Achieving integration

Abstract

Purpose The purpose of this paper is to propose and test a dual pathway model whereby addressing the question, “What are the effects of supply chain orientation and organizational identification on internal integration and supplier integration?”. Design/methodology/approach A survey design was performed to collect data from supply chain professionals regarding their organization’s supply chain orientation (SCO), organizational identification (OI) and achieved states of both internal and supplier integration. Partial least squares-structural equation modeling was performed to test the dual mediating pathways. Findings The results show that internal integration partially mediates relationships between SCO and supplier integration and for OI and supplier integration. In comparing the mediating effects to test competing theories, the SCO path yields stronger complementary partial mediation. This supports the proposition that SCO and OI mutually exist within an organization and influence achieved integrative behaviors. Additionally, results suggest the behavioral spillover effect exists for an internally integrated organization that has also achieved supplier integration. Originality/value This research makes several contributions to extant literature, including finding that SCO contributes to levels of achieved integration. Also, this research theoretically integrates literature on the social dilemma associated with supplier integration and the behavioral spillover effect, suggesting that SCO allows for positive internal integrative behaviors to spillover to integrated suppliers. Finally, this research contributes to research on OI by finding achieved integration is an outcome, which refutes a dominate theory that explains OI facilitates negative behaviors toward external organizations.

The impact of supply chain relationship configurations on supplier performance: investigating buyer–supplier relations in the aerospace industry

“…In supply chain research, AT has been utilized to analyze the dynamics of buyersupplier relationships and predict the behaviors of supply chain entities (actors) engaged in inter-firm exchange relationships (Fayezi et al, 2012). Researchers have applied the AT lens to investigate various supply relationship phenomena such as setting performance objectives, ensuring goal congruence, aligning incentives, integrating supply chain processes and maintaining long-term supply relations (Delbufalo and Bastl, 2018;Robinson et al, 2018;Tate et al, 2010). The theory prescribes that buyers and suppliers employ specific measures to align their divergent interests and minimize agency issues.…”

“…Researchers established those supply relationships with close and deep ties could facilitate rich collaborations especially regarding joint NPD projects (Fixson, 2005;Mikkelsen and Johnsen, 2019;Namdar et al, 2018;Schmelzle and Tate, 2017). Based on a long-term focus, both supplier and buying firm develop a shared understanding of values, objectives and necessary activities over time (Robinson et al, 2018). In an exclusive type of supply relationship, both parties share similar agendas.…”

“…, 2012). Researchers have applied the AT lens to investigate various supply relationship phenomena such as setting performance objectives, ensuring goal congruence, aligning incentives, integrating supply chain processes and maintaining long-term supply relations (Delbufalo and Bastl, 2018; Robinson et al. , 2018; Tate et al.…”

“…, 2018; Schmelzle and Tate, 2017). Based on a long-term focus, both supplier and buying firm develop a shared understanding of values, objectives and necessary activities over time (Robinson et al. , 2018).…”

Revisit the Relationships and Dimensions of Supply Chain Integration for Business Outcomes

“…External integration refers to a firm achieves collaboration with external supply chain partners (Irfan and Wang, 2019;Robinson et al, 2018). External integration focuses on collaboration between the company and external partners in information sharing, project participation, quality improvement to achieve better supply chain performance.…”