Impact of integration management on performance in the UAE

Integration management is a significant factor of success in different types of organizations. Yet, the definition of integration management and ways to measure performance in a comprehensive framework need to be investigated in different environments. This paper analyzes the impact of integration management practices on company performance in the United Arab Emirates (UAE). The study uses a questionnaire that was designed with constructs and dimensions following the literature review. The components of integration management are supply chain integration, supplier integration, customer integration, knowledge transfer with customers, and managing knowledge transfer channels with customers. A questionnaire was distributed among organizations in the UAE. Statistical analysis methods were employed to analyze 94 responses, e.g. reliability tests, ANOVA, and correlation analysis. The results show that integration management improves organizational performance to a considerable degree in the UAE. The impact of these practices was positive and significant on the performance of organizations, with an average correlation coefficient of 0.81. The comprehensive assessment for integration best practices and performance and their relationship are done for the first time in the context of the UAE organizations.

Strategic Supplier Selection's Effects on Buyer Competitive Performance in Matching Domains: Is Supplier Integration Effective at Mediating Relationships?

The purpose of this research is to determine whether strategic supplier selection based on supplier capability in new product development, supplier quality, and supplier cost directly or indirectly improves the buyer's competitive performance capabilities in the matched domains of buyer product innovation, buyer quality, and buyer competitive pricing. The resource-based view of the firm is used to frame the direct effects of strategic supplier selection, arguing that a buyer's ability to select a supplier with resources and expertise in a specified domain should improve the buyer's performance capability in the "matched" domain (but not necessarily in "unmatched" domains). Two supplier integration techniques are considered as potential mediators, assuming indirect pathways. The research hypotheses examine both direct and indirect impacts for each of the matched domains, but do not assume cross-domain interactions. For instance, supplier selection for new product development capability should have an effect on buyer product innovation (in matched domains), but not always on buyer quality capability (unmatched domains). While the direct impacts of strategic supplier selection on buyer performance are supported in each matched domain, the indirect effects via supplier integration are not substantial for the matched domains. Strategic supplier selection is identified as a viable source of competitive advantage in the resource-based view. By contrast, supplier development and supplier partnership do not provide additional performance benefits in a particular domain over and beyond those obtained from strategic supplier selection in that domain; rather, it is the type of the resources selected that determines competitive advantage.

The Effect of Product Modularity on Supplier Integration

This chapter seeks to identify the set of conditions under which the mirroring hypothesis holds, proposing that modular product architecture leads to organizational modularity (i.e., supplier disintegration). The contradictory results on the mirroring hypothesis in the extant literature call for a more holistic analysis of the issue. To this end, this chapter develops a multi-objective mathematical model, allowing for the simultaneous examination of potentially influential factors, including those claimed to be neglected by the mirroring hypothesis. The findings reveal that modular product architecture does not necessarily lead to supplier disintegration, but that its effect is contingent on a firm's priorities.

The mediating effect of supply chain flexibility on the relationship between supply chain integration and supply chain performance

PurposeSupply chain integration (SCI) and flexibility (SCF) are recognised as crucial business practices and capability in the global competitive market. However, limited research has paid attention to study the relationship between SCI, SCF and their impact on supply chain performance (SCP). Therefore, the purpose of this paper is to establish a relationship between integration, flexibility and performance.Design/methodology/approachThe structural equation modelling technique was used to analyse the 187 data collected from Indian organisations through the survey methodology.FindingsFindings indicate that external integration contributes significantly to realise SCF and SCP. Sourcing and logistics flexibility also help to improve the SCP. The mediation analysis showed that the association of customer and supplier integration with SCP is partially and fully mediated by logistics flexibility, respectively. This study suggests that integration influences the SCP when the firm has a strong association with downstream partners and enough capability for logistics flexibility.Research limitations/implicationsThe study has collected cross-sectional data to analyse the relationship between SCI, SCF and SCP. However, as integration requires an effort of the years, longitudinal data and industry-specific studies may provide comprehensive views to validate the results of this study.Originality/valueBuilding on relational view theory and dynamic capability theory, the study has proposed the SCP assessment framework based on the relationship between SCI and SCF.

