An institutional theory of quality outcomes in strategic supply chain partnership

Parast, Mahour Mellat

doi:10.1108/ijqrm-09-2012-0133

Cited by 8 publications

(4 citation statements)

References 75 publications

(67 reference statements)

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“…In that case, they can better manage and control the source of raw materials, reduce the possibility of injecting quality issues into the production line due to inferior supplies thus remove food safety threats from its source. This conclusion is in line with that of Mellat-Parast (2015) who investigated the strategic alliance of the US aviation industry and found that establishing strategic partnership with upstream suppliers could improve the quality performance of enterprises. In this study, the regression coefficient of internal quality management to quality safety performance is also significantly positive implying that optimizing the internal quality management mode could provide customers with products of better quality.…”

Section: Discussionsupporting

confidence: 89%

Supply chain quality management and firm performance in China's food industry—the moderating role of social co-regulation

Hong

Zhou

et al. 2020

IJLM

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PurposeThe purpose of this paper is to investigate the relationships between supply chain quality management (SCQM) and firm performance (including quality safety performance and sales performance) leveraging social co-regulation as a moderator.Design/methodology/approachUsing survey data collected from 203 food manufacturers in China, a series of hierarchical linear modeling analyses were conducted to test hypotheses on the relationships between SCQM and firm performance.FindingsThe findings are threefold. First, all three dimensions of food SCQM practices, i.e., supplier quality management, internal quality management, and customer quality management, have significant positive effects on an enterprise's quality safety performance and sales performance. Second, SCQM practices can also increase sales performance indirectly through quality safety performance as a mediator. Third, while social co-regulation has no significant effect on the relationship between supplier quality management and quality safety performance, it has a significant moderating effect on the relationship between internal quality management and quality safety performance, customer quality management and quality safety performance.Research limitations/implicationsThis study not only integrates SCQM with social co-regulation but also explores the regulating effect of social co-regulation through empirical analysis, thereby providing a theoretical base for future research. However, this research is confined to China and so the results are not necessarily generalizable to other countries.Practical implicationsThe findings inform managers of the importance in enhancing awareness of food quality and safety as well as in improving their sensitivity to salient quality demands of external stakeholders in order to achieve better SCQM practices. The findings can also inform policymakers of the significance in designing a systematic multi-agent cooperation mechanism for food SCQM as well as to build an effective information sharing mechanism for social co-regulation of food safety.Originality/valueThis study contributes to knowledge by empirically examining the relationships of SCQM practices with firm performance. It also expands the scope of SCQM research by incorporating social co-regulation in the study framework.

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Section: Discussionsupporting

confidence: 89%

Supply chain quality management and firm performance in China's food industry—the moderating role of social co-regulation

Hong

Zhou

et al. 2020

IJLM

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“…To enhance quality assurance in the supply chain, many companies have established supply chain partnership (SCP) strategies. Recent literature has cited the importance of SCP to deal with quality uncertainty in the supply network (Mellat-Parast, 2015). Drawing from the key components of the SCP model (Lambert et al, 1996), this study investigates the strategic roles of risk sharing and reward sharing in addressing the quality issues underpinned by agency problems that are inherent in the supply chain.…”

Section: Introductionmentioning

confidence: 99%

The effects of risk and reward sharing on quality performance

Tse

Zhang

Jia

2018

IJOPM

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Purpose: Firms face critical challenges in managing product quality in a global supply chain.In many cases, these challenges could be regarded as an agency problem which is a result of the goal conflict between the supply chain members. To address such agency problem, the purposes of this study are to explain how risk and reward sharing practices contribute to firms' quality performance in the supply chain, and to identify the drivers of applying risk and reward sharing.Design/Methodology/Approach: The hypothesised model, based on agency theory, is empirically verified by original survey data of 200 Chinese manufacturing companies using the structural equations modelling approach in a context of product recall.Findings: Supplier involvement and task programmability are two significant antecedents of risk and reward sharing. Further, the paper shows that risk and reward sharing have a positive effect on quality performance however in terms of contribution to quality performance, risk sharing and reward sharing may be substitution practices.Practical Implications: This research explains how managers could embrace better preparedness for risk and reward sharing in their supply chains. It is also suggested that although risk and reward sharing are seen as efficient means to improve quality performance, such practices should not be treated as a bundle.Originality/Value: Building on supply partnership literature, this paper contributes to agency theory by providing a solution to the agency problem i.e., risk and reward sharing and adding to the limited understanding of the antecedents of risk and reward sharing and examining the effects of risk and reward sharing on quality performance.

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“…Mellat-Parast (2015) explored the determinant of supply chain quality and performance. They found that little attention is paid to quality practices outside the firm level and, hence, advocated the need to bring the concept of quality management outside the firm.…”

Section: Literature Reviewmentioning

confidence: 99%