The impact of information sharing on supply chain learning and flexibility performance

Abstract

Despite the importance of supply chain learning for competitiveness, little is known about how to enable such learning. This study empirically investigates the impact of information sharing on different types of supply chain learning (internal, supplier, and customer learning) and their influences on flexibility performance. Grounded in absorptive capacity theory, we use structural equation modelling to test the conceptual model based on data collected from 213 manufacturing firms in China. We find that supplier and customer learning improve internal learning. Further, our findings indicate that information sharing improves all three dimensions of supply chain learning. We also find that internal and customer learning have direct influences on flexibility performance, whereas internal learning mediates the relationship between supplier learning and flexibility performance. Moreover, information sharing moderates the relationship between supplier learning and flexibility performance. Our findings contribute to the literature and offer a new framework to understand the relationship between information sharing, supply chain learning and flexibility performance. The findings also furnish managers to seek competitive advantage through information sharing and supply chain learning.

Competitive advantage in SMEs: effect of supply chain management practices, logistics capabilities and logistics integration in a developing country

“…Furthermore, Jie et al (2013) confirmed the existence of a strong relationship between supply chain practices and competitive advantage. Finally, recent studies have emphasised that SCM practices such as buyer-supplier relationships (Afraz et al, 2021), information sharing (Huo et al, 2021) and customer relationship management (Migdadi, 2021) influence different facets of competitive advantage. This leads to the hypothesis that: H1.…”

“…Logistics integration is also positively related to competitive advantage in the form of dimensions such as quality, delivery flexibility and cost (Prajogo and Olhager, 2012;Chinomona and Pooe, 2013). In addition, SCM practices are also positively related to competitive advantage (Jie et al, 2013;Afraz et al, 2021;Huo et al, 2021;Migdadi, 2021). For example, Mellat-Parast and Spillan (2014) found that supply chain strategies influence logistics integration, which in turn significantly influences firms' competitive positions.…”

“…studies have emphasised that SCM practices such as buyer-supplier relationships (Afraz et al, 2021), information sharing (Huo et al, 2021) and customer relationship management (Migdadi, 2021) influence different dimensions of SCM practices. In this study, it is noticeable that the postponement dimension had the lowest contribution to SCM practices compared to other dimensions as it accounted for the lowest variation.…”

The impact of cross-functional coordination on customer coordination and operational performance: an information processing view

“…To check whether there were problems of nonresponse bias, we compared the early and late responses to questions including total sales, industry types, ownership, and whether or not firms were listed via t -test statistics (Armstrong and Overton, 1977; Huo et al , 2021). Nonsignificant results indicate no salient differences between answers to these questions that were collected at early and later time points; thus, the risk of nonresponse bias was minimized.…”

Impact of quality decisions on information sharing with supplier encroachment

“…Extant studies focused on the impact of information sharing (see, e.g., Lee et al, 2000;Niraj and Narasimhan, 2004;Ray et al, 2005;Iyer et al, 2007;Lei et al, 2020;Huo et al, 2020;Wang et al, 2021). Guo (2008) showed that the retailer would not share demand information with her supplier because of the double marginalization effect of information sharing.…”