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

PurposeRapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.Design/methodology/approachUsing a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.FindingsThe authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.Originality/valueFirst, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

Assessment of the mediating effects of external integration on manufactury firms operational performance

Purpose: The purpose of this study was to assess the direct effect of supply chain integration on operational performance and the mediating effects of external integration on the relationship between internal integration and operational performance among manufacturing firms.Design/methodology/approach: Quantitative survey research design was adopted. A total of thirty (30) manufacturing firms were sampled using cluster sampling. The data was collected using questionnaires from 317 employees in the procurement, account and administration units of the 30 manufacturing firms. Structural Equation Modeling was used to analyze the direct and mediation relationships.Findings: The results showed that the relationship between internal integration and operational performance was significantly mediated by external integration. It was established that operational performance could only be achieved when manufacturing firms’ managers pay critical attention to internal and external integration. A Significant positive relationship also exists between supplier integration and operational performance as well as customer integration and operational performance.Originality/value: The unique contribution of the current study is the assessment of the mediating effect of external integration constructs (customer integration and supplier integration) as the mediating variable on internal integration and operational performance.

Supply chain integration and export performance: the mediating role of supply chain performance

PurposeThe purpose of this study is to examine the effect of supply chain integration (SCI) in terms of supplier, customer and internal integration on supply chain performance (SCP) and export performance (EXP). The effect of SCP on EXP is also explored. This study further seeks to examine the mediating effect of SCP on the relationship between the types of SCI and EXP.Design/methodology/approachThe population of this study consists of manufacturing companies in different industries in Jordan. Data were gathered using self-administered questionnaires; managers from 271 companies responded to the survey. The study constructs were assessed for validity and reliability, and it was ensured that acceptable levels of these tests were obtained. Structural equation modeling (SEM) was used to test the study hypotheses.FindingsThe findings showed that supplier and customer integration were not drivers of EXP, but internal integration positively impacted EXP. In addition, internal and customer integration positively affected SCP, while supplier integration did not. Also, SCP positively impacted EXP. Furthermore, customer integration and internal integration indirectly impacted EXP through SCP.Practical implicationsManufacturers should establish both intra- and inter-organizational collaborations to improve their performance. Specifically, managers in developing countries need to pay substantial attention to internal integration, as it is the key antecedent of both SCP and EXP. Furthermore, managers must be aware of the essential role of customer integration in improving SCP and subsequently EXP. Therefore, they should make long-term plans to integrate and incorporate key customers. In addition, managers are advised to reconsider their current relationships with suppliers. By failing to take advantage of the valuable expected contribution of supplier integration, manufacturers may lose export opportunities to international competitors.Originality/valueThe present study addresses an evident gap in the available literature regarding the effect of SCI on EXP. It tests a comprehensive model underlining the role of SCP on the relationship between SCI types and EXP. This study is also valuable because it was conducted in a developing country. Generally, manufacturing companies in developing countries face more SC-related difficulties than those in developed countries; these challenges can limit the export abilities of manufacturers in developing countries. The study offers important implications for the managers of manufacturing companies to improve their SCP and, subsequently enhance their EXP.

Understanding the link between IS capabilities and cost performance in services: the mediating role of supplier integration

PurposeThe purpose of this study is to explore the link between information systems (IS) capabilities, supplier integration and cost performance in the service context. Specifically, it empirically investigates how supplier integration meditates the relationship between three dimensions of IS capabilities and cost performance in service firms.Design/methodology/approachA survey of 156 UK service firms was conducted and the data analyzed to determine the role of supplier integration in mediating the effects of IS capabilities on firms' cost performance. The research model was tested using structural equation modeling (SEM), and the neural network model was used to rank the relative influence of significant predictors obtained from SEM.FindingsThe results confirmed that supplier integration fully mediates the effects of information technology (IT) for supply chain activities and flexible IT infrastructure on cost performance and partially mediates the effect of operations manager's IT knowledge on cost performance. The results showed that operations manager's IT knowledge is the strongest predictor of supplier integration.Originality/valueThis study takes a step toward quelling concerns about the business value of IS, contributing to the development and validation of the measurement of IS capabilities in the service operations context. Additionally, it adds to the emerging body of literature linking supplier integration to the operational performance of service firms.