Exploring the governance mechanisms of quasi-integration in buyer–supplier relationships

Cai, Shaohan; Yang, Zhilin; Hu, Zuohao

doi:10.1016/j.jbusres.2008.02.004

Cited by 85 publications

(84 citation statements)

References 48 publications

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“…As pesquisas sobre governança nesta perspectiva de eficácia da "whole network", vêm abordando os modos básicos de governança que as redes podem adotar a partir dos pressupostos de Provan e Kenis (2007), bem como os mecanismos de governança utilizados em redes e relações interorganizacionais de diversos formatos (ALBERS, 2005(ALBERS, , 2010CAI;YANG;HU, 2009;CHELARIU;SANGTANI, 2009;HERNÁNDEZ-ESPALLARDO;ARCAS-LARIO, 2003;MOHR;SENGUPTA, 2002;WATHNE;HEIDE, 2000HEIDE, , 2004. Os modos e mecanismos de governança são sumarizados nas duas próximas seções e servem de base para a pesquisa empírica apresentada na sequência.…”

Section: Governança E Eficácia De Redes Interorganizacionaisunclassified

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

2017

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Descrever os mecanismos de governança utilizados em redes de cooperação que geram distintos níveis de eficácia. Originalidade: a governança de redes interorganizacionais tem recebido crescente atenção do meio acadêmico, mas sua influência na eficácia das iniciativas de cooperação permanece pouco conhecida. O estudo contribui para a teoria sobre governança de redes e gera indicativos aos gestores sobre como organizar a governança. Aspectos metodológicos: de uma amostra de 50 redes de cooperação estabelecidas no sul do Brasil, foram selecionadas as cinco que proporcionaram os mais altos níveis de eficácia, bem como as cinco que proporcionaram os menores níveis de eficácia. A coleta de dados ocorreu por meio de entrevistas em profundidade com três representantes de cada rede, totalizando 30 entrevistas. Resultados: há diferenças significativas na governança dos dois grupos. Redes com níveis mais altos de eficácia adotam um modelo de governança por Organização Administrativa da Rede, com maior centralização das decisões, maior nível de formalização de processos e equipes especializadas. Redes com menores níveis de eficácia mantêm um modo de Governança Compartilhada, em que as decisões são pouco centralizadas, com baixo nível de formalização de processos e limitada especialização. Conclusões: A pesquisa contribui para a compreensão da influência que os modos e mecanismos de governança têm na eficácia de redes de cooperação. Como implicações gerenciais aponta os mecanismos de governança que podem potencializar as iniciativas de cooperação em rede.

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Section: Governança E Eficácia De Redes Interorganizacionaisunclassified

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

2017

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“…Finally, this pathway reflects a way forward in building and establishing strategic vertical value or net(work)s, or quasi-integrated channels (Cai, Yang, and Hu 2009), and thus enhancing the competitiveness of network firms (Möller, Rajala, and Svahn 2005). to maximise performance and competitiveness in markets.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…However, the literature still lacks insights as to which resources and capabilities in individual firms directly drive and indirectly leverage their internal and external integration of supply-chain-specific business processes with suppliers and customers, creating value and improving the total performance of the chain. This individual firm level of integration or implementation is what we refer to as the degree of SCM implementation, or the execution of SCM (Faria and Wensley 2002;Cai, Yang, and Hu 2009;Kotzab et al 2011;Baraldi, Gressetvold, and Harrison 2012;Gadde, Hjelmgren, and Skarp 2012). This understanding is different from what other streams of literature call SCM integration, which refers to the integration of SCM software with other IT/ERP systems (e.g.…”

Section: Introductionmentioning

confidence: 98%

“…Such quasi-integrated channels (Cai, Yang, and Hu 2009) span from raw material suppliers to the final customer (Frohlich and Westbrook 2001;Heikkilä 2002). The role of supply chain managers is to install and execute a set of inter-organisational business processes to add customer value and optimise the whole entity instead of single parts of it (Cooper and Ellram 1993;Cooper, Lambert, and Pagh 1997;Heikkilä 2002).…”

Section: Introductionmentioning

confidence: 99%

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Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

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“…Prior studies have suggested that GM influences inter-organisational relationships and the overall performances of SC (Ballou et al, 2008;Zhang et al, 2012;Bellouma et al, 2009). According to Huang et al (2014) and Cai et al (2009), GMs in SCs, which draw insights from the logic of transaction cost economics (Huang et al 2014), could be seen in two basic forms: formal control and social control. Social GM, (also relational control) (Huang et al, 2014;Cai et al, 2009), broadly refers to trust-based approach to governance (Martinez & Jarillo, 1989;Dyer & Singh, 1998) adopted to govern buyer-supplier relationship by creating social environment (Luo, 2007) for shared decision making (Saxton, 1997).…”

Section: Introductionmentioning

confidence: 99%

The Influence of Governance Mechanism on Supply Chain Performance in Developing Economies: Insights from Ghana

Anin¹,

Essuman²,

Sarpong³

2016

IJBM

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Drawing on the Transaction Cost Economics (TCE) and taking the perspective of a developing economy, the study examined the impacts of governance mechanisms (GM-formal control and social control) on supply chain (SC) performance (operational efficiency and service & market performance). Data were collected using questionnaires from 152 firms operating in the most industrialized regions of Ghana. Structural equation modelling technique (using LISREL 8.5) was employed in estimating the study's model. The study finds significant positive associations between formal control and operational efficiency; and between social control and service & market performance. The study also finds that within the research context, social control is antecedent of (adherence to) formal control; and that the effect of social control on operational efficiency is fully channelled via formal control. These findings imply that firms' ability to institute and implement GMs would present them opportunities to enhance the performance of their SCs. Theoretically, the results suggest the potential mediating role of formal control in the link between social control and SC performance; which means that having in place formal controls is necessary for firms in this part of the world (who mostly rely on social control) to better experience benefits arising out of social relationships.

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Exploring the governance mechanisms of quasi-integration in buyer–supplier relationships

Cited by 85 publications

References 48 publications

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

Supply chain management resources, capabilities and execution

The Influence of Governance Mechanism on Supply Chain Performance in Developing Economies: Insights from Ghana

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