A contingency view on the impact of supplier development on design and conformance quality performance

Abstract

This study extends contingency theory's account of organisational size and culture by exploring the relationship between supplier development and internal quality performance. Drawing on supplier development research, the study aims to examine the moderating impact of organisational size and culture on the relationship between supplier development and design and conformance quality dimensions. Using survey data of 518 UK manufacturing organisations, we found that larger organisations with greater access to resources and a strong SCO culture tend to place the most weight on supplier development programmes which in turn yield higher internal quality performance. These findings contribute to 'Operations Management Practice Contingency Research (OM PCR)' and will raise awareness among operations managers of their future sourcing decisions.

The moderating effect of perceived environmental uncertainty and task uncertainty on the relationship between performance management system practices and organizational performance: evidence from Vietnam

“…Chenhall 2003;Guenther and Heinicke 2019). The fit between these factors and organizational design, structure, and control is crucial, as it can impact various aspects of performance (Drazin and Van De Ven 1985;Fisher 1995;Gerdin and Greve 2004;Grabner and Moers 2013;Burkert et al 2014;Salimian, Rashidirad, and Soltani 2017;Rodrigo, Santos, and Hurtado 2018;Franco-Santos and Otley 2018).…”

A note on defining organisational systems for contingency theory in OM

“…OM PCR has resulted in a number of useful conclusions regarding the fits between certain OM practices (processes and policies) and single contextual factors, but few studies have actually suggested a fit between different types of organisations and emerging OM practices. Additionally, these studies (see, for example, Llor ens-Montes, Garc ıa-Morales, and Verd u-Jover 2004; McCarthy, Silvestre, and Kietzmann 2013; Plugge and Bouwman 2013; Taylor and Taylor 2014;Salimian, Rashidirad, and Soltani 2017) and their conclusions are limited by the fact that they view an organisation as the sum of its parts and focus on the interaction between individual contextual factors and organisational structure. But we believe that more useful conclusions from OM PCR could be gained by moving to a holistic approach in which an organisation's context and structure are viewed as a single integrated entity, which could be termed an 'organisational system'.…”

Integrating risk and performance management in quality management systems for the development of complex bespoke systems (CBSs)

“…The SMF therefore serves as a quality conformance device for project people to monitor activities, reach agreement and validate the next stage of CBS development. Such quality conformance activities nurture crossfunction and cross-project culture (Salimian et al, 2017), which encourages productive working relationships, both internally and externally, and the transfer of tacit knowledge (Goffin and Koners, 2011).…”