Are supply chain management theories culturally constrained? An empirical assessment

Kristal, Mehmet Murat; Pagell, Mark; Yang, Chen‐Lung; Sheu, Chwen

doi:10.1007/s12063-011-0048-4

Cited by 13 publications

(20 citation statements)

References 44 publications

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“…As this research has focused on the Thai beverage industry, it is important to test the generalizability of the findings to other countries and across other industries. Kristal et al (2011) demonstrate that the effectiveness of different supply chain practices is affected by national culture, with Behara et al (2014) demonstrating the lack of supply chain research in developing economies. Future research conducted using multi-group data sets could allow exploration of the effect of national context or the impact of operational context on disruption risk management practices.…”

Section: Resultsmentioning

confidence: 99%

Unlocking supply chain disruption risk within the Thai beverage industry

Tse

Matthews

Tan

et al. 2016

Industrial Management &Amp; Data Systems

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Purpose: A growing need for global sourcing of business has subjected firms to higher levels of uncertainty and increased risk of supply disruption. Differences in industry and infrastructure make it more difficult for firms to manage supply disruption risks effectively. This study aims to extend developing research in this area by addressing gaps within existing literature related to environmental turbulence and uncertainties. Design/Methodology/Approach: We test our model using data collected from 253 senior managers and directors in the Thai beverage industry using advanced statistical techniques to explore the relationship between representations of supply disruption risk and uncertainty. Findings: The results show that both magnitude and probability of risk impact on the disruption risk, but the probability of loss is a dominant determinant. We also find that demand uncertainty and quality uncertainty affect the risk perception of purchasing managers, and are related to the magnitude of disruption risk, rather than the frequency of occurrence. Interestingly, our results show that quality uncertainty negatively impacts on the severity of disruption risk. Research limitations/ implication:The construct validity of demand uncertainty was under the required threshold, intimating the need for further construct development. Practical Implications: The framework provides managers with direction on how to formulate and target their disruption risk management strategies. The work also allows practitioners to critically reflect on implicit risk management strategies they may already employ and their effectiveness. Originality/Value: The paper identifies key antecedents of supply disruption risk and tests them within a novel industrial context of the beverage industry and a novel national context of Thailand.

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Section: Resultsmentioning

confidence: 99%

Unlocking supply chain disruption risk within the Thai beverage industry

Tse

Matthews

Tan

et al. 2016

Industrial Management &Amp; Data Systems

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“…The implementation and success of management practices generally demands not only internal resources but also pressure and resources from external stakeholders, including support from suppliers. Firms frequently collaborate with their suppliers to expedite product development, improve product quality, reduce production costs, and improve supply network performance (Kristal, Pagell, Yang, & Sheu, ; Perols, Zimmermann, & Kortmann, ). Collaboration with suppliers involves combining the internal resources of buyers with the resources and capabilities of suppliers (Wagner, ).…”

Section: Introductionmentioning

confidence: 99%

Buyer–supplier collaboration in green practices: The driving effects from stakeholders

Yen

2018

Bus Strat Env

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Green and environmental practices are considered critical to enhancing firm innovation and performance. Previous research has not fully explained how and why buyers collaborate with suppliers in green practices. This study aimed to verify the driving effects of stakeholders and the underlying mechanism in buyer–supplier collaboration. Questionnaires were used to collect empirical data from selected purchasing managers in listed Taiwanese electronics firms. Structural equation modeling was used to analyze the collected data and proposed model. Customer pressure and top management commitment are found to have a positive influence on buyer–supplier collaboration. Competitor pressure and regulatory pressure indirectly affect buyer–supplier collaboration through the mediating effects of customer pressure and top management commitment. However, green investment pressure does not significantly influence top management commitment and buyer–supplier collaboration. The results suggest that customers can leverage the pressure exerted by competing suppliers by bargaining with their current suppliers to improve collaboration with second‐tier suppliers.

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“…First, the paper shows an original approach to the study of RPM implementation, as it adopts a comparative approach between two different national and institutional settings (Carbone et al , ). As such, this study extends the understanding of the degree to which RPM is context dependent (Pagell et al , ; Carter and Easton, ; Kristal et al , ; Carbone et al , ; Zhu et al , ).…”

Section: Introductionmentioning

confidence: 99%

Implementation of responsible Procurement Management: An Institutional Perspective

et al. 2014

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The role of the institutional context in the pattern of the implementation of responsible procurement management (RPM) has been object of very limited previous research, although it has been found that it affects the approach to both CSR and supply chain management. The article presents the results of an in‐depth comparative study drawing on 47 interviews with managers of 13 companies in Italy and Germany, which have been previously related to different national institutional settings. The analysis demonstrates that the perception of factors influencing RPM implementation differs between Italian and German companies, and suggests that the institutional context affects not only the overall CSR behavior of the company, but also its institutionalization into a specific function. Results show that the institutional context mainly determines the boundaries within which practitioners are able to operate, whereas the ability to effectively bring about changes in their activity mainly depends upon organizational environment. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

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Are supply chain management theories culturally constrained? An empirical assessment

Cited by 13 publications

References 44 publications

Unlocking supply chain disruption risk within the Thai beverage industry

Unlocking supply chain disruption risk within the Thai beverage industry

Buyer–supplier collaboration in green practices: The driving effects from stakeholders

Implementation of responsible Procurement Management: An Institutional Perspective

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