The Stock Price Reaction to Supply Chain Management Advertisements and Company Value

Filbeck, Greg; Gorman, Raymond F.; Greenlee, Timothy B.; Speh, Thomas W.

doi:10.1002/j.2158-1592.2005.tb00199.x

Cited by 23 publications

(15 citation statements)

References 18 publications

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“…If managers want to capture the attention of “C” level (CEO, COO, CFO) executives, they should demonstrate the contribution of supply chain management initiatives to the company's profitability (Filbeck et al. ). Differences in perceptions of the profit impact of the relationships with customers or suppliers can be detrimental to the successful implementation of supply chain management (Lambert and Pohlen ).…”

Section: Introductionmentioning

confidence: 99%

“…Most metrics used to measure supply chain management performance are actually measurements of functional performance and do not provide information about how specific management decisions contribute to the profitability of the firms involved in the supply chain (Lambert and Pohlen 2001). If managers want to capture the attention of "C" level (CEO, COO, CFO) executives, they should demonstrate the contribution of supply chain management initiatives to the company's profitability (Filbeck et al 2005). Differences in perceptions of the profit impact of the relationships with customers or suppliers can be detrimental to the successful implementation of supply chain management (Lambert and Pohlen 2001).…”

Section: Introductionmentioning

confidence: 99%

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Measuring the Financial Benefits of Cross‐Functional Integration Influences Management's Behavior

Enz

Lambert

2014

J of Business Logistics

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While many have suggested that cross‐functional, cross‐firm integration is beneficial, functional managers will have competing priorities and thus different perceptions of its benefits. Performance measurements tend to reward functional behaviors and are often in conflict across functions. Since senior management is held responsible for financial results, the benefits of cross‐functional integration should be measured in financial terms. The supply chain management literature provides little insight about the behavioral changes that can result when managers are provided with financial measures of the value created with customers and suppliers. Using a case study approach, the authors measured value in perceptual and financial terms using pairs of buyer–supplier relationships. In each pair of relationships, one involved cross‐functional teams and the other did not. Managers perceived that the relationships with cross‐functional involvement were more profitable. However, it was not until managers received financial measures showing the impact of joint initiatives on the profitability of each pair of relationships that their behaviors changed with regard to the implementation of cross‐functional relationships with key customers and suppliers. We developed a conceptual model comprised of five theoretical propositions that characterize the role of financial measurements as an enabler of cross‐functional integration and value co‐creation.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Measuring the Financial Benefits of Cross‐Functional Integration Influences Management's Behavior

Enz

Lambert

2014

J of Business Logistics

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“…Through supply chain management, suppliers, customers, and third-party providers share information in an effort to make the channel more efficient and thus competitive (Ellram and Cooper, 1990). Supply chain management tools are the means by which the organization pursues the integration requirements of supply chain management and the adoption of supply chain management-enhancing tools have a positive impact on firm value and investors (Filbeck et al, 2005). Even firms engaging in minimum levels of supply chain management realize the importance of exchanging quality information at superior speeds with channel members (Fawcett and Magnan 2002).…”

Section: Introductionmentioning

confidence: 99%

Exploring the use of 25 leading business practices in transitioning market supply chains

Dabić

Potočan

Nedelko

et al. 2013

International Journal of Physical Distribution &Amp; Logistics Management

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Structured Abstract:Purpose -In the global economy, managers of organizations are constantly innovating with their use of available supply chain management tools. Some tools, like strategic planning and customer segmentation, have gained strong global acceptance while others are less universal. In this study, we focus our contribution on the organizational factors that predict firm usage of supply chain management tools in two Eastern Europe countries, Slovenia and Croatia, while also comparing them to the global use of similar management tools.Design/methodology/approach -This research provides an empirical analysis of supply chain management tool usage from a survey of 155 firms in Slovenia and 185 firms in Croatia while also comparing these findings to results from a global Bain & Company survey.Findings -The 25 most commonly used supply chain management tools in our Eastern European survey were found to be relatively similar to those used across Europe and North America. However, further analysis of five selected tools reveals important differences. Evidence is found to support that particular organizational factors have a significant influence on supply chain management tool usage, of specific importance is the education level of the organization manager.Research limitations/implications -The research study is limited to the research question, selective literature review, and survey sample from Eastern Europe.Practical implications -As firms assess their supply chain management tool usage, the findings presented here might serve as a guide to improve their understanding of why organization managers employ particular tools more consistently than others.Originality/value -The findings are useful for business practice in understanding the influences of organizational factors on supply chain management tool usage. Also, the research is original as previous management literature has not provided a similar approach to researching management tools and their usage.

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“…Thus, in most cases researchers have used daily announcement period. However, in some cases (e.g., Filbeck et al, 2005) weekly announcement periods have been used.…”

Section: Identification Of Events Of Interest: Information Systems Anmentioning

confidence: 99%

Event study methodologies in information systems research

Konchitchki

O’Leary

2011

International Journal of Accounting Information Systems

144

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Event studies are based on the theoretical framework of efficient capital markets and the notion that security prices include all information available to the market. As a result, announcements made by firms provide to market participants information that can be impounded into the market price. This paper investigates the use of event studies in information systems and accounting information systems research using a three-pronged approach. First, this paper provides a comprehensive survey of research that uses event study methodologies, where the events are announcements made by firms about issues related to information systems, e.g., announcements of the adoption of enterprise resource planning systems and of the effect of security breaches in firms' information systems. Second, this paper summarizes event study methodologies used in prior research, along with some of the key parameters and concerns associated with their implementation. Third, this paper provides remarks on key event study modeling issues, and it offers recommendations to researchers.

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The Stock Price Reaction to Supply Chain Management Advertisements and Company Value

Cited by 23 publications

References 18 publications

Measuring the Financial Benefits of Cross‐Functional Integration Influences Management's Behavior

Measuring the Financial Benefits of Cross‐Functional Integration Influences Management's Behavior

Exploring the use of 25 leading business practices in transitioning market supply chains

Event study methodologies in information systems research

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