Domestic Supplier Integration in the Chinese Automotive Industry: The Buyer's Perspective

Lockström, Martin; Schadel, Joachim; Moser, Roger; Harrison, Norma

doi:10.1111/j.1745-493x.2011.03239.x

Cited by 29 publications

(23 citation statements)

References 102 publications

(99 reference statements)

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“…) within the organization (e.g., attempts by the rank and file to influence top management) and across organizations (e.g., collaborative relationships that foster multiorganizational initiatives (Lockström et al. ; Fawcett et al. ) and leveraging innovation with suppliers (Wagner ).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Managerial Commitment to Sustainable Supply Chain Management Projects

Gattiker

Carter

Huang

et al. 2014

J of Business Logistics

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M ost companies are under pressure to improve the environmental sustainability of their supply chains. However, there is considerable variance in companies' ability to successfully deploy environmental management projects. One important factor, according to articles in the academic and business press, is the ability of champions of sustainable supply chain management (SCM) projects within organizations to gain the commitment of colleagues (e.g., other managers from a variety of functions) to help these projects succeed. Therefore, this paper examines variables that affect a project champion's ability to gain this commitment from colleagues. In particular, building on existing research, this research employs a video-based experimental design to examine the effect of the influence approach that the project champion employs, the values of the person the champion is trying to influence, and the organizational climate. The results suggest that organizational climate and certain individual values directly affect commitment. There are also interactions between values and influence tactics. The research adds to the field's growing knowledge on the antecedents of sustainable SCM within companies while providing valuable guidance for environmental champions and for top managers.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Managerial Commitment to Sustainable Supply Chain Management Projects

Gattiker

Carter

Huang

et al. 2014

J of Business Logistics

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show abstract

“…The positive impact of supplier integration for firms worldwide has been shown in supply chain management literature (Petersen, Handfield, & Ragatz, 2005;Das, Narasimhan, & Talluri, 2006; Krause, Handfield, & Tyler, 2007;Paulraj & Chen, 2007;Terpend, Tyler, Krause, & Handfield, 2008;Azadegan & Dooley, 2010;Lockström, Schadel, Harrison, Moser, & Malhotra, 2010;Lockstrom, Schadel, Moser, & Harrison, 2011). However, as noted by Fawcett, Fawcett, Watson and Magnan (2012), different behavioral constraints that impede supplier collaboration can emerge from different institutional, cultural, and organizational contexts.…”

Section: Introductionmentioning

confidence: 95%

Contextual Influences on Managerial Attitudes toward Supplier Integration: A Cross-Country Study

Kull

Yang

Nahm

et al. 2014

AMPROC

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Studies show the benefits of supplier integration, but behavioral constraints to integration exist that can result from negative attitudes toward the practice. Research, however, is lacking as to what influences such attitudes. Using the theory of reasoned action, our study closes this research gap by investigating how various contextual drivers-namely, a collaborative organizational culture, time-based manufacturing practices (TBMP), and country culture-interact to affect managers' attitudes toward supplier integration. A cross cultural study is conducted by using secondary data collected from 224 US manufacturing managers and 117 Chinese manufacturing managers. We test the hypothesized model using a multi-group SEM approach. The results show that collaborative organizational culture significantly increases the positive attitudes towards supplier integration in both US and Chinese sample, while TBMP significantly increases the positive attitudes towards supplier integration only in the Chinese sample. In addition, we find the Chinese cultural context diminishes the effect that a collaborative culture has on supplier integration due to the strong in-group collectivist belief system. Our results show that overcoming negative attitudes will require more than simply espousing the benefits of supplier integration; looking deeper into an organization's situational context is required.

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“…For example, Lockstrom et al. () interviewed the purchasing manager, quality manager, or general manager of sampled companies and found that “there is a great deal of adversarial behavior where information asymmetry plays an important role, rendering full openness very difficult. This is reflected in the low degree of open book policies.”…”

Section: Introductionmentioning

confidence: 99%

“…The per‐unit cost of producing a garment of different colors may be the same, but the extra color could cost more. Because of information asymmetry (see, e.g., Lockstrom et al., and the references therein), the exact cost of producing an assortment is a closely guarded secret of many manufacturers. By following the previous literature in Marketing and Operations Management (e.g., Gaur & Honhon, ; Kurtulus & Nakkas, ), we assume that the cost of producing an assortment is linear with respect to the total quantity and the number of variants.…”

Section: Introductionmentioning

confidence: 99%

Designing Multi‐Attribute Procurement Mechanisms for Assortment Planning

Shao

Sun

2015

Decision Sciences

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This research investigates how to design procurement mechanisms for assortment planning. We consider that a retailer buys directly from a manufacturer who possesses private information about the per-unit variable cost and per-variety setup cost. We first develop a screening model to assist the retailer in integrating assortment planning into supply chain contracting processes when only one manufacturer is available. We demonstrate that the screening mechanism is optimal among all feasible procurement strategies. When there are multiple competing manufacturers, we propose a supply contract auctioning mechanism and evaluate its performance. In this mechanism, the retailer announces a contract menu and the manufacturer that bids the highest upfront fee paid to the retailer wins the auction. The winner then chooses and executes a contract from the contract menu. We show that when the retailer uses the optimal screening contract menu as the object of the auction, it achieves the optimal procurement outcome if the screening contract menu does not pay rent to any manufacturer type. This finding sheds light on the connection between screening and auction mechanisms when there exists multi-dimensional private information.

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Domestic Supplier Integration in the Chinese Automotive Industry: The Buyer's Perspective

Cited by 29 publications

References 102 publications

Managerial Commitment to Sustainable Supply Chain Management Projects

Managerial Commitment to Sustainable Supply Chain Management Projects

Contextual Influences on Managerial Attitudes toward Supplier Integration: A Cross-Country Study

Designing Multi‐Attribute Procurement Mechanisms for Assortment Planning

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