Information Processing, Knowledge Development, and Strategic Supply Chain Performance

Hult, G. Thomas M.; Ketchen, David J.; Slater, Stanley F.

doi:10.5465/20159575

Cited by 159 publications

(268 citation statements)

References 21 publications

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“…Shared meaning or interpretation of information is the third dimension -a process in which members develop general understandings about the events and data (Corner, Kinicki, & Keats, 1994). Due to poor culture in specific supply chain, events and data are required to combine the collective action (Hult et al, 2004). KD may be very essential element of 'organizational memory' (Huber, 1991), tagged 'achieved memory' is the fourth dimension of KD.…”

Section: Supply Chains CCmentioning

confidence: 99%

“…Huber, 1991). There are four dimensions that supreme to the efforts of learning by describing these dimensions Hult et al (2004) developed 'KD' model. Knowledge acquisition is a first dimension -A process in which entities, i.e.…”

Section: Supply Chains CCmentioning

confidence: 99%

“…In recent years, for examining the 'strategic supply chain management' research of strategic management has started by a small body -supply chain is not only to get things where they require, rather it is also a mean to increase key results (e.g. Hult, Ketchen, & Slater, 2004). Strategic management of supply chain's importance is clear that how organizations, i.e.…”

Section: Introductionmentioning

confidence: 99%

“…Costs of inventory and overhead controlled market share increases because of new products introduced early, and move to the leadership position in industry. In comparison to studies of Hult et al (2002Hult et al ( , 2004Hult et al ( , 2007, we focus to examine multiple firms. In particular, focusing on subjective approach of CTP, this will help us for knowing the reason to outclass performance of some firms relative to others.…”

Section: Introductionmentioning

confidence: 99%

“…We wrote on Hult et al (2002), who explored the view of 'cultural competitiveness (CC)' as an indication of learning orientations, innovativeness, and entrepreneurial. Hult et al (2004) described, process of knowledge development (KD), both variables are for achieving matchless performance. In both studies, the key element is learning but the difference is in tested frameworks.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Improving cycle time performance: the role of market turbulence and cultural competitiveness

Kalyar

Sabir

Shafique

2013

Production & Manufacturing Research

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Supply chains are getting increasing substance but the antecedents of their failure and success are not clearly identified till yet. The main aim of this study is to examine the influence of Cultural Competitiveness (CC), Market Turbulence (MT), and Knowledge Development (KD) on the performance of cycle time. The conceptual framework is proposed based upon extensive literature review. For this study, data was collected from 91 respondent manufacturing organizations. Upon assuring the reliability and validity of the constructs, correlation and hierarchical regression were used to test the hypotheses. Findings reveal that CC and MT have positive impact on cycle time. KD has insignificant association with performance of cycle time. No joint relationship of CC and KD, MT and CC, and MT and KD was found affecting the performance of cycle time. Practically, it is difficult to achieve dramatic reorientation of supply chains, and it is less likely that the failure of the two elements (CC and MT) can be quickly remedied. Our results indicate that such businesses can benefit from building CC -with the focus on MT -it will ensure that the company has at least some of the advantages of reducing cycle time.

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Section: Supply Chains CCmentioning

confidence: 99%

Section: Supply Chains CCmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Improving cycle time performance: the role of market turbulence and cultural competitiveness

Kalyar

Sabir

Shafique

2013

Production & Manufacturing Research

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Measuring Purchasing Groups Performance in the Health Care sector

