Antecedents and performance outcomes of flexibility in industrial customer–supplier relationships

Han, Sang‐Lin; Sung, Hyung-Suk; Shim, Hyeon-Sook

doi:10.1016/j.jbusres.2014.04.020

Cited by 38 publications

(32 citation statements)

References 26 publications

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“…First, external SC flexibility is a relationship that exists between the focal firm and certain SC partners. All participants consider their connections with one another to be valuable and important, and so are willing to accommodate each other's needs beyond their existing agreement (Han et al, 2014;Ivens, 2005). Second, SC external flexibility constitutes an important component of the focal firm's competitive advantage.…”

Section: External Supply Chain Flexibility and Product Innovation Permentioning

confidence: 99%

“…Formal control mechanisms focus on formalized rules and clauses, while informal control mechanisms emphasize the use of relational norms to govern exchange relationships (Luo et al, 2011;Young and Wilkinson, 1989). This study focuses on informal control mechanisms because external SC flexibility reflects that: (1) the focal firm and its SC partners consent to modify the existing formal contract, and 2the SC partners' activities beyond the scope of the formal contract upon the focal firm's request (Han et al, 2014;Ivens, 2005). Previous studies on SC management in the SME context have highlighted the influence of informal control mechanisms on the interactions that occur within the relationship between the focal firm and its SC partners (Luo et al, 2011).…”

Section: Moderating Role Of the Informal Control Mechanismsmentioning

confidence: 99%

“…Second, flexible SC partners are willing and able to adjust the initial agreement with the focal firm in order to bring it into line with the environmental conditions (Han et al, 2014;Ivens, 2005). Informal control mechanisms refer to the use of relational norms to regulate all firms' behavior in the SC (Luo et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

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External supply chain flexibility and product innovation performance

Liu

Ngugi

et al. 2018

EJM

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Section: External Supply Chain Flexibility and Product Innovation Permentioning

confidence: 99%

Section: Moderating Role Of the Informal Control Mechanismsmentioning

confidence: 99%

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External supply chain flexibility and product innovation performance

Liu

Ngugi

et al. 2018

EJM

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“…Organizations must be able to work with the shortest possible time and have flexibility in the production process. Effectiveness and efficiency of an organization can be achieved by creating an environment that gives importance to the immediacy of the work that happens within that organization [24,[27][28][29].…”

Section: Competitive Advantagementioning

confidence: 99%

Ensuring Competitive Advantage through Innovation Capability and Clustering in the Thai Automotive Parts Molding Industry: A SEM Approach

Tiengtavaj

Phimonsathienand

Fongsuwan

2017

Management and Production Engineering Review

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Accepted: 2 September 2017 Thailand hosts over 50 percent of the world's top OEM automotive parts suppliers and additionally is home to over 2,400 Tier 1-3 manufacturers and suppliers. Given the significance of these numbers and Thailand's leading ranking and contribution to the global automotive industry, research was undertaken to determine how manufacturing clusters and innovation capability effect competitive advantage as it relates to automotive production part management. Multiple objectives were established which included the study of the effects and overall influences of the various variables on competitive advantage as well as the development of a structural equation model (SEM) to define how innovation and manufacturing clustering affects the competitive advantage within the Thai automotive parts molding sector. Quantitative methods analysis was conducted on the data from 240 automotive production and components suppliers' questionnaires collected from industry managers with the research results partially obtained from the analysis by use of (PLS)-graph. Qualitative research was also obtained by use of purposive sampling from in-depth interviews from ten senior managers. The results obtained indicated that clusters and innovation capability has a significant and positive effect on competitive advantage. Thus, the findings from the research illustrate that if an organization focuses on clusters, there will be a knock-on effect within the automotive parts groups leading to the increase in innovation capability, which creates a greater competitive advantage, not only for the enterprises, but also for Thai society as well.

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“…Strategic flexibility is argued to be a core capability underpinning the success of today's organizations, and researchers are seeking to identify key areas where strategic flexibility needs to be developed and maintained within the firm (e.g. Cadogan, Sundqvist, Puumalainen, & Salminen, 2012;Dai, Goodale, Byun, & Ding, 2018;Grewal & Tansuhaj, 2001;Han, Sung, & Shim 2014). In dynamic contemporary business environments, sales units are faced with heightened variation and diversity in customer demands and competitor activity that require greater levels of internal collaboration and flexibility in sales unit resources and procedures (e.g.…”

Section: Introductionmentioning

confidence: 99%

Sales intra-functional flexibility: Its relationship to performance and moderating effects on role stressors

Micevski

Dewsnap

Cadogan

et al. 2019

Journal of Business Research

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Building on strategic flexibility literature and social exchange theory, we identify sales department intra-functional flexibility (SIF) as an important driver of sales organization success. Using primary data from 229 sales organizations, we find that sales teams with greater levels of SIF report greater levels of sales and customer performance. In addition, findings show that customer orientation positively moderates SIF's relationship with customer performance, but negatively moderates its effect on the relationship with sales performance. We find mixed results with regard to the benefits of SIF in conditioning the effect of salesperson role stress to firm performance. Theoretical and managerial implications of these findings are discussed and avenues for future research are proposed.

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Antecedents and performance outcomes of flexibility in industrial customer–supplier relationships

Cited by 38 publications

References 26 publications

External supply chain flexibility and product innovation performance

External supply chain flexibility and product innovation performance

Ensuring Competitive Advantage through Innovation Capability and Clustering in the Thai Automotive Parts Molding Industry: A SEM Approach

Sales intra-functional flexibility: Its relationship to performance and moderating effects on role stressors

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