Implementing Collaboration Between Organizations: An Empirical Study Of Supply Chain Partnering

Boddy, David; Macbeth, Douglas K.; Wagner, Beverly

doi:10.1111/1467-6486.00214

Cited by 229 publications

(180 citation statements)

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“…These findings support partly the conclusions from Boddy et al (2000) and Mason and Leek (2008). However, the notions of Mentzer et al (2001) or Lambert (2004) can be confirmed with respect to the importance of setting up the internal organizational conditions first, before entering into a supply chain partnership.…”

Section: Discussionsupporting

confidence: 74%

Improving the execution of supply chain management in organizations

Teller

Kotzab

Grant

2012

International Journal of Production Economics

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The aim of this paper is to identify areas for improving the level of supply chain management (SCM) execution. A conceptual model was developed that proposes internal and joint SCM conditions and the adoption of SCM processes as the main antecedents of SCM execution.Based on a survey of 174 senior managers representing large organizations structural equation modelling was conducted followed by a three-step importance-performance analysis. The results show that internal SCM conditions, specifically information technology and human resources, are the major drivers for improving the total level of SCM execution. Keywords Improving the Execution of Supply Chain Management in Organizations AbstractThe aim of this paper is to identify areas for improving the level of supply chain management (SCM) execution. A conceptual model was developed that proposes internal and joint SCM conditions and the adoption of SCM processes as the main antecedents of SCM execution.Based on a survey of 174 senior managers representing large organizations structural equation modelling was conducted followed by a three-step importance-performance analysis. The results show that internal SCM conditions, specifically information technology and human resources, are the major drivers for improving the total level of SCM execution.

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Section: Discussionsupporting

confidence: 74%

Improving the execution of supply chain management in organizations

Teller

Kotzab

Grant

2012

International Journal of Production Economics

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“…Ultimately, SCM-related processes impact on (4) the execution of SCM. This 'association hierarchy' pathway clearly confirms and adds to Boddy, Macbeth, and Wagner's (2000) notions on the drivers of supply chain partnering. This hierarchy is also in line with Grant's (1991) resource-based view on vertical inter-organisational networks, in suggesting that resources support the development of capabilities that then result in the development and maintenance of competitive advantage.…”

Section: Theoretical Implicationssupporting

confidence: 68%

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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“…A 'systematic approach' to development (Christopher & Juttner, 2000); recognition of the need to actively manage multiple actors' interests (Boddy et al, 1998) and equitable benefit sharing (Cox, 2001) have all been proposed as means of improving the likelihood of a successful outcome. Alternative interaction models (Boddy, Macbeth, & Wagner, 2000) and research by the IMP group (Ford, 1990;Gadde & Hakansson, 2001;Hakansson, Henjesand, & Waluszewski, 2004;Hakansson & Snehota, 1995) provide multi-faceted approaches with which to posit potential and explore actual interaction effects. Our research study contributes to and extends these endeavours.…”

Section: The Organizational Buyer-behaviour and Collaborative Partnermentioning

confidence: 99%

Buyer–supplier collaborative relationships: Beyond the normative accounts

Emberson

Storey

2006

Journal of Purchasing and Supply Management

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This paper presents a critique of the normative, buyer-supplier literature and in addition suggests that the more empirically-based literature needs to expand its scope of attention beyond its traditional confines of attention. Four main deficiencies are identified within much of the existing buyer-supplier literature. Firstly, collaborative buyer-supplier theories fail to discriminate sufficiently between individual and firmlevel buyer-supplier decision-making. Secondly, the stage models of relationship development are challenged. Thirdly, the interdependencies between buyer-supplier relations and other, competing organizational priorities are highlighted. Fourthly, we question the monolithic constructs of organizational 'commitment' and 'trust' underpinning much existing relationship-marketing literature.Examples are presented of collaborative buyer-supplier practice drawn from multisector case study research of customer-responsive supply chains. We argue that, even in exemplary circumstances, collaborative relationship practices are susceptible to failure due to wider organizational and behavioural issues. 2We conclude that researchers and management practitioners' need to pay more attention to these issues if sustainable benefits derived from advances in buyer-supplier understanding are to be realised.

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Implementing Collaboration Between Organizations: An Empirical Study Of Supply Chain Partnering

Cited by 229 publications

References 0 publications

Improving the execution of supply chain management in organizations

Improving the execution of supply chain management in organizations

Supply chain management resources, capabilities and execution

Buyer–supplier collaborative relationships: Beyond the normative accounts

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