The Relational Advantages of Intermediation

Belavina, Elena; Girotra, Karan

doi:10.2139/ssrn.1691991

Cited by 27 publications

(29 citation statements)

References 19 publications

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“…Individual papers may consider structures more complex than Figure 2. Variations include proliferating the number of supply chains or the number of parties in any of the layers in the supply chain, which highlights the effects of competition (Bolandifar et al 2016, Chen et al 2012, Corbett and Karmarkar 2001, Feng and Lu 2012, Grahovac et al 2015, Lin et al 2014) or pooling (Belavina and Girotra 2012, Plambeck and Taylor 2005, Ulku et al 2005, as well as adding layers to the supply chains (Belavina and Girotra 2012, Bolandifar et al 2016, Dong et al 2016, Kayıs et al 2013, Lin et al 2014, Savaskan et al 2004, Wang et al 2014, Yang and Babich 2015.…”

Section: --mentioning

confidence: 99%

A Review of Production and Operations Management Research on Outsourcing in Supply Chains: Implications for the Theory of the Firm

Tsay

Gray

Noh

et al. 2018

Production and Operations Management

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This paper reviews the state of the art in Productions and Operations Management (POM) academic research regarding outsourcing in supply chain contexts. We first acknowledge the “Theory of the Firm” (ToF), the venerable and vast body of thought regarding where the firm draws the boundary between what it performs in‐house and what it outsources. Despite the clear linkage between outsourcing and POM, the ToF literature is most closely associated with the fields of strategy and economics. This disconnect might in part be due to a difference in theoretical lenses and terminology, which we address for the POM audience by providing a ToF tutorial. Our review of publications by the POM community from 2000 to 2016 includes a framework that organizes the in‐scope papers and a structured summary of each work. We partition the research into empirical/conceptual and analytical sub‐literatures, each of which gets its own critical assessment and discussion of open opportunities. Along the way, we articulate the features of the POM lens that distinctively position POM researchers to contribute further to the ToF, a convergence which we hope to encourage through this study. A deeper conversation among strategy, economics, and POM would enrichen the rigor and the relevance of each field.

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Section: --mentioning

confidence: 99%

A Review of Production and Operations Management Research on Outsourcing in Supply Chains: Implications for the Theory of the Firm

Tsay

Gray

Noh

et al. 2018

Production and Operations Management

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“…Operations management theory provides competing recommendations. On one hand, theory recognizes the advantages of sourcing from a small group of suppliers such as reduced unit and fixed costs on account of economies of scale (Cachon and Harker 2002) and cooperative behavior (see Belavina and Girotra 2012). These lead to lower inventory investments.…”

Section: Introductionmentioning

confidence: 99%

Managing Global Sourcing: Inventory Performance

2014

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T he use of global suppliers has increased considerably over the last three decades. Operations management theory establishes that global sourcing requires more units of inventory, but since these units are often procured at a lower cost from global suppliers the capital invested in inventory and the consequent financial burden may increase or decrease with global sourcing. This study provides rigorous firm-level empirical evidence that links the global sourcing practices of public U.S. firms and their inventory investments. We process bill of lading manifests (customs forms) to extract information on over half a million sea shipments from global suppliers to U.S. public firms and link this information with quarterly financial data from the Compustat database. We provide stylized facts on the participation of different firms and sectors in global trade. Using a simultaneous equation model, we find that an increase in global sourcing results in an increase in inventory investment. A 10% shift in sourcing from domestic to global suppliers increases the inventory investment by 8.8% for an average firm in our sample. We also find that increasing the number of suppliers can mitigate this increase in inventory investment: for example, going from single to dual sourcing reduces inventory investment by about 11%. We illustrate the use of our estimates to identify the impact of changing global sourcing strategy on inventory investment and operational performance metrics.

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“…The first value reduces information asymmetries between user groups and the second value reduces the costs of searching and matching. Belavina and Girotra (2012) articulated an additional value: an intermediary can reduce the matching 10 Safronova (2017) reports that Instagram is now a dating platform. By using its Instagram Stories (a collage of photos, memos, comments, etc.…”

Section: Value Created and Captured By Online Platformsmentioning

confidence: 99%

OM Forum—Innovative Online Platforms: Research Opportunities

Chen

Dai

Korpeoglu³

et al. 2020

M&SOM

169

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Economic growth in many countries is increasingly driven by successful startups that operate as online platforms. These success stories have motivated us to define and classify various online platforms according to their business models. This study discusses strategic and operational issues arising from five types of online platforms (resource sharing, matching, crowdsourcing, review, and crowdfunding) and presents some research opportunities for operations management scholars to explore.

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The Relational Advantages of Intermediation

Cited by 27 publications

References 19 publications

A Review of Production and Operations Management Research on Outsourcing in Supply Chains: Implications for the Theory of the Firm

A Review of Production and Operations Management Research on Outsourcing in Supply Chains: Implications for the Theory of the Firm

Managing Global Sourcing: Inventory Performance

OM Forum—Innovative Online Platforms: Research Opportunities

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