and Venkatraman, 1994). Because virtual integration can enhance information processing capabilities and reduces transaction cost, a higher level of virtual integration allows exchange parties to share more timely and more accurate information.…”

Section: Virtual Integrationmentioning

confidence: 99%

“…Additionally, supply chain partners have embraced information technologies (IT) and adopted these with a view to enhance supply chain performance through higher levels of process and information integration. Virtual integration of supply chain partners via IT has been considered a structural dimension of governance which can help control and relationship building in exchange relationships (Wang and Hsiao-Lan, 2007;Wang, Tai, and Wei, 2006). Therefore, improved understanding of how IT can impact on vertical governance mechanisms and generate interorganizational governance value is essential for firms.…”

Section: Introductionmentioning

confidence: 99%

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The Role of Virtual Integration, Commitment, and Knowledge-Sharing in Improving International Supplier Responsiveness

Jean¹,

Sinkovics²

2010

Resources, Efficiency and Globalization

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A Virtual Integration Theory of Improved Supply-Chain Performance

Cited by 149 publications

References 10 publications

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

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

The Role of Virtual Integration, Commitment, and Knowledge-Sharing in Improving International Supplier Responsiveness

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