2018

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For many decades, governments in Western countries have attempted to control health costs. One of the strategies used is through purchasing groups, since consolidated needs generate additional savings. Although various aspects of purchasing groups have been studied, performance measurement has been neglected; due to the lack of proper measures, tensions between the purchasing group and its members can't be addressed with more objective information. However, appropriate performance indicators are considered a prerequisite to successful collaboration. Using the in-depth case of a Canadian purchasing group in the health care sector, this article suggests a set of performance indicators to measure results considering dimensions of the purchasing process and the interactions between the purchasing group and its members (who are also its customers). Résumé Depuis plusieurs décennies, les pays occidentaux tentent de contrôler les coûts de leur réseau de santé. Les groupes d'achats sont l'une des stratégies utilisées pour consolider les besoins et ainsi générer des économies additionnelles.Bien que l'on retrouve des recherches traitant de différents aspects des groupes d'achats, il en existe peu sur la mesure de la performance de ces groupes, une situation qui peut alimenter les tensions naturelles entre le groupe et ses membres, alors que chaque partie manque de données objectives pour résoudre ces différents. Des mesures de performance appropriées seraient un prérequis à une telle collaboration. À partir d'une étude de cas d'un groupe d'achats canadien du secteur de la santé, cet article suggère des indicateurs de performance qui s'attardent principalement au processus d'approvisionnement et aux interactions entre les deux parties.

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Guest Editors' Note: Don't miss the boat: Research on HRM and supply chains

Fisher

Graham

Vachon

et al. 2010

Human Resource Management

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This paper provides an introduction to the special issue on human resource management (HRM) in supply chains. To this point, HRM researchers have paid little attention to the fi eld of supply chain management (SCM) and how HRM practices may help fi rms manage their supply chains more effectively. We provide an overview of supply chain management for readers new to this fi eld. We conceptualize three potential applications of HRM in supply chains, and then use our framework to introduce and link the papers that comprise the special issue. © 2010 Wiley Periodicals, Inc.Keywords: human resource management, supply chain management Introduction H u man resource researchers and managers need to devote attention to supply chain management, because increasingly, opportunities for competitive advantage rest in managing people within and between firms in supply chain relationships (Ketchen & Hult, 2007). For example, Wal-Mart's systematic, intensive management of its supplier relationships and supplier logistics results in cost savings that are passed along to Wal-Mart customers (Weier, 2008). While many organizations recognize the importance of strategically managing their supply chains, they are less likely to grasp that successful supply chain management rests on the performance of the people in supply chains (Gattorna, 2006). At the same time, human resource practitioners and scholars have made great strides in understanding HR practices and processes that improve worker and firm performance, but rarely do they consider the supply chain implications of their research.The challenges of human resource management in supply chain settings are magnified by today's exceedingly complex business environments, which are characterized by shorter product life-cycles, product proliferation, ongoing outsourcing, and the globalization of the supply base and markets (Bozarth, Warsing, Flynn, & Flynn, 2009;Closs, Jacobs, Swink, & Webb, 2008).In our observation, the current body of human resource scholarship appears to be "missing the boat" in terms of recognizing the importance of "supply chains," which are HUMAN RESOURCE MANAGEMENT, SEPTEMBER-OCTOBER 2010Human Resource Management DOI: 10.1002/hrm defined as multiple organizations that work together to provide raw materials, produce goods and services, and deliver finished products to customers (Council of Supply Chain Management Professionals, 2010). Despite calls for organizations to manage the human capital in their supply chains better (Carter & Carter, 2007;Lummus, Melnyk, Vokurka, Burns, & Sandor, 2007) and some promising empirical work in this direction from supply chain management (SCM) researchers (e.g., Koulikoff-Souviron & Harrison, 2007), research on HRM in the supply chain literature remains paltry (Giunipero, Hooker, JosephMatthews, Yoon, & Brudvig, 2008). This is unfortunate because a diverse array of HRM research exists that taken as a whole and applied to the supply chain context can provide substantial insights into supply chain functioning (MacDuffie, 2007). There...

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Information Processing, Knowledge Development, and Strategic Supply Chain Performance

Cited by 159 publications

References 21 publications

Improving cycle time performance: the role of market turbulence and cultural competitiveness

Improving cycle time performance: the role of market turbulence and cultural competitiveness

Measuring Purchasing Groups Performance in the Health Care sector

Guest Editors' Note: Don't miss the boat: Research on HRM and supply chains

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