1
|
Hou H, Ju Y, Chen L, Luo Y, Wang Q. Triple-A supply chain and firm performance relationship: a meta-analysis. INTERNATIONAL JOURNAL OF LOGISTICS-RESEARCH AND APPLICATIONS 2023. [DOI: 10.1080/13675567.2023.2179979] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/22/2023]
Affiliation(s)
- Hanping Hou
- School of Economics and Management, Beijing Jiaotong University, Beijing, People’s Republic of China
| | - Yingjie Ju
- School of Economics and Management, Beijing Jiaotong University, Beijing, People’s Republic of China
| | - Lujie Chen
- International Business School Suzhou, Xi'an Jiaotong Liverpool University, Suzhou, People’s Republic of China
| | - Yujia Luo
- The York Management School, University of York, York, UK
| | - Qinru Wang
- School of Economics and Management, University of Science and Technology Beijing, Beijing, People’s Republic of China
| |
Collapse
|
2
|
Pellathy DA, Petersen KJ, Stank TP, Autry C. The impact of organizational alignment at the purchasing & logistics interface. SUPPLY CHAIN FORUM 2023. [DOI: 10.1080/16258312.2023.2167464] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/11/2023]
Affiliation(s)
- Daniel A. Pellathy
- Management Department, Seidman College of Business, Grand Valley State University
| | - Kenneth J. Petersen
- Helen Robson Walton Chair in Marketing Strategy, Marketing & Supply Chain Management, Michael F. Price College of Business, University of Oklahoma
| | - Theodore P. Stank
- Harry J. & Vivienne R. Bruce Chair of Excellence, Supply Chain Management, Haslam College of Business, University of Tennessee, Knoxville
| | - Chad Autry
- FedEx Corporation Endowed Professor of Supply Chain, Haslam College of Business, University of Tennessee, Knoxville
| |
Collapse
|
3
|
Juan SJ, Li EY. Financial performance of firms with supply chains during the COVID-19 pandemic: the roles of dynamic capability and supply chain resilience. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2023. [DOI: 10.1108/ijopm-04-2022-0249] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/09/2023]
Abstract
PurposeThis study proposes an integrated model to explore the relationships between dynamic capability and supply chain resilience (SCRE) and the relationships' impacts on firms' financial performance with supply chains (FPwSC) during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachBased on resource-based theory and knowledge-based theory, the dynamic capability is classified into resource-based dynamic capability (RBDC) and knowledge-based dynamic capability (KBDC). The study collects 158 useable survey samples from manufacturers in Taiwan and analyzes the samples with the structural equation model.FindingsThe results show that knowledge is power; KBDC is crucial for FPwSC, SCRE and RBDC. In addition, SCRE mediates the relationship between KBDC and FPwSC. Finally, RBDC significantly suppresses FPwSC.Research limitations/implicationsFuture researchers could replicate this study in other industries and expand this to other countries to generalize the results.Practical implicationsA firm with KBDC can adopt and implement strategies that exploit its internal strengths to respond to environmental opportunities, overcome internal weaknesses and mitigate external threats. Furthermore, a firm should fully utilize SCRE with proactive and reactive strategies. Exercising a firm's KBDC could facilitate SC collective intelligence to handle the risk of SC disruption and vice versa.Originality/valueThe study is the first to combine KBDC, RBDC and SCRE into an integrated model for FPwSC. Moreover, this study reveals that resilience relies on knowledge, not resources, as evidenced by SCRE being affected significantly by KBDC but not RBDC.
Collapse
|
4
|
Khaddam AA, Alzghoul A, Abusweilem MA, Abousweilem F. Business intelligence and firm performance: a moderated-mediated model. SERVICE INDUSTRIES JOURNAL 2021. [DOI: 10.1080/02642069.2021.1969367] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
| | - Amro Alzghoul
- Faculty of Business, Amman Arab university, Amman, Jordan
| | | | | |
Collapse
|
5
|
Juan SJ, Li EY, Hung WH. An integrated model of supply chain resilience and its impact on supply chain performance under disruption. INTERNATIONAL JOURNAL OF LOGISTICS MANAGEMENT 2021. [DOI: 10.1108/ijlm-03-2021-0174] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis study aims to explore the relationships among the five components of supply chain (SC) resilience (SCRES): visibility, velocity, flexibility, robustness and collaboration and their impacts on the SC performance under disruption (SCPUD).Design/methodology/approachFive SCRES components are identified from the literature review and data are collected using an web survey from 113 manufacturing companies in Taiwan. The data are analyzed by structured equation modeling with the partial least square solution. Two-stage least-squares (2SLS) regression was used to test the potential endogeneity of SC collaboration (SCC).FindingsThe results reveal that SCC is an exogenous driver of SCRES; it directly affects visibility, velocity, flexibility, robustness and SCPUD. Furthermore, SC flexibility is the only component of SC agility that directly affects SCPUD; it is influenced directly by SC velocity and indirectly by SC visibility through SC velocity. SC visibility is a vital agility component that positively influences SC velocity and SC robustness.Research limitations/implicationsThe data in this study are cross-sectional and the sample size of 113 is relatively small. The relationship between SC robustness and SCPUD needs a longer observation period to reveal. The logistic issue in the shortage of carriers caused by the pandemic has been overlooked.Practical implicationsA firm should enhance its collaboration and flexibility in the SC as they both are the critical antecedents of SC performance (SCP) during the disruption period.Originality/valueThis study integrates visibility, velocity, flexibility, robustness and collaboration into a complete framework of SCRES. The dependent variable, SCPUD, measures SC performance (SCP) under the disruption caused by the COVID-19 pandemic. It is the first study to investigate the associations of the six constructs in a research model.
