Web-enabled supply chain management: Key antecedents and performance impacts

Ranganathan, C.; Teo, Thompson S. H.; Dhaliwal, Jasbir

doi:10.1016/j.ijinfomgt.2011.02.004

Cited by 121 publications

(95 citation statements)

References 87 publications

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“…With advances in information and communication technologies, a number of web-based IT solutions have emerged that allow firms to conduct effective inter-organisational transactions (Ranganathan et al, 2011;Sundarakani et al, 2012;Dolci et al, 2015;Moynihan and Wang, 2015;Varma and Khan, 2015). Web-based platform provides a vast hypermedia computer environment, which substantially reduces communication and information exchange constraints.…”

Section: Web-enabled Direct Procurementmentioning

confidence: 99%

“…Web-based IT allows firms to build a cost-effective system integration infrastructure and create a universal computing environment in which the enterprise systems of all trading firms can share data (Tai et al, 2010;Gitsalis and Pekka-Economou, 2012). Web-based IT can significantly benefit firms' procurement processes through its flexible IT platform (Ronchi et al, 2010;Ranganathan et al, 2011;Yu et al, 2015).…”

Section: Web-enabled Direct Procurementmentioning

confidence: 99%

“…The electronic processing of inter-organisational trading data improves the timeliness and accuracy of information, leading to greater efficiency in procurement processes (Ranganathan et al, 2011;Dolci et al, 2015;Moynihan and Wang, 2015). Web-enabled direct procurement allows a firm to create a suitable environment for effectively conducting direct procurement activities, leading to a competitive advantage.…”

Section: Moderating Role Of Web-enabled Direct Procurementmentioning

confidence: 99%

“…Managing direct procurement is a business activity in which web-based IT solutions have been applied extensively with high expectations (Ranganathan et al, 2011;Chengalur-Smith et al, 2012;Liu et al, 2015;Varma and Khan, 2015). The literature on IT-enabled direct procurement has emphasised how web-enabled direct procurement contributes to competitive direct procurement advantages (e.g., Piotrowicz and Irani, 2010;Quesada et al, 2010;Makinen et al, 2011;Pani et al, 2011;Gitsalis and Pekka-Economou, 2012;Gupta and Narain, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Tai

2017

IJLSM

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Developing appropriate management capability enables manufacturing firms to strengthen competitive direct procurement advantage. The purpose of this study is to investigate what management capabilities can enable firms to create competitive direct procurement advantage and how web-enabled direct procurement moderates the competitive impact of management capabilities. This study conducted an empirical survey with a valid sample of 101 manufacturing companies in Taiwan to evaluate the research model of this study. The results revealed that process management, trust-building, and coordination capabilities significantly influence the competitive direct procurement advantage. Moreover, this study observed that web-enabled direct procurement alone does not directly influence the competitive direct procurement advantage. Web-enabled direct procurement plays a complementary role in reinforcing the effect of management capabilities.Keywords: web-enabled direct procurement; competitive direct procurement advantage; process management capability; trust-building capability; coordination capability.Reference to this paper should be made as follows: Tai, Y-M. (2017) 'Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage', Int.

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Section: Web-enabled Direct Procurementmentioning

confidence: 99%

Section: Web-enabled Direct Procurementmentioning

confidence: 99%

Section: Moderating Role Of Web-enabled Direct Procurementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Tai

2017

IJLSM

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“…Hence, the inter-firm design variables and practices contribute maximally to the overall success of integration (Barua & Whinston, 1998). Ranganathan, Teo and Dhaliwal (2011) suggest that complementary or interacting of capabilities and practices are the core motivations for supply chain relationships, as they help to create value that cannot be generated independently.…”

Section: Complementarities and Main Effectsmentioning

confidence: 99%

The synergistic and complementary effects of supply chain justice and integration practices on supply chain performance: A conceptual framework and research propositions

Ziaullah

Feng

Akhter

2015

SAJEMS

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In recent years, firms have been using their supply chain integration (SCI) as a competitive weapon in the intensive, globalised competitive arena. The contingent perspective in supply chain management maintains that it is necessary to observe the interaction between SCI practices and supply chain justice. A critical issue to be resolved is whether this fit leads to synergistic and complementary effects on supply chain performance. In order to contribute to this research problem, we analysed supply chain justice instances in order to determine the importance of supply chain justice, as well as highlights complementary role in SCI and its influences on supply chain performance. A conceptual framework has been developed and five propositions established to verify the contents of a theoretical study. Accordingly, balancing the adoption of SCI practices and supply chain justice will lead to the generation of greater benefits relative to the effect of both independent driving forces on supply chain performance. Furthermore, the proposed framework has been analysed in order to examine its applicability in the South African context. The study thereby suggests the empirical research guidelines and the paper concludes with a discussion of future research.

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Evaluating environmental sustainability strategies in freight transport and logistics industry

et al. 2020

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This paper provides a conceptual framework on green initiatives adoption in companies operating in freight transport and logistics industry and presents an overview on the emerging green practices and information systems adopted. On the basis of a literature review on the topic, a research question was identified and addressed through an analysis conducted in a sample of freight transport and logistics companies. This research question regards the behaviours of freight transporters in adopting green practices and information systems. As for the adoption of both green practices and information systems, the paper shows that freight transporters are not a homogeneous industry, but different types of behaviour emerge. As for the relationship between the degree of adoption of green practices and information systems, the paper proposes a taxonomy bringing together sustainable strategies for adopting green initiatives. Specifically, four strategies are identified: sustainability leaders, green practice adopters, information system adopters, and sustainability followers. These sustainable strategies highlight the different phases of the process of adoption of green initiatives.

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Web-enabled supply chain management: Key antecedents and performance impacts

Cited by 121 publications

References 87 publications

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

The synergistic and complementary effects of supply chain justice and integration practices on supply chain performance: A conceptual framework and research propositions

Evaluating environmental sustainability strategies in freight transport and logistics industry

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