The influences of suppliers on buyer market competitiveness: an opportunism perspective

Yen, Yu Xiang; Hung, Shiu Wan

doi:10.1108/jbim-08-2015-0151

Cited by 36 publications

(40 citation statements)

References 93 publications

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“…As a result, extensive supply chain research has investigated the key role of supply chain management in improving organizational performance, and more specifically, the effect of supply chain integration and supply chain capabilities in facilitating organizational performance. Some researchers have linked these constructs to financial performance (Flynn et al , 2010; Frohlich and Westbrook, 2001; Huo, 2012; Rosenzweig et al , 2003), and others have linked them to market-based measures (Yen and Hung, 2017; Zhao et al , 2008). Supply chain management scholars usually view and measure organizational performance as being composed of operational and competitive performance dimensions (Fawcett et al , 2007) and have investigated the critical role of supply chain integration in enhancing organizational performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Role of compatibility and supply chain process integration in facilitating supply chain capabilities and organizational performance

Rajaguru

Matanda

2019

SCM

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Purpose This study aims to investigate how compatibility between supply chain partners’ technological systems, as well as cultural and operational values, enhance supply chain process integration. Additionally, the paper examines whether supply chain capabilities mediate the relationship between supply chain process integration and organizational performance. The contradictory findings on the relationship between supply chain process integration and organizational performance in prior research point to the need for investigating the possibility of supply chain capabilities having a mediating effect on the link between the two factors. Design/methodology/approach The study used survey data from 302 managers and executives responsible for supply chain functions in food and hardware retailing businesses in Australia. Structural equation modeling (SEM) was used to test the proposed hypotheses, and then Zhao et al.’s (2010) procedure was used to test for mediation effects. Findings The results indicate that technical, operational and cultural compatibility facilitates supply chain process integration. In support of dynamic capabilities theory, the study reveals the importance of integrating resources among supply chain partners to achieve supply chain capabilities, operational and competitive performance. Additionally, the current study found supply chain capabilities to play a mediating role on the relationships between supply chain process integration and organizational performance. Originality/value The paper contributes to supply chain management literature by identifying technical, operational and cultural compatibility as antecedents to supply chain process integration. By revealing the mediating role of supply chain capabilities, the paper highlights how supply chain process integration enhance operational and competitive performance.

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Section: Literature Reviewmentioning

confidence: 99%

Role of compatibility and supply chain process integration in facilitating supply chain capabilities and organizational performance

Rajaguru

Matanda

2019

SCM

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“…In addition to the technical capabilities, the management capabilities of the supplier are another important factor that must be taken into account while deciding the portfolio of criteria for supplier selection. The management capabilities of the supplier, including the commitment to make continuous improvement in the quality of products and processes (Rajala, 2018), commitment to work in a transparent environment (Luu et al , 2018), commitment towards delivering value (Chen et al , 2017), commitment to learn new skills and develop new capabilities (Sinkovics et al , 2018) and commitment to show a high level of professionalism can complement the capabilities of the organizations to stay relevant in today’s turbulent business environment (Yen and Hung, 2017).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Linking supplier selection and management strategies with mass customization capability

Ullah

Narain

2020

JBIM

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Purpose Owing to the paucity of literature, in the specific context of mass customization (MC), that explains what factors need to be considered while selecting suppliers and what strategies need to be implemented for effective management of suppliers, this paper aims to explore the effective supplier selection and management strategies and also investigate their impact on the development of mass customization capability (MCC). Design/methodology/approach Through an extensive review of literature, a total of 18 factors for supplier selection and management have been identified. Further, using multiple regression analysis, the linkages between these factors and MCCs have been examined based on the data set from the survey of Indian manufacturing organizations. Findings The results indicate that while concentrating on the responsive and reconfiguration capability, all the five measures of supplier selection and the four measures of supplier management have shown a significant influence. However, in the case of relational capability, only two of the supplier selection strategies and three of the supplier management strategies have shown a notable impact. Practical implications The study provides help to the firms in deciding whom to select and how to manage the suppliers in the course of improving their MCCs. The study has shown the possibility that different types of MCCs might require different approaches to both the supplier selection and management. Originality/value To the best of the authors’ knowledge, this study happens to be the first of its kind that investigates the interconnectedness among the supplier selection and management strategies and MCCs.

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“…However, the samples through which much of the evidence supporting this view of main alliance motives were collected involved firms that were competing in relatively stable environments (Li et al , 2013). In recent years, some empirical studies show that sharing resources, costs and risks does not make much strategic sense in hostile environments because it incurs high transaction costs, such as high opportunism and low resource complementarities between partners (Luo, 2007; Yen and Hung, 2017). The contradiction raises an important question: why do firms need strategic alliances in hostile environments if they do not intend to share resources, costs and risks?…”

Section: Introductionmentioning

confidence: 99%

Environmental turmoil and firms’ core structure dynamism: the moderating role of strategic alliances

Xue

Gao

Qian

et al. 2019

JBIM

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Purpose Much of the extant evidence in the marketing literature posits that firms use strategic alliances to share resources, costs and risks as paths to performance improvements. Drawing from the organizational ecology theory, this study aims to propose a different rationale, namely, that strategic alliances protect a firm’s core structure – its stated goals, authority structure, core technologies and marketing strategies – by mitigating the need for hazardous changes in hostile environments. Design/methodology/approach This study collected quantitative data using market survey and analyzed the data with the regression method. Findings Using Chinese firms in three technology industries as the research setting, this research finds a positive and significant relationship between environmental hostility and core structure dynamism. Although strategic alliances themselves have no direct bearing on core structure dynamism, they are found to moderate this relationship negatively, that is, strategic alliances attenuate the relationship between environmental hostility and structural changes. Research limitations/implications This paper argues that strategic alliances have significant moderating effects on firm performance, that is, firms use strategic alliances to outsource competence to partners and, thus, avoid internal turmoil. However, the moderating effect alone cannot explain the complexity of strategic alliances. There could exist other effects that remain unknown. In addition, individual-level factors could have significant impacts on strategic alliance management. Future studies should look into these issues to advance the authors’ knowledge on strategic alliances. Practical implications The findings of this study show that managers should outsource competence to partners when they experience turmoil in markets. Adapting to market turmoil internally could lead to market failure. Originality/value This study provides a new rationale for strategic alliances, that is, firms use strategic alliances to reduce market uncertainty. This rationale has not been reported in the existing literature.

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The influences of suppliers on buyer market competitiveness: an opportunism perspective

Cited by 36 publications

References 93 publications

Role of compatibility and supply chain process integration in facilitating supply chain capabilities and organizational performance

Role of compatibility and supply chain process integration in facilitating supply chain capabilities and organizational performance

Linking supplier selection and management strategies with mass customization capability

Environmental turmoil and firms’ core structure dynamism: the moderating role of strategic alliances

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