Collapse
|
6
|
Francioni B, Clark KD. The mediating role of speed in the global sourcing decision process. JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT 2020. [DOI: 10.1016/j.pursup.2020.100609] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
|
7
|
Schütz K, Kässer M, Blome C, Foerstl K. How to achieve cost savings and strategic performance in purchasing simultaneously: A knowledge-based view. JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT 2020. [DOI: 10.1016/j.pursup.2019.04.002] [Citation(s) in RCA: 16] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
|
8
|
Timmer S, Kaufmann L. Do Managers’ Dark Personality Traits Help Firms in Coping with Adverse Supply Chain Events? JOURNAL OF SUPPLY CHAIN MANAGEMENT 2019. [DOI: 10.1111/jscm.12212] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/18/2023]
|
9
|
Timmer S, Kaufmann L. Conflict minerals traceability – a fuzzy set analysis. INTERNATIONAL JOURNAL OF PHYSICAL DISTRIBUTION & LOGISTICS MANAGEMENT 2017. [DOI: 10.1108/ijpdlm-01-2016-0026] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate legal effects on social sustainability practices at buying firms. The US Dodd-Frank Act has forced listed companies to determine the degree to which their products contain conflict minerals (CM). The research question this study seeks to answer is the following: which factors influence a company’s ability to determine the provenance of its inputs?
Design/methodology/approach
The study examines secondary data in the form of CM reports of 50 US listed firms for two consecutive years using a fuzzy set qualitative comparative analysis (fsQCA) approach.
Findings
This study identifies different configurations of stakeholder salience and firm resources that lead individual companies to achieve high levels of traceability. Findings show that firms’ CM governance mechanisms are a key determinant in the firms’ capacity to meet regulatory traceability requirements. Further, the authors find that both the presence and absence of specific stakeholder pressures and firm resources can lead to traceability. Findings also suggest that firms can achieve traceability without any pressure from stakeholders.
Research limitations/implications
The study investigates the practices of individual firms that are subject to the Dodd-Frank Act, rather than adopting a supply chain-wide perspective. Further, proxies had to be used to measure several constructs because of reliance on firms’ reporting, which implies that the study did not account for certain behavioral factors that influence traceability.
Practical implications
This study provides managers of both resource-rich and less resource-rich firms with possible pathways for achieving CM traceability.
Originality/value
The study contributes to the field of sustainability by providing exploratory insights into the antecedents of traceability and deriving theoretical propositions to guide further research. The authors apply fsQCA to investigate secondary data over multiple years, thus using a novel configurational methodology.
Collapse
|
10
|
Riley JM, Klein R, Miller J, Sridharan V. How internal integration, information sharing, and training affect supply chain risk management capabilities. INTERNATIONAL JOURNAL OF PHYSICAL DISTRIBUTION & LOGISTICS MANAGEMENT 2016. [DOI: 10.1108/ijpdlm-10-2015-0246] [Citation(s) in RCA: 66] [Impact Index Per Article: 8.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to determine if internal integration, information sharing, and training constitute direct antecedents to organizations’ warning and recovery capabilities. Assuming that organizations periodically face various supply chain risks, the authors intend to show that managers can develop these antecedent competencies in ways that bolster their supply chain risk management (SCRM) capabilities.
Design/methodology/approach
To understand the relationships between the antecedents and SCRM capabilities, the authors used Q-sorts and confirmatory factor analysis to develop new warning and recovery measures. The authors then collected survey data from 231 hospital supply managers and analyzed these records using structural equation modeling.
Findings
The results indicate that internal integration and training positively affect organizations’ warning and recovery capabilities, in both a direct and indirect manner. The authors also illustrate how managers can leverage their SCRM capabilities to affect operational performance.
Research limitations/implications
These results suggest that by developing antecedent competencies like internal integration and training, firms may bolster their warning and recovery capabilities, and ultimately operational performance of the organization.
Originality/value
The findings provide hospital supply organizations and other inventory management teams with a novel approach to managing an evolving array of supply chain risks. Rather than investing in costly risk management techniques, like inventory stocks, organizations can use internal integration and training to improve their SCRM capabilities.
Collapse
|