Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

Abstract

PurposeRapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.Design/methodology/approachUsing a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.FindingsThe authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.Originality/valueFirst, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

Promoting sustainable development: Multiple mediation effects of green value co‐creation and green dynamic capability between green market pressure and firm performance

“…Originated by the seminal work of Teece et al (1997), there has been a growing body of studies dedicated to exploring the issue of dynamic capability (Barreto, 2010; Eisenhardt & Martin, 2000; Fabrizio et al, 2022; Teece, 2007; Yang et al, 2021). According to dynamic capability view, dynamic capability refers to a firm's ability to effectively integrate diverse resources and competences in order to adapt to a constantly changing business environment (Barreto, 2010; Eisenhardt & Martin, 2000; Teece, 2007; Teece et al, 1997).…”

“…According to dynamic capability view, dynamic capability refers to a firm's ability to effectively integrate diverse resources and competences in order to adapt to a constantly changing business environment (Barreto, 2010; Eisenhardt & Martin, 2000; Teece, 2007; Teece et al, 1997). It is considered an organizational ability to perceive external circumstances, seize business opportunities, and restructure corporate assets (Yang et al, 2021), which exerts a substantial impact on the long‐term performance of the firm (Fabrizio et al, 2022).…”

The knowledge trajectory and structure of the supply chain integration: a main path and cluster analysis

“…Previous articles have examined the impact of SCI on manufacturing operations, Teng and Tsinopoulos (2021) focused on the potential mechanistic role of SCI in the service industry, empirically examining metrics of suppliers' ability to integrate service industry information systems. Yang et al (2021) further investigated the mediating role of SCI and the moderating role of internal integration. Empirical evidence was presented and demonstrated why supplier target interdependence has a detrimental impact on firm dynamic capacities.…”