Unravelling the link between knowledge management and supply chain integration: an empirical study

Yang, Jie; Ming-jie, Rui; Rauniar, Rupak; Ikem, Fidelis; Xie, Hongming

doi:10.1080/13675567.2013.804908

Cited by 18 publications

(21 citation statements)

References 48 publications

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“…Li and Atuahene-Gima (2001) implied that companies focused on product innovation promoted commitment among supply chain partners to introduce new products. They actively sought ways to integrate with supply chain partners to achieve a consistent supply of new product ideas and knowledge (Yang et al, 2013). Innovative companies also articulate a commitment to supply chain partners to achieve shared long term innovation goals (Pulles et al, 2016).…”

Section: Supply Base Resourcesmentioning

confidence: 99%

“…They develop collaborative relationships with suppliers, meeting with them frequently to pursue short-and long-term innovation goals (Hoegl and Wagner, 2005;Martins and Terblanche, 2003). Innovation oriented firms seek integration with supply chain partners to achieve innovation objectives (Yang et al, 2013), and improve product and process development, and delivery activities (Lau, 2011;Roh et al, 2011). They develop communication channels for information sharing with suppliers to enable mutual alignment in support of innovation goals (Liker and Choi, 2004).…”

Section: Buyer-supplier Relationshipmentioning

confidence: 99%

See 1 more Smart Citation

Linkages between firm innovation strategy, suppliers, product innovation, and business performance

Jajja

Kannan

Brah

et al. 2017

IJOPM

119

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This study uses resource dependence theory to hypothesize that a buyer's innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation. Design/Methodology: Structural equation modeling and hierarchical linear regression is used to test hypotheses. Findings: The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. They also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance. Research Implications: Resource dependence theory suggests that firms lack all the resources needed to achieve their goals and that how they manage interdependencies with other entities influences their success. This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influences innovation outcomes and business performance. Practical Implications: An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations and creating conditions for effective cooperation is a key driver of innovation outcomes. Originality/Value: In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.

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Section: Supply Base Resourcesmentioning

confidence: 99%

Section: Buyer-supplier Relationshipmentioning

confidence: 99%

Linkages between firm innovation strategy, suppliers, product innovation, and business performance

Jajja

Kannan

Brah

et al. 2017

IJOPM

119

View full text Add to dashboard Cite

show abstract

“…In contrast to publications that focus on internal cross-functional integration or on integration with external supply chain members, there has been a shift to research settings that examine both types of integration (e.g. Droge et al, 2004;Flynn et al, 2010;Kim, 2006;Koufteros et al, 2005;Wiengarten et al, 2014;Yang et al, 2013;Zhao et al, 2013). Nevertheless, despite the fact that the number of studies addressing internal and external integration has increased considerably, the proposed relationships among the effects and their moderators and mediators remain undefined, and a well-developed suitable theoretical framework is lacking.…”

Section: Global Sourcing and The Internal -External Integration Linkmentioning

confidence: 99%

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Horn

Scheffler

Schiele

2014

International Journal of Production Economics

119

137

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a b s t r a c tThe purpose of this study is to explore the link between integration and global sourcing success in international operations and by doing so, to clarify the ambiguous picture that prevails in the existing literature. Specifically, this quantitative study aims at identifying the role of the buying companies' internal and external integration with suppliers using a social capital lens. Data were collected from the central purchasing department of a multinational automotive OEM located in Germany. A sample of 82 purchasers was surveyed about their assessment of global sourcing projects, focusing on internal crossfunctional integration, external supplier integration and project success. The data were analyzed with structural equation modeling procedures, using SmartPLS. The findings indicate that internal integration is a precondition for external integration with suppliers, which accordingly has a strong positive influence on global sourcing success. Surprisingly, the direct relationship between internal and external integration was not significant, indicating a mediating role of social capital within this relationship. The theoretical originality lies in the use of the social capital theory and its three dimensions: cognitive, structural and relational capital for both internal and external integration, and in the connection between integration and global sourcing success. From a practical perspective, it can be recommended that managers distinguish between an internal and an external perspective. Internally, the focus should lie on the clear communication of common goals and norms, whereas externally, the definition of mutual contact points between organizations is of higher importance.

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“…They investigated the impact of corporate strategies that had an effect on the search scope of their open knowledge. Yang [28] argued that knowledge acquisition and dissemination played an important role between vendors and their suppliers. They also pointed out that strategic organizational behavior (namely cost and innovation orientation) relieves the relationship between knowledge management and supply chain integration.…”

Section: The Basis Of a Research Knowledge Innovation Model For Innovmentioning

confidence: 99%

Analysis on the Evolution Path and Hotspot of Knowledge Innovation Study Based on Knowledge Map

2019

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Innovation is the main driving force for promoting high-quality economic development. The ability for knowledge innovation and knowledge transformation productivity reflects the ability for scientific research transformation and the comprehensive strength of the science and technology of the country. This paper takes the knowledge innovation literature collected in the Web of Science database as its research object, carries on the knowledge atlas analysis with Citespace IV software, makes a knowledge atlas of the space-time distribution, document co-citation and keyword co-occurrence, respectively, and further explores the distribution status, changing trend and hot areas of knowledge innovation research. (1) American and British scholars have led the research in knowledge innovation, and Chinese scholars have followed the international frontier in this field; (2) The research evolution path of knowledge innovation can be summarized as follows: the research object is gradually detailed from the macro-enterprise level to the micro-enterprise level. The research hotspots are as follows: (3) The four hotspots of knowledge innovation research are based on research on the knowledge innovation system within enterprises, research on the knowledge innovation mode based on innovation cooperation among enterprises, and research on the knowledge innovation among enterprises based on inter-organizational knowledge. Research on the knowledge innovation path of knowledge sharing and enterprise knowledge innovation development is based on the global strategic orientation. This paper clarifies the evolution path and development trend of knowledge innovation research, offering a summary for further research and motivating professionals to research future knowledge innovation.

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Unravelling the link between knowledge management and supply chain integration: an empirical study

Cited by 18 publications

References 48 publications

Linkages between firm innovation strategy, suppliers, product innovation, and business performance

Linkages between firm innovation strategy, suppliers, product innovation, and business performance

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Analysis on the Evolution Path and Hotspot of Knowledge Innovation Study Based on Knowledge Map

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