Deployment of Supply Chain Security Practices: Antecedents and Consequences

Abstract

Despite the importance of supply chain security (SCS), there is significant variance regarding the level of deployment of SCS practices across firms and little is known about the efficacy of these practices. This study examines the role of external (coercive pressure) and internal (top management involvement) factors that potentially explain SCS practice deployment and its effect on SCS performance. It also examines the moderating role of organizational culture. In essence, this inquiry examines the role of external and internal forces in a context where organizational action is perhaps effectively mobilized only when both external and internal pressures are salient. Using data from 166 U.S. manufacturing firms, we found that the effects of coercive forces on SCS practice deployment are transmitted via top management involvement. In addition, the effect of top management involvement on SCS practice deployment is more salient for firms with high security-oriented organizational culture, although a diminishing return was detected. SCS practice deployment was found to be strongly related to SCS performance. We discuss the theoretical contributions and managerial implications based on our findings.

The antecedents and consequences of green purchasing: an empirical investigation

“…First of all, any failure to obey to legal prescriptions and regulations are likely to result in lawsuit, financial penalty, loss of legitimacy and/or damage of reputation (Lu and Koufteros, 2014). Moreover, as more and more organizations are acquiescing to regulatory pressure, they would in turn apply pressure to nonconforming organizations by treating them as meaningless, irrational and unnecessary (Lu et al, 2019). Last but not least, complying with government requirements could potentially lead to operational benefits, as many customers are seeking products from organizations that are environmental certified (Ritchie and Melnyk, 2012).…”

Antecedents and outcomes of supply chain security practices: the role of organizational security culture and supply chain disruption occurrence

“…The scope of SCS is broad, and encompasses physical security, personnel security, access control, procedural security, education and training awareness, documentation processing security, conveyance security, trading partner security, crisis management and disaster recovery (Yang, 2011; Lu et al , 2019). SCS relies much on a collaborated approach by supply chain members to reduce susceptibility in the supply chain through identifying and managing risks confronting supply chains (Jüttner et al , 2003; Ni et al , 2016).…”

“…Past research have conceptualized SCS practices along varied dimensions including facility management (Closs and Mcgarrell, 2004; Hintsa et al , 2009; Zailani et al , 2015; Yang and Wei, 2013), information management (Hintsa et al , 2009; Zailani et al , 2015; Yang and Wei, 2013; Closs and McGarrell, 2004), stock management (Park et al , 2016; Closs and McGarrell, 2004; Kurniawan, 2017), cargo management (Hintsa et al , 2009; Zailani et al , 2015; Yang and Wei, 2013) and human resource management (Hintsa et al , 2009; Zailani et al , 2015; Rice and Caniato, 2003). Additionally, some studies have examined SCS practices as a unidimensional construct (Lu et al , 2019; Yang and Wei, 2013). Also, Kurniawan et al (2017) considered vulnerability mitigation strategies (supply chain visibility, supply chain flexibility, supplier development, inventory control) as SCS practices in addition to Park et al ’s (2016) study which conceptualized SCS practices as safety stock and security compliance.…”

“…Additionally, the study empirically examines the role of SCS practices in minimizing the occurrence of supply chain disruptions. The empirical research into the role of SCS practices in minimizing supply chain disruptions is limited, and has been largely conducted in the context of developed countries (Lu et al , 2019) and Asian countries (Yang and Wei, 2013; Zaliani et al , 2015; Park et al , 2016). There is the need for further evidence into whether SCS practices minimize the occurrence of supply chain disruptions.…”

“…For theory, we examine how organizational security culture serves as an antecedent for the deployment of SCS practices, a subject that has not been empirically examined in the SCS literature. The SCS research rarely focuses on antecedents of SCS practice deployment (Lu et al , 2019; Kurniawan et al , 2017). Also, the study promotes an understanding of SCS practices deployed within the unexplored African context.…”