Coping with time pressure in interfirm supply chain relationships

Thomas, Rodney W.; Esper, Terry L.; Stank, Theodore P.

doi:10.1016/j.indmarman.2010.04.008

Cited by 22 publications

(23 citation statements)

References 66 publications

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“…This cognitive overload and performance decline is also accompanied by emotional consequences such as frustration, anger, lack of confidence, and overall negative affect (Thomas et al. ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…) and supply chain members employ various time pressure coping strategies (Thomas et al. ; Fugate et al. ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…When time pressure appears to be caused by incompetent or discretionary actions of a retailer, suppliers exhibit negative affect and behavioral consequences that are normally associated with time pressure outcomes in supply chain relationships (Thomas ; Thomas et al. ). If the retailer is to “blame” for the cause of time pressure, suppliers appear to begrudge the retailer for imposing the constraints.…”

Section: Qualitative Fieldworkmentioning

confidence: 99%

See 2 more Smart Citations

Attribution Effects of Time Pressure in Retail Supply Chain Relationships: Moving From “What” to “Why”

Thomas¹,

Davis‐Sramek

Esper³

et al. 2014

J of Business Logistics

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Retail supply chains must be responsive to consumer demand and flexible in adapting to changing consumer preferences. As a result, suppliers are often expected to deal with time pressure demands from retailers. While previous research demonstrates that time pressure can have longer term relational costs that reduce collaborative behaviors and overall relationship quality, this mixed‐methods study goes further by accounting for attribution effects to explain why the time pressure occurs. Specifically, supplier perceptions for the reason of time pressure being within or beyond a retailer's control, rather than time pressure itself, appear to have a stronger effect on relational outcomes. By investigating time pressure through the lens of attribution theory, this research opens a new inquiry of research that moves away from examination of outcomes themselves (the “what”), to examining “why” the outcome occurred.

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“…This cognitive overload and performance decline is also accompanied by emotional consequences such as frustration, anger, lack of confidence, and overall negative affect (Thomas et al. ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…) and supply chain members employ various time pressure coping strategies (Thomas et al. ; Fugate et al. ).…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Qualitative Fieldworkmentioning

confidence: 99%

See 1 more Smart Citation

Attribution Effects of Time Pressure in Retail Supply Chain Relationships: Moving From “What” to “Why”

Thomas¹,

Davis‐Sramek

Esper³

et al. 2014

J of Business Logistics

Self Cite

View full text Add to dashboard Cite

show abstract

“…Similarly, Wal-Mart's decision on packaging becomes the binding rule for everyone involved, because of its clout as the largest retailer (Fishman, 2006, p. 1). Now, Wal-Mart wants its suppliers to incorporate RFID standard soon (Thomas et al, 2011). Likewise, Dell uses similar power over suppliers to make its famous supply chain flexible and adaptable (Magretta, 1998b).…”

Section: Source Of Powermentioning

confidence: 99%

Explaining supply chain as an “opportunistic coalition”

Subedi

2013

Competitiveness Review: An International Business Journal

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Purpose -The purpose of this paper is to identify and explain competition between buyers and sellers within the same supply chain network. It suggests that supply chain can be best described as an opportunistic coalition between the powerful and ambitious ones. Design/methodology/approach -This paper discusses the arguments and counter-arguments on outsourcing and also supply chain management as presented in the academic literature. Then it analyses some of the prevailing practices in supply chain, and uses concepts of power, team and opportunistic alliance to suggest that supply chain could best be described as an opportunistic alliance.Findings -Buyers and suppliers are always engaged in power struggles, even though they may be cooperating to run the supply chain smoothly. The degree of one party's success in such a struggle is determined by the extent of the others' dependence on it. The dependence is reliant on one's control over the process of defining, designing and producing the goods and services required to fulfil the needs of the end customers. Research limitations/implications -While success in the market is equally important, this paper elaborates on the supply chain issue only. Practical implications -The article is useful for managers, making "make-or buy" decisions and entering into (supply chain) alliances. Similarly, students engaged in analysis and understanding of issues pertaining to supply chain management and strategy can find this article useful. Originality/value -Competition within supply chain has been a missing link in the discussions of the supply chain strategy. The paper has conceptualized and elaborated this very important issue.

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“…Employees under time pressure often perceive that they have insufficient time to finish tasks, and they anticipate the potential negative consequences of missing a deadline [22]. This induces feelings of stress and a negative mood, and the employees need to cope with the limited time constraints [29]. Such coping strategies make people try to complete their task goals at acceptable levels [20].…”

Section: Introductionmentioning

confidence: 99%