The effects of e-business processes in supply chain operations: Process component and value creation mechanisms

Zhu, Zhen; Jing, Zhao; Bush, Ashley A.

doi:10.1016/j.ijinfomgt.2019.07.001

Cited by 52 publications

(55 citation statements)

References 87 publications

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“…From the perspective of ROT, SCF can be viewed as orchestration of SC resources and partners, that is, as "the process by which managers make, build, acquire, deploy, and redeploy decisions with respect to" (Pitelis andTeece, 2010, p.1254) SC assets and suppliers in order to produce a timely and appropriate SC response to environmental dynamism. This conceptualization agrees with both Zhu et al (2020), who conceive of SCF as the extent to which a firm can easily and readily orchestrate these linkages throughout its SC, and the case study by Schriber and Löwstedt (2018), who conclude that flexibility is a capability that results from orchestration of different assets.…”

Section: Supply Chain Flexibility: Orchestration Of Sc Resourcessupporting

confidence: 85%

RETRACTED: Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach

Burin

Pérez-Aróstegui

Montes

2020

Journal of Purchasing and Supply Management

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Supply chain flexibility (SCF) has become an important competitive weapon for companies in the current dynamic environment. This paper explores the influence of ambidexterity on supply chain flexibility (SCF) and theorizes the moderating effect of information technology (IT) competence on that relationship. Whereas prior research focuses on the positive results of SCF for business performance, little empirical research has studied its facilitators, leaving the gap this study seeks to fill. We draw on resource orchestration theory to develop our research model. According to this theory, a firm can exploit the full potential of its resources and capabilities only when these are deployed in a complementary manner. This study proposes that ambidexterity impacts SCF positively and that its effect is amplified when the firm possesses IT competence. In order to test our hypotheses we have employed a hierarchical regression methodology and put into service data collected from manufacturing enterprises. The study confirms that ambidexterity, as the ability to explore and exploit SC resources, enables their orchestration, making SC resources flexible, and a high IT competence facilitates that orchestration.

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Section: Supply Chain Flexibility: Orchestration Of Sc Resourcessupporting

confidence: 85%

RETRACTED: Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach

Burin

Pérez-Aróstegui

Montes

2020

Journal of Purchasing and Supply Management

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“…In the context of this study, e-commerce capabilities refer to a firm's ability "to interact with its customers and business partners and conduct businesses over the Internet" (Zhu, 2004). E-commerce capabilities enable firms to share information, increase effective communication, strengthen supply chain integration and accelerate decision-making, thus improving organizational agility and gaining competitive advantage (Kuang, 2011;Zhu et al, 2020). E-commerce capabilities have been regarded as operational capabilities because they derive from e-commerce units of an organization (Benitez et al, 2018).…”

Section: Theoretical Background 21 Dynamic Capability Theorymentioning

confidence: 99%

The impact of e-commerce capabilities on agricultural firms’ performance gains: the mediating role of organizational agility

Lin

Turel

et al. 2020

IMDS

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PurposeThis study aimed to investigate the impact of e-commerce capabilities on agricultural firms’ performance gains through organizational agility.Design/methodology/approachA survey was used to collect data from 280 managers of agricultural firms. The proposed model was tested via structural equation modeling.FindingsThe empirical results indicated that organizational agility plays a mediating role in conveying the positive influences of e-commerce capabilities on agricultural firms’ performance gains. Specifically, managerial, talent and technical capabilities have different effects on market capitalization and operational adjustment agility, with talent capability performing the most important role. Market capitalization and operational adjustment agility have positive impacts on financial and nonfinancial performance gains, respectively.Originality/valueThis study provides a new framework to understand the relationships between e-commerce capabilities, organizational agility and agricultural firms’ performance gains.

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“…Consideration will be given to how the relations between suppliers and buyers are enhanced, retained and controlled, especially in digitalized business environments. As a part of service-based supply chains, e-business processes are currently supporting collaboration activities and generating possibilities for economic payoffs by helping to overcome boundaries in supply chains through the use of organizational resources and capabilities (Xue et al , 2013; Zhang et al , 2016; Zhu et al , 2020). This refers to the management of buyer-supplier relationships and is an important operative process for building tighter relations with central suppliers for the purpose of value creation (Andersen et al , 2019; Autry and Golicic, 2010; Lambert and Schwieterman, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Thus, this study analyzes the connections among capabilities of suppliers, buyer operations and the innovation performance of buyers in service-based supply chains. Scholars have made significant contributions to the growing literature on service-based supply chains, also in the e-business context (Wang et al, 2021;Zhu et al, 2020) For example, Wang et al (2021) explored the role of big data analytics in the coordination of electronic retail service supply chains and Zhu et al (2020) examined process components and value creation mechanisms in e-business supply chain operations. However, studies on servicebased supply chain innovation, especially in the e-business context, are limited.…”

Section: Introductionmentioning

confidence: 99%

“…With an abundance of e-businesses, there is a need to comprehend how buyer-supplier relationships contribute to business value (Zhu et al, 2015). While the focus of studies on supply chains has recently shifted from an operation-oriented to a strategy-oriented one, for example regarding capability leveraging (Shiau et al, 2015;Zhu et al, 2020), there is a need to further understand how organizations should focus and leverage their inter-firm resources and capabilities embedded in e-business processes to generate innovation performance (Zhu et al, 2020). Without an understanding of how business value and innovations can be obtained from e-business processes in service-based supply chains, organizations have limited guidance when implementing e-business processes that promote digital supply chain innovation (Zhu et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Managing supplier capabilities for buyer innovation performancein e-business

Saunila

Ukko

Nasiri

et al. 2021

JGOSS

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Purpose The purpose of this paper is to analyze the connections between the capabilities of suppliers, buyer operations and the innovation performance of buyers in service-based supply chains. In particular, the authors use a construct of supplier capabilities comprising the capabilities needed to produce an online store and divided into capabilities related to the product, capabilities related to service delivery and capabilities related to the buyer-supplier relationship. Design/methodology/approach Data were collected with cross-sectional, random sampling from Finnish companies that have an active online store. A survey was used to collect data on managerial assessments of capabilities of a supplier, the operations of buyers and the innovation performance of buyers. Multiple regressions were used to test the hypotheses. Findings The results reveal that capabilities related to the buyer-supplier relationship are positively connected with the innovation performance of the buyer, but those related to the product and service delivery do not significantly influence the innovation performance of the buyer. The results show that the moderating influence of buyer operations on the relationship between capabilities related to the product and the innovation performance of the buyer is negative. The moderating influence of buyer operations on the relationship between capabilities related to service delivery and the innovation performance of the buyer is positive. Research limitations/implications Forming tight relationships with online store suppliers appears to be a successful way to attain innovation performance for online store operators. Online store operators should not expect supplier capabilities related to online store functionality and characteristics of online store delivery alone to improve their innovation performance. Originality/value Few studies use an e-business operations model to comprehend the role played by supplier capabilities in buyer innovation performance in service-based supply chains. Building on a resource-based view with inter-organizational management and e-business literature streams, the authors focus on three supplier capabilities and buyer operations to investigate their effects in terms of enhancing innovation performance.

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The effects of e-business processes in supply chain operations: Process component and value creation mechanisms

Cited by 52 publications

References 87 publications

RETRACTED: Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach

RETRACTED: Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach

The impact of e-commerce capabilities on agricultural firms’ performance gains: the mediating role of organizational agility

Managing supplier capabilities for buyer innovation performancein e-business

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