How does information sharing affect first-tier suppliers’ flexibility? Evidence from the automotive industry in Sweden

Dwaikat, Nidal Yousef; Money, Arthur; Behashti, Hooshang M.; Salehi‐Sangari, Esmail

doi:10.1080/09537287.2017.1420261

Cited by 38 publications

(40 citation statements)

References 63 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We used partial least squares (PLS) technique for data analysis (Akter, Fosso Wamba, and Dewan 2017;Dwaikat et al 2018;Pavlov et al 2017;Peng and Lai 2012). The traditional PLS SEM methods are composite based and not factor based (see Kock 2017).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

Altay

Gunasekaran

Dubey

et al. 2018

Production Planning & Control

287

250

View full text Add to dashboard Cite

This study examines the effects of supply chain agility (SCAG) and supply chain resilience (SCRES) on performance under the moderating effect of organizational culture. We have used the dynamic capability view (DCV) to conceptualize our theoretical models for different phases of humanitarian supply chain (HSC) (pre and post-disaster phases). We used partial least squares (PLS) to examine the proposed research hypotheses using 335 responses gathered from organizations in India using questionnaires designed for a single respondent. The results suggest that SCAG and SCRES are two important dynamic capabilities of supply chain, have significant effects on pre-disaster performance (PRE-DP). The control orientation does not have significant effect on the path joining SCAG and PRE-DP. However, the control orientation has a significant interaction effect on the path joining SCRES and PRE-DP. Similarly, SCRES has significant effect on post-disaster performance (POST-DP) but SCAG has no significant effect on POST-DP. In contrast, the flexible orientation has significant moderation effects on the paths SCAG/SCRES and POST-DP. These findings contribute to our understanding of the differential effect of SCAG/SCRES on supply chain performance in different contexts. The results provide further understanding to develop appropriate strategies for different phases. Finally, limitations of our study and future research are presented.

show abstract

Section: Data Analysis and Resultsmentioning

confidence: 99%

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

Altay

Gunasekaran

Dubey

et al. 2018

Production Planning & Control

287

250

View full text Add to dashboard Cite

show abstract

“…Gable (2005) explains that consulting firms attempt to provide the most efficient implementation experience possible for their clients by helping them to retain sufficient ERP knowledge. Thereby, the retained knowledge can be used not only during implementation but also in future roll outs and major upgrades (Sedera and Gable 2010;Villa and Taurino 2017;Dwaikat et al 2018).…”

Section: Knowledge Retention (K-retention) Phasementioning

confidence: 99%

Knowledge retention in ERP implementations: the context of UK SMEs

Jayawickrama

Liu

Smith

et al. 2019

Production Planning & Control

View full text Add to dashboard Cite

Knowledge retention (k-retention) is vital for various enterprise resource planning (ERP) implementations in Small and Medium-sized Enterprises (SMEs), though it is a highly demanding and challenging task. The aim of this paper is to investigate different types of approaches to k-retention and factors influencing k-retention in SMEs. Our study adopts a grounded theory approach with cases based on 12 ERP implementations in UK SMEs. We analyse our data using thematic analysis. The findings reveal specific elements that support the k-retention of ERP package knowledge and business process knowledge. These elements are; k-retention tools, documentation, human capital, and the understanding of k-retention challenges. In addition to insights from these aspects, our study reveals two additional factors (project management and organisational culture) that influence ERP package k-retention and business process k-retention. Based on these findings, we develop an ERP k-retention (EKR) framework that can be utilised by SMEs which are considering implementing ERP systems, to facilitate knowledge retention during implementation.

show abstract

“…Delivery reliability, the ability to meet the delivery schedules, is a key indicator [37]. The transport mode should also be considered in that fast modes allow quick delivery, granting flexible delivery schedules [38].…”

Section: A Supplier Flexibilitymentioning

confidence: 99%

“…C31 technique and technology [39], [40] C32 research and development [40], [41] C33 dynamism of input technology [40], [42] C34 manufacturing system [35] Delivery flexibility (C4) C41 delivery reliability [37] C42 transport mode [38] B. Power in supply chains…”

Section: Product Flexibility (C3)mentioning

confidence: 99%

Assessing Suppliers for Complex Products From the Perspective of Power

Liu

Eckert

Earl

2022

IEEE Trans. Eng. Manage.

View full text Add to dashboard Cite

Innovation steps in complex products often go hand in hand with the selection of suppliers. The suppliers are involved in the development of innovative elements of products, supplementing the capabilities of companies. Strategic relationships are established with these suppliers, where the companies need them to be flexible and willing to adapt to changing demands. Flexibility is usually evaluated against a variety of indicators. However, a high score on flexibility does not guarantee cooperative suppliers. Companies also require power to get a supplier to be flexible. They need suppliers who are malleable to their changing needs that are an inevitable part of design processes. The empirical study at a leading European engine company reported in this paper shows that the relative power between companies and suppliers influences the responsiveness of suppliers to requests. This paper analyses malleability as a combination of flexibility and relative power. It unpacks power and flexibility into sets of measurable indicators and proposes a tool which assesses both the relative power between buyer and supplier and the supplier's flexibility, to provide a malleability index, which indicates to what extent a supplier is suitable to work with. Index Terms-Decision making, malleability index, flexibility, power, product innovation and development, TOPSIS Managerial Relevance Statement-Companies require suppliers who are able and willing to respond to the changing needs of companies during the innovation processes. This is not only a matter of the flexibility of suppliers, but also of the relative power of companies to make suppliers flexible. The malleability index proposed in this paper offers managers a convenient way to assure that the selected suppliers are not only technically competent and cost effective, but also willing to be flexible in a way to suit the needs of the companies to enable innovation. This paper also contributes a decision tool for industry, which assesses the malleability of suppliers. It follows a simple logic to weight up different indicators and compare the indicators against a best and a worst case scenarios. The tool also helps different decision makers to reach a consensus about the weights of the indicator and the performance of the suppliers against each indicator, thereby it allows the decision makers to reflect over their priorities.

show abstract

How does information sharing affect first-tier suppliers’ flexibility? Evidence from the automotive industry in Sweden

Cited by 38 publications

References 63 publications

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

Knowledge retention in ERP implementations: the context of UK SMEs

Assessing Suppliers for Complex Products From the Perspective of Power

Contact Info

Product

Resources

About