Integration: attitudes, patterns and practices

Abstract

ABSTRACT:Purpose: This work has two main objectives: 1) to obtain a set of scales for measuring the patterns, attitudes and practices of integration that can be extrapolated to different scopes (both internal and external) and participants (supplier and customer) within the supply chain; and 2) to evaluate the relations between the different components of integration.Design/methodology/approach: Based on previous literature on the content, measurement and scope of the concept of integration, a model is presented and tested using structural equation modelling. Data were collected from 450 enterprises from the Spanish construction materials sector. Findings:Our results suggest that integration is a multidimensional concept that covers the different organisational levels of the company: corporate through attitudes; strategic through patterns, and operative through practices. These components have a different structure and, although attitudes and patterns behave similarly, practices do not, and so there is no single dimension of integration that includes the three levels. With regard to scope, internal and external integration are related but do not constitute one single concept of integration. It therefore cannot be measured as a single dimension in order to relate the integration of the firm with its (corporate, logistic or marketing) performance. Research limitations:From a methodological point of view, data were collected from a single sector, in a single moment in time and with a single respondent in each company. Practical implications:Patterns and attitudes have a complete, corporative and strategic content, whereas practices are independent from each other and have a more operational vision. Originality/value: Unlike studies that analyse integration and its relationship with outcomes, this work focuses on the concept of integration itself by analysing its three components. Thus, it extends the study of internal and external integration and focuses on the behaviour of the enterprise with two different members of the supply chain (suppliers and customers), thereby extending the analysis beyond the dyad.

Smart supply chain management: a review and implications for future research

“…Integration is a multidimensional concept that covers the different organizational levels of the company: corporate through attitudes; strategic through patterns; and operative through practices (Vallet-Bellmunt and Rivera-Torres, 2013). The so-called third industrial revolution is essentially the integration of advanced analytics, adaptive services, and digital manufacturing in supply chain settings (Tien, 2012).…”

Internet of things (IoT) based coordination system in Agri-food supply chain: development of an efficient framework using DEMATEL-ISM

“…It depends mainly on integration along with multiple SC with heterogeneous technology, integrating the information and practices related to suppliers and customers. Integrating the agriculturesupply is a not a unidirectional idea but it involves insight of various strategically, operational and tactical practices at organisational levels, so it also affects most of the criterion (Vallet-Bellmunt and Rivera-Torres 2013 ). Supply chain responsiveness is classified into third important cause enablers based on (R-C) value for affecting the entire coordinating system and based on MICMAC it is also highly dependent enablers.…”

Supply Chain Integration and Supply Chain Performance: The Role of Knowledge Sharing as a Mediator

“…It is generally acknowledged that supply chain integration is critical in creating value for the supply chain partners (Huang et al, 2014;Huo, 2012;Vallet-Bellmunt & Rivera-Torres, 2013). Past literature emphasised the critical role of supply chain integration in achieving performance and gaining competitive advantages (e.g., Flynn, Huo & Zhao, 2010;Huang et al, 2014).…”

“…Moreover, studies on supply chain integration proposed different approaches and dimensions to conceptualise the concept (Schoenherr & Swink, 2012). While some studies operationalised supply chain integration as uni-dimension (e.g., Boon-Itt, 2011;Fynes, Voss & De Búrca, 2005;Kim, 2009;), others utilised the multi-dimension operationalisation and differentiated between external and internal integration (Flynn et al, 2010;Droge, Vickery & Jacobs, 2012;Vallet-Bellmunt & Rivera-Torres, 2013). Following the recent research (e.g., He et al, 2014;Williams, Roh, Tokar & Swink, 2013;Zhang, Gunasekaran & Wang, 2015), this study conceptualised supply chain integration as a multi-dimension concept, which includes three dimensions namely, internal, customer, and supplier integrations.…”