e‐Integration in the Supply Chain: Barriers and Performance*

Frohlich, Markham T.

doi:10.1111/j.1540-5915.2002.tb01655.x

Cited by 308 publications

(288 citation statements)

References 44 publications

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“…Therefore, an organization must have capabilities to implement the of appropriate strategies required for uncertain, changing environments [15]. In order to enhance supply chain dynamic capabilities, an organization has to develop a responsive supply chain through increased collaboration with other organizations in supply chains [28,29]. Early research where the dynamic capabilities theory was applied to supply chains mainly focused on the bullwhip effect that arises from the lack of information sharing among organizations in the supply chain.…”

Section: Supply Chain Dynamic Capabilitiesmentioning

confidence: 99%

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Ju¹,

Park²,

Kim³

2016

Management and Production Engineering Review

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Accepted: 28 July 2016The aim of this study is to empirically examine the impact of supply chain dynamic capabilities on operational performance, and the mediating effect of technological innovation between dynamic capabilities and operational performance. This study is based on empirical data collected from a survey of 206 small-and medium-size firms in Korea. Structural equation modeling is used to test the research questions. The results show that supply chain dynamic capabilities positively influence technological innovation and operational performance of an enterprise. Additionally, structural equation analyses reveal that technological innovation plays a role as a partial mediator of the relationship between supply chain dynamic capabilities and operational performance. In a dynamic and ever-changing environment, the enforcement of dynamic capabilities in a sustainable supply chain is important for the innovation of technology and the improvement of operational performance. Further investigation is required to understand the differences by industries, characteristics of enterprises, and positions in a supply chain.Keywords supply chain management, dynamic capabilities, supply chain dynamic capabilities, technological innovation, operational performance. IntroductionDue to the acceleration of the global economy, the rapid progress of information technology, and the various expectations of customers, today's business environment is rapidly changing and competition among enterprises has intensified. In the past the technology transfer from one industry to another did not occur or was a slow process. Due to the rapid growth of technological innovation and globalization, a technology developed for one industry is quickly transferred to another. This creates a great ripple effect throughout the industry. This ever-changing business environment prevents enterprises from sustaining their competitive positions as well as from allowing for the time necessary to diagnose changes in the business environment, discover opportunities and risks, and to deal with them in a timely manner.Therefore, the dynamic capabilities theory has been implemented in business environments where dynamic capability is required in order for an organization to remain sustainable. Dynamic capability refers to the capability of an organization to integrate and reorganize its internal and external resources [1][2][3][4]. By implementing the dynamic capabilities theory, an organization is given the opportunity to create enterprise values such as management innovation, sus- Management and Production Engineering Reviewtainable competitive advantage, and operational performance through dynamic capability. The dynamic capabilities theory is based on the resource-based view [5, 6] and the core competency theory [7,8]. According to the resource-based view, organizational performance is created from the capability and differences in resources an organization holds, which are valuable, rare, imperfectly imitable, and nonsubstitutable [6]. The...

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Section: Supply Chain Dynamic Capabilitiesmentioning

confidence: 99%

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Ju¹,

Park²,

Kim³

2016

Management and Production Engineering Review

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“…For many years researchers have, investigated and explored the theoretical benefits of SCI, but adopting SCI as a common practice has become a great challenge (Frohlich, 2002). Supply chain partners have distinctive objectives that create barriers with regard to SCI.…”

Section: Introductionmentioning

confidence: 99%

The synergistic and complementary effects of supply chain justice and integration practices on supply chain performance: A conceptual framework and research propositions

Ziaullah

Feng

Akhter

2015

SAJEMS

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In recent years, firms have been using their supply chain integration (SCI) as a competitive weapon in the intensive, globalised competitive arena. The contingent perspective in supply chain management maintains that it is necessary to observe the interaction between SCI practices and supply chain justice. A critical issue to be resolved is whether this fit leads to synergistic and complementary effects on supply chain performance. In order to contribute to this research problem, we analysed supply chain justice instances in order to determine the importance of supply chain justice, as well as highlights complementary role in SCI and its influences on supply chain performance. A conceptual framework has been developed and five propositions established to verify the contents of a theoretical study. Accordingly, balancing the adoption of SCI practices and supply chain justice will lead to the generation of greater benefits relative to the effect of both independent driving forces on supply chain performance. Furthermore, the proposed framework has been analysed in order to examine its applicability in the South African context. The study thereby suggests the empirical research guidelines and the paper concludes with a discussion of future research.

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“…Successful companies seem to be, nowadays, those that have carefully linked their internal processes to external suppliers and customers in unique supply chains (Frohlich andWestbrook 2001, Boyer, Frohlich andHult 2004). In this effort towards linking internal processes to external suppliers and customers, the sharing of information among enterprises is absolutely critical.…”

Section: Introductionmentioning

confidence: 99%

Electronic Integration of Supply Chain Operations: Context, Evolution and Practices

Matopoulos¹,

Viachopoulou²,

Manthou³

2009

Supply Chain Management and Knowledge Management

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e‐Integration in the Supply Chain: Barriers and Performance*

Cited by 308 publications

References 44 publications

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

The synergistic and complementary effects of supply chain justice and integration practices on supply chain performance: A conceptual framework and research propositions

Electronic Integration of Supply Chain Operations: Context, Evolution and Practices

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