Effects of supplier orientation and competitive strategies on ICT firms’ performance

Abstract

Purpose The purpose of this study is to investigate the relationship between supplier orientation, which is Porter's general competitive strategy, and the market and financial performance in the Turkish Information and Communication Technologies (ICTs) sector, taking into account the problems in the supply chain during the pandemic process. Design/methodology/approach This study used a quantitative research design where 550 questionnaires were collected from respondents operating in various ICT companies in Turkey to obtain necessary data to test the hypotheses developed for the study. Mediation effect and path analysis were used to analyze the research data. Smart PLS 3.3 version was used for all the mentioned analyzes. Findings The results of the analysis revealed that supplier orientation was positively and significantly related to financial and market performance. The findings of this study also showed that Porter’s generic competitive strategies have a mediator role in the relations of supplier orientation, financial and market performance. Practical implications These findings contribute to the understanding of the importance of supplier orientation along with competitive strategies to increase market and financial performance in ICT companies, especially during the pandemic process. These findings provide recommendations for researchers, professionals and senior and supply chain managers to apply at their firms. Originality/value This is a study that adequately covers the relationship between supplier orientation, general competitive strategies and market and financial performance in the Turkish ICT sector, taking into account the pandemic process.

Leveraging supplier orientation for innovation: Exploring the impact of supply management innovativeness and innovation partnership

“…Statistical methods offer several advantages, including the provision of objective numerical outcomes, mitigation of subjective bias, assurance of research replicability through transparent data and analysis procedures, facilitation of a comprehensive comprehension of the relationship among research entities, and suitability for validating structural equation models. They accommodate multiple variables that may influence outcomes, thus effectively mitigating external interference and enhancing research credibility (Alhakimi & Mahmoud, 2020; Celikyay et al, 2022; Li et al, 2021). In comparison to qualitative approaches, statistical analyses afford a more precise assessment of variable relationships and are more readily reproducible and corroborated by fellow researchers (Bethea, 2018).…”

“…Maintain communication and ties with suppliers (Celikyay et al, 2022) Supplier-oriented purchasing is described as purchasing practices designed to establish a buying firm as an attractive or preferred customer relative to targeted key suppliers.…”

Market orientation dynamic capability – a catalyst for purchasers’ core competencies to achieve innovative performance during supplier collaboration

“…In this second stream of literature, there are articles which study suppliers’ competencies (such as technical and organizational experiential diversity) and its impact on innovation adoption by client firms (Weigelt and Sarkar, 2009) or articles which focus competencies such as inter-organizational communication (Paulraj et al , 2008) or the development of internal collaborative process competence (Whipple et al , 2015) and their impact on performance outcome. Moreover, Patrucco et al (2017), Astuti et al (2022) and Celikyay et al (2023) have investigated the effect of a purchaser’s capabilities on firm performance. However, studies are lacking in exploring the impact of the pairing of purchaser’s competencies and capabilities on their performance (Brandon‐Jones et al , 2014).…”

“…There are a few studies like Cavinato (1987), Merminod (2005) and Muller (2000) which have enlisted the necessary purchaser competencies, and others such as Čirjevskis (2017) and Ali and Matsuno (2018) have focused on studying capabilities. Moreover, Patrucco et al (2017), Astuti et al (2022) and Celikyay et al (2023) have investigated the effect of a purchaser’s capabilities on firm performance. However, studies are lacking in exploring the impact of the pairing of purchaser’s competencies and capabilities on its performance (Brandon‐Jones et al , 2014).…”