Improving supply chain relations: an empirical case study

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

doi:10.1108/13598540210438980

Cited by 63 publications

(50 citation statements)

References 30 publications

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“…Co-operative strategic objectives Wagner et al (2002) identify that cooperation between firms can only be achieved if partnering objectives are aligned with the strategic objectives of the organisations involved. This is also implied in Rebernick and Bradac's (2006) findings that an acknowledgement of interdependence and a long-term strategic interest to cooperate is critical to the success of outsourcing.…”

Section: Co-designmentioning

confidence: 99%

Trading interactions: supplier empathy, consensus and bias

Brandon‐Jones

Ramsay²,

Wagner³

2010

Int Jrnl of Op & Prod Mnagemnt

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Alistair Brandon-Jones is a lecturer in operations and supply management at Bath University and a visiting lecturer at Warwick Medical School. Previously, he was a teaching fellow at Warwick University and a visiting lecturer at the University of San Diego. Alistair's main research considers how procurement functions can change the way they operate to meet the needs of their internal customers. Finally, the extent to which social acceptability bias may mask attitudes in areas where consensus exists is considered.Design / Methodology / Approach -An empirical study utilising survey data from members of the Chartered Institute of Purchasing and Supply in the UK was completed. A total, 421 useable responses were received and analysed to evaluate hypotheses. The design also included efforts to identify the presence and minimise the effects of social acceptability bias. Findings -The analysis indicates that the partial consensus surrounding the relational exchange approachis not shared by all practitioners. In addition, it was found that the level of supplier empathy exhibited by respondents is significantly influenced by supplier-dependence aversion, innovation focus, extent of codesign activity, existence of explicit partnership / cooperation objectives, and support for long-term trading relationships. The findings also indicate that buyers, regardless of business size, who display high levels of supplier empathy also report a reduced incidence of supplier problems. Finally, the presence of social acceptability bias was detected, thus suggesting that where present, respondents' negative attitudes towards the cooperative buyer-supplier relationships may actually have been under-reported.Research limitations / implications -The study highlights the need for academics to be aware of the possible distorting effects of subject consensus, and research designs should seek to minimise the effects of social acceptability bias. The analysis also suggests that organisations wishing to embrace a cooperative trading culture may benefit from training to increase levels of supplier empathy.Originality / value -The paper presents evidence that despite a significant but partial co-operation consensus in the academic literature, many large company practitioners appear unconvinced of the benefits of cooperation. Most analyses of buyer attitudes and behaviours are conducted by Marketing researchers seeking to assist organisations-as-suppliers. This research is intended to help companies improve their performance as buyers. The paper also includes a rare attempt to identify and deal with the effects of social acceptability bias in the Operations and Supply Management field.

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Section: Co-designmentioning

confidence: 99%

Trading interactions: supplier empathy, consensus and bias

Brandon‐Jones

Ramsay²,

Wagner³

2010

Int Jrnl of Op & Prod Mnagemnt

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show abstract

“…Finally, another group of authors base their work on the long-term orientation of the relationship (Ganesan, 1994;Johnson, 1999). -The supply-chain management literature focuses on the management of satisfactory relationships with the right suppliers (Fynes, Voss, & Burca, 2005;Handfield & Betchel, 2002;Kwon & Sush, 2005;Wagner, Macbeth, & Boddy, 2002), in order to assure the correct flow of materials that firms need (Rao, Phillips, & Jonhson, 2006). The objective is for the firm to be able to develop competitive advantages in its supply function over its rivals (Briscoe et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Influence of the standardization of a firm's productive process on the long-term orientation of its supply relationships: An empirical study

Polo‐Redondo¹,

Cambra‐Fierro²

2008

Industrial Marketing Management

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“…Mechanisms for facilitating this integration include the participation of suppliers in design, procurement, and production, as well using ordering systems and information technology to exchange information (Dyer, 1996). The development of a strategic partnership approach is fundamental to the success of supplier integration efforts (Wagner, MacBeth and Boddy, 2002), with integrating suppliers into a well-managed supply chain having a lasting effect on the competitiveness of the entire supply chain (Choi and Hartley, 1996).…”

Section: Supplier Integrationmentioning

confidence: 99%