Coping With Time Pressure and Knowledge Sharing in Buyer-Supplier Relationships

Abstract

Increasingly, suppliers are being tasked to spend large amounts of time with strategic customers in order to promote effective knowledge sharing and coordination between supply chain members. Suppliers are also expected to deal with added pressures on their time from increasing workloads, unanticipated problems and changing priorities. Psychology research suggests that individuals (e.g., supplier personnel) cope with such time pressure by either working faster or avoiding risks. Existing research, however, has largely ignored the impact of these time pressure coping mechanisms (TPCMs) in interactive contexts such as buyer-supplier relationships. This study develops the notion that TPCMs impact knowledge sharing in buyer-supplier relationships. Specifically, results from a between subjects scenario-based experiment indicate that suppliers using TPCMs decrease a buyer's willingness to share knowledge and exchange information. Such adverse effects are most evident in close collaborative buyer-supplier relationships. These findings advance theory and provide insight for managers seeking to improve knowledge sharing through buyer-supplier relationships in today's time-constrained business environment.

Time pressure: a controlled experiment of test case development and requirements review

“…Findings outside software engineering indicate that interactive tasks suffer from time pressure [35,36].…”

Role of power in supply chain performance: evidence from agribusiness SMEs in Uganda

“…The application of the RDT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 4 We define SCP as the operational measures that improve for each member, as well as for the 5 whole chain as result of participation in a supply chain relationship (Arzu Akyuz and Erman 6 Erkan, 2010; Molnár et al, 2010;Whipple et al, 2010;Gagalyuk et al, 2013). Previous 7 studies have established that collaborative relationships are associated with improved SCP in 8 terms of cost reduction, increased fill rate, reduced inventory, and improved quality (Molnár 9 et al, 2010;Nyaga et al, 2010;Thomas et al, 2011). Further, the supply chain members 10 requires a positive evaluation of the performance outcomes of a relationship in order to justify 11 continued involvement in collaborative activities (Wang et al (2010).…”

Research on impact of supplier innovativeness on manufactures' new product development

“…From the point of view of the knowledge-based view, the manufacturers need internal and external knowledge Browse, knowledge acquisition, absorption, creation, thereby enhancing the technical capacity [5].…”