Does supply chain integration mediate the relationships between product/process strategy and service performance? An empirical study

2012 ◽  
Vol 137 (2) ◽  
pp. 250-262 ◽  
Author(s):  
Cornelia Droge ◽  
Shawnee K. Vickery ◽  
Mark A. Jacobs
Keyword(s):  
Supply Chain ◽  
Empirical Study ◽  
Service Performance ◽  
Supply Chain Integration ◽  
Process Strategy

Supply chain integration: an empirical study on manufacturing industry in Malaysia

2010 ◽  
Vol 12 (3) ◽  
pp. 210-221 ◽  
Author(s):  
Ali Hussein Zolait ◽  
Abdul Razak Ibrahim ◽  
V.G.R. Chandran ◽  
Veera Pandiyan Kaliani Sundram
Keyword(s):  
Supply Chain ◽  
Empirical Study ◽  
Manufacturing Industry ◽  
Supply Chain Integration

scholarly journals Supply chain integration, organizational performance and balanced scorecard: An empirical study of the banking sector in Jordan

2019 ◽  
Vol 12 (2) ◽  
pp. 129-146 ◽  
Author(s):  
Miklós Pakurár ◽  
Hossam Haddad ◽  
József Popp ◽  
Tehmina Khan ◽  
Judit Oláh
Keyword(s):  
Supply Chain ◽  
Empirical Study ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Banking Sector ◽  
Supply Chain Integration

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

2013 ◽  
Vol 16 (2) ◽  
pp. 132-143 ◽  
Author(s):  
Jie Yang ◽  
Mingjie Rui ◽  
Rupak Rauniar ◽  
Fidelis M. Ikem ◽  
Hongming Xie
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Empirical Study ◽  
Supply Chain Integration

Supply chain integration: value creation through managing inter-organizational learning

2018 ◽  
Vol 38 (1) ◽  
pp. 211-229 ◽  
Author(s):  
Quan Zhu ◽  
Harold Krikke ◽  
Marjolein C.J. Caniëls
Keyword(s):  
Supply Chain ◽  
Organizational Learning ◽  
Firm Performance ◽  
Customer Service ◽  
Innovation Performance ◽  
Service Performance ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Content Type ◽  
Focal Firm

Purpose The purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance). Design/methodology/approach A cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations. Findings The findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways. Research limitations/implications The responses were all from young executives who had four years’ work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research. Practical implications The results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention. Originality/value This paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.

Mapping the Critical Links between Supply Chain Evaluation System and Supply Chain Integration Sustainability

2012 ◽  
pp. 329-352 ◽  
Author(s):  
Abirami Radhakrishnan ◽  
Dessa David ◽  
Douglas Hales ◽  
V. Sri Sridharan
Keyword(s):  
Supply Chain ◽  
Empirical Study ◽  
Supply Chains ◽  
Evaluation System ◽  
Formal System ◽  
Supply Chain Integration ◽  
Supply Chain Performance ◽  
Research Model ◽  
Critical Links

Supply Chain Integration is widely advocated as an important factor to attain superior supply chain performance. While firms are able to achieve integration, they find it hard to sustain integration. In this paper, the authors argue that to sustain integration partner firms must establish a formal system to evaluate supply chain-wide performance. The authors draw on theories from a number of management disciplines to map the critical links between supply chain evaluation capability and supply chain integration sustainability. The authors develop and test the research model by conducting an empirical study involving 102 firms. The results of the study show that supply chains can sustain integration by establishing a supply chain wide evaluation system.

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